How a programme is costed.
Almost the first question, which any potential client will ask, is
the disarmingly simple –
“So,
how much will it cost, then?”
This
is much like asking, “how long is a piece of string?” because the
question is usually asked before anyone has a clear idea of what the it one is discussing actually is.
If there is an agreed script available in advance,
together with general agreement as to the style and substance of the
production, then costing it is a very straightforward matter. It becomes
a sensible, business like procedure. Many would argue that it is no
different from obtaining the cheapest quote for the provision of a new
company car. Of course, the cheapest quote for anything remains that,
and that alone, the cheapest. It does not take into consideration
backup, or quality, or talent, or service, or standards. It just
concentrates on the price. It’s a useful way of comparing like with
like, for as long as one is sure that one really is going to get exactly
the same product from each competing supplier.
There are numerous suppliers of cars, each capable of supplying
exactly the same make and model. Obviously if price were the only
consideration, I’d buy from the one who offered the most attractive
deal.
But
commissioning a film or video production is not like buying a car. Even
when the fullest details are known, and the shooting script has been
agreed, simply budgeting on the basis of the lowest price will usually
prove a false economy. An example – one cameraman may have a daily
rate half that of another. But if he takes twice as long to shoot the
same material, and his quality is not as good, he is costing the client
money, not saving it.
Of course, in the world of corporate or business production, there
is very seldom a shooting script available from the client and
frequently only the sketchiest idea of what is required or would be
appropriate. This is both understandable and to be welcomed. After all,
if a client really were equipped to write shooting scripts and programme
outlines, he wouldn’t need a production company – he’d be running
one!
So the function of a production company is not
merely to be a supplier of services against a rate card. It is integral
to the production, being involved at every level, from “do we need to
make this programme at all?" through to “here are a number of
ways our experience tells us we can use effectively to communicate this
message.” In short, a production company should not just be employed
just for its production knowledge,
but its judgement.
A recent trend in the attempt to de-mystify production is the
‘competitive pitch’ solution. Recognising that the only way to see a
programme is to make it, this idea attempts the next best thing by
asking a number of competing producers what is, in essence, this
question: “if we asked you to make this programme for us, what
sort of programme would you make, and how much would it cost?"
The justification for this approach is that competitive pitching is an
established practice for advertising agencies.
But a production company is not an advertising agency. An ad
agency has client contracts, a
production company makes individual
programmes. If an ad agency wins the account it will expect to use
the same creative material over and over again, in different media and
sometimes for months, if not years, on end. Its return is not just its
production fees, but its media percentage. Thus the costs of preparing
its pitch are only a fraction of its potential reward if successful. In
contrast, a producer makes a one-off film. Not only will that creative
input never be used again in
any other production, it shouldn’t
be. The expense of preparing a detailed response to the ‘competitive
pitch’ question is thus a far greater percentage of the possible
reward and can only ever be justified on truly massive jobs.
So, if a client shouldn’t expect to put his production out to
tender, as if it were his advertising account, how does he know who to
choose to make his film, and on what basis?
Our answer is to talk about it! We believe that it is impossible
to discuss what sort of
production is required without the fullest understanding of why the client wants to make it at all, what he expects it to do for him, who the intended audience is and how much he has set aside in his communications budget to pay for
it. Interestingly we can think of no occasion when a client already knew
the answer to all these questions or where the answers weren’t changed
in some way or another following a discussion. As we said, we provide judgements, not just services. We make programmes for a living and
might be reasonably expected to know what works and what doesn’t. Our
advice is free, without obligation. In other words, the response you get
from us has real value in the
job itself, rather than value in just winning the job.
Why do we ask to know how much is available for the production?
Doesn’t this just mean that if the client says “£100,000”, then
we’ll find some reason for spending that much? The answer to that is a
resounding ‘no’. The
reason is simple. What’s the point, for anyone, of a producer
enthusing a client at a meeting with a new and original way of doing the
job, then, having costed it, finding that the client can’t afford it?
It is only by having some
idea (a rough ballpark figure will do) of the funds available that the
right kind of programme can be devised to fit the budget. Otherwise
everyone’s expectations may be raised to an impossibly high level.
Similarly high levels of disillusionment can follow shortly afterwards!
Experience also proves that the finished programme must reflect the
quality of the goods, services or argument being promoted; indeed we
believe that if sufficient funds do not exist to achieve this it is
better not to proceed at all. It might well be cheaper to try and
promote, say, Rolls-Royce cars through a 'buy-one-get-one-free' offer or
a 'blue-cross sale', but it would not be a proper reflection of the
quality inherent in the brand.
On the assumption that the client/producer discussion(s) produce a
general agreement as to why the
programme should be made (training/induction/promotional/mailshot
&c); the type of programme
(documentary/ drama/ humorous/ short/ long/ commercial &c), in what format – (film/tape), where
(studio/location/overseas, etc) and to what general cost guidelines, both scripting and budgeting will commence.
Budgeting
Our system of budgeting is based on breaking the budget down into
three distinct areas, viz:
·
The actual,
direct costs of the job. Examples:
Director,
x days at £y pd./ Offline edit suite,
z
days at £n pd. and so on.
·
The overheads
we incur in producing it.
Examples:
Telephones/faxes/postage &c.
·
The profit
we expect to make.
Actual costs:
Once
we know what sort of programme we’re making, experience tells us
what’s going to be required for its execution, who are the best
technicians to use, where and what facilities will be required. These
will all be listed, in great detail, on the budget we send you. We not
only show you what we expect things to cost, we only charge you what
they actually cost (thereby
passing on the benefit of any discount(s) we might be able to arrange).
Further, all our clients have an absolute right to inspect our
books at any time, to reassure themselves that what we charge as an
actual cost really was incurred and at that amount. We not only don’t
mind this, we welcome it!
Overheads:
Once
the estimated actual costs are known we add a ten per cent markup to
this estimate to cover our running overheads. Yes, we could cost the
overheads in absolute detail for each job, but the time and accountancy
involved would, we reckon, cost more than ten per cent!
It
is important for you to know that this overhead is charged on what we estimate
the actual costs to be, not what they finally are. This is because we
will attempt to save you money on those estimated costs by negotiating
discounts where appropriate and possible. It is actually more time
consuming trying to save money than spend it, so we feel we should not
be penalised financially for making the effort.
Profit:
We
expect to make a fair profit, like any other business. Our profit is a
percentage on the combined total of the final
actual costs and the overhead figure. Our normal baseline profit is
eighteen per cent, but this is negotiable for very large jobs.
Terms:
We
work to standard film industry terms, which are: One third of the budget
estimate upon placing the order (commissioning), one third on or before
the first day of principal photography, and the residue (now based on
the actual, as opposed to estimated costs) on completion. A programme is
deemed completed once the final master tape or show print has been
produced. Copies are not included as copying costs vary by volume, but
competitive prices may easily be obtained.
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