MS&R Shareholders Presentation
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Breakdown of timelines, comparative analysis and UX Experience (including strategy and audience profile) for the Minneapolis-based Architecture Firm MS&R

Breakdown of timelines, comparative analysis and UX Experience (including strategy and audience profile) for the Minneapolis-based Architecture Firm MS&R

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MS&R Shareholders Presentation Presentation Transcript

  • 1. We’ve discussed the idea of collaborating on a film project that will celebrate MS&R’s legacy. While the project is still in ideation, here is our timeline. 01
  • 2. • One 10-minute film “Story of MS&R”Our • Six 2-minute videos based on issues DELIVERABLES • Launch by August for Anniversary Today 02
  • 3. Pre-Production • Writing • Storyboarding • Location Scout • Interviewing • Copyright/Legal • Approval Process • Content GatheringProduction Production SCHEDULE • Filming (by August 15th) Post-Production • Editing • Coloring • Master Cutting • Formatting • Launch 03
  • 4. MAY JUNE JULY AUGMay 1 June 15 July 1Pre-Production Production Post-Production Recap 04
  • 5. Today we’re here to share our Strategic Concepts & our Creative Concepts. We will also shareour findings from the last phase, and how they support our recommendations. 01
  • 6. • Understand ScopeMeeting • Understand Process GOALS • Understand Choices/Reasoning • Commitment to Plan Today 02
  • 7. MS&R has contracted Mind of Klein tobuild its’ website and social presence • Strategy Documents • Site Map • Wire framesSummary of • Page Layout Templates DELIVERABLES • Technology Spec Documents (by August 15th) • Creative Concepts • Technical Architectural Document • QA Specs • Website Launch Recap 03
  • 8. Recap 04
  • 9. What we’ve DONE SO FAR March 24 April 8 Review shareholders’ meeting “Innovation Happy Hour” with MS&R marketing team feedback session April 1 April 12 Progress review meeting with Review meeting with MS&R principal shareholders marketing team April 5 April 19 Review meeting with MS&R Review meeting with MS&R marketing team marketing team Recap 05
  • 10. Process SYSTEM DISCOVERY DESIGN STRATEGY U/X Recap 06
  • 11. In the Discovery Phase, we used explorative tools to survey, interview and analyze what the staff and principals are looking for in a new website. Here’s what we learned. 07
  • 12. PRINCIPAL INTERVIEWS • “Design is what we are known for” • “Goal of site is business development” • “Highlight adaptive reuse”What we • “Honor how long buildings last” HEARD • “Help potential clients dive deep into us” • “Firm should be more proactive” • “MS&R is where the old meets new” • “Show that work is relevant in today’s world” • “Site doesn’t show the depth of thought” Discovery 08
  • 13. STAFF INTERVIEWS • “Website needs more personality” • “Current CMS is clunky and slow” • “Design has changed dramatically”What we • “No consistency of vision” HEARD • “Highlight eclectic group of people” • “Times are changing” • “Simple website that’s witty” • “MS&R is diverse with many voices” • “Blog needs to be a bigger part of site” Discovery 09
  • 14. CLIENT/VENDOR INTERVIEWS • “Most collaborative partner yet” • “Multiple points of view make them strong” • “Know how to adapt”What we • “Diverse vision leads to good design” HEARD • “Appreciate the younger voices” • “Other architecture firms are stagnant” • “Credit needs to be given to the buildings” • “Collaboration is inspirational” • “Focused on design not personal opinion” Discovery 10
  • 15. collaborative strong adapt visionyounger inspirational designpersonality vision eclectic changesimple diverse relevant thought (tone words) Discovery 11
  • 16. In the Strategy Phase, we used what we learned fromour discovery phase to put together strategic concepts which then informed creative concepts. Here are our recommendations. 12
  • 17. Positioning STATEMENTCulture at MS&R is forged by strong voices and diverse opinions. Thought Leadership, Social Interaction and Business Development build a pathway to the Projects and Issues that differentiate MS&R. Strategy 13
  • 18. Thought Leadership Culture Business SocialDevelopment Interaction Strategy 14
  • 19. Tangible ways to show this on the website: • Blog Posts/Articles/Case StudiesThought • Design Process • Independent Publications LEADERSHIP • Speaking Engagements The capacity of creating Other people doing this well: and sharing original Architects: content that is • HOK thought-provoking , • Gensler inspiring and shows MS&R is an industry Non-Architects: change-maker. • IDEO • FuseProject Strategy 15
  • 20. Thought LEADERSHIP (Architects) HOK www.hok.com • Thought Leader Section • Video Base • Knowledge Center • Development Process • Highlight Systems Strategy 16
  • 21. Thought LEADERSHIP (Architects) GENSLER www.gensler.com • Viewpoint • Video Base • Insight • Research • Publications Strategy 17
  • 22. Thought LEADERSHIP (Non-Architects) IDEO www.ideo.com • Design Thinking • Designer Insights • News • TED Integration • Top Picks Strategy 18
  • 23. Thought LEADERSHIP (Non-Architects) FUSE PROJECT www.fuseproject.com • Innovation • Approach • Business Model • Practices • Case Studies Strategy 19
  • 24. Thought Leadership Culture Business SocialDevelopment Interaction Strategy 20
  • 25. Tangible ways to show this on the website: • Blog/Facebook/Twitter InteractionsSocial • Community Leadership • Design/Community Interaction INTERACTION • Conference Participation The act of integrating Other people doing this well: and immersing within Architects: both the physical and the • BNIM interactive community in order to Non-Architects: initiate and facilitate • Blu Dot Swap Meet conversations about • Pepsi Refresh MS&R and the industry. • Warby Parker Strategy 21
  • 26. Social INTERACTION (Architects) BNIM www.bnim.com • Multimedia Integration • Social Media Presence • Blog as a hub • Authors • Page Hierarchy Strategy 22
  • 27. Social INTERACTION (Non-Architects) Blu Dot Swap Meet www.swapmeet.bludot.com • Bidding System • Building Network • Bringing Fans • Earned Media Press • Increase Awareness Strategy 23
  • 28. Social INTERACTION (Non-Architects) Pepsi Refresh www.refresheverything.com • Social Experiment • Community Building • Feel-Good Press • Engaging Social Network • Earned Media Strategy 24
  • 29. Social INTERACTION (Non-Architects) Warby Parker www.warbyparker.com • Buy One-Give One • Unique Selling Point • Engaging Physically • Interesting Concept • Great Product Strategy 25
  • 30. Thought Leadership Culture Business SocialDevelopment Interaction Strategy 26
  • 31. Tangible ways to show this on the website: • Project DetailsBusiness • Differentiated Services/Design • Staff/Principals as Issue Leaders DEVELOPMENT • Consumer Perception Using social interaction Other people doing this well: to share MS&R’s Architects: knowledge leadership to • HOK Renew specifically share metrics • Studio Gang on past projects to initiate and bring in new Non-Architects: business. • GreenTeam USA • Element Six Media Strategy 27
  • 32. Business DEVELOPMENT (Architects) HOK Renew www.hokrenew.com • Expertise • Featured Projects • Details at a Glance • Social Integration • Process Strategy 28
  • 33. Business DEVELOPMENT (Architects) Studio/Gang studiogang.mpserve1.com • Simple Design • Movement • At a Glance Bullets • Photos/Concepts • Sketches Strategy 29
  • 34. Business DEVELOPMENT (Non-Architects) G Think greenteamusa.com/gthink • Article Heavy • Opinion • Poll • Tools for Interaction • Demographic Niche Strategy 30
  • 35. Business DEVELOPMENT (Non-Architects) Element Six www.elementsixmedia.com • Unique Selling Point • Earned Media • Client Dosier • Events Calender • Social Media Integration Strategy 31
  • 36. Thought Leadership Culture Business SocialDevelopment Interaction Strategy 32
  • 37. Tangible ways to show this on the website: • Staff/Principal ProfilesInternal • Design Process • Community Involvement CULTURE • Insightful Multimedia Displays If culture at MS&R is Other people doing this well: forged by strong voices Architects: and diverse opinions, the • Rice Daubney amalgamation of these • HMC Architects forces creates a living • HOK Life brand. Communicating this culture is vital for Non-Architects: future growth. • Studio Gang Strategy 33
  • 38. Internal CULTURE (Architects) Rice Daubney www.ricedaubney.com.au • Dynamic • Favorite Project Link • Options • Identity through Photos • Cohesion Strategy 34
  • 39. Internal CULTURE (Architects) HMC Architects www.hmcarchitects.com • Culture Page • “Play” Link • Idea of Balance • Professional Option • History Option Strategy 35
  • 40. Internal CULTURE (Architects) HOK Life www.hoklife.com • Micro-Site/Depth • Multiple Contributors • Event Recaps • Network Immersion • Social Media Options Strategy 36
  • 41. Internal CULTURE (Architects) Studio/Gang studiogang.mpserve1.com • Studio section • Non-serious “Team” • Awards • Videos • Drawings Strategy 37
  • 42. In the User Experience Phase, we explore who our key users are, and how they will interact with the website, by understanding what they want. Here’s what we learned. 38
  • 43. Website Entrance Sitemap 39
  • 44. User Experience (or U/X) is the experience aUser user will have interacting with a website. It deals with planning a site-map that is EXPERIENCE? intuitive so that each key user can interact and follow a flow that is contextual to them and what they are looking for. U/X 40
  • 45. Two Types of Users Key Buyers are primarily concerned with Projects:Ideal USERS Corporate Institutional Residential (and what they are looking for) Passive Users are primarily concerned with Issues: Academics Designers Librarians U/X 41
  • 46. Aspirational Clients • Urban Outfitters • Carmichael Lynch • IDEOCorporate • Fuse Project BUYER (KEY USER) What are their needs/expectations? • Energy Consumption • Business Metrics • Productivity/ROI • Profit Share U/X 42
  • 47. Metrics Design Case Study Metrics Urban Adaptive Outfitters Reuse PROJECT ISSUE Issues Project Corporate User U/X Flow 43
  • 48. Aspirational Clients • Madison Public Library • United States Senate Library • MCADInstitutional • Masdar City BUYER (KEY USER) What are their needs/expectations? • Sustainability • Urban Renewal/City Planning • Certification/Cost • Government Engagement U/X 44
  • 49. Metrics Design Case Study Metrics Madison Library Sustainability PROJECT ISSUE Issues Project Institutional User U/X Flow 45
  • 50. Aspirational Clients • High-Income Bracket • Awakening Consumer • Loft and CondosResidential • City Slickers BUYER (KEY USER) What are their needs/expectations? • Adaptive Reuse • Issues • Reputation/Certification • Word of Mouht/Conversation Piece U/X 46
  • 51. Metrics Design About Metrics Lofts & Condos Sustainability PROJECT ISSUE Issues Project Residential User U/X Flow 47
  • 52. What are their needs/expectations? • Career Opportunities • Student Internships • Collaboration OpportunitiesAcademic • Knowledge Base USERS • Published Media • Case Studies (PASSIVE) • Problem Solving Methods • Issues • Experiments U/X 48
  • 53. Experiments Publications Case Study Metrics Design Process MCAD ISSUE PROJECT Projects Issues Academics U/X Flow 49
  • 54. What are their needs/expectations? • Career Opportunities • Social Networking • Collaboration OpportunitiesDesigner • Knowledge Base USERS • Aesthetic Styles • Trend Reports (PASSIVE) • Problem Solving Methods • Floorplan Details • Process & Ideation U/X 50
  • 55. Networking Collaboration Ex Design Int Design Sustainability Carmichael Lynch ISSUE PROJECT Projects Issues Designers U/X Flow 51
  • 56. What are their needs/expectations? • Performance Metrics • Key issues/Problems (with homelessness) • Security of BuildingLibrarian • Operational Efficiency USERS • Community Demographics • Functional/Flexibile of Design (PASSIVE) • Integration of Technology • Anticipation of Future Community Needs • Parking U/X 52
  • 57. Experiments Details Case Study Metrics Homelessness Madison Library ISSUE PROJECT Projects Issues Librarians U/X Flow 53
  • 58. From HTML vs Flash to kerning widths, here’s why we made the decisions we did, and what Strategic, Creative or UX oriented aspect they fit. Here are the nuts & bolts 54
  • 59. The DATABASEA Database acts as thefoundation of a house. It is theplatform that everything is builtupon. A strong foundationequates to a strong house. Specifics 55
  • 60. Flash vs HTML? FLASH• Usability• Mobile Devices• SEO/Google Analytics• Compatability• Loading Times/UX• Accessability• Customization• Higher Internal Capacity• HTML 5 Specifics 56
  • 61. The CMSA CMS is the framework ofthe structure. If you want tochange the utility of thehouse, you need to changethe structure from the inside. Specifics 57
  • 62. Typography CHOICETypography is the quietelements of a house thatcohesively express the overallaesthetic of a website. Itsubtly reinforces the look/feel. Specifics 58
  • 63. Web • Past FONTS • Present Specifics 59
  • 64. Name That FONT! Specifics 60
  • 65. Name That FONT! Specifics 61
  • 66. Name That FONT! Specifics 62
  • 67. Name That FONT! Specifics 63
  • 68. Why CRIMSON?• Web-Friendly• Clean• Modern• Serif• Italics• Safety-subtext• Traditional• History• Brand Consistency Specifics 64
  • 69. Color SCHEMEThe color-choice is quitesimple: it is the obviousaesthetic of the house andexpresses the external feel ofMS&R’s brand and identity Specifics 65
  • 70. Why COLORS?• Ability to guide, direct and persuade a user• Instructive Qualities• Appeal to a users emotions• Setting a mood• Brand Consistency HEX: HEX: HEX: HEX: #FFFFCC #FFFFFF #FF3300 #333333 Specifics 66
  • 71. Look • Personality • Mobile Devices • Usability • The Future of Webdesign FEEL • Brand Consistency Specifics 67
  • 72. In the Creative Concept Phase, we explore design, layout, colorschemes and typography to create creative concepts of the website. Here’s what we’ve got. 68
  • 73. (Tada!) Design 69
  • 74. CURRENT FINALCONCEPT DESIGN Creative 70
  • 75. Next CONCEPT PRESENTATION (4/22) STEPS Refine ConceptWeek 1 | 4/26• Refine ConceptWeek 2 | 5/3 Tune Concept• Tune ConceptWeek 3 | 5/10 Content• Develop ContentWeek 4 | 5/17 Tools• Clarify ToolsWeek 5 | 5/24 Final• Finalization FINAL DESIGN READY FOR DEVELOPMENT (5/27) Next Steps 71
  • 76. 72