STRATEGY

How to make filmed content worth making.


For businesses and organisations, the demand for filmed content has grown exponentially in recent times.
But it’s a challenge to get content “right”: to meet the demand in terms of volume, but also deliver content that is relevant and valuable to audiences – and which delivers value to the client commissioning the work.
It’s a challenge compounded by a reduced degree of certainty of success, thanks to the fragmentation of the media environment and radical changes in audience behaviours, all of which places ever-increasing pressure on budgets.
So, how can you ensure the investment you make is worthwhile?
We believe the answer lies in taking an holistic approach to filmed content, underpinned by creative excellence and best-practice production methodologies.
This starts with identifying all external and internal touch-points for which video is commissioned within an organisation, and reviewing the content for quality and consistency of execution, opportunities for re-purposing, financial outlay, and the investment of time and head-hours in its creation.

Utilising our proprietary strategic framework, we then develop a plan with stretch across channels and through tiers, which spreads the total investment over a program of content, over a period of time.
We feel this is the best way to deliver maximum value, in terms of the quality of execution, reaching and connecting with the right audience, and which provides tangible and intangible bang-for-buck.
In short, it’s how we help clients make filmed content worth making.

Andrew Marsh is the principal of Marshlandia.

BETTER OUT THAN IN

Manifesto


When I resigned from a well-paid, secure, Executive Producer role, to journey back down the uncertain path to start-up land, questions were asked as to my state-of-mind.
And possibly not without reason – it is a huge risk to kick off a new venture with limited capital, a (Sydney-sized) mortgage to pay, and mouths to feed.
But there I was, clocking in at a little over 20 years into my career, master of the “what”, and wondering “why?”
I had developed a fantastic repertoire of skills, and a solid body of work, which I guess most people would be happy with at that juncture.
But, having focussed on doing whatever it took to make a living, accepting any brief that crossed my desk, I had started to question if I could do this kind of thing for the rest of my working days.
The answer was a resounding “no”.
And so, the Marshlandia story began with an end: an end to selling myself short.
And the start of a journey focussed on putting my skills to better use, telling the kind of stories I feel passionate about.
Stories that connect with the heart and mind. That resonate because they reveal something about why we are the way we are, and why we do the things we do. Shaped with narratives intended to enlighten and entertain; coloured with imagery and soundscapes that are evocative and beautifully crafted.
Deserving the best of me – and demanding no less – in their creation.
It is a risky course to chart and, as I write this, there’s a long way to go before I know if it was worth it.
But I reckon, if I can deliver on this promise to myself, my clients and my collaborators, in future years I could be looking back on an outstanding body of work that has truly connected with audiences, delivered many memorable experiences, and that I’ve made a pretty decent living from.
And I won’t be wondering “why” anymore…

Andrew Marsh is the principal of Marshlandia.