Most disappointing video projects were decided before anyone picked up a camera. The brief said “we need a video about the company,” three people with different expectations approved it, and the problems only became visible at the second round of edits, when changing anything meaningful had become expensive.
A good brief is not a long brief. It is a short document that answers a handful of questions properly. This guide covers what to put in it, how the process actually runs, where the money goes, and the rights and licensing issues that catch teams out after delivery rather than before.
Start With the Decision You Want the Viewer to Make
Before format, length or style, answer this: what should someone do differently after watching? Enquire, apply, attend, trust you enough to take a sales call, understand a change in policy, or feel proud to work for you.
If the answer is “be aware of us,” the project has no measurable purpose and no clear creative direction. Awareness is an outcome, not an objective. A production team can build something around “get mid-market manufacturers to request a site visit.” They cannot build much around “show what we do.”
Then name the single message. Not five messages. If your brief contains five, you are commissioning five videos or one that communicates nothing.
What Belongs in the Brief
| Section | What to include | Why it matters |
|---|---|---|
| Objective | The specific action or shift you want, and how you will measure it | Drives every creative decision downstream |
| Audience | Who they are, what they already believe, where they will watch | A film for procurement directors differs from one for graduates |
| Single message | One sentence | Multiple messages dilute all of them |
| Deliverables | Every asset: durations, aspect ratios, subtitled versions, language versions | The most commonly under-specified item, and a frequent source of extra cost |
| Distribution | Exact placements: LinkedIn, paid social, trade show loop, website hero, internal comms | Determines length, framing, sound design and whether it works muted |
| Mandatories | Brand guidelines, required logos, disclaimers, things you cannot show | Cheaper to know before the shoot than after |
| Practicalities | Locations, site access rules, available dates, contributors and their availability | Senior contributors’ diaries are the most common scheduling constraint |
| Approvers | Named individuals who sign off, and at which stages | The single biggest cause of overrun |
| Budget | A range, honestly | Withholding it wastes everyone’s time, including yours |
| Timeline | The hard deadline and what it is tied to | A trade show date is different from a soft internal preference |
Name your approvers, and keep the list short
The most expensive thing that happens to video projects is a senior stakeholder seeing the work for the first time at the second edit and raising an objection that requires a reshoot. This is not a production failure; it is an approvals failure.
Decide before kick-off who signs off the script, who signs off the rough cut, and who has final say. Three approvers is manageable. Seven is a project that will overrun. If someone senior must be involved, involve them at script stage, when changes cost an afternoon rather than a shoot day.
Share Your Budget. Genuinely.
Teams often withhold budget in the belief that it improves negotiating position. In practice it produces proposals aimed at the wrong tier and several wasted weeks.
Video has no fixed price because it has no fixed scope. The same brief can be delivered as a single-camera interview day or as a two-day shoot with a full crew, talent, a studio and motion graphics. Both are legitimate. A production company that knows your range will tell you what is achievable within it and where the compromises fall. One that does not will either overspecify and price itself out, or underspecify and disappoint you.
A range is enough. “Somewhere between fifteen and twenty-five thousand, depending on what we get for it” is a workable brief. “What does a video cost?” is not.
Where the Money Actually Goes
| Cost centre | Indicative share | What it covers |
|---|---|---|
| Pre-production | 10 to 15% | Concept, scripting, storyboarding, casting, recces, scheduling, risk assessments |
| Production | 40 to 50% | Crew, camera and lighting kit, sound, locations, travel, talent, catering |
| Post-production | 25 to 35% | Edit, colour grade, sound mix, motion graphics, subtitling, versioning |
| Licensing | 5 to 15% | Music, stock footage, fonts, talent usage rights |
| Contingency | 5 to 10% | Weather, illness, access failures, overruns |
Two observations worth internalising. Post-production is a larger share than most clients expect, which is why “just add a few more graphics” is rarely a small ask. And the shoot day is the expensive, immovable part: crew and kit are booked, so every additional location, setup or contributor squeezed into it has a real cost in either money or quality.
What Drives the Price Up, and the Cheaper Alternative
| Cost driver | Why it costs | Cheaper approach |
|---|---|---|
| Multiple shoot days | Crew, kit and travel recur daily | Consolidate locations and contributors into one well-planned day |
| Many locations | Setup and de-rig time, travel between them | Choose two strong locations over five mediocre ones |
| Professional talent | Day rate plus usage buyout | Use real staff and customers, which often reads more credibly anyway |
| Bespoke animation | Skilled time per second of screen output | Simple kinetic typography and brand-led motion graphics |
| Commercial music tracks | Sync licensing for a known song is expensive | Production music library or a bespoke composed track |
| Many deliverable versions | Each aspect ratio and cutdown is a separate edit | Plan one master film plus a defined set of cutdowns from day one |
| Drone and specialist kit | Qualified operators, authorisations, insurance | Only where the shot genuinely earns its place |
| Late changes | Reshoots and re-edits fall outside the quoted scope | Front-load approvals at script stage |
The single most efficient structure is one master film plus planned cutdowns. Shooting once and editing for several placements costs a fraction of commissioning separate pieces, provided the cutdowns are specified before the shoot so the right coverage gets captured.
Rights and Licensing: The Part Discovered Too Late
Delivery of a file is not the same as permission to use it wherever you like, forever. Clarify all of this in writing before production starts.
| Item | The question to ask |
|---|---|
| Music | What licence covers this track, for which territories and channels, and for how long? Does paid advertising use require an upgrade? |
| Stock footage and images | Is the licence sufficient for broadcast or paid media if we extend the campaign? |
| Talent usage | What is the buyout period, and what happens if we want to keep running it after it expires? |
| Contributor consent | Do we hold signed release forms for every identifiable person, including staff and members of the public? |
| Fonts | Is the licence valid for video and broadcast use, not just print and web? |
| Project files | Who owns the raw footage and edit project files, and can we access them later for re-edits? |
| Copyright | Does copyright in the finished film transfer to us, or are we licensed to use it? |
Contributor consent deserves particular attention. Filming identifiable people means processing personal data, so you need lawful basis, signed releases and a plan for how long you retain footage. If you film in a public place in Manchester or on a client site, the same applies to anyone recognisable in the background.
A Realistic Timeline
| Stage | Typical duration | What happens |
|---|---|---|
| Briefing and proposal | 1 to 2 weeks | Brief, questions, treatment and quote |
| Pre-production | 2 to 3 weeks | Script approval, casting, recces, scheduling, risk assessment |
| Shoot | 1 to 3 days | Filming, usually the only immovable date in the project |
| Edit and review | 2 to 3 weeks | Rough cut, two rounds of feedback, refinement |
| Finishing | 1 week | Colour grade, sound mix, graphics, subtitles, versioning |
Six to eight weeks end to end is a normal expectation. Faster is achievable with a decisive approval chain and a simple concept. If your deadline is tied to an event, work backwards from it and share that date at briefing stage, not in week four.
Choosing the Right Production Partner
Showreels are edited to impress, which makes them a weak basis for comparison on their own. Better signals:
- Ask to see two or three complete films, not reel cuts. A ninety-second brand film is easy to make look good in a five-second clip.
- Ask for work in your sector, or at least in a comparable production context. Filming on a live manufacturing floor is a different discipline from studio work.
- Ask who actually delivered the work, and who will be on your project. Directors and DoPs are often freelance, which is normal, but you should know who you are getting.
- Ask what went wrong on a recent project and how they handled it. The answer tells you more than any case study.
- Check the practicalities: public liability insurance, risk assessment process, CAA operator registration and appropriate authorisation if drone work is involved.
- Look at how they respond to your brief. A partner who asks harder questions than you expected is usually the right one.
There is also a practical case for working with a team based near you or near your sites. Recces, site access, reshoots and pickup days are all easier when the crew is local, and an established video production Manchester agency such as Eight Engines will already know the locations, the permissions and the regional crew base. That said, the quality of the questions in a proposal matters more than the postcode on the invoice. Brief two or three companies, compare how they interpret the same brief, and choose on thinking rather than on showreel polish.
Before the Shoot: A Short Checklist
- Script or shot list signed off by every named approver, in writing.
- Contributors confirmed, briefed and told what to wear, with a reserve for each key interview.
- Site access arranged: passes, PPE requirements, inductions, escort if needed.
- Locations confirmed with permissions, and a wet-weather alternative for anything exterior.
- Release forms printed and ready, or a digital equivalent set up.
- Deliverables list agreed, including every aspect ratio, duration and subtitle version.
- A named point of contact available on the day who can make decisions without escalating.
- Brand assets supplied in advance: logos in vector, fonts with valid licences, colour references.
Measuring Whether It Worked
View count is the weakest available metric and the one most often reported. Better measures, tied to the objective you set at the start:
- Retention curve, and specifically where viewers drop off. That tells you what to fix next time.
- Click-through or enquiry rate from the placements where the video ran.
- Conversion rate on landing pages with the video versus without.
- For recruitment content, application volume and quality.
- For internal comms, completion rate and follow-up survey response.
Agree the metric at briefing stage. Deciding afterwards how to judge success is how projects become unfalsifiable.
The Bottom Line
Good video is mostly good preparation. Define the decision you want the viewer to make, reduce it to one message, specify every deliverable including the versions you will need later, name a short list of approvers, and share a real budget range.
Do that and the creative conversation becomes productive, the quote becomes comparable between suppliers, and the finished film has a reasonable chance of doing the job it was commissioned for. Skip it, and no amount of production value will rescue the result.
This article is general commercial guidance for teams commissioning video content and is not legal advice. Cost proportions and timelines are indicative illustrations, not quotations or projections. Rights, licensing, data protection and aviation requirements vary by project and jurisdiction; take specialist advice on contracts, copyright, contributor consent and drone operations where relevant.