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7/29/2019 McKenzie Marston Design Portfolio
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MCKENZIEMARSTON
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HELLO THERE!
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MCKENZIEMARSTON
Creating this proposed tea house provided a chance
to take a traditional idea like dr inking tea and make it
something modern. The design represents the tradi-
tionalism with moments o contrast defning CUPPAs
contemporary take on the tea drinking experience.
www.cuppateahouse.com
menus about locationreservations
341 Westport Road Kansas City, MO 64110 | 816.255.8189
CUPPA
Proposed Onl ine Exper ience
Brand Logo
CUPPA TEA HOUSE
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To provide a better visual understanding o CUPPA
still lies o delicious patstries and tea were photo-
graphed to resemble the tea house's aesthetic.
CUPPA PHOTOGRAPHY
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MCKENZIEMARSTON
The simplicity and use o white space throughout the
touch points illustrates the resh and clean environment.
The felds o black add contrast as well as the idea to sit,
stay, and taking time to enjoy the company o others.
:am
pm
cuppateahouse.com
341 Westport Road
Kansas City, MO 64110
816.255.8035
H A V E A C U P P AW I T H M E ?
F I N E P L A C E
F I N E T E A
TEA
2012
S P R I N G M E N U
black teas
English Breakfast
Early Grey (High Grown)
Caramelissimo
Darjeeling Estate
English Breakfast
Hazelnut
Hot Cinnamon Spice
Lavender Black
Lavender Earl Grey
green tea
Peachberry Jasimine
Golden Jade
Fresh Lemon Zest
Cherry Rose
Genmaicha
Honey Ginger
Jasmine
Lung Ching Dragonwell
Moroccan Mint
Orange Blosso
whi te tea
Berry Basil
Peach Momotaro
Lavendar
Early Grey
Wild Orange Blossom
White Wedding
dessert tea
Berry Chocolate Truffle Oolong
Cacao Mint Black
Toasted Nut Brulee Oolong*contains nuts
Amandine Rose Black
a cu ppa
small pot of tea
large pot of tea
2.35
5.00
7.00
*no charge for refills
Business Card Seasona l Menu
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Stationary including, envelopes, invoice, letterhead, and business cards(above).
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MCKENZIEMARSTON
This book was designed and written as a designers
guide to the roller derby girl sub culture. Ater com-
pleting audits and interviews the language, goals, and
values o these eirce and determined women are now
represented in this detailed book.
In collaborati on with Samant ha Mak .
QUEEN OF THE RINK
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PROJECT TITLE
The Descriptions Goid Zhou Dynasty- West & East 1045-
221 Bce Zhou Dynasty- West & East 1045-221 Bce Nadlkj
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MCKENZIEMARSTON
ROLLER DERBY TAILORED ADS
Ater completing the user experience and learning
the ways o a roller derby girl I created a tailored ad
campaign specifc to the derby girl. By using words such
as "whip" and "jam" this audience understands that
BAND-AID knows their langauge.
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Using channels that hit o dierent parts o their lie
such as a magazine ad and personalized ads.
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MCKENZIEMARSTON
MY RINK, APPLICATION
By understanding the roller derby girl's needs, I creat-
ed an app that oered the derby girl ways to customize
their experience appropriate to their goals and motiva-
tions baded on their game schedule.
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This app allows a roller derby girl to connect to her
"roller sisters" through posting recipes or workouts and
organize the data according to their bout schedule.
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MCKENZIEMARSTON
This interactive website showcases a collection o bob-
ble heads ranging back to the 70s. Reerencing where
bobble heads usually sit, a shel in an ofce or base-
ment collecting dust, the design supports the a sports
related memorabilia theme.
BOBBLE HEAD COLLECTION SITE
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Each bobble head reveals more inormation through
ino-graphic compositions. The viewer learns about
specifc parts or players o the col lection such as head
circumerence, height, or or iginal birth place.
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MCKENZIEMARSTON
Challenged with the task o creating a poster represent-
ing a soulul jazz artist, this poster was designed to en-
compass the voice and style o Emmy nominated jazz
singer Nneenna Freelon.
NNEENA FREELON JAZZ POSTER
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Hand rendered watercolor mixed with the bold ty-
pography allowed a rich and colorul experience or
it's audience. This became the poster winner and was
hung at the Folly Theater in downtown Kansas City.
The Folly Jazz Series is made possible through generous support from the Missouri Arts
Council, a state agency, the Arts KC Fund, a community-supported funding program
administered by The Arts Council of Metropolitan Kansas City, and The Neighborhood
Tourist Development Fund of Kansas City, Missouri.
PURCHASE TICKETS AT THE FOLLY BOX OFFICE:www.follytheater.com 816-474-4444 ORwww.ticketmaster.com 800-745-3000
The Kansas City Art Institute, Graphic Design Department
www.kcai.edu
Poster designed by McKenzie Marston, a student at:
48'x36'
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MCKENZIEMARSTON
Working with commerical photographer Cathryn Farley,
and her show name o Italia Segreta,(Secret Italy)
I created a logo or her photography show eaturing
imagery rom her trip to Italy. This logo was used across
multiple platorms such as email invitations, window
signage, and her artist cards.
ITALIA SEGRETA
Vicolo
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MCKENZIEMARSTON
This project was a proposal completed or the Nel-
son-Atkins Museum o Art. We were challanged to get
the kids to really pay attention and interact with the
sculptures that were eatured. We created a un way
fnding experience or children ages 4-12 that resem-
bled illustrated map.
HAND BUILT, WAY FINDING
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The 11x17 map was an experience that led the kids
rom sculpture to sculpture by using the dicut shapes
as a type o telescope to complete the map. The illus-
trative hand drawn imagery created a riendly experi-
ence or the children and ater could fnish coloring in
the their map.
In collaborati on with Collin Rau sch.
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MCKENZIEMARSTON
In order to help Rosedales youth understand why its so
important to make healthy ood choices, we created a se-
ries o in-class games that get kids thinking about healthy
ood. Kids are well aware o what healthy oods are, but
they arent necessarily sure why these oods are benefcial
or how these oods can aect their bodies long term.
THE HEALTHY PICK
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By creating a series o in-class games that teach kids about
healthy oods and their eects on the body in a un and en-
gaging way we expanded their views o ood. By explaining
to kids why healthy oods are good or them, it empowers
them to make healthy choices as well as be more creative
when meal planning.
In collaborati on with Samant ha Mak , Jessie Ren, Jessi ca Rojas,
and the Rosedale Development Association.
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MCKENZIEMARSTON
This poster eatures all o the research that led into
the developmnet and basis o a conceptual multime-
dia ramework. Teaching corporate American's how to
change their way o thinking through creativity.
In collaborati on with Samant ha Mak
THE CUBICLE, RESEARCH POSTER
THE
It isAustinssecondyear working at Sprint.He likeshis job inthat it isa 95
schedule.He getstogo home andwork doesnt come withhim. He isusedto
collaborationfrom hislast job.He isusedto working inaopenatmosphere,
andworking inacubicle canbecome very constricting.Austin enjoystinkering
aroundwith hispride andjoy,a 1965 Mustang Fastbackonth e weekends.By
using social mediato communicate,he isable tokeepup withwhat isgoing on
inthe livesofhisfriends andfamily members.
Software Quality Engineer,Sprint25 YO
Kristenhas beenworkingfor Cernerfor 5 years.She startedasanassistant in
management servicesandnowshe is managingthose whose job she usedto
have.She hasworkedherway upin the company andhasstayedwithCerner
because ofthe opportunity togrowandrise inposition.She hastwo boysunder
the age of 10.Weekendt-ball gamesandworkkeep herlife inmotion.One piece
ofadvice givento herwhen she acceptedhermanagement positionwas toact
the way she wantsher peerstoact. She hasa leaderpositionand encourages
herteamsto take onnew challenges.
KRISTEN LOWELLManager,Application Management Services,CernerCorporation
35 YO
THE CORPORATE
INDIVIDUAL
They are well establishedin theircareersand holdpositions ofpowerand
authority.They are av ery work-centric group.They are extremelyhard
working and motivated by position.Baby Boomersdefine themselves by
theirprofessional accomplishments.They criticize youngergenerations
fora lack ofworkethic andcommitment in the workplace.They are very
independent,confident,and self-reliant.They are not afraidofconfronta-
tionand will not hesitate totake onachallenge.Baby Boomersare career-
focused,dedicated,andachievement oriented.They strive tomake adiffer-
ence andbelieve they can change the world.Baby Boomers equate work
and position withself-worth. They are clever,resourceful,and strive to
win.They may have ahardtime adjustingto workplace flexibility trends.
mid 1980s and later
They are individualistic,technologically adept,andflexible. Independence,
resourcefulness,andself-sufficiency are aresult ofthese things.They value
freedom and responsibility. They dislike being micro-managedand em-
brace ahands-offmanagement philosophy.They have learnedandadapted
tochangesin technology.GenerationX isless committedtoone employer
andwilling toget newjobstoget ahead.They are eager to learn newskills,
but want tolearnthingsontheirownterms.GenerationX workstolive
ratherthanliv estow ork.They appreciate funin the workplace andhave a
work hard/playhard mentality. GenerationX managersoftenincorporate
humorandgames intoworkactivities.
Traitsof thisgenerationi nclude tech-savvy,family-centric, andteam-
oriented.They grewup inan environment withconstant 24/7 contact with
the world.GenerationYs are willingto trade higher payfor more flexible
hours tohave abetterwork/life balance.They are alsoconfident,ambitious,
andachievement-oriented.They seeknew challengesandare not afraid to
question authority.Aschildren they tookpart inteam sports andgroup
activities.They value teamworkandaffirmation ofothers. They are the
no-person-left-behindgeneration. They want tobe includedandinvolved
and crave attention and feedback. They want tobe kept inthe loopand
seekfrequent praise andreassurance.
BABY BOOMERS
Too muchstructure
Obedience/order
Deadlinesto reach
Constant phonecalls
Workingin isolation
Workingin a largebuilding
Beingin a cubicle
Not enoughsunlight
Sittingstatic in a chair
Interactionwithothers
Time away from computer
Movement from sitting
Betterposture from sitting
Constant pressure ofsuccess
Feelingof importance
Needfor mental breaks
Time forreflection
Rewardsystem
Trackprogress
OFFICE NEEDS
CorporateAmerica includes adiverse rangeof indi-
viduals fromage, gender,and havebeen categorized
into 3 differentgenerations.
2250 YO
In a 2010 IBM poll of CEOs worldwide,
creativity was identified as the single mostimportant leadership trait for success.
AmandaEnayati,CNN
Rhondahas workedat AmericanCentury for29 years.The best part of
herjob isthe development and implementationof strategy to help
accomplishthe goalsofth e company.The least favorite part ofher
job,besidesthe 53 mile commute everyday,is executingplans that
have anegative impact onthe people,forexample,letting people go.
She hastwo childrenin college andloves family weekendgetaways
toher lake house andreadingthe latest bestsellersonherNook.
RHONDA PARKERVice President,Client Services Operations,AmericanCentury Investors
47 YO
GENERATION Y
bornbetween19651980
GENERATION X
bornbetween19461964
BABY BOOMERS
Creativity is doing something
differently than youve done before.Beau Lotto, neuroscientist & founder of Lottolab
MOVING AHEAD
GENERATION YGenerationY are challenge-seekingandachievement-oriented.They will gowhere they
feel they needto be,in some caseshoppingfrom job tojob tofinda work/life balance
that isright forthem.Moving aheadforthis generationmeansreaching theirpersonal
goalsandambitions, whereverthat may be.
GENERATION XGeneration Xarehard-workingand flexibleemployees. Theywill seeknewjobsand com-
paniesjust to get ahead. Ifthismeanslearning newskillsand adaptingto newtechnol-
ogy, theywill do so.
BabyBoomersare extremelyhard-workingand motivated. Gettingahead meansbeing
well-established at their careers, havinga longhistorywith a company, and movingup
thecorporateladder over a period oftime to achievea higher position.
DESIRES & VALUES
MovingAhead
Makinga GoodImpression
Appreciation&Respect
Recognition
CREATIVE BARRIERS CORPORATION
DEPARTMENT
T EA M EMPLO YEE
Why We Need Creativity in the
DIVERSITY
Vital increatingaculturedworkplace. Aidsin
fosteringcreative answersandsolutions.
INTERACTION
Havingthe appropriate amount ofinteraction
iscrucial fornewideasandproblem solving.
COOPERATIONMaintainingalevel ofrespect ensurescoopera-
tionbetweenpeers.Having asense ofcomfort
by cooperatingallowsemployees tocontribute
without hesitation.
NEEDS
Workplace
This community includes individuals incorporate Americawho desire to improve
the quality oftheir careerand worklife by exercising creativity inthe workplace.
THE CORPORATE
COMMUNITY
LEARNING
CAPTURING
The mainthingth at distinguishes"creative" people from
everyone else isthat the creative oneshave learnedhowto
pay attentionto newideas andpreserve them.
CHALLENGING
Challenge yourselftoaccelerate the flowofnewi deas.Put
yourselfin difficult situationsinwhich you're likely tofail to
some extent.
BROADENINGLearnabout subjectsyou knownothingabout.By diversi-
fyingyour knowledge,youll enhance yourown creativity.
SURROUNDING
You canenhance yourcreativity by surroundingyourself
withdiverse stimuliandchangingth ose stimuliregularly.
CUSTOMER
EXPERIENCE
FINANCIAL
SUCCESS
EMPLOYEE
PERFORMANCE
EXPANSION
CREATIVITY
MYTHS & BIASES
Everyone saysthey want creativity,but generally,they
fearit.
Creativity isoften seento leadtoun certainty.Itsmore
comfortable tocreate incremental improvementsover
deliveringsomethingenti rely new.
Creative people are oftenseenasquirky, unfocused,and
non-conformist.Asa result,when apersonvoices
creative ideas,they arent seenasaleader.
Corporationssquelchcreativity anditsdifficult to
move bigideasthroughthe pipeline.
Creative Bias:A Threat to Corporate Innovation
COMPANY CULTUREOrganizational culture is dictatedby the values,language,expectations,
rituals andstories that permeate the group.
Valuesare instilledinto corporate culture by the decisionsand actionsofthe orga-
nization'sleaders.This aspect ofcorporate culture influencesthe attitudes,motiva-
tions,and decisionsofemployees.
The type oflanguage usedforcommunicationw ithinand outside ofthe organiza-
tioninfluences the corporate culture.This includeswhether employeestalk
formally anduse expressionsorterminologies that are unique tothe organization.
Ritualsare animportant aspect ofcorporate culture that employeesfollow,suchas
meetingsand submittingreports.Some organizationsholdroutine meetings,while
othersholdin formal one-on-one meetings.
Storiesandmyth sare sharedinmany corporate culturestoinspire andmotivate
employees.These storiesare usedtoconvey amessage toemployeesabout the
companysvaluesand customs.
Expectationsforemployee behavior are anaspect ofcorporate culture that can
eitherfosteror hindercreativity. Management shouldmake general rulesofthe
organizationandoffice etiquette clear.
ORGANIZATIONAL STRUCTURE
The structure ofa company influences the interactions ofthe indi-
viduals withinthe community.
Anopen andfriendly place towork where people share alot ofthemselves. It is
like anextended family.Leadersare consideredtobe mentorsorev enparental
figures.Grouployalty andsense oftraditionare strong.There isan emphasison
the long-term benefitsofhuman resourcesdevelopment andgreat importance is
givento groupcohesion.There isa strongconcernfor people.The organization
placesapremium onteamwork,participation,and consensus.
A highly structuredandformal place tow ork.Rulesand proceduresgovernbehav-
ior.Leadersstrive tobe goodcoordinatorsandorganizerswho are efficiency-
minded.Maintaining asmooth-running organizationismost critical.Formal poli-
ciesare what holdthe grouptogether.Stability, performance,andefficient opera-
tionsare the long-term goals.Success meansdependable delivery,smoothschedul-
ing,and lowcost.Management wantssecurity andpredictablity.
A dynamic,entrepreneurial,and creative place towork.Innovationand risk-taking
are embracedby employeesandleaders.A commitment toexperimentationand
thinkingdifferently are what unify the organization.They strive tobe onthe lead-
ingedge.Th e long-term emphasisis ongrowthand acquiringnewresources. Suc-
cessmeansgaining newproductsor services.Being anindustry leaderisimportant.
Individual initiative and freedom are encouraged.
A results-drivenorganizationfocused onjob completion.People are competitive and
goal-oriented.Leadersare demanding,hard-driving,andproductive.Th e emphasis
onwinning unifiesthe organization.Reputationand successare commonconcerns.
Long-term focusisoncompetitive actionand achievement ofmeasurable goalsand
targets.Successmeans market share andpenetration.Competitive pricingand
market leadershipare important.
Softball Teams
Yoga
Workshops
Company Picnics
Creative RecreationRooms
Volunteering
Clubs
Happy Hour
SponsoredRaces
OFFICE OUTLETS
Brain Death by Cubicle
Complex surroundings create
a complex brain.
WRITING TOOLS
COMFY CHAIR
DESK
COMPUTER
P RI NT ER P HO NE
O FFICE
FLUORESCENT LIGHT
Demeaningtoh umans
Stiflescreativity
Doesnt promote interaction
Promotesindividual mindset
Personal space
Easiertoconcentrate
Wall space fordecorating
Validationofposition
Eliminateshierarchy
Encouragescollaboration
Increasescreativity
Easy accesstoteam members
Face-to-face communication
Trendy overefficiency
Lackofprivacy
More distractions
Inability toconcentrate
Lackofwall space
SPACE & CREATIVITYThe places we workandthe ways we think are inextricably linked;
afew changes to one inform the other. It's possible to shape anenvi-
ronment to encourage creativity andcollaboration.
OPEN WORKSPACE
CUBICLE
PROS CONS
PROS CONS
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46'x48' poster
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Ater conducting research we tailored our scenarios to
car insurance agents. We determined that a iphone, hub
on the computer, and an interactive wall in the cubicle
would be the most valuable or this audience. We wanted
to change their by environment and where they spend
majority o their time.
In collaborati on with Samant ha Mak
MULTIMEDIA FRAMEWORK
iPhone
Hub
Interactive Cubicle Wall
2/4
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MCKENZIEMARSTON
We challenged ourselves with the task o merging creativ-
ity into the daily routine o those working in corporate
America. FLUX creates seamless interaction between a
touch based hub, mobile device, and an interactive wall
allowing or a more immersework experience.
The Hub Screen Closeup of Interface, Hub
Interactive Wall
FLUX, THE DIGITAL CUBICLE3/4
Scenario 1, The Personal Workspace
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Using hand gestures and moments o motion, a user
can tailor their workspace to ft their everyday needs.
This creates a persons interactive digital cubicle.
In collaborati on with Samant ha Mak .
The Office, Building Relationships The Office, Building Relationships Detail
Interactive wall cha nging t o accomm odate us er
3:00 PM
R E P O R TS C O N TA C T SE-M AIL C L AIM S T RANSFE R O FFIC E
FLOOR
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JACKMARTINAccount Manager
WEEKLY PROMPT
Ilove Paris.My grandparentshave livedin
the city theirentire livesso Itry tovisit
whenI can.The Parisianlifestyle issodif-
ferent itsanice change ofpace. Ienjoyed
just sitting at acafe and watching the
people asthey walkby. Getting lost inParis
isone ofthe best things.There issomething
different onevery street corner.Itsamagi-
cal place andthe people were sokindand
helpful.
JACKMARTIN
Account Manager
QUESTION:
Whereis your favoriteplace
to visitand why?
3:00 PM
R E P O R T S C O N T AC T SE-M AI L CL AI MS TRAN SFER OFFI CE
FLOOR
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JACKMARTIN
Account Manager
4/4
Scenario 2, The Office
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STAYH
APPY.
NICE TO MEET YOU.
mckenziemarston.com