Patronising Prada
‘When I buy art, I want to keep it separate. You don’t want people to think you are doing what you are doing because you want to make your company better.’
(Miuccia Prada quoted by Specter, 2004)
In 2002 a sculpture by artist Tom Sachs entitled Prada Death Camp (1998) caused outrage when shown in the exhibition Mirroring Evil: Nazi Imagery/Recent Art at the Jewish Museum in New York. The New York Times critic Michael Kimmelman (2002) reported how he had received ‘anguished emails’ from Holocaust survivors stunned at the inclusion of the model of a concentration camp made from a Prada hatbox. The controversy generated by the exhibition inevitably drew attention to the fashion brand and speculation about its response to an artist who had also created the Prada Toilet (1997). Well the critics needn’t have worried, ‘We really like his work,’ said Pandora Asbaghi from the Fondazione Prada (a contemporary arts foundation owned and managed by Prada), who also confirmed that Prada had given Sachs an unlimited supply of shoeboxes.
Indeed Prada liked Sachs’ work so much that he was commissioned to produce a site-specific installation for his very own exhibition currently showing at the Fondazione Prada in Milan (7th April – 15th June 2006). In the accompanying press release we are informed that the artist’s work mixes status symbols of mass culture with ‘the symbols of American wealth that sees in luxury, conformism, and designer labels a reinforcement of their elite social status’. So here we have a luxury brand commissioning art that critiques its own institutional working practises. Of course this is nothing new for Prada (or many other brands) who have extended patronage to a range of ‘cutting edge’ artists, architects and designers including Andreas Gursky and Rem Koolhaas.
What is at stake in the corporate appropriation of ‘avant-garde’ positions within the parameters of the market has been a hot topic of debate for some time now. From the perspective of the brand, Prada is able to construct an artistic identity for the business that obfuscates commercial operations. For artists, who are generally canny and knowing in relation to corporate culture, there is the possibility of subversion from within, a tactic used by the historical avant-garde to facilitate critical distance. However the patronage of artists like Sachs and the recent public endorsement of Michael Elmgreen and Ingar Dragset’s Prada Marfa (2005) installation in Texas, inevitably endows Prada with an edgy appeal and gives the company an opportunity to neutralise the critique of its ‘other’.
So is the nurturing of cultural cachet through an association with the arts an effective strategy for a luxury brand like Prada? Armani, Louis Vuitton, Cartier and numerous other brands also engage with the arts through patronage and sponsorship. Do consumers really conflate Prada’s image with the innovative, critical and liberal values associated with ‘avant-garde’ art? The identity of Prada may be constructed to appeal to an art-savvy taste community who get the irony and complex codings of contemporary art, but aren’t they also just a little bit too cynical and worldly-wise to enjoy being patronised in this way?
Nicky Ryan
References:
Kimmelman, M. (2002) Art Review; Evil, the Nazis and Shock Value The New York Times March 15th.
Prada Marfa www.pradamarfa.com
Fondazione Prada (2006) press release Tom Sachs March 2nd www.fondazioneprada.org
Specter, M. (2004) The Designer The New Yorker March 15th.
In my opinion Prada are ultra-modern and forward thinking, I do not think their consumers are being patronised as all. I think they are very aware of what they are being confronted with and probably enjoy wearing a brand that can provide good conversational pieces. The movement of political or controversial art and high fashion is a natural progression. Designing a blur between fashion and other models whether it is political, historical or cultural need to be formed in order to create a new archetype and therefore keep innovation going. For Prada, it maybe a very good strategy as there are so many designers and new competitive luxury brands hitting the market, they have to seek more innovative ways to cause differentiation. Just causing enough controversy so that people visit the store to see the art is indeed excellent marketing.
There is probably a strong argument for those whom buy Prada and others within that arena; that they are very culturally aware and opinionated themselves, therefore they would capitalise on the strong visual statements being made. Their consumers will continue to decode and embrace Prada’s innovative stance for many years to come.
/Hayley Solomon 12/06/2006