When David Bowie Launched His Own Internet Service Provider

Scott Barbour, Getty Images
Scott Barbour, Getty Images

There was a surprise waiting for Canadian buyers of The Best of David Bowie 1974/1979, a greatest hits collection by the musician that was released in the summer of 1998. Inside the package was a notice announcing the arrival of BowieNet, a major undertaking spearheaded by the legendary musician that promised a unique portal to the internet. For $19.95 a month, users could access BowieNet in the same way that they logged on to America Online, signing on via a dial-up connection to gain access to the web, email, and a variety of perks for devoted Bowie fans.

The news was a little premature. The Canadian version of the album had been released too early, and BowieNet wasn’t yet up and running when fans first read the news. But by September 1 of that year, Bowie had launched a pioneering effort in the intersection between music, the internet, and fandom. In many ways, BowieNet anticipated the concept of social networking five years before MySpace debuted and six years before Facebook came into existence. It was a fitting accomplishment for an artist who spent his entire career looking for revolutionary ways to share his work.

Laurence Campling, YouTube

Bowie, who first rose to fame during the 1970s glam rock era, had long been fascinated by the promise of digital connectivity. He was reportedly using email as early as 1993. In 1994, he released a CD-ROM of his single, “Jump, They Say,” that allowed users to edit their own music video for the song. In 1996, he released one of the first digital singles, "Telling Lies," and sold 375,000 downloads in just two months. In 1997, Bowie presented a “cybercast” of a Boston concert, which ultimately proved to be too ambitious for the technology of the era (viewers of the live stream were confronted with error messages and frozen feeds).

Clearly excited by the unexplored possibilities these cutting-edge efforts offered, Bowie decided to stake out more digital real estate right around the same time he released "Telling Lies." In 1996, two internet marketers named Robert Goodale and Ron Roy approached Bowie with the idea of building an online fan club that would double as an internet service provider (ISP). In essence, Bowie would be offering online access via a dial-up number using a turnkey web design system from a company called Concentric Network Corporation. The site was developed by Nettmedia, which had worked on web content for the women-centric Lilith Fair music festival that had caught Bowie’s attention.

While users would be free to access any part of the internet, their default landing page would be DavidBowie.com, a place to access exclusive Bowie photos and videos, as well as a unique @davidbowie.com email address and 5 MB of storage space so that they could create their own content. If they wanted to remain with their current internet service provider, they’d pay $5.95 a month for membership.

Bowie liked the idea and became the first investor in UltraStar, Goodale and Roy’s company. More than a figurehead, Bowie actively helped to conceive of BowieNet as having a unique identity. Whereas America Online was a little sterile, Bowie’s aesthetic was more experimental. There were 3D-rendered environments and Flash animation sequences. The CD-ROM sent to subscribers included a customized Internet Explorer browser and music and video tracks, including encrypted material that could only be unlocked online.

More significantly, Bowie used his branded portal to interact with fans. Posting as “Sailor” on the BowieNet message boards, Bowie regularly logged on to answer questions, debunk news reports, or comment on ongoing conversations. He also hosted online chats in real time. In 2017, Newsweek shared excerpts of one 2000 session:

gates asks: "do you gamble in casinos Dave?"
David Bowie answers: No, I only do cartwheels—and don't call me Dave!

queenjanine asks: "Is there anyone you haven't worked with (either dead or alive) that you wish you could?"
David Bowie answers: I love working with dead people. They're so compliant, they never argue back. And I'm always a better singer than they are. Although they can look very impressive on the packaging.

Laurence Campling, YouTube

In his loose interactions with fans, Bowie and BowieNet anticipated the explosion of social media. It was an area that interested Bowie, as he often spoke of the idea of art being unfinished until an audience provided their reaction.

“Artists like Duchamp were so prescient here—the idea that the piece of work is not finished until the audience comes to it and adds their own interpretation, and what the piece of art is about is the gray space in the middle,” Bowie told the BBC in 1999. “That gray space in the middle is what the 21st century is going to be all about.”

With BowieNet, the artist was helping to facilitate that response, in one instance even soliciting a co-creator relationship. In 1999, Bowie took lyrics from an online songwriting contest to help create “What’s Really Happening,” which he put on an album released that same year. He also planned on having a working webcam that peered into his recording studio (though it’s not quite clear whether he achieved it). Ultimately, it was the advancement of internet technology that led to BowieNet's downfall.

With the dissolution of dial-up, BowieNet went from a high of 100,000 subscribers to becoming largely irrelevant in the early 2000s. In 2006, UltraStar’s assets were sold to Live Nation and BowieNet was quietly shut down—though it would take another six years for Bowie to actually announce that fact, via his Facebook page of all places.

But for the 10 years it lasted, BowieNet was the artist's strange, revolutionary predictor of the growing importance of fandom online.

“At the moment,” Bowie told CNN in 1999, the internet "seems to have no parameters whatsoever. It's chaos out there—which I thrive on.”

Looking to Downsize? You Can Buy a 5-Room DIY Cabin on Amazon for Less Than $33,000

Five rooms of one's own.
Five rooms of one's own.
Allwood/Amazon

If you’ve already mastered DIY houses for birds and dogs, maybe it’s time you built one for yourself.

As Simplemost reports, there are a number of house kits that you can order on Amazon, and the Allwood Avalon Cabin Kit is one of the quaintest—and, at $32,990, most affordable—options. The 540-square-foot structure has enough space for a kitchen, a bathroom, a bedroom, and a sitting room—and there’s an additional 218-square-foot loft with the potential to be the coziest reading nook of all time.

You can opt for three larger rooms if you're willing to skip the kitchen and bathroom.Allwood/Amazon

The construction process might not be a great idea for someone who’s never picked up a hammer, but you don’t need an architectural degree to tackle it. Step-by-step instructions and all materials are included, so it’s a little like a high-level IKEA project. According to the Amazon listing, it takes two adults about a week to complete. Since the Nordic wood walls are reinforced with steel rods, the house can withstand winds up to 120 mph, and you can pay an extra $1000 to upgrade from double-glass windows and doors to triple-glass for added fortification.

Sadly, the cool ceiling lamp is not included.Allwood/Amazon

Though everything you need for the shell of the house comes in the kit, you will need to purchase whatever goes inside it: toilet, shower, sink, stove, insulation, and all other furnishings. You can also customize the blueprint to fit your own plans for the space; maybe, for example, you’re going to use the house as a small event venue, and you’d rather have two or three large, airy rooms and no kitchen or bedroom.

Intrigued? Find out more here.

[h/t Simplemost]

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Overexposed: A History of Fotomat

Fotomat locations promised speedy photo processing in the 1970s.
Fotomat locations promised speedy photo processing in the 1970s.
George, Flickr // CC BY-SA 2.0

Like the Golden Arches of McDonald’s that came before it, the familiar gold and pyramid-shaped roofs of Fotomat locations acted as a beacon. Instead of hamburgers, Fotomat was in the photography business, offering tiny huts situated in shopping plaza parking lots that were staffed by just one employee. Men were dubbed Fotomacs. Women were known as Fotomates, and management required them to wear short-shorts, or “hot pants,” in a nod to the strategy used for flight attendants at Pacific Southwest Airlines.

Cars pulled up to the Fotomat location and dropped off film they wanted processed. After being shuttled via courier to a local photo lab, it would be ready for pick-up the following day. And aside from selling film and a foray into renting videocassette tapes, this was all Fotomat did.

The idea, which was originally made popular by wealthy aviator Preston Fleet, was almost deceptively simple in concept and execution. At the height of Fotomat’s success in the 1970s and early 1980s, there were more than 4000 of the tiny kiosks located across the United States and Canada. But even with extremely low overhead—the little huts didn’t even have bathrooms—and a widespread love of photography, Fotomat fell victim to its own success. Its legacy even grew to include a former company president who became a federal fugitive from justice.

 

In the 1960s, Americans were fond of Kodak Instamatic cameras and film. People submitted the familiar yellow spools full of images from weddings, birthdays, trips, and other social events to photo processing labs, which might take days to return prints.

That’s where Preston Fleet saw opportunity. Fleet was a wealthy aviation enthusiast. His father, Reuben Fleet, had founded the Consolidated Aircraft Company—later known as Convair—which manufactured aircraft for World War II. Born in Buffalo, New York, Fleet moved with his family when the airplane business was relocated to San Diego. On the West Coast, he met Clifford Graham, an entrepreneur well-known in La Jolla, California, for his multiple business pursuits. Graham also had a reputation for carrying a gun and leading investors astray with questionable business practices.

Fotomat, however, was no hustle. The concept of a kiosk where people could easily drop off and pick up film that would be ready overnight originated in Florida, where Charles Brown opened the first location in 1965. After buying Brown's stock shares and arranging for a royalty, Fleet and Graham founded the Fotomat Corporation in 1967, with Graham president and Fleet vice-president. The concept grew quickly, boasting 1800 sites in its first 18 months of operation. Owing to its color scheme, people often thought Kodak operated the business, which led to complaints from Kodak as well as lawsuits. (Fotomat changed its design in 1970 to avoid confusion.)

While it was relatively easy to slot in a Fotomat hut in a parking lot, a business operating as an island surrounded by traffic had its problems. Remembering an old Fotomat in New Dorp on Staten Island, residents on Facebook recalled plowing into the kiosk or backing into it. (Most notably, terrorists destroy a Fotomat lookalike hut in the Twin Pines Mall lot in 1985’s Back to the Future.)

There was also the matter of bathrooms: They weren’t any. Employees often made arrangements to duck into local supermarkets or other stores when nature demanded it.

Hot pants and a lack of lavatories aside, Fotomat performed so well that Fleet and Graham decided to take it public in 1969, with each man holding stock worth $60 million at one point. But Graham’s controversial business practices made him a short-timer. In 1971, he was ousted from Fotomat over allegations he was misusing funds for his own personal gain, including his political interests—Graham was a supporter of both Richard Nixon and football player-turned-congressman Jack Kemp, who became an assistant to the president in the Fotomat corporation and referred football pros to become franchisees.

 

By the early 1980s, Fotomat—now minus Fleet, who had sold off his shares, and Graham—had opened over 4000 locations. That was both impressive and problematic. Fotomat had far overextended itself, sometimes opening kiosks so close to one another it cannibalized sales. There was also a growing number of pharmacies and grocery stores offering photo development services.

Fotomat locations were usually found in parking lots.David Prasad, Flickr // CC BY-SA 2.0

The real death blow for Fotomat, however, wasn’t over-expansion. It was the emergence of the one-hour minilab.

For an investment of $50,000 to $100,000, existing stores could install labs that could process photos in as little as one hour while customers shopped. Minilabs exploded from just 600 locations in 1980 to 14,700 by 1988. And since film never left the sites, it was less likely to get lost. It decimated Fotomat and its copycat businesses, with Fotomat moving from an impressive 18 percent market share in the photo processing industry to just 2 percent by 1988.

The company tried to recalibrate, converting home movies to videotape and even offering VHS rental during the VCR boom of the 1980s, but it wasn’t successful. Mass layoffs and closures followed. (Minilabs would have their own reckoning, both due to the rise of 35mm photography and digital photography.) In 1990, Fotomat was down to just 800 locations.

Fleet, who had exited Fotomat years prior—the company had been sold to Konica—was no worse for the wear. Prior to his death in 1995, he authored a book, Hue and Cry, which called into question the authenticity of works attributed to William Shakespeare. He was a founding director of the San Diego Aerospace Museum in 1963. He also helped popularize Omnimax, an immersive theater experience owned by Imax, installing a screen at the Reuben H. Fleet Space Theater and Space Museum in San Diego in 1973.

Graham’s future after Fotomat was far more colorful. Promoting a bogus gold mining operation he named Au Magnetics, he promised he could turn sand into gold. Instead, he was accused of fleecing investors. When a federal grand jury handed down an indictment that included charges of mail fraud, wire fraud, and tax evasion in 1986, Graham was nowhere to be found. Nor would he ever be located. Associates speculate he either successfully eluded authorities or was possibly killed by an investor who was unhappy with losing money.

As for the Fotomat locations themselves: Following the company’s collapse, many were repurposed into other businesses. Some became coffee shops; others morphed into watch repair kiosks, locksmith huts, windshield wiper dealers, or tailors. Presumably, none of the owners who took over mandated their employees wear hot pants.