Filmmakers Glossary of Film Business Terminology.

A colleague of mine asked me if I had a glossary on film financing terms in the same way I wrote one for film distribution (which you can check out here.)  Since I didn’t have one, I thought I’d write one.  After I wrote it, it was too long for a single post, so now it’s two.  This one is on general terms, next week we’ll talk about film investment terms. As part of the website port, I’m re-titling the first part to a general film business glossary of terms, to lower confusion on sharing it. It’s got the same terms and the same URL, just a different title.

Capital

While many types exist, it most commonly refers to money.  

Financing

Financing is the act of providing funds to grow or create a business or particular part of a business.  Financing is more commonly used when referring to for-profit enterprises, although it can be used in both for profit and non-profit enterprises. 

Funding

Funding is money provided to a business or non-profit for a particular purpose.  While both for-profit and non-profit organizations can use the term, it’s more commonly used in non-profit media that the term financing is. 

Revenue

Money that comes into an organization from providing shrives or selling/licensing goods.  Money from Distribution is revenue, whereas money from investors is financing, and donors tend to provide funding more than financing, although both terms could apply.

Equity

A percentage ownership in a company, project, or asset.  While it’s generally best to make sure all equity investors are paid back, so long as you’ve acted truthfully and fulfilled all your obligations it’s generally not something that you will forfeit your house over.  Stocks are the most common form of equity, although films tend not to be able to issue stocks for complicated regulatory reasons and the fact that films are generally considered a high-risk investment.

Donation

Money that is given in support of an organization, project, or cause without the expectation of repayment or an ownership stake in the organization.  Perks or gifts may be an obligation of the arrangement. 

Debt

A loan that must be paid back. Generally with interest.

Deferral

A payment put off to the future.  Deferrals generally have a trigger as to when the payment will be due.

“Soft Money"

In General, this refers to money you don’t have to pay back, or sometimes money paid back by design.  In the world of independent film, it’s most commonly used for donations and deferrals, tax incentives, and occasionally product placement. It can have other meanings depending on the context though.

Investor

Someone who has provided funding to your company, generally in the form of liquid capital (or money.)

Stakeholder

Someone with a significant stake in the outcome of an organization or project.  These can be investors, distributors, recognizable name talent, or high-level crew. 

Donor

Someone who has donated to your cause, project, or organization. 

Patron

Similar to donors, and can refer to high-level donors or financial backers on the website Patreon.  For examples of patrons, see below. you can be a patron for me and support the creation of content just like this by clicking below.

Non-Profit Organizations (NPO)

An organization dedicated to providing a good or service to a particular cause without the intent to profit from their actions, in the same way, a small business or corporation would. This designation often comes with significant tax benefits in the United States.

501c3

The most common type of non-profit entity file is to take advantage of non-profit tax exempt status in the US.

Non-Government Organization (NGO)

Similar to a non-profit, generally larger in scope.  Also, something of an antiquated term. 

Foundation

An organization providing funding to causes, organizations and projects without a promise of repayment or ownership.  Generally, these organizations will only provide funding to non profit organizations. Exceptions exist. 

Grantor

An organization that funds other organizations and projects in the form of grants.  Generally, these organizations are also foundations, but not necessarily.

Fiscal Sponsorship

A process through which a for-profit organization can fundraise with the same tax-exempt status as a 501c3.  In broad strokes, an accredited 501c3 takes in money on behalf of a for-profit company and then pays that money out less a fee.  Not all 501c3 organizations can act as a fiscal sponsor. 

Investment

Capital that has been or will be contributed to an organization in exchange for an equity stake, although it can also be structured as debt or promissory note.

Investment Deck (Often simply “Deck”)

A document providing a snapshot of the business of your project.  I recommend a 12-slide version, which can be found outlined in this blog or made from a template in the resources section of my site, linked below.

Related: Free Film Business Resource Package

Look Book

A creative snapshot of your project with a bit of business in it as well. NOT THE SAME AS A DECK.  There isn’t as much structure to this.  Check out the blog on that one below. 

Related: How to make a look book

Audience Analysis

One of 3 generally expected ways to project revenue for a film.  This one is based around understanding the spending power of your audience and creating a market share analysis based on that. I don’t yet have a blog on this one, but I will be dropping two videos about it later this month on my youtube channel.  Subscribe so you don’t miss them.

Competitive Analysis

One of 3 ways to project revenue for an independent film.  This method involves taking 20 films of a similar genre, attachments, and Intellectual property status and doing a lot of math to get the estimates you need. 

Sales Agency Estimates

One of 3 ways to project revenue for an independent film.  These are high and low estimates given to you by a sales agent.  They are often inflated.

Related: How to project Revenue for your Independent Film

Calendar Year

12 months beginning January 1 and ending December 31.  What we generally think of as, you know, a year. 

Fiscal year

The year observed by businesses. While each organization can specify its fiscal year, the term generally means October 1 to September 30 as that’s what many government organizations and large banks use.  Many educational institutions tie their fiscal year to the school year, and most small businesses have their fiscal year match the calendar year as it’s easier to keep up with on limited staff.

Film Distribution

The act of making a film available to the end user in a given territory or platform. 

International Sales

The act of selling a film to distributors around the world. 

Related: What's the difference between a sales agent and distributor?

Bonus! Some common general use Acronyms

YOY

Year over Year.  Commonly used in metrics for tracking marketing engagement or financial performance on a year-to-year basis.

YTD

Year to Date.  Commonly used in conjunction with Year over year metrics or to measure other things like revenue or profit/loss metrics.

MTD

Month to Date. Commonly used when comparing monthly revenue to measure sales performance. Due to the standard reporting cycles for distributors, you probably won’t see this much unless you self-distribute.

OOO

Out of Office.  It generally means the person can’t currently be reached. 

EOD

End of Day. Refers to the close of business that day, and generally means 5 PM on that particular day for whatever the time zone of the person using the term is working in.  

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How to Raise Development Funds for your Feature Film.

Pretty much every filmmaker wants to find money to make their movie.  Unfortunately, many don’t quite realize that in order to raise the kind of money you need to make anything above a micro-budget movie, you’ll generally need a lot already in place.  It’s something of a catch-22.  Investors need name talent to market the film, and distribution to make it available.  Distributors need name talent and a tested team to give any meaningful commitments, and name taken need to know they’ll be paid.  There are ways around all of this, but generally, they require money upfront.  This blog is about how you raise it.

​Unfortunately, there isn’t a magic bullet on any level of film funding.  The best I can do is offer you tools and tactics to use to increase your chances of success.  You will probably need more than one of these tools to get the job done.
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Don't want to read? Check out the video on this topic below

​Crowdfunding

Let’s get this one out of the way fast.  Crowdfunding CAN be great for filmmakers not only as a way to raise partial funding, but also to engage yourself with your audience and provide market validation for both investors and distributors/sales agents.  That said, it’s not without its drawbacks.  Using crowdfunding as an early-stage race tool can cause your donors to question whether or not you’ll be able to get the whole film done.  If you can’t, it can lead to problems.  (Extra special shoutout to my patrons here, since we’re talking about crowdfunding.)

Friends and Family

I know, I know.  This is the oldest piece of advice in the book.  But, there’s a reason it’s still around.  Your friends and family are (hopefully) among the people who are most likely to back and support you in this endeavor.  If they’re like mine were when I was starting out, while they may be willing to help and actively want you to succeed, they’ll still need some proof it’s possible.  However, the proof they’re like to need will probably be something easier to get than an investor would need. These 

Equity

But Ben, didn’t you just say that you need more in place to get an investor?  Yes and no.  In order to raise a large round, you’ll need a lot in place, but if you’re only focusing on a smaller round you can get by with less.  It is important to properly structure this investment though.  You’ll either need to offer a more substantial stake in the company for the bigger risk taken for investing earlier, or you’ll need to do some other investment vehicle like Convertible debt.

Even at this stage, if you want to raise money from investors you’re going to need to create an independent film investment deck. You can learn more about it in this blog, or you can grab a template for free in my film business resource package in the button below.

Grants

Grants are great in that they don’t require you to pay back the money so long as you only use it for its intended purpose.  They’re not so great in that they generally take a long time to be approved for the money, and you’re generally facing significant competition particularly for development stage grants. 

Soft Costs and Deferrals

This essentially means calling in every favor you have to make sure that you have the best chance possible to succeed in developing a package for your film.  This isn’t going to carry you the whole way though.  Most people who do this for a living don’t work purely on a deferral or commission basis.  I’m including myself in this, although I do defer a large portion of my fees and take on as much as I can on commission. 

That said, while the higher-level connectors, Producers, Executive Producers, and the like are generally unwilling to work on a purely deferral or commission basis, the friends you need to make a great crowdfunding video, concept trailer, or something similar might not be.  Getting their buy-in might help you make it to the next level.
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Skin in the Game

Finally, we come down to the ever-present fallback of funding the development round yourself.  This is generally the fasted way to complete the round, but it has the obvious drawback of needing deep enough pockets to just shell out and pay the money you need to get it done. 

I know all of this is really hard to grasp, and quite frankly it’s a lot.  While I do consult on this sort of stuff, I’m not cheap. (with good reason.) I try to make a lot of information available through my site, but there are times that you just kind of need someone to answer your questions and re-orient you.  As such, I’ve decided to start a special mentorship group. 

This special training group gets you access to additional content, an exclusive discussion group, and most importantly weekly group video calls where I’ll answer your questions personally, and occasionally bring on people who would also be of benefit to the group’s needs.  Click the button below to go to a form and express interest in this group.  Spots are limited.

Also, don’t forget about the Free indiefilm business resource package to get your free Investment deck template, e-book, white-paper, and more. .

Thanks so much for reading.  Please share it! Also click the buttons below for more free content.

Why you ABSOLUTELY MUST Become an Indiefilm Entrepreneur

The concept of filmmaking entrepreneurship has been coming into vogue for quite some time now but has really started to take hold in the zeitgeist of our industry in the last 3-6 months.  The culmination of this was the launch of the Filmtrepreneur website, blog, and podcast.  From Alex Ferrari (Best known for Indie Film Hustle.).

However, Alex is far from the first to advocate for filmmaking entrepreneurship, despite potentially being the loudest voice in the space.  This blog at ProductionNext explores a lot of the most influential voices on this topic. I’m among although I didn’t have the foresight to brand it that way.  I think the reason for this is that more and more people are catching on that if you really want to be an indie filmmaker, the best answer in the current state of the industry is to be an entrepreneur.  Here’s why.

1. You’ve (Probably) got to

If you don’t have the ability to move to New York or LA and network your way into the studio system and don’t want to work for a local TV affiliate, becoming an indiefilm entrepreneur is your best way to make a sustainable living.  Most of us would rather not have a side gig or a 9-5 in order to keep a roof over our heads, but if we don’t build a brand and a company around our work there isn’t going to be much of an option.

In essence, building your brand, leveraging that into a community, and leveraging both of those into creating a sustainable company is your best bet to building sustainable revenue for yourself from your work.

2. There’s no money in MAKING films, only SELLING them.

I’ve said it before, I’ll say it again.  Any accomplished filmmaker will know that you only spend money when you MAKE movies.  That’s fine, and it’s true for almost any product.  However, you can’t pay your bills if all your money goes to buying lenses and camera equipment.

If you get investors, you’ll need to pay them back.  If you put the film on your credit cards, you’ll need to pay those back too.  (Also, don’t do that.)

3. If you want a sustainable career in film, you need to make money

I know I said this in the last point, but you can’t pay your rent with exposure.  You also shouldn’t pay your crew this way. In order to make money, you need to sell your film.  As such, you should consider this from the moment you start writing your script.  You should think about your audience, your marketing strategy, and who is going to absolutely love your film to the point that they annoy their friends because they just won’t shut up about it.  That segues nicely to...

4. The Notion that if you just make a great movie, people will find it is a fallacy.

We all heard it in film school, but while there are a few kernels of truth to it, it’s not even close to true overall.  It’s definitely easier to sell a good movie than a bad one, and word of mouth is still the most effective form of marketing.  That said, quality isn’t the only determining factor in selling a movie.  (Check out the box office numbers for Transformers if you don’t believe me.) Things like Genre, recognizable names, and the amount of publicity you can generate also have HUGE impacts on the salability of a film.

Regarding word of mouth, it’s like a virus.  If you don’t hit a critical mass, it won’t do you much good.  In order to get your critical mass, you need to have a strong marketing strategy and a well-defined target market that is ideally made up of an underserved niche.  The reason for the underserved niche is that it helps make it much more cost-effective to market the film.

Related: Why your film needs a niche market

5. It’s the best (and maybe only) path to true filmmaking freedom

If you want to make the movies you want to make, building a brand, a community, an audience, and a company is the best way to achieve that goal.  If you work up through the studio system, you’re not going to be likely to reach the upper echelons before relatively late in your career (if at all) Even then, you’re likely to be subject to studio mandate which will make it difficult to make the films you really want to make.

As such, if you want to make films that really strike your fancy, the best way to do so is via becoming a film entrepreneur.  I was speaking with Rob Hardy of Filmmaker Freedom about this shortly before writing this particular blog, and that’s a lot of the new direction for his filmmaking podcast, which you should check out.  (I’ve linked it below)

CHECK OUT THE FILMMAKER FREEDOM PODCAST |Apple Podcasts|

Thanks so much for reading!  If you want some help building your company, you should consider hiring a consultant with exits behind them. I’m one of those, learn more about my services in the services button below.  If you’re not ready to do that, check out my free film business resources pack. You get the Entrepreneurial Producer E-Book templates to help you make an investment deck, festival brochure, track distribution submissions, and more. It’s free when you sign up for my email list.

What Every Investor Needs to Know about Your Independent Film

They say that most people know whether or not they would get into bed with someone in the first conversation.  Admit it, you didn’t realize I was talking about investors giving you money right there, did you?  Jokes aside, there are a few key things your investor is going to need to know about your project in order to give you any serious consideration.

But before we get started, let me clarify that this is not the entire conversation.  This Is the conversation that will get you to the point you can send over documents for much deeper consideration.  Also, any one of these key points can disqualify an investor or a distributor.  That doesn’t necessarily mean it’s bad, it just means it’s not for them

Related blogs: How to Write a Look Book, Deck, & Business Plan (series)

Stage of development

There’s more than one time you’ll need to raise money.  As such, it’s good to clarify where you are with it upfront.

Related: The 4 Stages of indiefilm Financing (and where to find the money)

Genre

Your film is hugely important.  Generally, you’ll want to only list one genre as it denotes the style and feel of your film, and maybe 2-3 sub genres as those will inform both your setting, your audience, and general themes.  An example would be Goodland is a Slow-Burn Crime Thriller. 

Related: Why Genre is VITAL to Indiefilm Marketing & Distribution

Related: How Distributors Think of Genre & Sub Genre

Attachments

Investors will want to know who you have on board.  This can be distributors, recognizable name talent, tested directors, or anything else that may be marketable.  A couple of examples  would be Black Gold: America is Still the place stars Mike Colter (AKA Marvel’s Luke Cage.) It could also be The Cutlass has Wild Eye Releasing attached for Domestic distribution, and Leomark Studios handling international Sales. 

Related: Why your film still needs recognizable name talent. 

Budget

If you’re talking to an investor, you should say your total budget.  If you’re talking publicly to a distributor, you should give a range.  An example would be Goodland is a SAG Ultra-Low Budget Small town Crime thriller if you’re talking to anyone other than an investor.  If you’re talking to an investor, you’d say Made Up Movie Name is budgeted at 17 million dollars and we already have Governator McActionFace attached to star in it.  That’s why we need the extra 10 million beyond the 7 we already raised.

Logline

Your logline isn’t a 20 page treatment.  It’s a punchy sentence describing your project.  Everything up to this point is something you should be able to get out in about 10-15 seconds.

An example would be Goodland is a Completed SAG-AFTRA Ultra Low Budget Crime Thriller set in rural Kansas.  When a mysterious photographer shows up in town the same day the body of a drifter turns up dead in a cornfield, the local sheriff (played by Cinnamon Schultz of Winter’s Bone) must piece together the conspiracy before it’s too late. 

Financial Mix

The big reason your investor needs to know this is to make a better risk assessment.  It will also inform how much you’re asking them for.  You should never expect investors to cover your whole budget. 

An example of this would be something like Of our 4 million dollar budget, we’re raising 2.5mm in equity.  The rest is being covered by an MG-backed Presale from our sales agent, tax incentives from that place we’re shooting are being monetized by huge state businesses. ​

(Author's) note: Since it came up in the comments, I thought I'd clarify that the 4 million dollar example above is taken from a different film as the one I mentioned in the logline example.

Read more: The 9 ways to finance an independent film

Related: What’s the difference between an LOI & a Presale?

Target Demographic/Expected Audience

​Your Investor is going to want to understand how they get you’re going to get their money back to them, which means that you need to know who will buy your movie.  Think of this as placing a target, so you know where to shoot the arrow in the next step.  An example would be: After a few test screenings, we’ve realized that the target audience for The Cutlass is women aged 30-49.  Or, Based on ratings data gathered from similar films on IMDb Pro, we expect that that Made-up-action-movie starring Governator McActionFace will appeal primarily to Non-college educated White Men aged 30-55.  Especially those in Texas. 

Related: How do I figure out who to sell my movie to?

Marketing Plan.

Finally, they’ll need to know how you plan to reach that audience.  If figuring out your audience is placing the target, Marketing is shooting the arrow.  

As an Example: The Cutlass will be available across all standard TVOD platforms, Amazon Prime, and SVOD platforms.  We’ll utilize an aggressive PR and Awareness campaign to reach our core demographic, and get seeded in Amazon Prime’s Algorithm, and we will consider additional artwork to appeal to our new demographic.

Another example, Made-Up-Action Movie will utilize Governator McActionFace’s star power to raise awareness on the standard talk-show circuit prior to the US Release, while seeding early adopters with press and advance screenings in Texas, Montana, parts of Colorado, and Arizona.  Our theatrical run will focus primarily on screens in smaller secondary and rural markets. 

Thanks so much for reading!  If you liked this blog, and want more like it, share it on your social media. ​

Blogging might look like my full-time job, but it’s not, I also distribute and consult on movies. Some of which I listed above. If you’d like yours to be next, click the relevant button below. If you want to stay up to date about classes, events, and other filmmaker focus content, as well as get a resource packet with lots of valuable templates and other exclusive resources, join my mailing list with the button below.

How to Write an Independent Film Business Plan - 7/7 Pro-Forma Financial Statements

In the final part of my 7-part series on writing a business plan for independent film and media, I’ll be going over all of the financial statements you’ll need in your business plan.  This is a section that you’ll want to write before you write the financial text section of your plan, as it will have a great impact on that section and potentially other sections of the plan.  Each document should take up only a single page.

Topsheet Budget

If you’re reading this, hopefully, you already know what a topsheet budget is.  In case you don’t, It’s the summary budget of your entire film that should take up no more than a page.  Unlike the rest of these documents which should be made by an executive producer, the top sheet budget is best made by a line producer or UPM.  It’s important to note, that you can’t just make a topsheet budget, it comes as a byproduct of making a detail budget for your film.  It’s not something that should be effectively created for it’s own sake. 
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Revenue Topsheet

This page is a summary of all the money that will come into your project, and how it will go out and come back to the production company and the investor, loosely organized by what comes in domestically vs internationally, and what media right types bring in what money.

This is not something that all people writing business plans for films include, however, I feel that it’s an important document that gives an angel investor a simplified snapshot of the entire revenue picture before diving into some of the more gory details. 

Waterfall to Company (Expected Income Breakdown)

Louise Levison says you only need an expected income breakdown.  When I create proformas, I tend to include how the overall revenue table that outlines where the money will be divided among the major stakeholders. This includes the distribution platforms, distributors, sales agents, producer’s reps, banks, and investors.  It’s likely that if this is your first film, you won’t have all of those stakeholders, but it’s important to include the stakeholders you do have.
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Additionally, I use this outline what cuts are standard for each of those stakeholders, and what remains from each right type to go to the production company and the investor. 

Internal Company Waterfall/Capitalization Table

This is another document that not everyone includes, but due to my time in the tech industry, I find something like it is essential.  The term capitalization table (or Cap Table for short) is taken from the tech industry and outlines who owns what part of a company.

This document goes further than a standard cap table, in that not only does it outline the major owners of the company, it also shows where the money goes once it comes back to the production company, and how it’s divided between debt, investors, producers, actors, and other people within your production company who made the film. 

This document should calculate the investor’s expected Return on Investment (ROI) as well as how much is likely to go to producers and anyone else who has received profit participation.  If you have more than one set of people on the crew receiving profit participation, then you may want to lump it into a cast/crew equity pool. 

CashFlow Statement/Breakeven Analysis

This is a yearly/quarterly estimate of how the money will go out and come back in.  Generally, your entire budget will go out before any money comes back in.  If you’re using staged investments, you’ll want to outline when additional rounds of funding are likely to come into the company. Part of this is keeping track of the cash flow as you spend the money and as it goes back to investors. 

I’ll generally make an assumption that it will take a year from investment to complete the film.  After that, money will start coming back in about 3-4 quarters, and trickle in from each source according to however you think the film will be windowed.  That’s actually the optimistic version timeline. By the end of 5-7 years after the initial investment, you’ll likely just want to end the cash flow statement since it’s unlikely your film will be producing that much revenue. Films are not evergreen.

Research/Sources

This is as it sounds.  it’s all the resources for your comparative analysis that you used to make revenue projections, as well as any other sources you may have referenced in your plan.  If you did a comparative analysis, you’ll want to include the details on the films you chose as well as where you got the data, as reporting is inconsistent across major platforms like IMDb pro, The-Numbers, Box Office Mojo, and Rentrack.  I also have a useful whitepaper and some useful links in the resource pack.
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Thanks so much for reading this blog.  Thanks even more if you read all 7 parts!  If you’re a film school teacher and would like to use this in a course, feel free to email me using the link below to get a free print-ready version of this series, or anything else you may want to reverence.

Making your pro-forma financial statements requires a lot of research. My resource package has a whitepaper and collection of links that will help speed that process up a bit, as well as other templates and related content. Grab it for free with the button below.

If you need a guiding hand through the process, I’ve written. few dozen plans. Check out my services page if this is just. a bit too daunting to do on your own.

Lastly, if you want to review any of the other sections of this 7 part series, here’s a guild for you below. 

Executive Summary
The Company
The Projects
Marketing
Risk Statement/SWOT Analysis
Financials Section (Text)
Pro-Foma Financial Statements. (This Section)

Check out the tags below for related content.

How to Write an Independent Film Business Plan - 6/7 Financial Methodolgy

In part 6 of my 7-part series on independent film business planning, we’re going to go over the text portion of the financial section of the business plan.  This is where you explain the methodology you used in your financial projections, the general plan for taking in the money, and then an overview of what you’re going to present in the final section, the pro-forma financial statements.  

It’s pretty common to send this section out as a standalone document, or perhaps paired with the deck or executive summary. That said, the reason it’s at the back of the business plan is to force your potential investor to flip around through the plan and better acquaint themselves with your prospectus and project. That, and this is relatively standard practice across multiple industries.

​Investment Plan

This subsection is devoted to how you intend to raise your funding.  As a hint, the answer SHOULD NOT be that you intend on raising your funding entirely from equity investors.   You’ll want to outline where you intend to raise each part of your money from, as well as how that money will be raised. 
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Some questions to ask yourself here are as follows, how much are you planning on raising in tax incentives?  How much are you planning on raising in product placement?  Do you have any pre-sales from a distributor or sales agency?  Are you planning on any other forms of backed debt?  Did you have a successful crowdfunding campaign?  How much are you looking for in equity investment?  And how much do you intend to raise in unbacked debt?

For more detail on this, you should check out one of my most popular articles.

Related: The 9 ways to finance an independent film.

You’ll also want to figure out if you’re staging the investment.  By this, I mean are you planning on raising money for development first?  Do you plan a separate raise for completion or marketing funds?  There can be some pretty big advantages to raising funding for your film across multiple rounds. 

For more information on this, I encourage you to check out my blog on the 4 stages of independent film investment.​

Related: The 4 stages of independent film investment.

You absolutely must to make sure they understand your offer.  Some questions you’ll need to answer are: What’s the amount you’re raising in equity and what percentage ownership in your project are you offering for that funding?  What’s your minimum buy-in?  Who are the other stakeholders? 
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Additionally, you’ll want to highlight the potential revenue for your film and give them their estimated Return on Investment (ROI).  This will have to be done after your pro-forma financial statements.  You’ll also want to outline when you expect them to break even.

Financial Assumptions

This section is primarily about outlining the assumptions you used while making your pro-forma financial statements.  You’ll want to outline the criteria you used when creating a comparative analysis, as well as what assumptions you made while creating your cash flow sheet, and waterfall to your company/expected income breakdown.

For more detail on financial projections, please check out this blog below.

Related: The two main types of financial projections

Pro Forma Financial Statements

Finally, you’ll want to outline your Pro-Forma financial statements.  For reference, these are the following documents. 

Topsheet Budget: A snapshot of how the money will be spent on your film. You can only get this by doing a full detail budget. If you try to make a top sheet from scratch, you’ll end up creating more problems than you solve.

Revenue Topsheet: An overview of money to the company and to the investor.

Waterfall to Company/Expected Income breakdown: An outline of how much money your film will make based on your comparative analysis, and from what sources.  Generally, when I make a waterfall like this, I’ll also deduct the fees from various other stakeholders including platforms, distributors, sales agents, and producer’s reps (if applicable.)

Internal company waterfall (capitalization table). This sheet is something that not everyone does, but it essentially outlines where the money will go once it gets to your company.  I feel this is necessary if you’re using a more complicated financial mix that incorporates debt and tax incentives. 

Cashflow Sheet/ Breakeven analysis: This document is an overview of how money will flow through the company and subsequently come back in.  you’ll want to highlight when they can expect to recoup their investment.

Research/Sources: This is self-explanatory, it’s the research you used in the other sections of the plan, particularly the films you used in the comparative analysis.

Thanks so much for reading! I’ll be back next week with the final installment going into much more detail on the pro forma financial statements. 

The reason I was able to write this blog series is that I’ve written a few dozen independent film business plans. If you need help with yours, you should check out my services page.

If you need more help researching for your business plan, check out the indiefilm Business Resource Pack. As mentioned above, it’s got a whitepaper to help you with your research, as well as lots of other helpful links and resources to aid in the creation of all the documentation you’ll need to talk to your investors. Plus, you’ll get a monthly blog digest full of helpful content so that you can be as knowledgeable as possible when you speak to your investor contacts.

Finally, if you want to check out the other sections of this 7 part blog series, I’ve included a table of contents below.
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Executive Summary
The Company
The Projects
Marketing
Risk Statement/SWOT Analysis
Financial Section (Text/Methodology) - This Post
Pro-Foma Financial Statements.

Check the tags below for related conent!

How to Write an Independent Film Business Plan - 5/7 SWOT/ Risk Analysis

In part 5 of my 7-part series on business planning, we talk about the risk management/SWOT Analysis of your project.  It begins with a risk statement that goes into exactly why film is a highly speculative and inherently risky investment, and then goes into a SWOT Analysis that illustrates how you plan on managing those risks.  For those of you who don’t know SWOT stands for Strengths, Weaknesses, Opportunities, and Threats.

Risk Statement

This is a boilerplate legal copy that you should not write yourself.  You’ll need a lawyer to write it, or some editions of Filmmakers and Financing by Louise Levinson have a statement you can use.  You’ll see it in the related books section below.  The purpose of this statement is to ensure that any potential knows that film investment carries a fairly significant risk of losing everything you put into it. 
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This is something you MUST include in order to not paint too blue a sky, or make false promises.  If it scares off any investors, it’s probably better you didn’t work with them anyway.

SWOT Analysis

The way I do my SWOT analysis is on the bottom third of the page that contains the risk statement, I do a 2*2 grid of strengths weaknesses, opportunities, and threats that outlines everything that will come for the following pages.  If it fits, this is succinct and a great way to manage space while informing your people.   

The other four sections of this plan are things I generally dress in a format similar to an outline, starting with a restatement of the Strength, Weakness, opportunity, or threat itself, and then stating how I intend to mitigate the negative and capitalize on the positive.  Here’s an outline of what each of these parts of the acronym stands for.

Strengths

Strengths are good things that are inherent to your project.  This could be something like holiday movies tend to have longer lifespans because they have regular movies to trigger people feeling the need to watch them, or there’s already an existing fan base for the intellectual property you’ve optioned.  Another good thing to focus on would be the track record of your team, and the general stength of any marketable attachments you’ve gotten. If you don’t have any of those, there’s an article on it in the free ebook in the resouce pack.
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Weaknesses

Conversely, weaknesses are things inherent to your project that may represent a problem. These could be things like the Fourth of July is a uniquely American Holiday, so the film may be difficult to sell internationally.  It could also be something like, the film is completely original and has no existing fanbase.   As previously stated, you’ll want to add exactly how you plan on addressing any weaknesses below each one. 

Opportunity

While Strengths are inherent to your project, opportunities are more related to the current state of the overall market.  This could be a marketable attachment you’ve got that just had a big win, such as one of your cast being cast in a major show or movie that was just announced.

Another example of this might be that there aren’t enough Fourth of July movies currently being made to sate demand and you’ve budgeted your film such that you can make your money back domestically.

Another example would be that a book from the same author as the book we’ve based our script on just got picked up for a television series by *insert name of the studio or PayTV Channel.*. Similarly, if your story is inspired by current conditions going on in the world or targeting a growing audience this is a good place to hammer that point home.

Threats

Just like opportunities, threats are reflective of current market conditions.  An example of a threat would be that due to the current geopolitical state of the world, many foreign countries are less likely to buy American than they used to be.  A potential trade war would also be considered a threat, although as of right now that’s not incredibly likely to effect to film and media.   Without being too political, many threats you’ll need to understand are a result of macroeconomic conditions that you can only really track by being politically aware.

Thank you SO much for reading!  I do a lot of this sort of work with my clients, so if you have a direct question that you need help answering for your business, then check out the Guerrilla Rep Services page.

If you like the content, you should grab my free film business resource package You’ll get great research aides and a whitepaper on the state of the industry, you’ll also get a free e-book, money and time-saving resources, templates, monthly digests of content like this segmented by topic, plus a whole lot more. Link in the button below.

Finally, this is part 5 of a 7 part series. Next week we’ll be tackling the financial text section, and then we’ll round it out with proforma financial statements the following week. In the meantime, check out the other parts of the series with the links below.

Executive Summary
The Company
The Projects
Marketing
Risk Statement/SWOT Analysis (This Section)
Financials Section (Text)
Pro-Foma Financial Statements.

How to Write an Independent Film Business Plan - 4/7 Marketing Section

In this installment of my 7 part blog series on business planning, we’re going to take a look at the marketing section of the plan.  This section is likely to be the longest section, as it encompasses an overview of the industry, as well as both marketing and distribution planning.  Generally, this section will encompass 3-5 pages of the plan, all single-spaced.  This is among the most important sections of the plan, as it is a real breakdown of how the money will come back to the film

Industry

In this subsection, you’ll want to define some key metrics of the film industry.  You’ll want to include its size, how much revenue it brings in, and ideally an estimate of how many films are made in a year, as well s the size of the independent part of the film industry vs the overall film industry.  If you want help with some of those figures, you should look at the white paper I did with ProductionNext, IndieWire, Stage32, and Fandor a few years back.  To the best of my knowledge, it’s still among the most reliable data on the film industry.

The fact that the film industry is considered a mature industry that is not growing by significant margins is also something you’ll also want to mention.  You’ll also want to talk about the sectors of growth within the film industry, as well as where the money tends to come from for independent producers, and a whole lot of other data you’re going to have to find and reference.  As mentioned above, the State of the Film Industry book linked in the banner below has much of this information for you.
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Overall, this section should be about a page long.  The best sources for Metrics are the MPA THEME report and the State of The Film Industry Report. You can find links or downloads of both of those in my free resource pack.

Marketing

The marketing subsection of the plan goes into detail about both the target demographics and target market of your film, as well as how you plan on accessing them.  To quote an old friend and long-time silicon valley strategist Sheridan Tatsuno, Finding your target market is like placing the target, and marketing is like shooting an arrow.  For more detail on how to go about finding your target market, I encourage you to check out the blog below, as my word count restrictions will not let me go too deeply into it here

Related: How do I figure out who to sell my movie to?

Figuring out how you’re going to market the film can be a challenge for many filmmakers.  Generally, I’d advise putting something more detailed than “smart social media strategy.”  I tell most of my clients to focus on getting press, appearing on podcasts, and getting reviews.  Marketing stunts can be great, but timing them is difficult to pull off. 
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All of this being said, you’ll need more to your marketing strategy than simply going to festivals to build buzz. The marketing category at the top of this blog, as well as the audience, community, and marketing, tags at the bottom of the page, are a good place to start.

Distribution

This section talks about how you intend to get your film to the end user.  This section should be an actionable plan on how you intend to attract a distributor.  This section should not be “We’ll get into sundance and then have distributors chasing us!” I hate to break it to you, but you’re probably not going to get into Sundance.  Fewer than 1% of submissions do. 
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The biggest thing you need to answer is whether you plan on attaching a distributor/sales agent or whether you intend to self-distribute.  if you’re not sure, this blog might help you decide. There’s lots more to it, I’d recommend checking the distribution category or the international sales tag on this site to learn more of what you need to write this section.

Related: 6 questions to ask yourself BEFORE self distributing your indiefilm

Somewhere between a quarter and a third of all the blogs on this site are devoted to distribution, so there’s lots of stuff here for you to use when developing this plan.  If you want to develop more of a plan than distributing it yourself, it’s also something I’d be happy to talk to you about it.  Check out my services page for more.

If that’s a bit too much for you but you still want more information about the film business, check out my film business resource package. You’ll get a free e-book, monthly digests segmented by topic, and a packet of film market resources including templates and money-saving resources.

This is part of a 7 part series.  I’ll be updating the various sections as they drop.  So check back and if you see a ling below, it will take you to whatever section you most want to read. 
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Executive Summary
The Company
The Projects
Marketing (This post)
Risk Statement/SWOT Analysis
Financials Section (Text)
Pro-forma Financial Statements.

Check the tags for more content!

How To Write a Business Plan for an Independent Film - 3/7 Project(s)

Next up in my 7 part series on writing a business plan for independent film, we’ll be taking a deeper look at the project(s) section of the plan.  The projects section of the plan is the most creative section, as it talks about the creative work that you’re seeking to finance.  That being said, it breaks those creative elements into their basic business points.  This section should be no more than a page if you have one project, and no more than 2 pages if you’re looking at a slate.

GENRE

Genre is a huge part of marketing any film.  It essentially categorizes your film into what interest groups you’ll be marketing.  This subsection should focus on the genre of your film, as well as who you expect the film to appeal to. 
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For more information on the concept of Genre in Film as it pertains to distribution, check out this blog.

RELATED: WHY GENRE IS VITAL TO INDIEFILM MARKETING & DISTRIBUTION

PLOT SYNOPSIS

This is as it sounds.  It’s a one-paragraph synopsis of your film.  When you’re writing it, keep in mind that you’re not telling your story, so much as selling it.  Make it exciting.  Make it something that the person reading the plan simply will not be able to ignore. 

BUDGET ​

This one should also be self-explanatory, list the total budget of your film.  It would make sense to break it into the following categories.  Above the Line, Development, Pre-Production, Principle photography, post-production, and producer’s contribution to marketing and distribution.
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The last part is to acknowledge that while the distributor will be contributing a large amount to the marketing and distribution costs of the film, it will not be the sole contribution, and you as the filmmaker will likely have to contribute some amount of time and/or money to make sure your film is sold well.​

RATING

This section talks about your expected rating.  Say what you expect to get, what themes you think will cause the film to get that rating, and how that will help you sell the film to the primary demographic listed above.

MARKETABLE ATTACHMENTS

Did you get Tom Cruise for your movie?  What about Joseph Gordon Levitt?  Or maybe Brian De Palma came on to direct.  If you have anyone like this (or even someone with far less impressive credits) make sure you list that you’ve got them.  If you’re in talks with their people, list it here too.

Related: 5 Reasons you Still need Name Talent in your film

INTELLECTUAL PROPERTY STATUS

Finally, you’ll need to list the intellectual property status of your film.  By this, I simply mean is the concept original? Is it based on anything? Did you acquire the rights to whatever it’s based on?  If you optioned rights, when does the option expire? If you optioned rights, who is the original owner of the rights?

Writing a business plan that can actually raise funding is a lot more than just using a template. If you want a leg up you should check out my free resource pack which includes a deck template, a free e-book, digests of relevant industry-related content, delivered to your inbox once a month, and notifications of special events and other announcements tailored to the needs of the filmmakers I work with.

You should know that I’ve written a few dozen business plans for filmmakers, some of which have raised significant funding.  If you want to talk about it check out our services page.

Thanks so much for reading!  You can find the other completed sections of this 7-part series below.
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Executive Summary
The Company
The Projects (This Post)
Marketing
Risk Statement/SWOT Analysis
Financials Section (Text)
Pro-Foma Financial Statements.

Check the tags below for related content