mkg roadmap

B E I N G M O R E O F W H A T ’ S N E X T

“EXPERIENCE IS NOT WHAT HAPPENS TO YOU. IT IS WHAT YOU DO WITH WHAT HAPPENS TO YOU.”

-ALDOUS HUXLEY

“GO OUT AND GET IT.WE ARE THE 21ST CENTURY AMBASSADORS OF PEACE & MAGIC.”

-FOXYGEN

LET’S GET GROUNDED

MKG EXPERIENTIAL RELATIONSHIP

TRADE for MKG 2013 7

DEFINING WHAT NEW EXPERIENCES WE CREATE DEFINES THE GROWTH

WHERE YOU LEAD NOW


E V E N T E N T E R T A I N M E N T

A R R I V E

O P P O R T U N I T Y O P P O R T U N I T Y

D E P A R T

E V E N T E N V I R O N M E N T F R A M E W O R K

WHERE YOU’LL WORK AND LEAD


E V E N T


P R E - E V E N T

W O R KH O M E

O N T H E G O

P O S T - E V E N T

W O R KH O M E

O N T H E G O

SUMMARYMKG EXPERIENTIAL RELATIONSHIP


•Growbutreduce/eliminaterisk:Orientgrowthtobuildonandcomplementwhatyoudobest,physicalevents,preservethatdelivery(andrevenue)engine

•Beuniquetothemarket:Marketersarelookingfornew,integratedmethodstocreatedeeperrelationshipswithcustomers,particularlyinfluencers

•Cultivateinfluencerrelationshipoffering:Buildoutfromphysicaleventapre-event,ateventandapost-eventexpertise,takingonadditionalenvironments,addingmulti-channeltouchanddeliverybuiltoninsights

•Differentiatebyknowledgevs.assumption:Developaudiencedataanalyticexpertisetosupportexperienceplanninganddriveretaineraccountgrowth

WORKING FORWARD

MKG SERVICES OFFERINGS


ARCHITECTING MORE OF WHAT WE ALREADY THINK AND KNOW INTO WHAT WE DO

SUMMARYMKG SERVICES OFFERINGS


•EvolutionnotRevolution:Evolveofferingsovertwo-yeartimeframe

•Becomealeaderinexperientialrelationshipbuilding:Physical+DigitalPlanning,Delivery,DataandAnalytics.

•DefineyourROIforthecategory:HavingROIattributioncalculatedacrosschannelswitharepeatableandscalableapproach.

•Moveupstream:CMO/ProductManagement,BrandManagement/CRMbuyersasadifferentiatedleadexperientialpartner

•Cultureofexperience:Combine“CulturalClairvoyance”withexperientialrelationshipplanningandturnintothoughtleadership

SERVICE OFFERINGS


SERVICEOFFERINGS

• Event: MKG Single instance Client: Physical Design & Production w/ Limited PAP Digital Integration

• Event: MKG AOR / Repeat Customer – Account Based: Multiple Physical Design & Production Solutions Per Year

• Event-based Technology Execution via Partnerships (Formalized)

• Audience Measurement Across Physical & Digital via Partnerships

• Multi-channel Experiential Planning• Cross-channel Creative / Design• Integrated Production – Physical & Digital

• Customer Data – Planning, Integration & Measurement

• Cross-channel - Analytics

• Multi-channel Experiential Planning: Event + Digital• Pre-Event / At Event / Post Event: Design &

Production – Digital & Physical Integration• Digital Component Configuration: Pre-selected

Platforms / Tools / Products• Client Database Creation, Integration (API Devlpmt &

Data Synchronization, Cleansing and Attribution)• Event Analytics

CURRENT STATECURRENT +

2H // 2013PRIOR +

1H // 2014PRIOR +

2H // 2014PRIOR +

1H // 2015

OFFERING OBJECTIVES /

PURPOSE

CUSTOMER / BUYER

MKG BRAND ATTRIBUTES

• Event: Attitudinal Change (Unmeasured)• Event: Successful Staging of Product / Brand• Event: Asset Sponsorship• Earned Media: Digital / Social Sharing of

Event Content (Non-Recurring)• Digital: Conversation Management / Social

Media Platform Management

• Event + Digital: Improved Target Audience Profiling

• Event + Digital: Lead Generation (Pre, At and Post Event)

• Event + Digital: Multi-channel User Experience (Pre, At and Post Event)

• Digital: At & Post Event Earned Media

• Digital + Event: Drive Engagement, Loyalty & Purchase Intent / Behavior

• Digital + Event: “Influencer Relationship Management” (IRM)

• Digital + Event: Holistic Experiential Strategic Planning Capabilities

• Digital + Event: Improved Marketing ROI• Digital + Event: Customer Data Mining &

Retargeting

• Cultural clairvoyance drives connection to high value audiences

• Attitudinal brand influence and purchase path implications (behavioralchange)

• Brand attribution metrics aligned to KPIs

• Public Relations Firms (Non-Social)• Sponsorship Agencies• Brand’s (Experiential Activation

Departments


Departments

• Brand’s Product & Marketing Departments• C-Suite (Marketing)• Traditional Agencies (AOR / Lead)• Software Vendors


• Integrated Customer Planning• C-Suite (Marketing)• Traditional Agencies (AOR / Lead)• Software Vendors / Partners / Alliance

Partners

• Incredibly Choreographed Events• Engaging / Interesting / Creative Experiences• Culturally Attuned• Never Fail a Client• Social Media Management / Conversation

Strategy & Management• “Influence the Influencer” model

• Technology Innovation / Integrated Thought Leadership

• Pre, At and Post Event Narrative Driven by Digital Enablement via Vendors

• Event Extensions via Social Platforms

• Holistic Experiential Point of View / Perspective + Production Capabilities via Vendors / Partners

• Data Driven Experiential Planning• IRM Platform Solution Provider (Alliance

Partners & Custom Platform)

• Experiential relationship builders creating “world class” physical and digital experiences that transcend traditional vertical channel expertise

• Purveyors of culturally cool driven by a business purpose

• Data driven insights that permeate the organization’s thought processes

OFFERINGS OBJECTIVES/PURPOSE



PURPOSE












Retargeting





2H // 2013PRIOR +

1H // 2014PRIOR +

2H // 2014PRIOR +

1H // 2015

SERVICEOFFERINGS












CUSTOMER / BUYER



Departments


Departments




Partners












CUSTOMER / BUYER


CUSTOMER / BUYER


Departments


Departments




Partners


2H // 2013PRIOR +

1H // 2014PRIOR +

2H // 2014PRIOR +

1H // 2015

SERVICEOFFERINGS


PURPOSE
























Retargeting















BRAND ATTRIBUTES


BRAND ATTRIBUTES













2H // 2013PRIOR +

1H // 2014PRIOR +

2H // 2014PRIOR +

1H // 2015

SERVICEOFFERINGS


PURPOSE

CUSTOMER / BUYER























Retargeting





Departments


Departments




Partners

SERVICE OFFERINGS


C U S T O M E R D A T A & A N A L Y T I C S


E V E N T


P R E - E V E N T

W O R KH O M E

O N T H E G O

P O S T - E V E N T

W O R KH O M E

O N T H E G O

E V E N T P R O D U C T I O N

C R E A T I V E M U L T I C H A N N E L E X P E R I E N C E D E V E L O P M E N T

E X P E R I E N C E P L A N N I N G

I N T E G R A T E D P R O D U C T I O N

B R A N D M A R K E T I N G T R A D I G I T A L

P R S P O N S O R S H I P

A MODEL OF PERFORMANCE

MKG ORGANIZATION


IF WE ORGANIZE, LETS ORGANIZE AROUND CLIENTS

AND THE PEOPLE THEY WANT TO BE WITH

SUMMARYMKG ORGANIZATION


•Blueprintandbuild:Finishthebuildofthe“agency”withdesignofstructure,

methodologies,processesandpersonnel

•Growwhereyouknow:Expandaccountmanagementfunctionacrossclients

withstrategicsellingskillset

•Orientandalign:Formalizetheorientationandalignmentofcompany

againstcompetitiveandunmetneedstoguideexternalmessagingas

offeringsevolve

•PlanforExperience:Establishanexperienceplanningdepartmentto

understandhumanbehaviorreactionandtoconnectcrosschannelthemes

•PODatthecore:MaintainPODstructureforpure-eventdelivery,embeditin

largerintegratedprojectmanagement,design,anddeliverygroupmodel

•Digitalneedsscale:Pursueproduct,platform,partnerandpeopleapproach

toscalingdigital

CURRENT ORGANIZATION

PRODUCT OUTCOMESACCOUNT MANAGEMENT



2H // 2013PRIOR +

1H // 2014PRIOR +

2H // 2014PRIOR +

1H // 2015

ACCOUNTMANAGEMENT

• Nascent: Exclusively Retainer Support• New Functional Lead• Operational Integration Requirements

(Strategic Account Planning, New Client Centric Org Model, Engagement Alignment – “Order Taking to Strategic Definition and Ecosystem Planning”

• Development of Strategic Account Management Processes & Methodologies

• Creation of Cross Functional Account Leadership Team (Assignment of roles and responsibilities to specific individuals and net new hires

• Client prioritization in support of focus under new hire leadership

• Account Ecosystem Mapping• Review of Existing Functional Capabilities

and Personnel

• Development of Account Specific KPI’s and Portfolio Objectives

• Review of Existing Skills & Augmentation Plan• Development of Performance Measurement

Criteria and Implementation of Review Methodology

• Development of Experiential Selling Training Module

• Finalize Portfolio Management Transition• Execution of Collaborative Strategic Account

Planning for FY ‘15

• “Hybrid” Traditional Agency & Consultancy Account Function in Place

• Transition to “Thought Leadership” Structurally Complete

• Focus on “Outcomes” in Addition to “Experiences”

BUSINESSDEVELOPMENT

• Reactionary Response Model (RFP or Inbound Requests)

• Limited to Non-Existent Outbound Services Selling

• New Lead for Outbound Efforts in Place• Process and Personnel Assessment Underway

• Assess Historical Solutions; Categories; Expertise in Support of Targeted Approach to Solution Selling

• Update Messaging & Supporting Communication Tools

• Conduct Business Development Targeting Exercise from within Strategic Account Planning (SAP) Exercise

• Redefine Inbound Request Process (i.e. People, Objectives, Methodologies, Qualification, etc.)

• Train Individuals Responsible for “Selling” on Experiential Relationship Model

• Initiate Outreach Based Upon New Targeting; Leverage Earned Media

• Review Team Success Rate in Support of Account Acquisition and Growth Objectives

• Develop Collaborative Selling Model with Partner by Partner Relationship Model (e.g. Vendor, Partner, Strategic Partner, Alliance)

• Assess Use of Third-party Lead Development Companies

• Measure and Refine Selling Model Against KPI Achievement

• Deploy Changes to Model Based Upon Performance (e.g. Use of Third-party Lead Development)


EXPERIENCEPLANNING

• Managed via “One off” Approaches by Customer Requirement

• Responsive vs. Proactive• No Formal Methodology Present• Misalignment of Traditional & Digital

Experience Planning (Strategic Objectives, Time, Effort, Budget, Resources, Ownership, Capabilities & Accountability)

• Create Cross Functional Experience Planning• Development Methodology and Associated

Processes• Develop Partner Criteria and Vetting Processes

(Capabilities, Support, Legal, Operational, etc.)• Develop Steering Committee for Oversight and

Management• Pilot Experience Planning Model on Discreet Engagements

• Experience Planning Develops New Offerings; Responsible for Build, Buy or Ally strategies for offerings

• Optimize Performance at the People, Process and Production level

• Align Individuals




PRODUCTION / PROJECT

MANAGEMENT

• Strong Capabilities w/in Traditional “Experiential”• Lack of Personnel, Methodologies, Processes

and Alignment within Digital Offerings• Current Production Offerings within Digital are

“Point” Solutions• Organizational Lack of Understanding of

Digital Estimation, Timelines, Vendors and Management Processes

• Fund Organizational Transformation via Current Event Production for Small Initiatives

• Develop “Alignment” Model for In-House vs. External Partner Developed/Lead Solutions

• Participate in Partner Selection Per Engagement; Begin Organizational “Shadowing” to Transition

• Create Integrated Project Schedules & Estimates as Cross Functional Participants; Adjust Recipient Model to Proactive Involvement

• Formalize Career Objectives within Production Aligned to MKG v2.0 –Project Management

• Develop Formalized Training Including Deployment of Integrated Wiki

• Create Education Platforms that Engage Production• Refine Personnel Model Based Upon Client

Demand Forecasts• Engage Production in Strategic Planning Process• Develop and Deploy KPIs for Account Growth for 2H - 2014

• Measure Achievement of Progress Against KPIs• Facilitate Earned Media via Industry “SME”

status for Production Personnel• Develop Repeatable Frameworks from Existing

Engagements



Engagements

• Develop Experiential Training Modules• Deploy Experiential Planning Model Across

MKG Departments• Consolidate Planning Elements of Current

Creative Solutions & Digital Departments• Assess and Realign Resources by Client Need

Resulting from SAP Process• Development of Digital Product Development

Roadmap (Patentable Products and Processes)• Experience Planning Develops New Offerings;

Responsible for Build, Buy or Ally strategies for offerings (Non-Patentable)

PRODUCT OUTCOMESBUSINESS DEVELOPMENT



2H // 2013PRIOR +

1H // 2014PRIOR +

2H // 2014PRIOR +

1H // 2015

BUSINESSDEVELOPMENT
















ACCOUNTMANAGEMENT







and Personnel










EXPERIENCEPLANNING















MANAGEMENT















Engagements



Engagements







PRODUCT OUTCOMESEXPERIENCE PLANNING



2H // 2013PRIOR +

1H // 2014PRIOR +

2H // 2014PRIOR +

1H // 2015

EXPERIENCEPLANNING














ACCOUNTMANAGEMENT







and Personnel










BUSINESSDEVELOPMENT

















MANAGEMENT















Engagements



Engagements







PRODUCT OUTCOMESPRODUCTION/PROJECT MANAGEMENT



2H // 2013PRIOR +

1H // 2014PRIOR +

2H // 2014PRIOR +

1H // 2015


MANAGEMENT















Engagements



Engagements

EXPERIENCEPLANNING














ACCOUNTMANAGEMENT







and Personnel










BUSINESSDEVELOPMENT






















PRODUCT OUTCOMESDESIGN DIGITAL / PHYSICAL



2H // 2013PRIOR +

1H // 2014PRIOR +

2H // 2014PRIOR +

1H // 2015

OPERATIONS/DELIVERY

• Effective Methodologies and Processes for Logistics and Physical Asset Production

• Third-parties Utilized for Digital Production• Digital “Effectively” Lives in “No Man’s Land”

• Limited Implications to Event Operations• Development of Operational / Delivery

Priorities for Investment• Development of Formal Partner Priorities• Creation of Methodologies for Management

of Digital Partners

• Development of Integrated Delivery Functions Aligned to Strategic Planning

• Alignment of “Digital Infrastructure” Roadmap to Internal Capabilities Requirements

• Alignment to Integrated Training and Deployment of Development Plans

• Selection of Personnel for Internal Hardware to Software Integration (Leadership Function)

• Support for Digital Product Development Roadmap

• Maturing of Complexity of Experience Design in Context of Physical and Digital Environments

• Evolution of Offerings Based Upon Customer / Market Demand and Digital Innovation



PERFORMANCE ANALYSIS

& AUDIENCE INSIGHTS

• Social Media Monitoring (Client Specific)• Post Event Surveys – Client (Non-Statistical)• On-Premise Event Assessment

(Non-Statistical)

• Creation of Internal Audience Research Leadership Structure within Experience Planning

• Third-party Audience Research Tool(s) Selection by Experience Planning Leadership

• Use of Insights to Inform Cross Platform Narrative

• Selection of Digital Monitoring and Performance Analysis Tool(s)

• Integration of Digital Data From Third Party Toolsets (e.g. Peer Index, Klout)

• Performance Monitoring and Reporting Methodologies and Processes

• Technical Deployment and Event Reporting Across Media Assets

• Development of Partnership(s) with Reporting Product Vendors

• Integration of Third-party Reporting Applications into a “Ownable” Suite

• Test, Measure and Refine Model Deployed for Each Experiential Engagement (Attitudinal vs. Behavioral)

• Development of Strategic Alliances with Reporting Partner(s)




DESIGN DIGITAL /PHYSICAL

• Capabilities around applied design to signage/physical space and digital/physical collateral

• Strategic creative & design direction leader-ship present, education and process yet to begin

• Current design offerings within digital are admirable ad hoc one off solutions with timing being a constraint

• Organization lack of best practice deployment around usability, interaction design and unknown best practice around production design coding

• Model & fund dedicated digital design resources, full time or contract dependent on pipeline

• Both physical & digital design resources undergo design/creative directions and standards training

• Align digital design process with current physical design process & create more formal deliverables

• Create key deliverable documentation against production timelines to be formatted, archived and used/improved upon with each project

• Contribute to project development roadmap across physical & digital design, projects & new business

• Use road-mapped deliverables as part of formal position creation in department & career roadmap - establish best design creative guidelines

• Integrate design teams around methodology on large accounts then on individual projects

• With leadership in place, create best practices repository and include cross functional peer review of all work and biannual employee performance

• Measure performance of group against organizational KPIs and creative guidelines

• Refine project development and new business roadmap, recognizing best practice deliverables, eliminating deliverables, creating new deliverables

• Work with experience planning to develop new offerings based on first hand observations of tactical touch points

• Mature, integrated physical and digital design organization with formalized internship and recruiting program from area universities

• Evolution of deliverables based on experiential planning growth, response to new technologies

REVENUE

HIRES

EXPENSES

CAPITAL

R H E C R H E CR H E C R H E C R H E C

$ $

$$ $$$

$$$$

$$$$$

$$

PRODUCT OUTCOMESOPERATIONS / DELIVERY



2H // 2013PRIOR +

1H // 2014PRIOR +

2H // 2014PRIOR +

1H // 2015

OPERATIONS/DELIVERY





of Digital Partners











& AUDIENCE INSIGHTS


(Non-Statistical)

































REVENUE

HIRES

EXPENSES

CAPITAL


$ $

$$ $$$

$$$$

$$$$$

$$

PRODUCT OUTCOMESPERFORMANCE ANALYSYS



2H // 2013PRIOR +

1H // 2014PRIOR +

2H // 2014PRIOR +

1H // 2015

OPERATIONS/DELIVERY





of Digital Partners











& AUDIENCE INSIGHTS


(Non-Statistical)

































REVENUE

HIRES

EXPENSES

CAPITAL


$ $

$$ $$$

$$$$

$$$$$

$$

PRODUCT OUTCOMESORGANIZATION



2H // 2013PRIOR +

1H // 2014PRIOR +

2H // 2014PRIOR +

1H // 2015

OPERATIONS/DELIVERY





of Digital Partners











& AUDIENCE INSIGHTS


(Non-Statistical)

































REVENUE

HIRES

EXPENSES

CAPITAL


$ $

$$ $$$

$$$$

$$$$$

$$

MKG FUTURE STATE ORGANIZATION


E V E N T P L A N N I N G


E V E N T D E S I G N

E V E N T O P E R A T I O N S

C L I E N T SA

GE

NC

Y M

AN

AG

EM

EN

T

FIN

/AD

MIN

B U S I N E S S D E V E L O P M E N T

A C C O U N T M A N A G E M E N T


P R O J E C T M A N A G E M E N T

D E S I G N

D E L I V E R Y

A U D I E N C E A N D D A T A M A N A G E M E N T

CR

EA

TIV

E D

IRE

CT

OR

TE

CH

D I G I T A L D E S I G N

D I G I T A L D E V E L O P M E N T

S O C C O M M M A N A G E M E N T

BUILD AROUND PERFORMANCE

MKG DELIVERY


DON’T CHANGE YOUR DELIVERY (AND REVENUE) ENGINE,

BUILD AROUND IT NOW, MERGE LATER

SUMMARYMKG DELIVERY


•Staytruetothecore:POD’sforsimpleeventexecution

•Buildparallel:Createparallelprocessfordigitalthatalignswithcurrentphysicaldelivery,curatenewtechnicalplatformsnearterm

•Experienceplan/AccountPlan:useexperienceplanningtostartwithaspartofannualandbiannualaccountplanning

•Integrate:developintegratedPODSovertimewithpersistentdigitalcapabilities

•Train:Cross-trainteamsinmulti-channeldeliverytoincreaseefficienciesandstaff

•Support:deliveryrequirespre-selectedplatformsandtools,includingdatamanagement.

CURRENT DELIVERY MODEL


C L I E N T

P R O D U C E R

O P E R A T I O N S D E S I G N

O P E R A T I O N S

D E S I G ND E S I G NO P E R A T I O N S O P E R A T I O N S

E V E N T

P A R T N E RV E N D O R

A C C O U N TP L A N N I N G

NEAR FUTURE DELIVERY MODEL


D I G I T A L S T A G I N G

N E T W O R K

N

E V E N T + D I G I T A L E X P E R I E N C E

C L I E N T

P R O D U C E R

D E S I G NP H Y S I C A L

D E S I G ND I G I T A L

D E S I G N

O P E R A T I O N S

A P P P A R T N E R

A C C O U N TP L A N N I N G


D D D

O O

P R O D U C TD E S I G N

D D

P A R T N E RV E N D O R

STAFFING DELIVERY


E V E N T


P R E - E V E N T P O S T - E V E N T

E X P E R I E N C E P L A N N I N GE X P E R I E N C E P L A N N I N G


C R E A T I V E D I R E C T I O N T E C H N O L O G Y


T E C H A N A L Y S T


N E T W O R K

A C C O U N T M A N A G M E N T

B R A N D M A R K E T I N G T R A D I G I T A L A G E N C I E S




P R O D U C E R D E S I G N O P E R A T I O N S


D I G I T A L + P H Y S I C A L

D E S I G ND E L I V E R Y O P E R A T I O N SD P


P R O D U C E RD P

SHARED PROCESS DIFFERENT OUTPUTS


CO N TEN T AND TECH S PECS

TO O L ASS ESS M ENT

= WORK FLOW

= WORK STREAMS

PHYSICAL VIRTUAL

CHANNEL

PROTOTYPES

RESOURCES

FINDINGS AND

RECOMMENDED MODIFICATIONS

GRAPHICS

TEMPLATES

AV F ILES

PHYSICAL STRUCTURE

RESEARCH AND

ANALYSIS

ENVIRONMENTAL

COGNITIVE

INSIGHTS

OPPORTUNITIES

BUSINESS CASE

IDEATI ON WORKSH OPS

NARRATIVE F LOW

THEM E

ARC HITE CTURE EXPERIENC E

PHYSICAL AND DIGITAL

TOUC H

POINT IDENTIFICATION

PHYSICAL AND D IGITAL

CONTENT

CONTEXT D ESIGN

EXPERIENCE CONCEPT REVIEW

ARTIFACT CONCEPT CONTENT

D ESIGN

REF INEMENT

CUSTOM DEVELOPMENT

INTE RNAL RE V IE W

DEVELOPMENT

RESEARCH EXPERIENCE ARCHITECTURE

EXPERIENCE PLANNING

CREATIVE EVENT EXPERIENCE DESIGN AND ELEMENT DELIVERY

CONCEPT COMPONENT DESIGN

ELEMENT DESIGN ASSET DELIVERY

ELEMENT DESIGN ASSET DELIVERY

EVENT DESIGN ASSET DELIVERY

DEPLOY

HU M AN

WORK FLOW

ART I FACT

DEFIN I T I O N

CO N CEPTS

PL ATFO R M S

M ED I A CH AN N EL S

FUNCTIONAL REQUIREMENTS

FINAL ASSET PREP AND

PRODUCTION

ANY F INAL RE VISIO N

TRANSFER TO OPS

STAG ING

ON BEING A DIGITAL AGENCY

MKG TECHNOLOGY


IT’S NOT DIGITAL MEDIA OR PHYSICAL EVENT, ITS JUST LIFE TO BE EXPERIENCED

SUMMARYMKG TECHNOLOGY


•Startlistening:Trackbrandandconsumerfeedbackthroughsociallisteningenginestoinformworkandtoqualitativelymeasureimpact

•Planfordata:Buildsmallerbutscalabledatacollectionactivitiestotrack,analyzeandreportattendeeactivityforclientsandinformconcept/creativeworkthatisreviewedforinvestmentandscalingbiannually

•PlatformExpertise:Committogrowinginternalknowledgeandskillbasearoundconnectingtoandfromallrelevantsharablemediaplatforms

•Supportvs.Lead:Technologywithoutparticipationisjustacostonabalancesheet,usehumandatatodriveplanning

TECHNOLOGY PLATFORM


SOCIAL MEDIA | SMARTPHONE | WEBSITE | DATABASE || PROJECTOR | ANALYTICS |

CURRENT +

2H // 2013

P R O J E C T

AN

AL

YT

ICS

SOCIAL MEDIA | SMARTPHONE | WEBSITE | DATABASE+ || PROJECTOR | ANALYTICS+ | SOCIAL PLATFORM+ |

PRIOR +

1H // 2014

P R O J E C T

AN

AL

YT

ICS

SOCIAL MEDIA | SMARTPHONE | WEBSITE | DATABASE++ || PROJECTOR | ANALYTICS++ | SOCIAL PLATFORM++ |

PRIOR +

2H // 2014P R O J E C T

AN

AL

YT

ICS

SOCIAL MEDIA | SMARTPHONE | WEBSITE | DATABASE+++ || PROJECTOR | ANALYTICS+++ | SOCIAL PLATFORM+++ |

PRIOR +

1H // 2015P R O J E C T

AN

AL

YT

ICS

WEBSITECURRENT STATE

TECHNOLOGY PLATFORM


SOCIAL MEDIA | SMARTPHONE | WEBSITE | DATABASE | PROJECTOR | ANALYTICS | SOCIAL PLATFORM

E V E N TP R E - E V E N T P O S T - E V E N T

A C C O U N T M A N A G M E N T

B R A N D M A R K E T I N G T R A D I G I T A L A G E N C I E S



E X P E R I E N C E P L A N N I N GE X P E R I E N C E P L A N N I N G


C R E A T I V E D I R E C T I O N T E C H N O L O G Y


T E C H A N A L Y S T


N E T W O R K

P R O J E C T

AN

AL

YT

ICS


P R O D U C E R D E S I G N O P E R A T I O N S



D E S I G ND E L I V E R Y O P E R A T I O N SD P


P R O D U C E RD P

mkg roadmap

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