Design | How To Create A Movie Poster

Movie posters are one of the best thing you can do to your film for promotion, or even to make a money. In this post we will see how you can create movie poster for your film.

Attractive movie based concept theme is very important to make your film poster stand out in film marketing, and there are many ways you can create professional poster for your film. But if you are creating lot of poster, a good idea is to use a image editing software like Photoshop, which will save your money in long run.

Steps to create movie poster:

First you need to consider about title, target audience, message, layout design, fonts and images.
Create some thumbnail sketches to present movie poster design
Look some Pinterest boards to get inspiration
Get some movie poster templates and choose perfect movie poster size
Use photo editing software or online tools to make film poster

Movie Poster Size

Movie poster size depend on country and purpose. Since the 1980s, the standard film poster size in the United States has been 27-inches wide by 40-inches high. I am try to find size of Movie posters in amazon. Mostly they sale 24 x 36 inch posters.

Creating Poster using software

Use 300dpi resolution and CMYK color format.

Recommended software to create movie poster.

Adobe Photoshop
Corel Draw

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3 WAYS TO MAKE EVERYONE AROUND YOU SMARTER

Leaders accept and act on the paradox of power: you become more powerful when you give your own power away. Long before empowerment was written into the popular vocabulary, exemplary leaders understood how important it was for their constituents to feel strong, capable, and efficacious. Constituents who feel weak, incompetent, and insignificant will consistently underperform; they want to flee the organization and are ripe for disenchantment, even revolution.

People who are not confident about their power, regardless of their organizational position or place, tend to hoard whatever shreds of influence they have. Powerless managers tend to adopt petty and dictatorial styles. Powerlessness also creates organizational systems in which political skills are essential, and “covering your backside” and “passing the buck” are the preferred modes of handling interdepartmental differences.

Feeling powerful–feeling “able”–comes from a deep sense of being in control of your own life. People everywhere share this fundamental need. When you feel able to determine your own destiny, when you believe you are able to mobilize the resources and support necessary to complete a task, then you will persist in your efforts to achieve. But when you feel controlled by others, when you believe that you lack support or resources, you show little commitment to excel. Even though you may comply, you still realize how much more you could contribute, if you wanted to.

Liz Wiseman, author and former Oracle vice president, makes similar points in her research about “Multipliers”–leaders who make everyone around them smarter–versus “Diminishers”–leaders who drain the energy and capability of those around them. Multipliers, she observes, invest in the success of others, and although they may jump in to teach and share their ideas, they always maintain the ownership and accountability that others have.

Failing to do so creates dependency, and is the way of the Diminishers. They jump in, save the day, drive results through their personal involvement, and remind everyone how much smarter and more capable they are than everyone else is or even could be. In strengthening others, leaders adopt the assumptions of Multipliers, believing in essence that “people are smart and will figure it out” and that they “will get even smarter in the process.”

Any leadership practice that increases others’ sense of self-determination, self-confidence, and personal effectiveness makes them more powerful and greatly enhances the possibility of their success. Self-determination can be enhanced in a number of ways, based on three core principles which ensure that people are able to decide for themselves: choice, latitude, and personal accountability.

Provide Choices

You want people to take initiative and be self-directed. You want them to think for themselves and not continually ask someone else, “What should I do?” This ability cannot be developed if you tell people what to do and how to do it. They really can’t learn to act independently unless they get to exercise some degree of choice. If they have no freedom of choice and can act only in ways prescribed by the organization, then how can they respond when the customer or another employee behaves in ways that aren’t in the script? If they have to ask the “boss” what to do–even if they think they know what needs to be done and feel they could do it–then they are going to be slowing down the entire organization. And if their boss doesn’t know, then the boss will have to ask his or her manager. And up the ladder it goes. The only way to create an efficient and effective organization is to give people the chance to use their best judgment in applying their knowledge and skills. This implies, of course, that you’ve prepared them to make these choices and that you’ve educated them in the guiding principles of the organization.

Consider how Aruba Networks has done away completely with its vacation policy. Like most every company, they used to spend a great deal of time and energy keeping track and reporting about vacations. Today they simply tell every employee to take his vacation when he needs it, for as long as he needs it, and the only proviso is that he has to make sure that the time off won’t interfere with his work getting done. When you give people choices, they will find it harder to blame “the company” (or management) when things don’t go their way or when they don’t like the way things are going; because, after all, if they don’t like the way something is being done, then they can do something about it–and taking initiative like this is one of the things leaders do. By providing choices, you are enabling others to lead themselves.

Structure Jobs to Offer Latitude

If you want higher levels of performance and greater initiative from your constituents, you must be proactive in designing work that allows them latitude, a close cousin of choice. To feel in control of their own work lives, people need to be able to take nonroutine action, exercise independent judgment, and make decisions that affect how they do their work, without having to check with someone else. It means being creative and flexible–liberated from a standard set of rules, procedures, or schedules. Responsive service and extra employee efforts emerge when people have the necessary leeway to meet customer needs and sufficient authority to serve customer wants.

Only adaptive individuals and organizations will thrive in today’s dynamic global environment. This means you have to support more and greater individual discretion to meet the changing demands of customers, clients, suppliers, and other stakeholders. With increased discretion comes an increased ability to use and expand one’s talents, training, and experience. The payoff is improved performance.

Foster Accountability

When people take personal responsibility and are held accountable for their actions, their colleagues are much more inclined to want to work with them and are more motivated to cooperate in general. Individual accountability is a critical element of every collaborative effort. Everyone has to do his or her part for a group to function effectively.

Enhancing self-determination means giving people control over their own lives. Therefore you have to give them something of substance to control and for which they are accountable.

Remember to provide the necessary resources–for example, materials, money, time, people, and information–for people to perform autonomously. There’s nothing more disempowering than to have lots of responsibility for doing something but nothing to do it with. People’s increased sphere of influence should be relevant to the pressing concerns and core technology of the business. Choosing the color of the paint may be a place to start, but you’d better give people influence over more substantive issues in time. For example, if quality is top priority, find ways to expand people’s influence and discretion over issues of quality control.

via: Fast Company

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Animal Murals by Fiona Tang Appear to Leap from Gallery Walls

Vancouver-based artist Fiona Tang creates large-scale murals of animals using charcoal, chalk pastel, and acrylic on paper that at first glance appear 3D. Tang makes use of a technique called trompe l’oeil where shadows and perspective within the two dimensional drawing are used to trick the viewer into thinking the piece is three dimensional. Tang recently graduated from Emily Carr University of Art and Design, and you can see more of her work over on Facebook.

via Colossal 

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Exploring paint, skin & water

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“Fastest Lens In the World” | The Handevision Ibelux 40mm f/0.85

There’s a new super-fast prime lens for mirrorless shooters. The Handevision Ibelux 40mm f/0.85 (yeah, you read that right – f/0.85) is the product of a partnership between Chinese manufacturer Shanghai Transvision and German optical design firm, IB/E Optics. The press release calls the Ibelux 40mm f/0.85, “the fastest lens in the world.” There are faster specialized custom lenses but the Ibelux 40mm is about half a stop faster than Leica’s revered f/1.0 Noctilux, making it the fastest “serial production” lens available.

Handevision Ibelux 40mm f/0.85 Lens Key Features And Specs:

Equivalent focal length: 60mm on APS-C sensor cameras / 80mm on Micro Four Thirds cameras
Aperture range: f/0.85 to f/22
Minimum focus distance: 0.75m / 2.5 feet inches
Aperture construction: 10 blades
Lens Construction: 10 elements in 8 groups
Filter size: 67mm
Weight: 1150g / 2.5 lb
Dimensions: 125 x 74mm / 5 x 2.9 in.
No doubt, there’s going to be a lot of excitement about the Ibelux 40mm f/0.85 lens. The 40mm focal length will be equivalent to 80mm on a Micro Four Thirds camera, and 60mm on APS-C sensor mirrorless cameras like Sony’s NEX bodies. With the huge f/0.85 10-bladed circular aperture it’s going to be very popular with portrait photographers and people who do a lot of low light shooting. According to the press release the f/0.85 aperture will have a look comparable to an f/1.2 aperture lens on a full-frame camera, with a sweet spot at f/5.6.

Designed specifically for digital sensors, the Ibelux 40mm f/0.85 has 10 elements in 8 groups with a unique concave front optic. Handevision allowed some vignetting at the maximum aperture in order to keep the lens at a reasonable size and weight. However, at nearly 3-inches in diameter, 5 inches long and 2.5 pounds, it’s neither small nor light when compared to other mirrorless camera lenses. On the other hand, there isn’t another mirrorless lens with an f/0.85 aperture.

In keeping with the premium design aesthetic, the Ibelux has an all-metal construction consisting of anodized aluminum with stainless steel and brass for the mechanical bits. The aperture ring and manual focus will appeal to traditional photographers who aren’t interested in auto focus.

Handevision says they have other lenses in development, including an “Ibegon” wide-angle as well as a high-speed telephoto mirror lens they call the “Ibecat,” designed specifically for the new Sony A7 and A7R full-frame mirrorless cameras.

The Handevision Ibelux 40mm f/0.85 will be available in late February, 2014 for Olympus and Panasonic Micro Four Thirds, Sony NEX, Canon EOS M and Fujifilm X-mount mirrorless cameras. The projected retail price for the Ibelux 40mm f/0.85 lens is US $2,080.

via: Photography Review

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First footage from the new Phantom Flex4K

Director Brendan Bellomo and cinematographer Greg Wilson were asked by Vision Research and Abel CineTech to shoot the first test footage with the new Phantom Flex4K Digital Cinema Camera. The camera was a little more than a week old and still in its alpha prototype stage when we got our hands on it.
All the live action footage was shot on March 24th, 2013. Some additional fire elements were shot on the 23rd and 25th of March with the Hebron and Glastonbury Fire Departments in Connecticut. We were thrilled with the camera’s performance at this early stage of its development and are very much looking forward to this camera as it matures prior to it’s release this fall. This is a true 4K RAW camera capable of at 1000fps at 4K resolution. Thanks to our great crew, including lead Phantom camera technician Edward Richardson, VRI and Abel CineTech for giving us the opportunity to shoot with this amazing new camera system. For more info check out twitter.com/phantomflex4k

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