McKenzie Marston Design Portfolio

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

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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?

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R E P O R T S C O N T AC T SE-M AI L CL AI MS TRAN SFER OFFI CE

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JACKMARTIN

Account Manager

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Scenario 2, The Office


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STAYH

APPY.

NICE TO MEET YOU.

mckenziemarston.com

Documents

McKenzie Marston Design Portfolio