A man embarked on a quest to improve various aspects of operations at his company, DMC Denmark. He developed new systems for digital asset management, branding, product templates, and staff training. He also spearheaded the creation of new websites for DMC subsidiaries and an internal newsletter. Through these efforts, he brought more organization, standardization, and collaboration throughout the company.

1. A long time ago in a galaxy far,
far away....

3. ..in a galaxy far, far away..
1
SN 2006gy
NGC 1260 Nucleus
Chandra X-ray
Image of SN 2006gy

4. ..in a galaxy far, far away..
1
SN 2006gy
NGC 1260 Nucleus
Chandra X-ray
Image of SN 2006gy

5. ..in a galaxy far, far away..
1
SN 2006gy
NGC 1260 Nucleus
Chandra X-ray
Image of SN 2006gy

6. ..in a galaxy far, far away..
1
SN 2006gy
NGC 1260 Nucleus
Chandra X-ray
Image of SN 2006gy

7. ..in a galaxy far, far away..
1
SN 2006gy
NGC 1260 Nucleus
Chandra X-ray
Image of SN 2006gy

8. Meanwhile, back on Earth..
2
May 2007
At about the same time I went to
work for DMC Denmark as a Key
Account Manager in the cruise
operations department

9. Meanwhile, back on Earth..
2
May 2007
At about the same time I went to
work for DMC Denmark as a Key
Account Manager in the cruise
operations department
Moving on from my previous job as
tour manager aboard cruise ships,
this was essentially the shoreside
counterpart to that job and a con-
venient transition to make

10. Realizing swiftly that this home-
grown, fast-moving company had
some structural and procedural
issues in need of attention, I used
my spare time and the supervisory
leeway inherent to DMC to pursue
and ‘fix’ these issues
So from the very get-go I embarked
on a self-motivated quest to revise,
improve, develop, organize and
pioneer new products and proce-
dures
…a man embarks on a quest!
3

11. A quest so successful it would even-
tually see me appointed Manager
of Marketing & Development with a
carte blanche to pursue all the pro-
jects I had previously pursued on
my spare work time, and to target
whatever new projects that may
emerge
The following presentation summa-
rizes some of the biggest achieve-
ments to come out of this quest
…a man embarks on a quest!
3

12. I. Digital asset management ................................
II. Brand management ..........................................
III. Product portfolio development ........................
IV. Website development .......................................
V. Staff training ........................................................
VI. Mission & Vision ...................................................
VII. Internal newsletters ............................................
Content
4
5
12
16
21
25
35
38

13. 5

14. When I arrived at DMC there was
just the one shared network drive
It was a rarely used, disorganized
jumble of outdated and inconsis-
tently named work files
Digital asset management
6

15. Digital asset management
7
About as useful and manageable
as this apt illustration…

16. Digital asset management
7
About as useful and manageable as
this apt illustration…
In fact, most managers chose to work
off their individual hard drives with
their own preferred filing systems and
file formats making it hard to achieve
any kind of synergy, homogeneity or
compatibility

17. digital asset management |
So I did some online research and
learned the basics of digital asset
management…
Google Search I’m Feeling Lucky
Digital asset management
8

18. …and used that knowledge to de-
sign a new folder structure that was
logical, practical, maintainable and
expandable
Digital asset management
9

19. Digital asset management
10
With the introduction of the new
structure, I also defined a new set of
rules and definitions for use, main-
tenance and expansion of the
structure

20. Digital asset management
10
With the introduction of the new
structure, I also defined a new set of
rules and definitions for use, main-
tenance and expansion of the
structure
The new structure resulted in a signi-
ficant reduction of time and effort
spent ingesting, storing, catalogu-
ing, retrieving and sharing digital
assets in-house

21. I coordinated the introduction and
file management systems of new
internal drives, incl. one for DMC
Nordic, accessible by all 4 DMC
offices in the Nordic region, and
was also dispatched to our Stock-
holm subsidiary to help them bring
the same kind of structure and effi-
ciency to their internal data mana-
gement system
Digital asset management
11
DMCSWEDEN

22. 12

23. Brand management
13
Years of unregulated and uncheck-
ed brand usage had resulted in a
plethora of variations on the visual
branding elements of DMC

24. Brand management
13
Years of unregulated and uncheck-
ed brand usage had resulted in a
plethora of variations on the visual
branding elements of DMC
Not just in the Copenhagen office
but between the individual subsi-
diaries in Sweden, Estonia, Norway
and Chile too

25. The overall visual brand expression
of DMC was indistinct and blurry
Brand management
14

26. Brand management
15
To remedy the situation I commisioned a
brand manual from a design agency to
once and for all establish the proper look
of branding elements and logo

27. Brand management
15
To remedy the situation I commisioned a
brand manual from a design agency to
once and for all establish the proper look
of branding elements and logo
I commissioned and distributed new sets of
official logos and branding elements (in-
cluding rules of usage) to all DMC subsidi-
aries and methodically purged the old
versions from circulation

28. 16

29. Product portfolio development
17
Due in part to the previous lack of
central digital asset management
and the brand diffusion, standard
templates for product soft copies
did not really exist

30. Product portfolio development
17
Due in part to the previous lack of
central digital asset management
and the brand diffusion, standard
templates for product soft copies
did not really exist
There were some vaguely homo-
genous templates in circulation,
but due to personal preferences in
format, style and content, no two
managers produced entirely iden-
tical proposals

31. Product portfolio development
18
Following my efforts to correct logo
usage I also created a series of
ready-to-use templates for different
product/presentation formats with
how-to manuals for usage and dis-
tributed them within DMC

32. Product portfolio development
18
Following my efforts to correct logo
usage I also created a series of
ready-to-use templates for different
product/presentation formats with
how-to manuals for usage and dis-
tributed them within DMC
This ensured more conformity and a
stronger visual identity in the future
output of managers

33. Product portfolio development
19
Then I went to work on the pre-exis-
ting mismatched DMC product
portfolio and converted all usable
products to the new formats and
expanded the portfolio with count-
less new products

34. Product portfolio development
19
Then I went to work on the pre-exis-
ting mismatched DMC product
portfolio and converted all usable
products to the new formats and
expanded the portfolio with count-
less new products
This process took years as I was
doing it piecemeal alongside my
regular duties but eventually I got
around to all of it

35. Product portfolio development
Finally, I devised a product registra-
tion system to keep track of the now
vastly expanded and diversified
product portfolio
20

36. 21

37. Website development
DMC websites of the late oughties
were at that point spectacularly
outdated and in need of a tho-
rough makeover. The only excep-
tion was DMC Chile who did have a
relatively new flash-based website
22

38. Website development
I soon started to advocate for new
websites and went about research-
ing CMS software, usability, functio-
nality and compatibilty, while dra-
wing up site map drafts and design
sketches
23

39. Website development
Once a design agency had been
sourced I worked closely with the
designers to build the sites from
scratch, providing design input and
direction, cookie policies and dis-
claimers, content generation, pic-
tures and more
Coming soon
4 new dmc
websites
2014
Grand re-launch
24

40. Website development
As each website was finished I re-
mained in overall charge of basic
maintenance and updates of news
sections, testimonials and staff
profiles, using basic Joomla CMS
editorial skills acquired in the
process
25

41. Website development
The new DMC websites I helped
create can be viewed here:
www.DMCDenmark.dk
www.DMCSweden.se
www.DMC-Norway.no
www.DMCEstonia.ee
25

42. 26

43. As a service provider in the tourism
trade DMC Denmark relies heavily
on ‘field agents’ – i.e. guides and
freelance hospitality staff – to man
and execute large cruise operations
Staff training
27

44. These are the ones in direct contact
with the end clients and creating the
actual service experience through
their performance in the field
Staff training
28

45. Staff training
29
Freelance service staff has a high
turnover rate, being primarily stu-
dents in summer jobs

46. Staff training
29
Freelance service staff has a high
turnover rate, being primarily stu-
dents in summer jobs
To maintain a high quality of opera-
tional service, it is imperative that
they are briefed thoroughly before-
hand so they can ‘hit the ground
running’ in action

47. Staff training
30
To that effect I authored a new 20-
page ‘freelancer manual’ consisting
of comprehensive and updated
versions of all the information pre-
viously only communicated orally,
piece-meal and with some incon-
sistency to freelancers

48. Staff training
30
To that effect I authored a new 20-
page ‘freelancer manual’ consisting
of comprehensive and updated
versions of all the information pre-
viously only communicated orally,
piece-meal and with some incon-
sistency to freelancers
I also produced a companion po-
werpoint presentation, highlighting
the important points

49. Staff training
31
Both were used for the annual free-
lance intro-meeting, where new
freelance staff were briefed on du-
ties, requirements, expectations and
working terms

50. Staff training
31
Both were used for the annual free-
lance intro-meeting, where new
freelance staff were briefed on du-
ties, requirements, expectations and
working terms
This resulted in a noticeable increa-
se in efficiency and confidence of
freelance staff and far less time and
effort wasted on mistakes, mishand-
led situations and improper proce-
dures

51. Staff training
Guides do not have the same high
turnover rate as freelancers, but the
challenge remains to swiftly impart
a firm grasp of practices, proce-
dures and expectations for them to
deliver a spot-on performance first
time out with guests
32

52. Staff training
33
Drawing on tour operator procedu-
res and my own extensive experien-
ce with Shore Excursions, I wrote a
guide manual outlining procedures,
expectations, contingencies and
more for guides to comply with
while working for DMC

53. Staff training
33
Drawing on tour operator procedu-
res and my own extensive experien-
ce with Shore Excursions, I wrote a
guide manual outlining procedures,
expectations, contingencies and
more for guides to comply with
while working for DMC
A companion powerpoint presenta-
tion with the most important points
was also produced

54. Staff training
34
The powerpoint presentation and a
revised version of the guide manual
later formed the basis for a training
course for provincial guides, neces-
sitated by a rise in provincial cruise
calls and a local guide force largely
unprepared for this

55. Staff training
34
The powerpoint presentation and a
revised version of the guide manual
later formed the basis for a training
course for provincial guides, neces-
sitated by a rise in provincial cruise
calls and a local guide force largely
unprepared for this
I hosted successful versions of this
course in Aarhus, Aalborg and Ka-
lundborg on multiple occasions

56. 35

57. Vision & mission
DMC had been around for close to
30 years when I joined and although
there was an implied consensus of
what the company stood for and
where it was going, no one had
ever actually put it to paper
36

58. Vision & mission
37
Researching different corporate
Vision / Mission formats online and
refining the desired content with
management, I produced an offi-
cial Vision / Mission statement with a
set of accompanying values that
went on to become the official
standard for the entire DMC Family

59. Vision & mission
37
Researching different corporate
Vision / Mission formats online and
refining the desired content with
management, I produced an offi-
cial Vision / Mission statement with a
set of accompanying values that
went on to become the official
standard for the entire DMC Family
The statement can be read in its
entirety on any of the new DMC
Nordic websites

60. 38

61. Internal newsletters
DMCCHILE
DMCNORWAY
DMCSWEDEN
DMCESTONIA
DMCDENMARK
39
Collectively known as the DMC
Family, DMC Denmark has subsidi-
aries in Estonia, Sweden, Norway
and Chile

62. Internal newsletters
DMCCHILE
DMCNORWAY
DMCSWEDEN
DMCESTONIA
DMCDENMARK
39
Collectively known as the DMC
Family, DMC Denmark has subsidi-
aries in Estonia, Sweden, Norway
and Chile
But in the beginning they were very
insular entities, with little to no ex-
change of information between
them and DMC Denmark and no
real feeling of ‘corporate kinship’

63. Internal newsletters
40
To bring the ‘Family’ closer together
and inspire unity and exchange of
information, I produced an internal
newsletter called Family Affairs

64. Internal newsletters
40
To bring the ‘Family’ closer together
and inspire unity and exchange of
information, I produced an internal
newsletter called Family Affairs
I designed a simple newsletter for-
mat, requested news item submis-
sions from the Family and authored /
published newsletters on a quarterly
schedule

65. Internal newsletters
The newsletter was launched at the
same time as the DMC Nordic con-
cept, which combined the DMC
offices of the Northern hemisphere
with partner agencies in Finland,
Iceland & Greenland for greater
synergy and convenience, and
became a social cornerstone for
the strengthening of relations be-
tween the Nordic DMC Family
members
41

66. Wrapping up
Those were 7 instances when I took
the ball and ran with it in my DMC
career – and with great results to
show for it
If you would like to learn more
about my career and achieve-
ments with DMC, I am always
happy to elaborate
42

67. Contact
43
(+45) 50 34 60 66
j.lyngsoe@outlook.dk
Jacob Lyngsøe
Jacob Lyngsøe
 12:34 PM

68. Other presentations
44
Resume of a Great
Dane – my master
visual resume
A Shorex Career –
Visual review of a
seaborne career
1999 - 2006
When the Boat
comes in – 5 tasks
of a DMC cruise key
account manager
10 clues to me –
a personal
presentation

76. Credits
Page 1 / SN2006GY X-ray image – chandra.harvard.edu
Page 7 / Computer icons - iconarchive.com
Page 8 / Desk mess - results.envisialearning.com
Page 9 / Google-logo - logos.wikia.com
Page 10 / Folder icon - graphicsfuel.com
Page 12 / Stockholm picture - hummel-reiseideen.de
Page 14 / Brand image - tcrm.co.uk
Page 15 / DMC logo – DMCDenmark.dk
Page 18 / Papers falling from sky - tx.english-ch.com
Page 23 / Old car – Flickr.com
Page 24 / Blueprint grid - 1ms.net
Page 25 / Computer & scaffolding icons - clip2net.com / trainstation.wikia.com
Page 30 / Holland America freelance team – DMCDenmark.dk
Page 37 / Endless road - roadrepair.com
Page 40 / Globe grid - mkopeople.wordpress.com
Page 44 / NGC 1260 & neighbors - server1.sky-map.org
Page 44 / Millennium Falcon - rocketdock.com

77. Credits
All other images and illustrations used, created, taken or owned by creator.

78. 2015