Managing creative projects and teams
Project 2: Chelsea Market, Artists & Fleas
Done by: Jessica Kim, Sarah Lee, Jessica Visci
● Opened in Dec 2003 by founders Amy and Ronen
● 3 markets: Chelsea Market, Williamsburg and LA
● Vendors in art, vintage, jewelry, apparel, home, food
● Vendors apply via website or email
● Prices range from $3000 to $3600 per 2 week period depending on booth size for the CM location
Introduction
Floor Plan
https://www.youtube.com/watch?v=yfQ5Q0s95o4
Environmental analysis● Middle aged women and
tourists; mostly jewelry● Alot more people taking
photos and eye shopping than actually buying
● Paths but everyone walks whichever way they please
● Some vendors watch the people while others on their phones
Patterns of behavior● Jewelry stands were the most crowded● Extremely interactive space● A lot of attention to price● Sellers acted very differently depending on amount of
customers● No real means of how you should be guided through the
area ● Sense of things being scattered
Stakeholder perceptions: vendors
Cynthia RybakoffJewelry designer“An eclectic blend of modern and vintage. Chelsea Market as a unique retail location.”
Olivia PurnellAvalovePoet-turned-designer“Chelsea market is a little wonderland.”
Trevor KroonCurated basicsProduct manager“A great place to find stylish people with awesome taste.”
Stakeholder perceptions: customers
Son & mom duoWatch lovers“Aren’t these lovely? It’s a gift to my mom, but to myself as well.”
Avalove customerIndie shirt shopper“You can’t find shirts like these anymore. There’s a certain artistry to them.”
Little kidBow-tie sniffer“Mommy… I want…!”
● Overall positive reaction by customers and vendors
● Stressed their love for adventure● Importance of the uniqueness of the space
and merchandise● Building a sense of community● Sometimes crowded and confusing
Stakeholder perceptions
Key scenarios
Overcrowding and tourist seasons
Arguments over vendor-related space
Snow storms and bad weather
Wiser Conclusions Our ConclusionsRewarding Group Success
● Emphasizing the individuality of each vendor
● They are in charge of their own success
● Motivational tactics
Inquisitive Leader● Owners of market could ask how the
vendors feel about the space● Other than this owners have little
involvement● Lagging an “anxious leader”
Synergy● Benefit from traffic of Chelsea Market● Benefit from shared funding● Benefit from shared information
● More signs that guide the customers around the market
● Organize by trade
● Wider, more welcoming entrances (the space was fairly closed off)
● More open space
● Continuity between exterior and interior
● Music throughout
● Placement of market
● Environment more adaptable to different merchandise