The opposite of efficiency is opportunity cost. Venues that regularly host live performances without attempting to capitalize on the content created on stage suffer such a cost. Ours is a content creation factory designed to streamline the process. The best musical equipment will be on hand so that artists need only bring their guitars and picks to a performance. The stage doubles as a recording studio in off hours. The recording studio produces music content that is utilized in video productions, short films, and on an online jukebox for subscribers and on-site visitors.
Such a factory requires a significant capital investment in property, plant and equipment with a heavy reliance on technology. These one-time costs are depreciated over the life of the equipment. There are other fixed costs such as insurance, maintenance and IT expertise. In total, the costs associated with such a factory would be represented on a pro forma statement as an upfront capital outflow of 33% to 50% of the total cost in Y=1, with capital outflows trending downward for each subsequent year. By Y=5, the only costs would be for insurance, maintenance and employee salaries.
But for now, at Y=-1, developing efficient efficiencies is more a theoretical exercise than a practical one. I think we're managing to avoid most inefficient inefficiencies--but then again, how can you really know if you're doing the wrong thing badly? A big task is tackling the efficient inefficiencies. There are a number of business practices, such as video editing and file organization, that were "good enough" to get us by until now. But no more: knowledge is power, and such practices are no longer efficient. In this fledgling state, we are only now becoming aware of the ourselves amid the awkwardness of start-up adolescence. There is, I believe, a metamorphosis to come.
So in the spirit of affirmation (and in spite of the lackluster, raw, vegan HippieMeal I ate last night) I will declare with a note of optimism in my voice:
We are efficient!
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