Not all corporate videos are created alike so I will break the discussion down into different categories of video. Additionally I will give a range of costs in US dollars with the core assumption that professional resources (aka people and equipment) are being used and any travel expenses are separate. All videos are no more than about 5 minutes in length.
Keep in mind that if you can get Joe in the Marketing Department that has a video camera and can edit to help for free that does not mean the cost of the video is free. There is an intrinsic value in Joe’s time, expertise and the use of the equipment.
Category 1: A basic talking head video. Example:
The first category is a basic video with just one person talking to the camera. No script, no graphics and little or no editing. Can be done with a cell phone for a cost of $0 but quality could be an issue. At the other end of the range would be a camera crew of 1-2 people to setup a camera with nice lighting, maybe a teleprompter, and an hour or two of editing out the mistakes for a cost of up to $2,000. So, a Category 1 video has a cost range of $0 to $2,000.
Category 2: A basic 1-2 person video with limited graphics. Example:
Add some basic graphics and perhaps a second person to the Category 1 video and you have increased your costs slightly. Now you must do some editing to insert the graphics or do the taping with more elaborate equipment to “switch” in the graphics. If the two people are on camera together then quality sound is an issue that might require 2 microphones and an audio mixer. If the people are taped separately then more editing is required. Cost range $1,500 to $4,000.
Category 3: A basic scripted video with narration, on camera talent and limited graphics. Example:
Category 3 takes the jump into simple scripted videos. Perhaps it is an internal training video or a product overview. You have 3 core costs: script, 2-3 person video crew and editing. There are a lot of variables such as non-professional talent vs. professional actors, professional scriptwriter vs. in-house writer and the numbers of days and locations for taping. Typical cost range $5,000 (non-professional writer and talent) to $25,000 (professional writer and talent).
Category 4: Testimonial or success story. Example:
Category 4 is the basic testimonial or success story. The core expense is the on-location tapings with an experienced video crew that can setup quickly and not be too invasive. Selecting and editing the comments into a cohesive story can be time consuming. Typical cost range $15,000 to $40,000 (remember that travel expenses are not included in the ranges).
Category 5: A complex scripted video with narration, graphics and on camera talent. Example:
Category 5 moves up the scale to create a more engaging or fun video. Perhaps it is a marketing video or something motivational. Costs include: professional scriptwriter, actors, 3-4 person video crew, professional graphics and/or animation and editing. Every component becomes more critical in this type of video and lack of quality in any component can hinder the effectiveness of the video. Typical cost range $30,000 to $70,000.
Category 6: A complex scripted video with an analogy, motion graphics, and complex location video shoots. Example:
Category 6 pulls out the stops to create a visual experience. The script must be more precise and visual. The video crew and type of equipment required is high end. Editing becomes much more expensive to incorporate the graphics. Typical cost range $50,000 and up.
Of course not everything fits into these neat categories but this can help identify a budget and frame the discussion with your video production resources. Good luck….
Today Sustainable Brands writer Dimitar Vlahov names Cisco and its nonprofit partner Good World Solutions as a Hot Couple in Sustainability for our work to develop and scale the Labor Link mobile platform that improves transparency in global supply chains.
Vlahov writes, “What if workers in a global brand’s supply chain could access a free and anonymous channel to report on working conditions, and the brand in question could get real-time data to identify and address problems quickly, before they become front-page news? Well, this is now a reality for adopters of solutions like Labor Link, and clients such as Cisco are already making good use of it.”
At CiscoLive San Francisco held last week, Soni Jiandani, Senior Vice President of Cisco INSBU, highlighted our continued industry momentum for Application Centric Infrastructure. She discussed customer deployments, new ecosystem partners and the enormous simplification of cloud and application delivery.
So it’s timely to review both ACI’s architectural approach and get a first look at the actual business value that large customers expect from adopting ACI. This two part blog introduces:
A new Enterprise Strategy Group (ESG) white paper that explains the principles of ACI’s application-centric approach and how it helps data center teams keep pace with business agility, risk management and the need for resource efficiency.
An economic analysis from IDC showing the three year return on using ACI in one of the largest data center environments in the world, Cisco’s own IT Elastic Services.
In the first paper, Enterprise Strategy Group shows how the rise of mobile, social, and e-commerce applications are driving a fundamental IT transformation. Web 2.0, Big Data, and collaboration applications are built using a modular approach, leveraging Dev Ops and Cloud Ops models and consumed on traditional and mobile devices. These applications are far more dynamic than ever before. Therefore, the supporting underlying IT infrastructure (compute, network, and storage), has to be more flexible and adaptable to their specific needs.
The paper explains how Cisco Application Centric Infrastructure (ACI) architecture provides a common programmable infrastructure policy model for enterprise network, application, security, and virtualization teams. Policy based provisioning of applications makes IT more agile in both application deployment and optimized operations. It offers full visibility and integrated management of both physical and virtual networked IT resources, supporting an “application anywhere” model with complete freedom of application movement and placement. In addition, through open OpFlex protocol, ACI’s policy-based approach can now be extended to a growing vendor ecosystem, allowing customers to protect their existing data center investments.
In the paper, Bob Laliberte, Senior Analyst at ESG, addresses the following topics:
How applications are driving IT transformation
How infrastructure obstacles inhibit responsiveness to the business
A new approach in which there is a much tighter link between the applications and the underlying networking infrastructure
How Cisco ACI complements and accelerates the IT transformation in the networking space
Download the ESG paper here. And stay tuned for the IDC business value analysis.
This is a partner perspective guest blog contributed by Steve Harris, Senior Director, Advanced Network Technologies.
If the category is “SCTE Cable-Tec Expo® Highlights” and the answer is “The SCTE IP Challenge,” then the question is obvious: “What major Cable-Tec Expo event gets underway next week?”
While Cable-Tec Expo is a few months beyond the horizon, the SCTE IP Challenge – the event that gives cable engineering and operations professionals the chance to demonstrate their mastery of IP technology – is coming up fast. The start date for virtual qualifying rounds? That’s an easy one, Alex: June 1.
Sponsored once again by Cisco, the SCTE IP Challenge has become a signature event on the Cable-Tec Expo agenda. Here’s the opportunity for those contestants who are SCTE members and work for a cable MSO: if they’re among the top eight scorers in the two virtual qualifying rounds – June 1-7 and July 13-19 – they win a free pass to SCTE Cable-Tec Expo 2014 in Denver, where they can compete in the semifinals and finals. Before a live audience Read More »
In many ways, the race to the cloud resembles the Wild West of the 1800s. The urgency with which business groups are rushing to adopt cloud services, often without IT involvement, resembles the race out to the western US of those looking for gold. With our customer engagements, we have found that there are 5-10 times more cloud applications being used than IT is aware of.
With this rapid rise in shadow IT, organizations are seeing their costs skyrocket as they lose visibility of how much they are spending on cloud services. For example, we worked with a business that discovered it was using well over 600 vendors (and wasn’t aware of 90 percent of them) and spending millions. Shadow IT has been forecasted by CEB to be as high as 40 percent above the IT budget.
The influx of investment in new cloud ventures is also leading to a land grab by cloud service providers, some which are on shaky ground. According to Gartner, only one in four cloud vendors will exist in 2015 due to acquisition or being forced out of business. This leads to risk for organizations that need to ensure continuity of their business applications. Finally, just as the Wild West was filled with dangerous towns and outlaws, cloud services carry business risks if organizations don’t have strong cloud risk and compliance strategies.
Despite this, organizations are keen to brave this new frontier to capitalize on the benefits of cloud. Cloud services help organizations become more agile, reduce costs, and can simplify IT infrastructure. However, to reap these benefits IT teams need a different way of governing the new territory of cloud.