As a manager in the film business, you are always faced with only two options. You achieve your goals and receive higher targets as a thank you. Or you miss your targets, get a warning and again a second, last chance.
One way or another. Sooner or later you will have a problem with the rat race for the favour of the public and the investors. This makes even film managers creative.
A Lakota Indian wisdom says, “If you discover you’re riding a dead horse, get off.” Managers in the film business are often not capable of doing that. Instead, they look for strategies to continue feeding the dead horse with hay. Because, according to the understandable logic, what can be fed with hay must somehow still be alive and therefore rideable.
Here are five proven tricks on how to save your bottom in the movie business until the next blockbuster.
The dead horse and the manager in the film business
Managers in the film business or with TV broadcasters know about the power of fine words. This is especially true in a business where nothing else matters but turning money into light.
That’s why no manager in the film business nie would speak of a dead horse. Or a strategy on how to keep riding that dead horse.
Admittedly, “measures to secure sales and market share, which help us to continue to act as winners in the future in the context of increasing digitalisation and disruption” also sound much more trustworthy.
Nevertheless, I disagree. Wherever strategies have a horse’s foot, you should always be allowed to call the horse (or donkey or monkey) by its name. Since Harvey Hollywood anyway.
5 secret strategies of managers in the film business
So here they are: the 5 strategies for managers in the film business for a career-promoting handling of a dead horse.
Increase the motivation!
Get a stronger whip! After all, you have successfully forced the horse from one victory to another in the past.
Should you secretly discover that the Sch****-gaul is actually and irrevocably dead, you will on the one hand raise the quality standards for the riding of dead horses and on the other hand adjust the performance conditions for dead horses in your company.
If that doesn’t help either, you, as a manager in the film business, explain to your shareholders: “No horse can be so dead that you couldn’t beat it!
Increase the competence!
As a manager in the film business, order a higher training quota for your riders.
Where competence deficits are evident, the training is combined with generous further training at renowned institutions.
If this does not lead to better results against all expectations, change the rider. Now buy an expert from outside who will show your new riders how to successfully ride dead horses.
If the expert fails, you let him take office and dignity first. Before his release with insult and disgrace you commission a study. This to clarify where better (and more expensive) consultants are available.
Learn from your competitors! Also as a film manager.
Visit other participants in the media market. Learn from your competitors how to ride dead horses there. Make comparisons with other dead horses.
This way, as a manager in the film business, you can declare with a clear conscience that the horses in your stable are “better, faster and cheaper dead” than those from other companies.
Alternatively, you can form a task force with your competitors to change the definition of dead horses in the industry.
Harness several dead horses if the cart can no longer be pulled out of the mud by only one horse. This is pure mathematics!
Emotions and doubts have no place in the film business at your functional level. You’re a manager in the film business. Not director.
Double the budget!
Digital is always good. The time and confidence bonus that comes with this magic word has already saved calibres quite different from yours.
Therefore, as a film manager, increase your budget and have a software developed that lets your dead horse gallop even faster. For this purpose, as a manager in the film business you set up an independent cost centre for dead horses, whose responsibility is borne by another person.