We also didn’t want to go directly to a digital platform or on-demand or play in one or two or three urban theaters, as there’s no money to be made there.” We were never going to go out there and raise millions of millions of dollars to buy ad space and billboards and so on. We’re not a huge studio movie we don’t have the money to spend on publicity and marketing, marketing to make enough noise in a saturated media marketplace where people go to the movies. Goldberg explained: “In terms of distribution, we were left with almost no options. The Silo model embraced a request model not too different to the campaigns employed by such movies as Paranormal Activity. Making the film was one thing, but getting out there, in a crowded content market, for the target audience to see it, was a whole other issue. So we took on some debt against the Kentucky tax credit as well as the New York post-production tax credit, and we were able to raise some debt through loans from Forest Road.” We proposed to our investor group that we would do everything we could to keep costs low, to have a direct market to sell to, and on top of all that, to use a tax credit incentive to ensure that we were also taking on some debt. “After they make that back, then profits from there are split 50/50 between the investors and the sweat equity partners who are the producing team, the creators, the actors, and so on.
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