A large APR client has a broad and complex volume of annual advertising production encompassing hundreds of shoot days and a continuous cycle of creative development across 6 agency partners. The client’s production was stumbling under its own weight, volume and process. This fast-moving client had compromised much of its agility. The challenge to APR was to reinvent its production process – make bold changes, consider smart, new production ideas and create efficiencies.
A special APR/Client/Agency team was formed to re-examine current production process from top to bottom and challenge the status quo. Findings were divided into three buckets: 1) Vendor Relations – i.e., leveraging volumes, preferred vendors, establishing rate cards; 2) Client Production Resources – i.e., asset management tool, an owned production facility or sound stage, style guidelines, handling of props and wardrobe; and 3) Operations and Processes - digital workflow, integrated productions and bundling, planning /reviews /approvals.
Result was a dramatic turnaround in production in less than a year’s time – significant savings of time and money, cost avoidance, and process enhancements. Specific benefits include a Preferred Vendor Program with over $3 million in annual editorial cost savings (a 26% reduction), an asset management library for talent and location assets, a third-party music and talent negotiating partnership, video streaming from the shoot to client headquarters and a low-cost option for agile local production. The APR/Client/ Agency team continue to implement new efficiency ideas each year.