What companies like yours are doing with video
Most enterprise buyers ask this question as a sanity check, not a target. Here is what peer enterprises actually produce by company size and sector, where most programs sit on the volume curve, and how to read the benchmark without making the wrong move based on it.
Why the "what are competitors doing" question matters
Almost every enterprise video conversation includes a version of "what are companies like us doing?" Sometimes it is FOMO ("we are falling behind"). Sometimes it is a sanity check ("are we wildly over or under-investing?"). Sometimes it is internal politics ("I need a number to take into the budget meeting"). All three are legitimate.
The risk is using the benchmark as a target. Producing 200 videos because peers produce 200 videos is not a strategy. The right way to read peer data is: use volume ranges to size the operating model, use format mix to pressure-test where investment is concentrated, and use both as conversation starters rather than as decisions on their own.
Annual volume by company size
Peer enterprises fall into four reasonably stable size bands. Volume ranges are typical across customers we work with, with industry research and procurement disclosures triangulated against our own data.
Small enterprise (200 to 1,000 employees)
Typical volume: 60 to 90 finished videos per year. Programs at this size usually have a lean marketing function as the centre of gravity, with sales, comms and L&D producing ad-hoc work. Most growth in volume comes from the first formal central operating model (one platform, one set of brand templates) rather than from any single function ramping up.
Mid-enterprise (1,000 to 5,000 employees)
Typical volume: 90 to 180 finished videos per year. Programs at this size usually have marketing as the named owner, a structured comms function, and a recognisable L&D team producing modules. This is the band where consolidating from regional vendors to a single operating model has the highest immediate impact, because the volume justifies the platform investment.
Large enterprise (5,000 to 25,000 employees)
Typical volume: 180 to 320 finished videos per year. All six functions (marketing, sales, comms, L&D, recruitment, customer success) are typically producing at scale. The risk here is fragmentation: each function running its own vendor stack with no central brand custodian. The opportunity is also fragmentation: a single consolidated program at this size delivers strong cost-per-video efficiency.
Global enterprise (25,000+ employees, multi-region)
Typical volume: 320+ finished videos per year, often 600+. Multi-region, multi-language, all six functions plus regional variants. The right model at this size is a global MSA with regional execution, as covered in how to scale video across global offices.
Format mix by sector
Volume tells you how much. Format mix tells you what. The sector you operate in is the strongest predictor of where most enterprise spend concentrates.
Financial services
Thought leadership 30%. Customer comms 25%. Internal comms 20%. Recruitment 15%. Brand 10%. The thought-leadership weight is driven by trust-based selling cycles; the customer comms weight is driven by retention-led economics; the internal weight is driven by distributed workforces. Brand pieces sit lighter because direct response and trust signals do most of the work.
Technology and SaaS
Product demos 35%. Customer stories 25%. Developer marketing 15%. Sales enablement 15%. Internal comms 10%. Heavy lean toward bottom-of-funnel content: product walkthroughs, demos, customer proof. The fastest-iterating sector category, so the volume runs higher per employee than other sectors.
Pharma and healthcare
HCP education 35%. L&D and training 25%. Patient content 20%. Compliance 10%. Brand 10%. The HCP and L&D weight reflects the regulated education burden inside pharma and healthcare. Compliance is its own category because the review cycles are long enough to warrant a separate budget line.
Professional services
Thought leadership 35%. Recruitment 25%. Customer stories 15%. Internal comms 15%. Brand 10%. The recruitment weight is heavier than most sectors because talent is the product. Thought leadership runs heavy because the buying signal is intellectual credibility.
Retail and consumer
Brand and campaigns 40%. Social and always-on 25%. Internal training 15%. Recruitment 10%. Customer 10%. The most brand-led mix of any sector. Campaign work and always-on social make up two-thirds of the program because consumer audiences respond to volume and rhythm more than to depth.
Aviation and logistics
Safety and L&D 30%. Customer experience 25%. Internal comms 20%. ESG 15%. Recruitment 10%. The safety and L&D weight is driven by regulator requirements and workforce distribution. ESG is its own category at typical 15% because aviation faces sustained sustainability scrutiny.
Other sectors
Education, government, energy and other sectors each have their own characteristic mixes that share patterns with the six above. Education leans heavy on admissions and student stories; government leans heavy on public information and internal comms; energy leans heavy on safety, ESG and community engagement.