From Questions to Strategy
In our first supervision session, we had an in-depth discussion with our tutor around the questions and research we had gathered so far. With guidance, we began to move from exploratory questioning to shaping a more defined strategic focus—prioritising the issues most critical to Bright Side’s growth.
Key Questions and Focus
1. Client Acquisition and Communication Strategy(Essential Information Needed)
- How do they currently acquire clients? Is their client base mainly composed of one-off projects, or do they have ongoing partnerships?
- Do they aim to build a long-term professional reputation, or are they pursuing a growth strategy focused on event-driven exposure and quick visibility?
- Which digital channels are currently used for client outreach? What is their budget and time investment in social media marketing?
These questions help us assess whether their current outreach strategy aligns—or conflicts—with their limited internal resources. As highlighted in our course discussions, strategy must be grounded in actual capacity.
2. Digital Presence and Brand Visibility（most critical focus）
Through our review, we identified several issues in Bright Side’s digital communication:
- A lack of consistent visual style, which weakens overall brand recognition.
- Limited presence on video platformssuch as Instagram, TikTok, and YouTube — with infrequent posts, minimal engagement, and missed opportunities to showcase their immersive storytelling.
- No third-party media exposure, with most content limited to their own accounts or directory-style websites.
This led us to propose a key question:
Could a low-cost, high-consistency content strategy help increase visibility?
For example, short video edits of past projects or behind-the-scenes footage could be regularly shared to engage audiences and enhance brand reach—without requiring major new investment.
3. Barriers to Long-Term and Scalable Growth（Secondary Information Worth Exploring）
We also questioned whether Bright Side has the infrastructure and business model to evolve from a short-term project-based studio into a long-term strategic operator—something vital if they wish to scale internationally.
Capital Structure & Strategic Risks
Although their short-term financials appear stable, their symbolic £2 share capital and very small team could raise concerns for potential clients—especially government bodies, major commercial partners, or international institutions. This lean structure may act as a barrier to their international growth ambitions.
Reflections and What’s Next
This supervision session helped us shift from “gathering questions” to “building strategy.” We now understand the importance of balancing ambition with feasibility, especially when working with a client whose creative identity is strong, but whose operational capacity is limited.
This supervision session marked an important shift—from simply gathering information to actively building strategy. It helped us realise the importance of balancing ambition with feasibility, especially when working with a client whose creative vision is strong, but whose operational capacity is still limited.
Moving forward, we’ll continue refining our recommendations by focusing on scalable actions that match Bright Side’s strengths while realistically addressing their current constraints.
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