#recession? Addictlab takes over high value but empty shopspace.

As you may know, I have been working on the further development of Addictlab, here in South Africa. An interesting experiment, as it allows me to test certain processes, learn from mistakes and implement maybe later the best findings in other countries and creative regions.

Have a look at the OpenLab3.0, a physical yet guerilla style evidence of Addictlab in a public & popular shop environment. (pictures on facebook)

In short, this is doing the following:
• Select, discover and accelerate local creative talent (What we call LABINPUT)
• Collect stories & people for journalists in the different creative scenes.
• Educate a large audience about design, innovation and other cultures.
• Interact and marshal a large crowd for ideageneration, via interactive tools. (The difference with 'crowdsourcing' being that I think it's important to know everybody in the process - preferably personally. I'll do a blog one day on crowdsourcing and the difference with addictlab.)
• Create a physical space, as an inspiring lab environment, for companies that need to tap into our lab when looking for new ideas, coherent brand consultancy and innovation. (LABOUTPUT)

It's an amazing space and it has a pretty important commercial value. Yet it was empty. One of the evidences of economical change is the rise and fall of shop concepts, shopping malls etc. Consumers have an abundancy of choice. But when you're shop/product/brand falls out of their Top of Mind, you better hang on. In tough times as these, it immediately results in empty venues. Causing less people to come, causing even more shops to close down. Empty spaces are the symptoms of economic downturn.

Resurrection thanks to recession?
So these OpenLabs must be seen as a solution, turning those proofs of recession into a positive story, with PR, brand, marketing & inspirational value for everybody involved. The addictlab methodology could work, yet it requires a lot of collaborative power, energy, and dynamics. We need people, artists, brands, to really WANT. (I'm not mentioning budget. Money should not be an issue when everybody shares a vision.)
A physical space as a metaphysical definition of innovation and hope. I can be very lyric on it all.

There will always be incomprehensible things in collaborative processes. I offered a - free - space to Danone, to name but one. I need to calculate the value of my gift: the PR value of collaborating, the brand value in the space, the number of people who would be in contact with their brand & product. We're talking about an A location space, so lot's of traffic. We already had national radio doing an interview.
It didn't happen. Timing? Vision? Budget? Lack of Respect? Ignorance? - It's in those moments that I like to take over the company, and force it in the right direction. But it's ok. I'm over it. I understand you need two to tango. And I have other things to do then to win someone else's battle. Certainly when I offer it for free.

Then again, during last week's opening, I was touched by a whole bus of visiting Soweto based artists coming to the design mall. Read: rich environment. I need to be thankful to everybody helping out, like Marike, Jaylily, Sean, Dan, Joanna, Haldane, Clive, Michaella, Open. There was an interesting mix at the opening, yet I will be looking with the help of those great labmembers here to see if we can organise a specific brand/innovation related workshop.


Having this space now, opens up even more possibilities. From a content point of view, we could do this all the time. We have the great talents to showcase. And companies need now more then ever innovation to get out of the dangerzone.

Business Opportunity / we have extra lab-capacity for brainstorming sessions, workshops & innovation idea generation.

We have this space only temporary. If your company or others you know are in need for new ideas, we can bring in creative talent almost immediately to start thinking completely out of the box. This gives us a unique opportunity for our brainstorming sessions.

As far as the selection we made for this OpenLab, I believe all are very talented, and useful in most creative processes, but more specifically there are labmembers that can be very valuable for your company when you're active in :
- Automotive
- green-eco design
- womenslab
- branding & marketing
- business travel
- SouthAfrica 2010
- kids

When interested, do not hesitate to get in contact.

[Would an OpenLab in your region be a good idea too? Have a place? A network? An Empty space?]

Reflections on new work uploaded on addictlab.com (1)

I'll be commenting some of the great concepts that are being uploaded on our addictlab.com site. Here is work from a Belgian promising talent, Gert De Clercq
It's called Black Box.
Technique used : Acryl on Carton boxes.
And the message ?
What first seems no more then boxes with well known brands printed on them, gets a twist when you focus a bit more.
All logo's have been subtily altered, changed, creating humoristic, sometimes cynical but always intelligent messages.
The boxes are conveniently empty... Aren't todays marketing hypes not all about the packaging and not about the content?





Go to Gert's Labfile

The Vroom & Dreesmann paradox.

The Vroom & Dreesmann paradox is my way to describe the apparent limitations of Addictlab - not being able to make big money on a short period of time.

V&D approached Addictlab last year, attracted to the level of innovation we showed at the resent 100% Design fair in Rotterdam.
V&D is a supermarket chain in Holland, that apparently lost their innovative way of doing things over the last 120 year.

The concept / briefing was brave. Let's define and produce 120 new products to celebrate this anniversary, and put V&D on the map again as a proactive, caring, and innovative brand. V&D wanted to lead again, in stead of keep on tracking behind.

So far so good. In all honesty, I am convinced that with our addictlab-system we can deliver.
Timing was an issue, complete madness, actually, but speed is one of our assets, so I attracted more labresearchers at Addictlab Brussels to start working on this. We do have a huge database of people and concepts.

For me, however, there were some extra points I wanted to add.

First: the selection of ideas and concepts. My personal view on things is that we should think about the social relevance of our actions. Better not just think about the product we create itself, but also about the surrounding that changes because you create.
With a selection of 120 products, we really could make a difference.
One of the concepts I wanted to push was a USB stick with the housing cut out in wood in a West African country.
The Portugese designer Pedro Alegrià wanted to make a point with this design creating a bridge between western society needing new tools like USB sticks, and production facilities in Sao Tomé. (see also Ad!dict inspiration book on GAMING)
Obviously , you could not start sourcing this in China.

Brings me to another important point in collaborations between Ad!dict Creative Lab and companies like V&D: The importance of honouring the designer/creative and the link to the addictlab-system.
This seems so logic: you attract consumers by showing them innovative products, bring authentic (!) stories, explain the reason why, who did it, why, and make a link to the creative mind or group of creatives who are behind it. All should benefit from that. The consumer, the creator, the facilitator (addictlab) and the brand V&D

Now, no matter how hard I tried, I couldn't convince the V&D management on those two points.
We had a couple of meetings - one meeting took me 3 hours on the road from Brussels to Amsterdam and exactly 20 minutes for the meeting and then 3 hours back - and it was clear that from their side, they were struggling with the briefing, the sourcing, the concept. Where as the initial briefing was that we'd go as far as possible.

You had the difficult discussion on the 'owner' of the concepts, or at least the communication of the people behind the concepts.
And you had the budget discussions. They wanted to earn money on every of the 120 products. Making it a mere commercial project. Whereas it was and still is my conviction we should add some products that might not sell too well, but create rumour and proof of V&D's clear will to innovate. in that case, the production of those products is an investment, on a branding level, not an income. On the long run, it would generate more business, in stead of short turn income.
Then you see that those big companies are not structured to have a coherence in their actions: each department works on its own. This was clearly a project that was not running through the whole company as a branding opportunity. A pity, it is.

The project didn't take off. With us, anyway. I believe they even saw me as a threat, as someone wanting to put my own brand on 'their' products. Of course, I would have loved to have this addictlab-shop in the shop concept, where you'd go in your supermarket and find products by Addictlab members. I still do, and it's on my wish list ever since. But it would have gone further then just my ego: it would have given 120 creatives a unique platform, it would have given the press 120 reasons and stories to write about the V&D, and a lot of consumers inspiration, humour and a positive vibe

V&D didn't even wanted to have the names of the designers, their companies, or our link. As 'they had too much subbrands' already. Thinking about it now, I'm quite sure I had to stick with our mission, bringing innovation via our system of labmembers. But I see it as a mistake from my end that I couldn't convince them. And of course, I missed a lot of business.
Hence the Vroom & Dreesmann paradox.

Comes a time, comes a place.
Our ADDICTLAB testshop prooves it could work. We just need to find people with the same vision.