In Memoriam
When New York Fashion Week kicks off on Sept. 10, some  familiar faces will be missing from the front rows, namely the writers and editors from, which was shuttered on Aug. 31, and will be retooled as an e-commerce site.—and the people who built and grew it—revolutionized the fashion industry by bringing full photographic coverage of fashion shows to the masses, showcases that were once reserved only for industry elite. By providing a unique, behind-the-scenes look into NYFW (among other showcases), effectively democratized fashion, making it accessible, fun and attainable for many. But over the past several years, fell victim to decreased investment in new technology and languished under corporate disinterest. Condé Nast,’s parent, pulled the plug on the floundering site in its fifteenth year, and as of today, Vogue Runway steps in to fill Style’s place.

Style originally entered the then-burgeoning Internet fray as an industry gossip column in 2000. Soon after its launch, Style expanded to cover fashion shows and grew more popular with a revolutionary innovation: While other fashion journals might publish one or two photos from the shows in their magazines (after all, print space is limited and expensive to produce), sent photographers to snap photos at all of the shows, and then upload every single image to the site. Style effectively tapped into the kind of total access that the Internet creates and consumers demand, and with that, offered the first comprehensive and genuine view into fashion show coverage available without actually being there.

From that point, owned fashion shows in ways that no other publication—print or online—ever did. The site posted photos of every look that came down the runways, including details and accessories. Consumers visited the site in droves. quickly became an online lookbook for the next season’s trends. Shoppers would go into stores and request “Ralph Lauren’s look number 16 from Style.” It wasn’t an official “look number,” per se, it was’s number. Through August 2015, it was still the most visited online-only women’s fashion resource.

Condé Nast realized there was e-commerce gold to be mined.

In 2001, partnered with Neiman Marcus to launch an online store that featured real editorial and merchandising, teams behind it. Instead of simply reporting on fashion shows, this early mover e-commerce site would use’s authority as a runway lookbook to connect consumers with the products they coveted, and Condé Nast would profit from the retail desire the online store was fueling. The team was small and the first collections they sold were decidedly elite (and considered way expensive for e-commerce at the time), but the venture would undoubtedly be worth it in the end.

But after the WTC attacks less than a week after the shop opened in the fall of 2001, the initial exuberance for high-end fashion e-tail suddenly seemed frivolous, and shoppers stopped shopping and the investment didn’t pay out as it was supposed to. Shuttered less than five months later, the online shop was written off as a failure, and the e-commerce bug disappeared from Any future efforts to leverage fashion authority into direct commerce revenue, at both and Condé Nast, were small and unimaginitive. returned to its roots, bringing the runway to the masses. By now, however, had competition.

FirstView, online since 1995, had been studiously learning from, investing in photographers and videographers to improve the quality of content on its own site. And in 2005, Refinery29 was founded, opening its own online store shortly after, and expanding its editorial work outside of fashion. also faced internal competition from Vogue. With one hundred years of history as a trusted fashion magazine, Vogue was much better funded than the upstart, and had access to fashion’s inner circle. When vying for resources, print dollars won out over digital pennies.

So, Condé Nast International Group has taken over the URL They’ll run it in cooperation with the U.S. team as an entirely new British e-commerce website—completely separate from the original “” Some of the old editorial team will move over to, some will go on to other things.

What could Condé Nast have done differently?

First, Condé Nast should have invested more aggressively in new tech. was an early adopting revolutionary, a true rarity in the fashion industry. When realized other sites were copycatting them, it could have been more effective at staying ahead of the pack with technology solutions and new ways to engage with users.

Second, should have found ways to avoid competing with Vogue, and new tech would have opened up new opportunities. couldn’t compete with Vogue to be the preeminent fashion authority, the site simply didn’t have the level of income to justify the kind of content creation required to be competitive (content that Vogue already mastered), or the 100-year brand history. But it did have unprecedented behind the scenes access and a hungry market that was more mass than Vogue’s. Exploring an e-commerce and runway review might have once offered a unique solution, but Refinery29 jumped on the idea that abandoned after its initial failure.

Third, could have worked as a startup within a larger media company. In fact, that’s how Style began. But the startup mentality that brought initial success quickly sputtered out; had it been sustained, might have been able to pivot on the initial e-commerce attempt. Startups are willing to lose now to win tomorrow.

But, hindsight is always 20/20, right?

What has FOUR32C learned?

Mark Jarecke started out at Condé  Nast Digital, where he helped turn it into the revolutionary fashion icon that it was. Here’s some of what he learned from the experience.

“Anna Wintour was the best teacher I had. I’ve tried to bring some of what I learned from my time at Condé Nast Digital to FOUR32C.

“I think the first thing is that internal meetings are useless if there isn’t a clear purpose and action following the meeting. Don’t waste yours or anyone else’s time. I learned more one-on-one with Anna than I did in big group discussions.

“Surround yourself with amazing peers. I was so lucky to work with incredible editors, designers, engineers, and business folk at Condé Nast that have gone on to be leaders and influencers in the interactive space. Collaboration is key and a great team makes all the difference.

“Don’t overwork your staff. You have to be aware of what people can reasonably handle. That being said, you have to invest in the right people. If you have the right people doing the right jobs, you’ll have a smaller team creating better work.

“Invest in technology. It opens up new avenues for creativity. And you need to understand your users. I think those go hand-in-hand. Fashion magazine content is dictated by the editors. They’re the tastemakers. Digital is more of a platform for the masses, both because more people can access it and because the interface combined with data makes that content available to a wider audience. Vogue can’t rely on big stories like ‘I am Cait’, as Vanity Fair did,  to stay relevant anymore, Condé Nast needs to think of their brands as more than a magazine if they want to compete.

“Good User Experience is Good Design. At Condé we worked on very complex tools and content hierarchies for both Style and Epicurious. The systems we created helped define their categories. This was an amazing opportunity to really understand the importance of good User Experience Design—how to simply express interactivity. We bring this discipline to every project.

“At FOUR32C, we bring an attitude of experimentation and curiosity to our engagements coupled with experience at building products that engage users. And we work fast and flexibly. We don’t do too many meetings. We rely on smart people. We get out there in the world and understand what’s interesting and new—regardless of category.

“Condé Nast has really struggled with digital products. I predict that if they don’t start adapting, their online properties are going to be outsmarted by leaner, hungrier, and more ambitious ones. And that’s not good. Condé Nast has historically brought the worlds or fashion, food, entertainment, and art to the masses. Ironically this is what the internet does really well. Timeline of Events and Leadership

Advance Publications creates CondéNet & Epicurious Launches 1995 Launches 2000 Goli Sheikholeslami
Sr. VP & Managing Dir.
Mark Jarecke
Art Director
Elizabeth Stafford
VP Marketing partners with Neiman Marcus to launch The Shop 2001 Candy Pratts Price
Fashion Director
Jamie Pallot
Janet Ozzard
Executive Editor
2002 Sarah Chubb
President, CondéNet
Amina Aktar
Associate Editor
2003 Mark Jarecke
promted to Creative Director
2004 Dirk Standen
Nicole Phelps
Executive Editor
Sarah Cristobal
Associate Editor
Spin-off Launches
Refinery 29 Launches
2006 Mike Lee
Design Director
Fashionista Launches 2007 iOS App Launches 2008 Mark Jarecke
leaves to form FOUR32C
CondéNet moves under Condé Nast & closes 2009 Candy Pratts Prices
leaves reports to
Fairchild Fashion Media
2010 Gina Sanders
President & CEO, FFM
Dan Shar
VP & General Manager, Digital Print Magazine Launches 2011
Fairchild buys blog network NowManifest 2012 Sean Brown
Digital Creative Director
Penske Media acquires Fairchild
Style goes back to Condé Nast
2014 Dirk Standen
moves to W Magazine content moves to 2015 Nicole Phelps
moves to
Dirk Standen
moves to 23 Stories


FOUR32C is an interactive agency, NY. We’re curious digital natives who bring creativity and intelligence to the world’s most beloved brands. We create thoughtful, compelling interactive experiences by starting every project with questions. Our process leads to evocative digital products designed with a purpose for every pixel.