Frame & Field Studios Business Plan — Appendix B: Capacity, Mix and Cost Schedules
Detailed capacity, service-line mix and cost schedules underpinning the revenue build and the average day rate.
Appendix B: Capacity, Mix and Cost Schedules
Jump to section
- Overview & contents
- i. Important Notice and Basis of Preparation
- 1. What Artificial Intelligence Has Taken, and What It Has Not
- 2. Executive Summary
- 3. Service Lines, Clients and Pricing
- 4. Capacity: The Shooting Day and the Editing Day
- 5. SWOT and Competitive Position
- 6. Organisation, Rights and Compliance
- 7. Financial Plan
- 8. Break-Even and Debt Service
- 9. Investment Analysis
- 10. Sensitivity and Scenario Analysis
- 11. Risk Analysis
- 12. Implementation Roadmap
- 13. Key Performance Indicators
- 14. Key Assumptions
- 15. Conclusion and Recommendation
- A. Appendix A: Consolidated Financial Summary
- B. Appendix B: Capacity, Mix and Cost Schedules
- C. Appendix C: Funding, Debt and Working Capital Schedules
- D. Appendix D: Risk Register
- E. Appendix E: Glossary
- B.1 Capacity and the binding constraint
- B.2 Service lines, pricing and exposure
- B.3 The conventional studio comparator
- B.4 Direct cost per billable day
- B.5 Break-even and the utilisation curve
B.1 Capacity and the binding constraint
|
Year 1 |
Year 2 |
Year 3 |
Year 4 |
Year 5 |
|
|---|---|---|---|---|---|
|
Photographers |
3.0 |
4.5 |
6.0 |
7.0 |
7.5 |
|
Working days a year |
232 |
232 |
232 |
232 |
232 |
|
Billable utilisation |
58% |
64% |
68% |
70% |
71% |
|
Shooting days possible |
404 |
668 |
947 |
1 137 |
1 235 |
|
Editors |
1.5 |
2.5 |
3.5 |
4.0 |
4.5 |
|
Editing ratio |
0.87 |
0.87 |
0.87 |
0.87 |
0.87 |
|
Editing capacity, in shoot-day terms |
398 |
664 |
929 |
1 062 |
1 195 |
|
Billable days delivered |
398 |
664 |
929 |
1 062 |
1 195 |
|
Binding constraint |
editing |
editing |
editing |
editing |
editing |
B.2 Service lines, pricing and exposure
|
Service line |
Share of days |
Day rate |
AI exposure |
Typical client |
|---|---|---|---|---|
|
Corporate and executive portraiture |
26% |
R14 800 |
10% |
Listed companies, professional firms, financial services |
|
Property and architectural |
22% |
R13 200 |
15% |
Estate agencies, developers, architects, hospitality |
|
Events, conferences and documentary |
20% |
R19 400 |
5% |
Conference organisers, corporates, associations |
|
Brand, editorial and campaign |
17% |
R33 500 |
45% |
Agencies, consumer brands, publishers |
|
Motion and video content |
11% |
R38 500 |
35% |
Corporate communications, agencies, brands |
|
Catalogue and product |
4% |
R9 600 |
85% |
Existing clients only; not actively sold |
|
Blended, this plan |
100% |
R20 946 |
21.8% |
Revenue-weighted exposure 25.7% |
B.3 The conventional studio comparator
|
Service line |
Share of days |
Day rate |
AI exposure |
|---|---|---|---|
|
Corporate and executive portraiture |
12% |
R14 800 |
10% |
|
Property and architectural |
10% |
R13 200 |
15% |
|
Events, conferences and documentary |
8% |
R19 400 |
5% |
|
Brand, editorial and campaign |
14% |
R33 500 |
45% |
|
Motion and video content |
6% |
R38 500 |
35% |
|
Catalogue and product |
50% |
R9 600 |
85% |
|
Blended, conventional mix |
100% |
R16 448 |
54.0% |
|
Revenue-weighted exposure |
45.3% |
||
|
Mature revenue at risk |
R12 665 542 |
B.4 Direct cost per billable day
|
Per billable shooting day |
Amount |
Share of the day rate |
|---|---|---|
|
Second shooter and assistant |
R2 450 |
11.7% |
|
Talent, styling and props |
R1 180 |
5.6% |
|
Travel, vehicle and location costs |
R980 |
4.7% |
|
Outsourced retouching overflow |
R880 |
4.2% |
|
Equipment hire for specialist briefs |
R760 |
3.6% |
|
Cloud storage, delivery and licensing |
R340 |
1.6% |
|
Consumables, media and catering |
R290 |
1.4% |
|
Total direct cost |
R6 880 |
32.8% |
|
Contribution per day |
R14 066 |
67.2% |
B.5 Break-even and the utilisation curve
|
Utilisation |
Billable days delivered |
Year 5 EBITDA (R) |
Constraint |
|---|---|---|---|
|
40% |
696 |
(2 003 722) |
shooting |
|
45% |
783 |
(723 517) |
shooting |
|
50% |
870 |
556 688 |
shooting |
|
55% |
957 |
1 836 893 |
shooting |
|
60% |
1 044 |
3 117 098 |
shooting |
|
65% |
1 131 |
4 397 303 |
shooting |
|
69% |
1 195 |
5 339 063 |
editing |
|
71% |
1 195 |
5 339 063 |
editing |
|
75% |
1 195 |
5 339 063 |
editing |
|
80% |
1 195 |
5 339 063 |
editing |
|
Year 1 |
Year 2 |
Year 3 |
Year 4 |
Year 5 |
|
|---|---|---|---|---|---|
|
Fixed cash costs, R |
6 202 891 |
7 821 726 |
9 607 479 |
11 010 324 |
12 245 362 |
|
Contribution per billable day, R |
14 072 |
14 224 |
14 397 |
14 557 |
14 715 |
|
Break-even billable days |
441 |
550 |
667 |
756 |
832 |
|
Break-even utilisation |
63.4% |
52.7% |
47.9% |
46.6% |
47.8% |
|
Billable days planned |
398 |
664 |
929 |
1 062 |
1 195 |
|
Margin of safety |
-10.8% |
17.2% |
28.2% |
28.8% |
30.4% |