Memory — Campus Brand and Cultural Space
Brand & campaign strategy
PROJECT TYPE
Applied work · General Student Team Leader
YEAR
AREA OF WORK
Brand & campaign strategy
FOCUS
Campus brand · Cultural-creative operations
Overview
Memory is a student-led commercial organisation operating BNBU’s official cultural and creative brand. I served as Head of Planning from September 2022 to September 2023, then as General Student Team Leader from September 2023 to June 2026.
Memory is a student-led commercial organisation operating BNBU’s official cultural and creative brand. I served as Head of Planning from September 2022 to September 2023, then as General Student Team Leader from September 2023 to June 2026.
The challenge
The organisation needed stronger internal systems, a clearer public-relations function, more sustainable product operations, and a more useful role for its physical space on campus.
The organisation needed stronger internal systems, a clearer public-relations function, more sustainable product operations, and a more useful role for its physical space on campus.
Approach
I initiated and led the establishment of a PR department after identifying communication and crisis-management gaps.
After a product intellectual-property dispute in June 2025, I helped coordinate the response and introduced a launch protocol requiring each new product to explain its inspiration and creative background. This made the design process more transparent and supported product storytelling. Sales in one month were nearly 10% higher than in the same month a year earlier; the storytelling was one contributing factor.
I proposed institutional changes to product design, marketing, and team remuneration, and managed the path from product concept to launch and sales.
I developed the offline-store redesign plan, and the redesigned space was built as a multifunctional cultural space combining light meals, study, retail, and reading. Earlier, I had planned and delivered themed exhibitions—including a Dunhuang Mogao Caves exhibition—and initiated the Chinese Intangible Cultural Heritage salon series, which developed into a flagship brand programme.
Team and product work: I introduced non-financial recognition through opportunities to name products and help choose colours. I also worked across the development and launch of four cultural and creative products, from concept and design coordination to supply-chain coordination and marketing.
I initiated and led the establishment of a PR department after identifying communication and crisis-management gaps.
After a product intellectual-property dispute in June 2025, I helped coordinate the response and introduced a launch protocol requiring each new product to explain its inspiration and creative background. This made the design process more transparent and supported product storytelling. Sales in one month were nearly 10% higher than in the same month a year earlier; the storytelling was one contributing factor.
I proposed institutional changes to product design, marketing, and team remuneration, and managed the path from product concept to launch and sales.
I developed the offline-store redesign plan, and the redesigned space was built as a multifunctional cultural space combining light meals, study, retail, and reading. Earlier, I had planned and delivered themed exhibitions—including a Dunhuang Mogao Caves exhibition—and initiated the Chinese Intangible Cultural Heritage salon series, which developed into a flagship brand programme.
Team and product work: I introduced non-financial recognition through opportunities to name products and help choose colours. I also worked across the development and launch of four cultural and creative products, from concept and design coordination to supply-chain coordination and marketing.
Gallery
