Tuesday, November 9, 2010

The pictures of Guy Bourdin

With their startling fairytale imagery, the fashion photographer Guy Bourdin's pictures have lost none of their uncomfortable allure. Drusilla Beyfus takes a look, as a new book and exhibition celebrate his work.


Though he died 19 years ago, the French photographer Guy Bourdin, one of the unquestioned innovators in his field of fashion photography, suddenly finds himself part of a hot topic. He was sworn to the printed magazine page. It was his chosen medium of expression throughout his four-decade career. But, goes the argument, with advances in technology and viewers increasingly turning to websites and apps, is there a future for magazine photography?

The case for the defence occurs in a new monograph of Bourdin's work, In Between, curated and edited by London-based Shelly Verthime. In her words, 'He mastered the transient fashion magazine as a stage and a story board.' The material in In Between focuses primarily on work produced between 1955 and 1985 for Bourdin's longest-lasting patrons, Condé Nast's French Vogue and Charles Jourdan, the French shoemaker.

'What you see in Bourdin,' Philippe Garner, a Sotheby's director, has said, 'is a linking of two great themes: desire and death.' Bourdin's first photographs for French Vogue in 1955, some of the most daring fashion images of the 20th century, according to Verthime, featured a model in an exquisitely designed hat photographed among the animal carcases at Les Halles, the Paris meat market.

In one shot a row of eviscerated animals hangs behind the model, who gazes impassively at the camera. His advertising shots for Charles Jourdan alluded to dark fairy tales and horror stories (such as the 1967 photograph depicting three slender legs dressed in brightly coloured hosiery and satin slippers, all roped together and stretched out across a railway line).

Bourdin had a hard attitude to women - in life as well as in his photographs, it seems. His biographers attribute this to his abandonment by his mother in infancy. His wife, Solange Greze, died in inconclusive circumstances in 1969; his lover Sybille Danner committed suicide in 1981. In the studio he was renowned for making extreme demands of his models.

Anthony Haden-Guest, writing in the New Yorker, recounted a French Vogue shoot in which Bourdin had the faces of two models covered in a layer of glue, over which he scattered black pearls. Bourdin decided to go further and wanted to do their entire bodies with pearls. Probably because of overheating, the two models passed out.

Painting was and remained Bourdin's first love, but having received training as a photographer during his military service with the French Air Force, he took to the camera with determination. After introducing himself to Man Ray in Paris he became a protege of the artist and a child of the Surrealist movement. Magritte's familiar image of a bowler-hatted man was subsequently invoked in a shoe advertisement.

In the mid-1950s, having shown his photographs to the editor-in-chief of French Vogue, Edmonde Charles-Roux (Bourdain had no commercial pictures in his portfolio), he was commissioned to try his hand at fashion. It was the beginning of a 30-year relationship with the magazine in which he was accorded almost complete creative freedom. He pushed the boundaries of fashion photography both aesthetically and in terms of their erotic content. In the 1960s his then Vogue editor Francine Crescent brought him together with the business of Charles Jourdan, a connection that lasted for 15 years and which produced arguably his most imaginative images.

The political correctness of the 1980s saw Bourdin fall out of favour; towards the end of his life he was said to have become a recluse. But in the past decade people have looked at his pictures in a new light.

Although not as well known in Britain as his contemporary Helmut Newton - with whom he is frequently (if wrongly) compared - Bourdin is now a major influence. David Lynch, the film director, has acknowledged his input, the photo-grapher Nick Knight has attributed his own 'neo-glam look' to Bourdin, while Glen Luchford, the creator of campaigns for Prada and Calvin Klein, has admitted a creative debt to him. Madonna has described Bourdin's erotic 1970s images as being 'sick and interesting'.

Although many of the sexual taboos that he played with have lost their punch, his work is appreciated now much more as a branch of the decorative arts. During his lifetime he cold-shouldered highly prestigious professional awards and refused to allow his work to appear in exhibitions, book compilations or to sell single prints. What he cared about was producing magazine photography of a quality likely to ensure a future for the form.

Monday, November 8, 2010

What Is The Best Non-Prescription Eyelash Enhancer


Eyelash enhancers are the latest beauty trend these days, and cosmetic companies everywhere are launching products that promise to give women longer, fuller, darker lashes without the fuss of mascara or false lashes. But with all these options, it’s hard to know what really works and what doesn’t.

Luckily, there are reputable beauty sites out there that have put many of these eyelash enhancers to the test. The results for this year’s top-performing eyelash enhancers are in … with iQ Derma’s SmartLash coming in with a solid 5-star rating on Dermstore.com, the #1 online destination for skin care and beauty.

What Is Eyelash Enhancement?

If you aren’t yet aware of this increasingly popular method of achieving longer lashes, eyelash enhancers are formulas that are topically applied to the base of your lower and upper lashes. They can even be used on sparse, thin eyebrows.

Is It Safe?

While prescription eyelash enhancers are often formulated with prostaglandin, a hormone that can cause side effects such as darkened irises (potentially irreversible) and blurred vision, more and more companies are developing safer, non-prescription alternatives that deliver impressive results.

Most non-prescription formulas are hormone and paraben-free. Instead, they’re formulated with polypeptides, amino acids and conditioning ingredients to help rejuvenate lashes and strengthen them against breakage. So you still get longer, fuller, darker-looking lashes and shapelier brows without the negative side effects.

How Soon Can You See Results?

In some cases, users have reported seeing results in as little as 7 days, while others may see results in 4 weeks.

SmartLash, for instance, has published its clinical results, which show that 46% of participants saw a difference in their eyelashes and/or brows in just 7 days while 100% saw a difference in 14 days. They also experienced up to a 68% increase in the appearance of lash length.

Sunday, November 7, 2010

Ugg Classic Arglye – Pick of the Ugg Fall Collection


The pick of this years Ugg Fall collection was undoubedly the Ugg Classic Arglye Knit Boot. The Ugg Argyle is a natural progression from the best selling Ugg Classic Cardy range. These knitted boots have been a firm favorite for the last few years and contiue to sell well.

The argyle adds a little extra knitted design making them stand out from the crowd. Available in 4 colors, Black, Cream, Charcoal and Fig (dark purple to you and me!). I am quite suprised that Ugg have foregone the Grey color this year as that was one of the best selling Classic cardy colors.

One suprise and one that best left un commented was the Striped Classic Tall Cable Knit Boot, it seems you really can have too much of a good thing!

Back to the Classic Argyle, as whth all the knitted Ugg boots there go great with jeans and short skirts, i suspec tthis year well see them being worn with floral print dresses and leggins. Hell they’ll go with anything!!

If you loved the Classic Cardy then you will undoubtedly love the Classic Argyle Knit Boot.

However one word of caution Once again I suspect that they will be in very short supply. When the Cardy fist appeared 2 years ago they sold out almost overnight. The only place you could get them was on eBay and the prices there were at a premium.

Get out there and secure your pair today before they are all gone, I suspect that just like the cardy The Classic Argyle Boot will probably appear on Oprahs Favorite Things It is the type of boot that she adores both comfortable and practicle and above all fashionable.

Tuesday, November 2, 2010

Links à la Mode: The IFB Weekly Roundup

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The Five P’s of Fashion Partying

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China Momentum Continues, But What Does It Mean?

Oct. 10 2010 - 11:25 pm | 1,803 views | 0 recommendations |

China GDP will grow 9.5% to 10% in 2010, and U.S. GDP will grow 2.5%. While GDP growth in China is likely to be between 7% and 9% longer term, U.S. GDP growth will be between 2% and 3%. The differences in GDP growth will affect the exchange rate and relative levels of wealth in China and the U.S. The housing bubble in China continues to be controlled, and property prices in most of the larger cities will increase in the next 12 to 24 months. The defaults that have plagued the U.S. housing market are not occurring in China, and while many houses and apartments lie empty due to speculators, there are shortages of affordable residences in China. While demand for residences will continue to be strong in China, there is the need for a steady increase in salaries to allow a growing base of buyers to pay for higher-priced properties. China has excess commercial properties, and many are highly leveraged, but if the economy can continue to grow at 7% to 9% per year, the excess in most regions can be systematically absorbed. The industrial and financial base in China needs to continue to expand in order to absorb the excess commercial properties. China will steadily increase the consumption of goods it produces, which is consistent with the growth of the middle class to be 30% of the total population by 2020. The increase in internal consumption in China is being done in an orderly and planned way so that large deficits are not built. Who can blame China for managing consumption? The U.S. is clearly not in a good position to advise China how to manage consumption and manage its economy. The growth of China, however, continues to be heavily dependent on exporting. Without exports to developing countries such as in South America and Asia as well as developed countries in North America and Europe, the economy of China would stagnate. With the resulting increase in unemployment, the likelihood of social unrest would be high. The interdependence of supply and demand is being carefully managed in China, but the U.S. is the key foundation on which China and most other global economies depend. If U.S. consumption of goods from China, Japan, South Korea, Germany, etc, drops precipitously, the industrial miracles of these countries collapse rapidly. These countries need for the U.S. to continue to consume. The U.S. is, however, consuming based on borrowing, which can only be addressed by the combination of reduced spending and increased taxes. There is also the option of inflation, which destroys the value of the dollar and the other currencies that are linked to the dollar. We in the U.S. are living in a world of illusion, where the cost of continuing with our lifestyles is escalating rapidly. Measures are being enacted to have China increase the value of the Yuan, and while this can make some of the goods made in China, including the iPhone 4 and iPad, have higher prices for U.S. consumers, the impact on the balance of trade between China and the U.S. in the next 12 to 24 months will be low. The raising of the value of the Yuan can make it less expensive for China to import oil and other commodities but can also increase the price of oil to the U.S. consumers as the value of the dollar continues to decline. Forcing China to increase the value of the Yuan is a no-win situation for the U.S. The U.S. needs to develop new industries to strengthen its exports. While the relative position of the U.S. is weakening, China is becoming more assertive and willing to be confrontational. To date, Japan has been the primary target for the stronger China. This is a new phase of China foreign policy and is probably an early indicator of the positions that will be taken by the new leaders that come into power in 2012. The global economic power base is changing. It is important to understand these trends and have policies to address them. Some of the new industrial policies of China, such as in the high-fuel-efficiency automobile arena, should be of major concern to the U.S., European, Japanese, South Korean, and Indian automobile companies. Under the new agreement, Chinese companies will own at least 51% of the joint ventures, and the foreign joint venture partners will need to provide key areas of technology to even have minority ownership. While this is a very astute approach by China, it will dramatically weaken the ability of the foreign automobile companies to compete in the China market. With high market share of the China market, the Chinese automotive companies will have the financial and technical resources to build strong positions in the global markets. The analysis of China and the actions of the Chinese leaders shows that excellent strategies are generally developed for long-term market domination. While there is the willingness to concede in some areas, there is also strong protection of areas that are considered strategic. In chess, it is the equivalent of giving a pawn to capture a rook. Soon, we have no major pieces left and we are defenseless. When checkmate occurs is a matter of convenience. China is an efficient industrial giant that is managing its internal policies effectively and is also managing its external environment. The strategies of China are well-planned for winning the war on wealth. We in the U.S. have many strengths but are also highly fragmented in our approaches. The U.S. is also too concerned with continuing consumption in the short term and is not taking care of the future of our children and the children of our children. We need to understand China and how we can collaborate with China in building wealth. When the Titanic and iceberg collided, we know what happened. The iceberg drifted to the equator and melted and the Titanic sank. We all need to prosper.


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Monday, November 1, 2010

3 Tips to Keep Your Top Chinese Talent

Oct. 11 2010 - 10:40 pm | 1,232 views | 0 recommendations |

“If you’re not switching jobs every two years, then you’re doing something wrong.” I continue to hear Asia Pacific-based senior executives echo the same sentiment about the career mindset of young Chinese white-collar workers in China. When I worked as a consultant in Beijing, it was clear that my co-workers seemed to be on a constant rotation program among the top multinational management consulting firms operating in China. During my first weeks on the job, I reviewed training presentations blatantly taken from the China offices of McKinsey & Company, Boston Consulting Group and Accenture. My co-workers did not seem to mind using this information, because so many had spent significant time at these different firms that to them it was public knowledge and not viewed as proprietary information.

Once you identify, recruit, and train top local employees in China, how can you retain these individuals to ensure they do not leave to work for a competitor taking your company’s proprietary information for a minor pay increase?

There is no surefire solution for retaining talented local employees, but many innovative western multinational firms have developed strategies to keep their prized hires within the firm. Here are three strategies worth considering:

Be flexible about employee titles

In general, it’s not wise to give inflated titles to employees whose skills and responsibilities don’t match up. While the title may initially satisfy an employee, he or she is likely to eventually consider themselves underpaid for the rank and demand more compensation. However, some companies have found a way around this dilemma by committing to a standard company-wide title and pay grade internally, while granting the employee a more appealing outward facing title on their business cards and in the marketplace. As one Asia Pacific CEO at a leading technology firm put it, “if the regional sales manager for China and Taiwan wants his business card to read ‘Greater China Director of Business Development’ I am ok with it, if that’s what it takes for him to stay in the company and continue to hit his sales targets.”

Think long-term when it comes to incentives

Convincing your local talent to buy into the company vision and stick around over the long-term may prove challenging. Nevertheless, you may be able to increase the likelihood your top employees will stay past the two-year mark by tying their incentives to aspirational purchases. The ideal path for a top graduate on the white collar career track is to graduate, get married, and buy a house. In recent years, a second major purchase typically follows home ownership – a car. Understanding this phenomenon, one company set up an incentive scheme for top sales managers. The company would provide an interest free loan to selected employees to buy cars and match a portion of the payments for 5 years. If the employee leaves the company before five years, they would lose the car and the company’s contribution. For those who stick around, they receive a car at a significantly reduced price. This is somewhat similar to companies outside of China issuing stock option plans, in which employees’ options fully vest only after a set number of years working for the company.

Shatter the glass ceiling

The Asia Pacific CEO at most Western multinational companies is often a foreigner from headquarters. Typically, other key positions such as VP Strategy, VP Marketing, even down to middle-management posts are filled by expatriates. This is unsustainable for a business seeking to localize for the long-term. As soon as a key Chinese employee sees a glass ceiling looming above her head, she will opt to join other firms. Interestingly, an increasing number of mid-level managers are choosing to leave Western MNCs for domestic firms. According to Frontier Strategy Group’s 2010 China Talent Engagement Survey, domestic Chinese firms empower their mid-level managers with greater responsibility than their counterparts at multinationals. On average, the typical mid-level manager (age 31-35) at a Chinese firm oversees 13 direct reports, while those at Western MNCs on average only directly manage 9 employees. It is important for top talent to see a clear career path at your company, or else ambitious employees seeking career advancement with increased responsibility may leave for a competing local firm such as Mindray, Baosteel, Huawei Technologies or Haier where there is more potential for career advancement.


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