UG4 CREATIVE PROJECT

PORTFOLIO

Lim Yi Min Daniel Bonaventure

CONTENTS
1. Proposal ---------------------------------------------------------------------------------------- 3

2. Reflection
A. Introduction --------------------------------------------------------------------------- 6
B. Project’s early stages -------------------------------------------------------------- 7
C. RNCM Photography Calendar --------------------------------------------------- 9
D. Post-campaign successes and problems ----------------------------------- 14
E. Plans for the future ---------------------------------------------------------------- 15
F. Conclusion -------------------------------------------------------------------------- 17

3. Evidence (Appendix)
A. Old proposal and given feedback --------------------------------------------- 18
B. Résumé portion -------------------------------------------------------------------- 24
C. Images and examples for section 2B, 2C, 2D ------------------------------ 26
D. Photography calendar photo-shoot schedule ------------------------------ 35
E. Calendar sales dates ------------------------------------------------------------- 38
F. Calendar sales accounting spreadsheet ------------------------------------- 40

2
1. PROPOSAL

Project Leader: Daniel Lim (Director)

Co-Leaders: Eldad Diamant (Designer)

Proposed Project Title:

RNCM Photographic Society

Proposed partner organisation(s), target groups, venue or participants:

Partner organisation: RNCM Marketing, RNCM Development
Target groups: Student body, college performing departments
Venue: RNCM, Manchester
Participants: RNCM Photographic Society

Tell us about your project. What do you plan to do and how are you going to
do it? (100 words):
Founded to fill a gap and to meet a growing demand for visual media in the RNCM,
the RNCM Photographic Society (RPS) is a community interest company made up of
a collective of RNCM student photographers.

This social enterprise aims to build an ecosystem within the student body that will
allow students and the college to have high quality shots that would meet their
professional needs. Our services include professional-quality shots at an
inexpensive student price, covering concerts and recitals of/by students, capturing
precious moments in the RNCM.

Aim(s): (max 2)

• To help RNCM students with their visual media needs with regards to their
professional portfolio
• To create an ecosystem between RPS and the visual media needs of the
college, thus introducing a richer photographic catalogue for the use of the
RNCM

Objectives: (max 6)

• Create a sustainable enterprise in which society members are rewarded

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 financially
• Run the student society at a professional standard, so that members can gain
employability skills
• Increase awareness for the need of quality visual media in musicians’
portfolios
• Give confidence to students to start building their portfolios (by providing
affordable photographic services)
• Improve the quality and diversity of visual media around the college

Impact: Please describe the impact of your project (i.e. on your audience/
participants/ local community)
The student body of RNCM, which is our main market, stands to benefit greatly from
this accessible, personable, yet professional service at a low-cost that would help
them build an early career portfolio. The society also provides student photographers
in college a platform to pursue this passion whilst executing business skills.

Roles: Please specify your role and that of your team members (if appropriate)
Director (Daniel): In charge of administration and distribution of work. In charge with
liaising with partners and customers.
Designer (Eldad): In charge of product design & web development for the marketing
campaign, as well as brand design for the society as a whole.

How many participants will be involved, and in what capacity?

Photographers (team of 6-8): Be “on the ground” taking photographs.

Where will the project take place?

Mostly in college, and also dependent on site shoots.

What is the duration of your project (include initial planning and de-briefing)?
Start Date: 19/09/16 (first society meeting)
End Date: N/A

What are your proposed dates for:

a) initial planning meeting: 19/09/16
b) devising/preparation sessions: 01/10/16

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c) marketing campaign period: 05/10/16 – 09/01/17

How will you manage the project – meetings, action plan, schedule, marketing
and promotion?
1. Meetings: will be duly recorded with notes taken on next course of action.
2. Action plan: recorded on excel sheet by Daniel.
3. Schedule: detailed on said excel sheet.
4. Marketing: via a photo calendar sale that simultaneously sponsors a charity of
choice.
5. Promotion: visibility through marketing campaign and social media.

Budget: What will your costs be?

Dependent on cost of calendars to be sold for the marketing/charity campaign. We
are aiming to sell 250 copies produced at a cost of £500.

Evaluation: What are your means of gathering evidence? (200 words)

2 key factors will be used to evaluate the success of this project.

Firstly, the diversity of the events or shoots that the photographers on the team. I
hope that we will be able to cover as many events in RNCM as possible, as well as
reach out to as many students as possible. From the culmination of the society’s
combined portfolio, one would then be able to evaluate the society’s involvement
with the RNCM student body and student life, and hence its success.

Secondly, the quantity of our sales will be another avenue to evaluate the project.
The society aims to provide a platform for the photographers, meaning that hires can
reach the photographer via the society. This project hopes that requests for the
photographers’ services would increase and quantifying the number of sales would
provide strong evidence for the success of the project.

5
2A. REFLECTION – INTRODUCTION

The aforementioned project proposal is completely different from the one

proposed last academic year (Appendix A).

Although the first proposal would have been an equally creative and
entrepreneurial endeavor, it was ultimately decided that the scale of the project would
require much more time than what had been initially proposed. Other issues
concerning budget and manpower were also key contributing factors. Hence, having
already planned on creating the RNCM Photographic Society (RPS) in May 2016, I
decided to undertake it as my UG4 Creative Project.

This project has been a hugely rewarding, yet also a massive responsibility,
throughout this academic year. I am immensely proud of what this project has been
able to achieve throughout such a short period of time, and I will be covering this
throughout the reflection process. My experiences gained in this project has also given
me the confidence to mention it in my professional résumé (Appendix B) and I believe
it makes me better prepared for professional work.

In the following sections, I will be tracing the progress of this project

chronologically whilst evaluating the decisions and actions taken. Finally, I will also be
providing a complete and critical retrospective overview on my personal takeaways as
well as my next steps for this ongoing project.

6
2B. REFLECTION – PROJECT’S EARLY STAGES

First stage of recruitment

This project began with a correspondence with the RNCM Student Union (SU)
President on 28th June 2016 with the idea of setting up a student-led photography
services society and over the week, a private Facebook page was created to facilitate
communications, updates and notifications. My goals for this stage were as follows:

1. Recruit a team of photographers (I myself am not a photographer).

2. Devise a strategy to promote the society when the academic year 2016/2017
begins.
3. Understand the needs of the photographers to make this society a success.

A first email was sent out to the student body via the SU President for our first
recruitment drive on 3rd July 2016 and promptly received its first reply the following
day, the sender would eventually become the first photographer on the team.
Following this action, no progress was made over the course of the summer break and
in retrospect, there were some lessons to be learnt:

• Starting a society at the end of the school year was unfortunately poor timing
as students do not see the urgency of being part of a group that would only be
active a few months later.
• An email recruitment drive, though convenient for myself, is far from sufficient
or appropriate in encouraging photographers from joining the society.

Having suffered a disappointing and unexpected poor recruitment drive of 1 new

member (making a total of 2 members in the society, including myself), I prepared a
strategy to aid recruitment in the new academic year.

Second stage of recruitment

The plan for the next round of recruitment revolved around Induction Week (19th
– 24th September 2016) of the new academic year, a week filled with social events in
college which opened the opportunity for increased visibility and potential recruitment.
The plan was as follows:

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 1. Ravenously capture social events happening in induction week.
2. Upload pictures onto Facebook on the same night of the event and tag students
in the pictures.
3. Raise student body’s awareness of RNCM Photographic Society.
4. Identify potential recruits from events.

This stage of recruitment was a great success and it expanded the team of 2 to 7.
Over the course of 5 days, more than 200 photographs were taken, 6 events were
covered (Appendix C, Eg.1) – 2 of which were by new recruits who joined that very
week. Thanks to the strategy of covering social events and immediately uploading
them to Facebook, by Freshers’ Fete, an event for societies to recruit new members,
many students knew about the existence of the RPS (Appendix C, Eg.2). There were
valuable takeaways from this:

• It requires visible and active participation in events to motivate and convince

potential recruits to join the society.
• Social media sites, i.e. Facebook is convincingly the best platform to share
images and the work of the RPS.
• Students, though seemingly shy when a camera is pointed at them, greatly
appreciate it when the image captures a precious moment, which can then be
shared on their personal social media platforms.

Getting the wheels rolling

Now with 6 photographers to provide photography services around college, it

was time to properly execute the mission of the society as well as begin a marketing
campaign. This meant:

1. Getting hires via the RPS and distributing them to members.

2. Devising a campaign that would display the professional standard of the
photographers and their images.

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2C. REFLECTION – RNCM PHOTOGRAPHY CALENDAR

Creating the RNCM Photography Calendar 2017 (Appendix C, Eg.3) turned out
to be the major catalyst for getting the RPS to where it currently is. Essentially, it was
meant to be a marketing campaign to help meet some of the objectives of the society,
and thus this creative project. Namely:

1. Increasing visibility of our photography services to the student body.

2. Build a portfolio of professional-quality work that would impress potential
customers.
3. Boost the status of the RPS and create brand recognition around it.
4. Give photographers the confidence to start doing professional photography
work.

Devising the strategy

The reason for creating this product was so that I could initiate a marketing
campaign for the society. As the society is non-profit, meaning that the society itself
does not seek to gain financially, and also since the society did not have funds it was
able to tap on for a marketing drive, I came up with a fundraising campaign that would
not only raise money for a charitable cause, but also indirectly promote the society.

After some research and discussing my ideas with staff from RNCM Marketing, the
RPS partnered with RNCM Development to produce the RNCM’s first photography
calendar in 17 years (the last being at the turn of the century). Hoping to mutually
benefit from this initiative, the agreement was for RNCM Development to fund the cost
of producing the calendars, in turn, RPS will promote the With You campaign (RNCM
Development’s campaign), repay the initial funds provided, and donate the profits to
the Student Development Board, a student branch of RNCM Development.

Campaign preparation (5th – 29th October 2016)

Having researched examples of photography calendars, I knew that I would

need to bring on board a designer to aid me in the production of the calendar. This led
to co-leader Eldad Diamant (mentioned in the proposal) joining me on this project.

9
Given that my new team was formed at the end of September, and that calendars
would be best sold from November onwards, we had to act quickly to produce the
calendar. Thus, a photo-shoot schedule which covered 28 events in the RNCM was
designed and the work was delegated to the 6 photographers on the team (Appendix
D).

The purpose of covering so many events was so that a diversity of photos could be
displayed on the photography calendar. However, the intensive workload stretched
across such a short period of time had its consequences. There were manpower
issues, some photo-shoots turned out to be poor quality due to lack of experience, and
some events were to similar to others. For example, the photos from the RNCM
Chamber Orchestra rehearsal were too similar to that of the RNCM Symphony
Orchestra rehearsal. These issues generated some problems for the photographers:

• Due to how similar some photos were, it was not possible to use them, this
meant that time spent at the photo-shoot was wasted and this led to frustration
towards the administration of the society.
• Some members were overworked by the multitude of events they had to cover
and the amount of time each event took.

In hindsight, there were things that I could have done better to prevent the
aforementioned issues. I learned that:

• It is crucial to scrutinize the role or purpose of a given task before delegating

the work to someone else to execute.
• It is very important to ensure that work is distributed equally to prevent any one
member from taking on too much, which might lead to exhaustion.
• Managing the photographers’ expectations better could have prevented
disappointment and frustration.

Calendar production (29th October – 11th November 2016)

My original goal was to sell 250 copies of the calendar, produced at a cost of
£500, a budget I had set after online research. However, after discussion with the
project’s designer and professionals, I soon realized that these figures were overly

10
ambitious. A few changes had to be made:

1. Produce 150 calendars instead of 250.

2. Produce desktop A5 size calendars instead wall-hung A3 size calendars.
3. Pay more for better quality paper for a more professional product.

These changes meant that the cost price of each calendar increased from £2 per copy
to £2.73 per copy. With less copies to sell, it meant that we also had a narrower profit
margin. Furthermore, due to problems with the calendar’s design, there were more
production costs which I had not anticipated as well. These added financial stress to
the campaign and meant that the execution of our sales would need to do very well.

Calendar sales (17th November – 14th December 2016)

Calendar sales were the most challenging part of this project as it was the most
unfamiliar field for the team. Being unbashful, yet patient, required more effort than I
had expected in the process.

The action plan to sell these calendars was to station a booth at concerts in the RNCM
which we were confident in seeing a large number of audience. A total of 29 events
were identified and detailed on Appendix E. The booth would be active 30 minutes
before the concert, during the interval, and 30 minutes after the concert. Sales from
the booth were also recorded on a spreadsheet (Appendix F).

After a discouraging first 10 days of sales, only 21 copies were sold, of which
only 5 were to members of public. Hence, a number of actions were taken to help drive
sales:

1. To improve sales to RNCM students and staff, an electronic mailer (Appendix

C, Eg.4) was sent out to raise awareness about the sale calendar. We also
marketed it as “the perfect gift for your friends, family” this Christmas. This
action was taken as feedback received said that many staff did not know about
the product.
2. To improve sales to members of public, we also revised our selling price of the
calendar, reducing it from £7.50 to £4.99. Though the product was
professionally produced and unique, many felt that the price was not attractive

11
 enough for an item that is not necessarily an essential.
3. To draw greater traffic to our booth, we also added more striking signs. We
redesigned our booth from mainly picture posters (Appendix C, Eg.5) to a
booth with more signs and words which immediately state the product and the
price (Appendix C, Eg.6). The new booth was much better received.
4. We also opened an e-commerce – rncmphotographic.co.uk – (Appendix C,
Eg.7) to sell our product. The goal of this was so that our product could be
purchased internationally, and this proved to be a success as well, reaching
countries such as Spain, Italy, China and New Zealand.

Concluding the campaign

The campaign concluded in healthy margins. A total of 104 copies were sold,
receiving an income of £511.97. We were able to keep to the agreements made with
RNCM Development, which was crucial for us, and still provide an additional £102.97
to the Student Development Board.

In hindsight, despite the success of the campaign, there were some opportunities
missed, mistakes made and areas for improvement.

• Better market research could have been done for the pricing of our product.
• From the get go, the design for the booth should have been better prepared
and considered.
• As with during the preparation stage, the sales stage was long and arduous
and distributing manpower better would have enabled better sales
opportunities.

This entire campaign has been an eye-opening experience and I learned a lot
about myself as a leader. Upon closer reflection, I think I would analyze my strengths
and weaknesses as such:

Strengths Weaknesses
As a leader • Administrative work • Work delegation
• Able to come up with a • Motivating team
plan B • Overly ambitious,

12
 • Responsive to members overestimating
• Communication • Sales technique
• Working towards • Managing people’s
objectives expectations

With the RNCM Photography Calendar marketing/charity campaign completed,

in the following term, we were able to reap the benefits of our campaign efforts.

13
2D. REFLECTION – POST-CAMPAIGN SUCCESSES AND
PROBLEMS

Reaping the rewards

Following the attention received from the campaign, many students began
engaging the RPS for our services. One of our missions was to provide an affordable,
accessible service for students just started to build their career profile and began
seeing our images used on their Facebook artist profile (Appendix C, Eg.8). Perhaps,
the most notable successes were:

• A photographer’s image used in a public banner in an international location

(Appendix C, Eg.9). Here it can be seen on a banner in Singapore.
• Hired to cover the launch of the Northern Quarter Label in London (Appendix
C, Eg.10).
• Photographer’s images used in RNCM’s Summer Programmes brochure
(Appendix C, Eg.11).
• Photographers’ portfolio grew large enough for them to start a social media
page which displays their pictures (Appendix C, Eg.12).

The success of the campaign also led to 2 new recruits, expanding the team to a total
of 10 persons – myself, the designer, and 8 photographers. The brand receives
recognition from student and staff thanks to the professional-quality images produced
by the photographers of the team.

New issues and problems

However, despite the aforementioned achievements, the society is facing new

challenges as well. Firstly, after an incredibly hectic first term due to the campaign,
photographers are less motivated to be involved in doing “free work” again, especially
since there was a marked increase in paid work. Secondly, between middle of
February to April, there was a marked decrease in hires due to students becoming
busier with their college schedules. Lastly, I personally am finding it increasingly
difficult to be the sole administrator for the society as college obligations begin to flood
my daily workload.

14
2E. PLANS FOR THE FUTURE

It is imperative that the society builds on its successes and continues from
strength to strength. We are hoping that as recitals end and the weather improves,
more students would be keen to have their photographs taken so that they have
material to build their professional profile with over summer.

With that said, succession will also be a crucial issue for the RPS as each year
members graduate and new ones join. Ensuring that the society has sufficient
members to function, as well as proactively engaging students with a passion for
photography, will be vital for its sustainability.

I have also been awarded a generous sum of £850 for the RNCM Entrepreneurship
Award. These funds will be used to buy some much needed equipment that will allow
the photographer to improve the quality of their photographs and have a greater scope
of events that they can cover. Most the funds, however, will be spent on training and
developing the photographers. It will also be used to incentive photographers who
cover events by the school at a pro-bono rate. Thus, the distribution of these funds will
hopefully aid in build manpower within the society.

In terms of how this enterprise can grow, I have summarized the details in an “Ansoff
Matrix” below:

Existing Products New Products

Existing Markets • Photography • Society merchandise?
services for RNCM • Audio recording services?
students and events • Video recording services?
• i.e. Head shots,
capturing recitals and
rehearsals, ensemble
group shots

15
 New Markets • Branching out to

?
Manchester
University, Salford
University,
Manchester
Metropolitan?
• Branching out to
other disciplines such
as theatre, dance?

Certainly, there is room for the society’s services and markets to expand in years to
come, allowing it to function as an enterprise in several fields. There is an area of “new
products in new markets” as well that has yet to been thought of.

The point here is that the potential for the RPS is there. Hopefully, with the right
amount of ambition and correct leadership, myself and future members of the society
will be able to take it to greater heights.

16
2F. – CONCLUSION

Revisiting the aims and objectives mentioned in the project proposal, I am

glad to say that we have been able to target them and meet them with some
success, though this is still work in progress.

Aims

Our first aim was to help students with their visual media needs for their
professional portfolio. This is visible through the number of engagements we have had
for our services and the usage of our images on their profiles.

The second aim was to create an ecosystem between RPS and the visual media
needs of the college. We have scraped the surface of this, exemplified by our coverage
of college’s Northern Quarter Label launch and by the society’s participation at social
events. However, there is still greater room for improvement of this, especially with
regards to building this ecosystem between both parties.

Objectives

Our first and second objective was to create a sustainable enterprise of

professional standard. Financially, this has been going very well as the photographers
are able to keep 100% of their sales. We have also maintained a professional attitude
when hired for work and remained professional in our negotiations. My concern lies
with maintaining the enthusiasm and motivation of the members, an area which
requires greater attention in the future.

The third and fourth objective was to increase awareness for the need to have quality
images and to give students the confidence to start building their professional
portfolios. In hindsight, awareness was not the issue. The issue is urgency –
developing a sense of urgency in the student body to start building their portfolio now
while the service is available and affordable. Greater effort also needs to be put in
convincing the student body that our services are worth the stated price, a hurdle faced
with many cash-strapped students.

Finally, our fifth objective was to improve the quality and diversity of visual media

17
around college. Perhaps, as the society is still young, this would require more time for
a relationship between the RPS and departments such as Marketing and
Programming to grow.

A grand overview

Through this project, I have learnt a great deal of entrepreneurship skills,

administrative skills, communication skills and leadership skills. Though I consider the
project to be a success, there is certainly much room for improvement and growth.

Reflecting on the journey from setting up the society to where it is today, I would
say my greatest takeaways are:

• There is no excuse for being shy or embarrassed about something you want. If
you want it, action needs to be taken to get it.
• The greatest asset of a leader is his team. It is important to manage them
attentively and reasonably to earn their trust and respect.
• Be disciplined with your action plan, but also be flexible when there are hiccups
along the way. It is equally important to be able to respond appropriately.
• Failures along the way are the best opportunities to make improvements.

I am immensely grateful for the opportunity to execute this project and will continue
to do my best in ensuring that it finds greater success in the years to come.

Word count (section 2): 3255

18
APPENDIX A:
Old proposal and given feedback
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 Year 4: Creative Project Proposal

Project Leader Student Name

Daniel Lim
Co-Leader(s)

Feedback
An ambitious and interesting project. You have obviously done some research and found a
gap in the market. Your intentions are clear and well thought out.

How do you plan to finance the project as the costs involved are high?

Your evaluation is comprehensive and will enable you to determine the success of the
project both in its creation and future use,

Hope it goes well!

Marker Name and Date:

Lindsey Stoker 25.9.16

APPENDIX B:
Résumé portion


Lim


Yi Min Daniel Bonaventure (+44)7922192499|danielbonaventurelim@gmail.com
danielbonaventurelim.com
EDUCATION .
ROYAL NORTHERN COLLEGE OF MUSIC Manchester, UK
BMus (Honors) in Composition 2013 – present

RAFFLES INSTITUTION Singapore

GCE ‘A’ Levels 2009 – 2010

EMPLOYMENT HISTORY .
ESPLANADE CO LTD Singapore
Theatre, dance, community programs intern 2016
• Project-managed 2 nation-scale cultural festivals which comprised of over 40 concerts and programs.
• Responsible for hosting local and international artists across a wide demographic, in-charge of their
itinerary of activities, building time management skills.
• Organized information sheets for events which were disseminated throughout various departments,
enforcing transparent and precise communication skills.
• Successful internship led to professional contract to write for Esplanade’s following festival – Octoburst!

ROYAL NORTHEN COLLEGE OF MUSIC (PROGRAMMING DEPARTMENT) Manchester, UK

Placement intern 2015 – 2016
• Studied curation, programming and budgeting procedures in RNCM various concert venues, including
programming responsibilities and artist liaison duties.
• Evaluated RNCM productions and external hires, understanding role distributions and accountabilities.
• Coordinated RNCM’s Rosamund Prize in collaboration with Manchester Metropolitan University, executing
production management and programming skills learnt.

EXTRACURRICULARS .
RNCM PHOTOGRAPHIC SOCIETY Manchester, UK
Founder, Director 2016 – present
• Leads an international, gender-balanced team of students across various years and majors, exercising the
subtleties of relationships and communications across different demographics.
• Devises strategies to exploit the unique position of the society within its surrounding market.
• Secured funding of to spearhead the production of first-ever RNCM Photography Calendar.
• Executed market research and price negotiation skills to optimize delivery and cost savings for calendar
production; chosen printing company eventually agreed to reduce their prices by 20%.
• Awarded the RNCM Entrepreneurship Award in recognition of the society’s success.

NOTABLE PROJECTS .
JOY50 Singapore
Orchestrator 2016
• Contracted by Roman Catholic Archdiocese of Singapore to arrange Corrinne May’s “Mass of Freedom” and
“Bless Our Singapore” as part of SG50 celebrations.
• Premiered to an audience of 10,000 at Singapore Indoor Stadium on 4th July 2015.

REFERENCES .
Dr. Adam Gorb (RNCM Head of Composition) Nina Valvi (Venue hire, sales, operation manager)
Royal Northern College of Music MadLab
Rosamond St W, Manchester M13 9RD 36-40 Edge Street, Manchester M4 1HN
adam.gorb@rncm.ac.uk nina@madlab.org.uk
APPENDIX C:
Images and examples for section 2B,
2C, 2D



Eg.1

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APPENDIX D:
Photography calendar photo-shoot
schedule


APPENDIX E:
Calendar sales dates


APPENDIX F:
Calendar sales accounting
spreadsheet