Everything we do is based on art and research.
We pursue our own research on sensor interfaces, motion-to-sound software, generative composition and concepts of interaction.
Our independent projects, experiments and collaborations with a diverse network of artists and engineers provide inspiration and ensure the continuous development of our skills and knowledge.
We develop intelligent, holistic sound scenographies. Our production create emotional experiences with scientific and artistic demands.
Modern technologies open up new possibilities of sound production. The visitor is no longer a passive recipient, but is involved in the creative process of intelligent and adaptive soundscapes. Kling klang klong therefore develops holistic, cross-spatial concepts that interact in a constant interaction with the visitor. Our focus is on creating emotional, human and recognizable sound identities for spaces. That's why we develop a logical and complex spatial dramaturgy that effortlessly leads through challenging topics. The focus of our work is not technology, but the emotional quality of the experience.
Since the beginning of 2015, we have worked irregularly with a team coach on conflict management, decision-making, soft skills, etc. Since 2016, we have also regularly used the services of a marketing and strategy coaches, approximately every 6 weeks. Both consultations have proved to be very useful, and we had to search a bit until we found the right coaches.
Oportunitati si planuri de viitor
- Being able to design your own company also gives you a certain amount of leeway where to go. Although this is risky in terms of distraction and an unclear profile, it also offers opportunities to constantly adapt to societal-cultural and technical developments and to offer contemporary services.
- This is accompanied by the opportunity to shape the industry itself and to create a market for its own products.
- To create appreciation and to educate about the actual value of creative service, and to continue leading the "creative service" back to art. This increases quality, leads to more fun at work and a higher sales value.
- Large parts of our clientele are highly innovative and economically strong companies who want to get something "special" that attracts attention. Our services are made for peer projects, or high-quality cultural events, mass market services account for only about 25% of our sales. That has to do with our claim to work. However, this market is also less dependent on the economic cycle than the small and medium-sized daily business of the media industry. Although we see growth potential, we will not be able to increase our company/personell much further. We want to remain a small and exclusive company in which the founders themselves are active musicians, programmers and conceptualists and do not move into a purely managerial function. Thus, the product remains personal and does not become a commodity, which in turn secures the sales value once established on the market.
So our business should not look much different in ten years from now. However, the portfolio will then show even more major projects with high artistic and social standards. The team is then hopefully on a non-stop journey around the world to design and implement acoustic scenography, sound installations and other related music and sound projects.
- Not to lose personal relationships but still to build professional relationship
-The field of audio generally receives little appreciation. This applies to many areas of the creative industry. You have to counter that, which can be frustrating.
- Establish and monetize our passion as a product and service.
-To endure a long financial dry spell, when the old clients become competitors and, if necessary, you still have competition agreements based on old contracts.
- Formulate business relationships internally / externally in a contractually correct way, if it does not seem necessary, and then be prepared when more money is needed. Training in the commercial and legal environment is very time-consuming, unpaid and, unfortunately, absolutely necessary.
- A balancing act between a functioning company that pays its employees fairly and a passionate enterprise that lives from the love of the subject and although it is secondary to earn money/profit.
What we would do differently:
- Faster addressing the unpleasant issues such as contracts internally / externally, clear division of labor, feedback from colleagues as
accept (and implement!) constructive criticism, give feedback only if it makes sense, the relationship of employees and Clearly and confidently define employers, etc.
- These topics should be dealt with as long as the order books are not full. We have some things in front of us pushed in the moment of 100% utilization were essential and then to overload and temporary bad mood have led.