1. Managing creative projects and teams
Project 2: Chelsea Market, Artists & Fleas
Done by: Jessica Kim, Sarah Lee, Jessica Visci

4. ● 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

5. Floor Plan
https://www.youtube.com/watch?
v=yfQ5Q0s95o4

7. 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

8. 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

9. Stakeholder perceptions: vendors
Cynthia Rybakoff
Jewelry designer
“An eclectic blend of modern
and vintage. Chelsea Market
as a unique retail location.”
Olivia Purnell
Avalove
Poet-turned-designer
“Chelsea market is a little
wonderland.”
Trevor Kroon
Curated basics
Product manager
“A great place to find stylish
people with awesome taste.”

10. Stakeholder perceptions: customers
Son & mom duo
Watch lovers
“Aren’t these lovely? It’s a gift
to my mom, but to myself as
well.”
Avalove customer
Indie shirt shopper
“You can’t find shirts like
these anymore. There’s a
certain artistry to them.”
Little kid
Bow-tie sniffer
“Mommy… I want…!”

11. ● 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

12. Key scenarios
Overcrowding and
tourist seasons
Arguments over
vendor-related
space
Snow
storms and
bad weather

13. Wiser Conclusions Our Conclusions
Rewarding 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