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December 16, 2008

Blondinbella anmäld - igen

Filed under: Film

Nästa steg för Blondinbella blir ett eget tv-program i Tv 400. Programmet kan beskrivas som ett tv-sänt blogginlägg och varje avsnitt är endast tre minuter långt och sänds på vardagar med skiftande sändningstid.

Blondinbella anmäld - igen

December 12, 2008

YouTube - EXCLUSIVE:Bridget Regan Behind El Capitan Theatre in Hollywood.

Filed under: Film

EXCLUSIVE:Bridget Regan Behind El Capitan Theatre in Hollywood.

YouTube - EXCLUSIVE:Bridget Regan Behind El Capitan Theatre in Hollywood.

December 10, 2008

Seven Arts Pictures PLC (Form: 20-F/A, Received: 05/08/2008 15:45:57)

Filed under: Film

Seven Arts Pictures PLC (Form: 20-F/A, Received: 05/08/2008 15:45:57)

3.D.  Risk Factors
Risks Related Primarily to the Company and its Operations
 
Limited Operating History
 
The Company’s predecessor, CineVisions, a California corporation, was formed in 1992, which later transferred its motion picture assets to Seven Arts Pictures Inc. (”SAP”), a Nevada corporation, in October, 2002 through an Asset Transfer Agreement intended to qualify under Section 351 of the Internal Revenue Code of 1986 as amended.  SAP acquired control of the Company in September 2004 through an Asset Transfer Agreement with Seven Arts Filmed Entertainment Limited (”SAFE”) a 100% owned subsidiary of Company, under which SAFE transferred approximately 9,400,000 ordinary shares of Company for SAP’s film assets.  As a result, investors will have only a limited period of operations to evaluate the performance of the Company
 
Risks of Participating in the Exploitation of Motion Pictures
 
Substantially all of the Company’s revenues are derived from the production and distribution of its motion pictures.  The motion picture industry is highly speculative, aggressively competitive and involves numerous inherent risks, which may adversely impact the Company’s success.  The economic success of an entity, which is involved in the creation, and exploitation of motion pictures (including the Company) is greatly dependent upon the public acceptance of each motion picture, compared with the cost of the motion picture’s development, production and distribution. Audience appeal depends upon factors which cannot be ascertained with certainty in advance and over which the Company may have no control, including, among other things, release patterns, current events, positioning in the various markets and changing public taste.  Many motion pictures fail to generate sufficient revenues to recover their costs of promotion, production and/or distribution.  Further, films often have an unexpected poor financial performance despite well-known talent, high production values and/or a large promotional and advertising budget.  No assurances can be given that the Company’s motion pictures will be profitable.
The risks of motion picture exploitation can be accentuated when audience appeal and other intangible factors must be forecast for multiple territories (domestic and foreign) and the varying audience tastes and distribution practices associated with each territory.  This is true of the Company’s operations of exploiting motion pictures in multiple territories.   Although the Company attempts to manage such risks in its course of multi-territory operations, nonetheless the commercial potential of any motion picture cannot be accurately predicted, and as such there can be no assurances that the development, production and distribution decisions of the Company as to any film will results in profits or that the Company will not experience significant losses.
 
High Failure Rate of Similarly Situated Companies
 
Many independent motion picture companies involved in one or more of the production and distribution of motion pictures have failed and ceased operations.  Recent examples of failed independent motion companies include Carolco Pictures, Orion Pictures, Weintraub Entertainment, DeLaurentiis Entertainment Group, Hemdale, IRS Media, IRS Releasing and Prism Entertainment.  Other independent motion picture companies have recently substantially curtailed their motion picture production activities due to poor results, including Savoy Pictures, The Samuel Goldwyn Company and Cinergi Pictures.  Further, numerous other smaller independent film production and/or distribution companies with similarities to the Company have failed to achieve their business objectives.  There can be no assurances that the Company will not fail to meet its business objectives and be forced to curtail or cease its operations.
 
Unspecified Motion Pictures; Lack of Diversification of Film Projects
 
Although the Company has a number of motion picture projects, there can be no assurances that any particular film will be produced or that the creative elements of any film will not change.  Further, Management has complete discretion to select the Company’s motion picture projects.  Owners of ordinary shares will not have the opportunity to evaluate the merits of any individual Company film projects selected by the Company.  It is unknown how many films the Company will, in fact, produce or market.
The number of films in which the Company markets may be affected by many factors, including the ability to attract project financing and/or co-ventures on individual projects or slates.  The less the number of films produced by the Company, the more the Company’s results will be dependent upon the individual results of a few films rather than a broad or diversified group of films.  Such lack of diversification could result in a concentration of risk in the results of relatively few films.  If such few films do not perform well, the Company’s results of operations would be adversely affected, and shareholders could be subjected to the loss of some or all of the amount of their investment in ordinary shares of the Company.
 
10


Fluctuation of Operating Results
 
The Company’s revenues and results of operations will be significantly dependent upon the timing of its motion picture releases and the unpredictable commercial success of its motion pictures.  Additionally, the Company’s revenues and overall operating performance will be dependent on the Company’s plan of operations to produce 2 to 4 motion pictures per year.  The Company expects that these factors, as well as the uncertainties in the release schedules of the Company’s motion pictures and audience responses thereto, will cause the Company’s revenues and earnings, if any, to fluctuate significantly from quarter to quarter.  Accordingly, the Company’s results of operations for any one period will fluctuate and will not necessarily be indicative of potential results for any future periods.
 
Need for Additional Financing
 
The Company expects that results from operation, loans and/or co-venture financing, will be sufficient for the Company to pursue its current plan of operations.  However, there can be no assurance that a sufficient level of revenues will be attained to fund operations or that unanticipated costs will not be incurred.  Future events, including problems, delays, expenses and difficulties frequently encountered in motion picture production by similarly situated companies, as well as changes in economic, regulatory or competitive conditions, may lead to cost increases that could make it necessary for the Company to seek additional financing.  There can be no assurance that the Company will be able to obtain any necessary additional financing on terms acceptable to the Company, if at all.  In addition, additional financings may result in further dilution to the Company’s current shareholders.
 
The Company obtained financing from “hedge fund” financiers as follows: (A) in February 2006 (approximately $8,300,000) from Arrowhead Target Fund Ltd. (”Arrowhead”) (”Arrowhead Loan”) and (B) in December 2006 (approximately $7,500,000) from Arrowhead Consulting Group LLC and Cheyne Specialty Finance Fund L.P. (”Cheyne Loan”), both secured by motion picture assets of the Company.  See Exhibits 6 and 7.  The Arrowhead Loan is recorded in the Company’s audited financial statements at £4,390,359 as of March 31, 2007 and is so reflected in footnotes.  As a result, the Company’s only liability is to repay the Arrowhead Loan from the proceeds of the film assets pledged to the Arrowhead Loan and the Company is not required to repay the Arrowhead Loan from any other assets or revenues of the Company if there is payment default on the Arrowhead Loan, Arrowhead’s recourse being limited to the film assets pledged to it.  The Company has recorded the Cheyne Loan on its books and in its financial statements even though the Company’s liability is limited as described above, as required by applicable accounting standards in the US and UK.  Upon the maturity date of the Arrowhead Loan, the Arrowhead Loan is then due to the extent not paid prior to that date, Arrowhead may recover the pledged film assets and thereafter the Company would have no further obligation to Arrowhead.  The Company has made certain covenants with Arrowhead for which it might have on-going liability beyond the value of the film assets, such as the obligation to provide audited financial statements, guarantee of ownership of film rights and other similar matters set forth on Exhibit “6.”
 
 
The Arrowhead Loan matures in approximately February, 2009 (approximately $8,300,000) and the Cheyne Loan matured in September 30, 2007 (approximately $7,500,000).  Both financing bear interest between 15% and 18% per annum.  Seven Arts Pictures Inc. pledged 8,095,000 ordinary shares of the Company to secure the Cheyne Loan.   The Company expects to be able to repay or refinance the Cheyne Loan, but if it were unable to do so such failure would have a material adverse effect on the Company.  The Arrowhead Loan and the Cheyne Loan are limited to specific film assets therein described (see Exhibits 6 and 7) and do not include a pledge of all the Company’s film assets.  The Company has acquired the Cheyne Loan from the proceeds of the Zeus Transaction discussed in Item 4 No. A below.  See Exhibit 16.
 
 
Current Lack of Credit Facility; Leverage
 
The Company does not have any credit facility.  There can be no assurance that the Company will be able to secure a line of credit or, if secured, the terms of such a facility.
11


Potential Armadillo Claim
Armadillo Investments Limited (”Armadillo”) is the holder of 3,000,000 convertible redeemable preference shares pursuant to the agreement included in Exhibit 5 (”Armadillo Shares”).  Armadillo may claim that it is entitled to a redemption of the Armadillo Shares by reason of the loss of the Company’s AIM listing.  Management believes there is no substantial basis for any such claim by Armadillo.  Any successful claim by Armadillo would have a material adverse effect on the Company and could be as great as £3,000,000 although management believes that any claim could not exceed £1,200,000 by reason of the Company’s ownership of 1,600,000 shares of Armadillo.
Potential For Disputes and Litigation
The motion picture business is more subject to disputes and litigation than comparable businesses.  There is a risk of disputes and litigation with financiers, competitors, putative rights owners, unions, producers and other talent and with distributors.  There is no assurance the Company will prevail in the event of any disputes or litigation.  The Company has failed to prevail in an arbitration regarding 9 ½ Weeks II , which could result in payment by the Company of as much as $600,000.
 
Reliance on Distributors
 
The Company will, in many instances, license specific distribution rights to distributors in one or more territories and/or media channels.  Generally, the distributor of a motion picture will have the broadest possible latitude in the distribution and exploitation of the motion picture, and the exercise of its business judgment on all matters pertaining thereto will be final.  A distributor’s decisions in this regard are anticipated to have a significant impact on the potential return on investment to the Company.  Typically, the distributor will not be required to distribute or otherwise exploit the subject motion picture in any particular media or market, nor will the distributor be required to give preference to or otherwise favor the subject motion picture.  Furthermore, if, in the exercise of its business judgment, a distributor determines to minimize, limit or curtail the distribution or other exploitation of a motion picture or any expenditure in connection therewith, the revenues, if any, from the distribution or other exploitation of the motion picture may be materially and adversely affected.  Moreover, there may be (and typically there are) disagreements between the Company and a distributor over distribution accounting statements, which may delay or limit the remittance of funds to the Company.  The default of a distributor on its obligation to the Company may have an adverse impact on the ability of the Company to complete production of a film, exploit a film or otherwise obtain satisfactory returns.  Litigation over a defaulted distribution agreement would restrict the ability of the Company to exploit the film.  Finally, motion pictures compete with each other for exhibition and therefore there may be conflicts between the Company’s motion picture being distributed by the distributor and other motion pictures (in which the Company has no financial interest) distributed by the distributor.  To the extent that the other motion pictures are marketed by larger or dominant competitors, the exhibitor may have great incentive to favor such other motion pictures in making distribution decisions.
 
Reliance upon Presales, Advances and Guarantees
 
The Company attempts to minimize some of the financial risks normally associated with motion picture production by obtaining, at various stages prior to release of its motion pictures, advances and guarantees from distributors in exchange for distribution rights to such pictures in particular territories.  Advances and guarantees paid by a distributor for distribution rights to a film generally represent a minimum purchase price for such rights. While guarantees from distributors reduce some of the financial risk of the Company’s motion pictures by guaranteeing the receipt of certain revenues upon delivery of these motion pictures for distribution, such advances and guarantees do not assure the profitability of the Company’s motion pictures or the Company’s operations.  While the licensing of distribution rights in exchange for advances and guarantees reduces the risk to the Company from unsuccessful films, it may also result in the Company receiving lower revenues with respect to highly successful films than if such licensing of distribution rights were made upon different terms that, for example, might have provided lower advances and guarantees to the Company but also a lower distribution fee (i.e. a lower percentage of gross revenues) to the distributor.  Further, if and as the international marketplace for motion pictures demands increasingly costly motion pictures, there can be no assurance that the amount of advances and guarantees which the Company anticipates that it can generate on a given film project will be greater than or equal to the Company’s cost of producing such motion picture.
Further, in today’s rapidly changing and competitive marketplace for motion pictures, it is possible that the amount of such advances and guarantees alone, after payment of the Company’s operating expenses, even if greater than the Company’s direct cost of producing a specific film, will not be sufficient to provide the Company with a significant return on its invested capital and, should the Company incur higher than expected overhead or production expenses, with a return of all or substantially all of its invested capital.  To the extent that the Company does not produce one or more films that generate overages for the Company, there may be a material adverse effect upon the Company and the potential for returns on, and even the return of, its capital.
 
Domestic Theatrical Distribution
 
Typically, a motion picture’s success in non-theatrical domestic and foreign markets (including domestic home video and cable/pay television markets, and all markets in foreign territories) is greatly influenced by its success in its theatrical release in the United States.  The significant marketing and promotion of a film for a domestic theatrical release is a major factor in the results from marketing the film in such ancillary markets and territories.  While some of the Company’s motion pictures have been theatrically released in the United States or have domestic theatrical release commitments from one or more domestic theatrical distributors, there can be no assurance that the Company will obtain any theatrical release for any of its films.  Although the Company carefully considers domestic theatrical release issues in making acquisition, production and distribution decisions, to the extent the Company produces or acquires motion picture projects or rights without any guaranteed domestic theatrical release or promotional budget, the Company is subject to risk that ancillary market revenues from such film (as distinguished from profit) will generally be significantly less than for a film that has received or will receive the marketing benefits of a domestic theatrical release advertising campaign.  Further, the loss of anticipated domestic theatrical distribution where the company has committed capital on the assumption of a domestic theatrical promotional campaign may result in materiel adverse results for the Company for such film.
12


Risks of Motion Picture Production
The success or failure of any motion picture cannot be reliably predicted.  Aside from the uncertainty of public or critical reaction to a motion picture, there are certain risks involved in the production of any motion picture, many of which may materially delay completion of a motion picture or make completion impossible, in which event the consequences to the Company may be material and adverse.  Such risks include, but are not limited to, labor disputes, death or disability of a star performer, unavailability of necessary equipment, destruction of the completed motion picture negative, unanticipated changes in the weather, destruction or malfunction of sets or equipment, and the inability of production personnel to comply with budgetary or schedul­ing requirements.  Significant difficulties such as these may materially increase the costs of production or may cause the entire project to be abandoned.  To some extent these risks can be minimized by insurance, such as negative, cash and general liability insurance, which the Company has in the past obtained in all its productions.  However, it is not possible to insure against all risks and, it is sometimes impossible to continue production, notwithstanding the receipt of insurance proceeds.  No assurance can be given that such insurance will continue to be available to the Company or if available, available at reasonable premiums.
 
Over-Budget Films
 
There can be no assurance that adverse conditions or factors beyond the control of the Company will not affect the ultimate cost to the Company of each film the Company produces.  Although management believes that it is capable of establishing realistic budgets necessary to complete the films, there can be no assurance that unforeseen events will not cause the actual cost to be greater than the anticipated budget.  If a film ultimately costs more than expected, it may not be possible for the Company to complete the film or the over-budget costs may result in financial losses on that film.
 
Labor Considerations in the Motion Picture Industry
 
The cost of producing and distributing motion pictures has increased substantially in recent years because of, among other factors, the increasing demands of creative talents, industry-wide collective bargaining agreements and inflation.  In the last 12 years, the Writers Guild of America went on strike on two occasions, and during the same period, two work stoppages were threatened by the Directors Guild of America.  There can be no assurance that labor difficulties affecting a motion picture will not arise, and if such labor difficulties should arise, motion picture production, and hence the Company’s financial condition, could be adversely affected.
 
Risks of International Operation
 
The Company currently exploits its films internationally and will therefore be subject to substantially all of the economic risks of international business, including but not limited to fluctuations in exchange rates and international political problems, as well as the difficulty and economic disadvantage of enforcing payment obligations of foreign companies.
 
Competition
 
Competition is intense in the motion picture production and distribution business.  The Company competes with other major and independent film studios for the acquisition of literary works, rights and properties; the services of performing artists, directors and other creative and technical personnel; and favorable distribution arrangements.  Organizations with which the Company competes have far greater financial resources, larger staffs, and greater creative resources than the Company.  Such larger competitors benefit from greater financial strength, larger production slates, more capital, economies of scale and long-term contractual arrangements.
 
New Technology
 
Several major companies have announced that they are developing or have developed other technologies, including videoserver and compression techniques, which will provide movies “on demand” to consumers directly over cable lines, telephone lines or satellite transmission.  Further, the reception of television programming via satellite disks offers a new form of competition for theatrical films, as does the growing popularity of entertainment and information product available on the worldwide web and various on-line services.   If these new technologies adversely affect demand for theatrical motion pictures, the Company’s revenues and overall business could be significantly impacted and the Company might be required to develop and implement new operating strategies and distribution arrangements in order for its business to remain viable.
The rapid growth of the prerecorded DVD industry has resulted largely from expanding consumer demand for prerecorded videocassettes, which derived from increases in the number of households with DVD players and retail video outlets, as well as the availability of feature films on videocassettes soon after their theatrical releases before their exploitation in other media.  However, due to the maturing of the market, the growth rate of households purchasing VCR’s has moderated.  A significant change in the nature of the home video industry, including competition from alternative sources of entertainment (e.g. basic/pay cable, pay-per-view cable, satellite television transmission/reception and on-line entertainment), could have an adverse affect on the Company’s economic success.
It is not possible to accurately forecast the effects that recent and future technological developments, including production processes and alternative distribution methods, may have on the value of certain markets or media.  Given the ability of technological developments to cause rapid changes, it is impossible to predict what effect these changes will have on the overall profitability of the Company’s motion pictures.
 
13


Absence of Dividends
 
The Company has never paid dividends on its ordinary shares and presently intends to retain any future earnings to finance the operations of its business.
 
Dilution
 
The Company has granted and intends to grant stock options, and to reserve a number of ordinary shares therefore. The issuance of any shares of ordinary share under this plan would materially dilute the other ordinary shareholders.
The Company’s Board of Directors is authorized to sell additional securities if in their discretion they determine that such action would be beneficial to the Company.
 
Dependence on Management
 
Management currently has broad discretion in the selection, production, acquisition and distribution of motion pictures.  The Company currently acquires interests in or produces films which are made available to the Company if they meet certain criteria, and the Company will rely on the ability of the management to identify commercially viable properties, estimate the cost of producing the films, and administer the production and distribution of the films.
Management currently employs a variety of structuring techniques, including debt or equity financing, in an effort to achieve its investment objectives.  No assurance can be given that management will be able to negotiate structures, which accomplish the Company’s objectives.
The Company does not have any “keyman” life insurance for any of its officers or directors.  The loss of the Company’s key officers could have a material adverse effect on the business and prospects of the Company.
 
Limitation on Remedies; Indemnification
 
The Company’s governing instruments provide that officers, directors, employees and other agents and their affiliates shall only be liable to the Company for losses, judgments, liabilities and expenses that result from the negligence, misconduct, fraud or other breach of fiduciary obligations.  Thus certain alleged errors or omissions might not be actionable by the Company.  The governing instruments also provide that, under the broadest circumstances allowed under law, the Company must indemnify its officers, directors, employees and other agents and their affiliates for losses, judgments, liabilities, expenses and amounts paid in settlement of any claims sustained by them in connection with the Company, including liabilities under applicable securities laws.
 
Control and Conflicts of Interest
 
While the Company has an exclusive full time employment agreement with Mr. Hoffman regarding all of his services in the motion picture business, it is possible that there may be conflicts of interest between Mr. Hoffman and the Company. All such conflicts will be subject to review and approval by the independent members of the Board of Directors.
 
14


Fireworks Litigation
 
The Company, SAFE and SAP are plaintiffs in an action against Fireworks Entertainment and certain of its affiliates (”Fireworks”), as well as ContentFilm for copyright infringement relating to the following motion pictures:   Rules of Engagement , Onegin , The Believer , Who Is Cletis Tout and American Rhapsody.     The Company is the assignee of copyright interests in each of these motion pictures.  Fireworks and ContentFilm have repudiated any and all agreements with the Company’s predecessors regarding these motion pictures.   This action was stayed by the United States District Court in Los Angeles, California by reason of a prior action filed by CineVisions and its successor for breach of contract against Fireworks in the courts of Ontario, Canada.   CineVisions has sought to discontinue the Canadian contract action but that request was denied.  Management believes that whether based on copyright infringement or contract, Fireworks has substantial liability to the Company or its predecessors with respect to Fireworks’ conversion of the Company’s and its predecessors’ interest in the Fireworks Pictures which were all produced or acquired by the Company’s predecessors.  The Company records no value in its financial statements for its interests in the Fireworks Pictures, other than immaterial amounts of legal fees.  Should the Company not prevail, it may have a liability for its own or Fireworks’ legal fees and would lose the interest it claims in the Fireworks Pictures.  There can be no assurance that the Company will prevail in the Fireworks litigation.  Loss of this litigation where the Company is a plaintiff will cause no liability to the Company other than possible payment of up to $200,000 in legal fees to defendants.
 
As a “Foreign Private Issuer”, Seven Arts is exempt from the Section 14 proxy rules and Section 16 of the 1934 Securities Act Results in Shareholders Having Less Complete and Timely Data
 
The lack of submission of proxy and annual meeting of shareholder information on Form 6-K results in shareholders having less complete and timely data.  The exemption from Section 16 rules regarding sales of ordinary shares by insiders results in shareholders having less data in this regard.
                                                                                                                           

December 2, 2008

DAMAGES Official Website - Only on FX

Filed under: Film

DAMAGES Official Website - Only on FX

Danson
Close

Flash

Facebook | Movies

Filed under: Film

Facebook | Movies

Aspect Ratios Explained: Part One in Editorial > Articles at DVDActive

Filed under: Film

The cinematographic process used to shoot movies in the Academy Standard ratio is called Spherical, and involves the use of magnifying lenses on both the camera and the projector. When filming, the camera lens takes the image being photographed and condenses it to fit onto a much smaller space, i.e. the 35mm film. Later, when the film is projected, light is passed through both it and the magnifying lens, which blows the resulting image up so it can be projected onto the cinema screen.

Aspect Ratios Explained: Part One in Editorial > Articles at DVDActive

Against the Ropes (2004) - Technical specifications

Filed under: Film

Against the Ropes (2004) - Technical specifications

“Fringe” The Dreamscape (2008) - Synopsis

Filed under: Film

“Fringe” The Dreamscape (2008) - Synopsis

December 1, 2008

Tutors of The Performing Arts School of New Zealand

Filed under: Film

Rachel Nash

Tutors of The Performing Arts School of New Zealand

multipleverses.com » Blog Archive » Legend of the Seeker 01×04 Brennidon Review

Filed under: Film

Rachel Nash who portrayed Bridget was exceptionally believable and warm in her role, she actually reminded me a lot of Pernilla August from the STAR WARS prequels.

multipleverses.com » Blog Archive » Legend of the Seeker 01×04 Brennidon Review

November 26, 2008

Groundstar Entertainment Presents David Winning - Filmmaker - Director

Filed under: Film

Groundstar Entertainment Presents David Winning - Filmmaker - Director

November 25, 2008

In The Valley of Elah, Starring Tommy Lee Jones, Charlize Theron, Susan Sarandon and James Franco — Official Site from Warner Independent Pictures

Filed under: Film

In The Valley of Elah, Starring Tommy Lee Jones, Charlize Theron, Susan Sarandon and James Franco — Official Site from Warner Independent Pictures

— review
3.5 — Good, prosaic, lacks novelty

I’m unique, not Cate Blanchett, says Jessica Marais | NEWS.com.au Entertainment

Filed under: Film

I’m unique, not Cate Blanchett, says Jessica Marais | NEWS.com.au Entertainment

Bridget Regan (I)

Filed under: Film

Bridget Regan (I)

— “Kahlan”

November 23, 2008

The Affluencer - Bravo’s Lauren Zalaznick - Profile - NYTimes.com

Filed under: Film

Since she arrived at Bravo four years ago, Zalaznick has been polishing the genre of reality TV to a high sheen, taking its contestants off primitive islands and placing them squarely in sophisticated corners of cities like New York and Los Angeles. Instead of eating insects, navigating obstacle courses or flaunting their physical charms to woo lonely rich guys, the contestants on Bravo compete, with just as much zeal, to show their good taste and talent in high-status fields like food, fashion and design.

The formula may be lowbrow — attractive people pitted against one another, ruthless eliminations — but the content is, if not exactly highbrow, then certainly high-style. It’s voyeurism for the voyeur with a good eye.

Not all of Bravo’s original programming revolves around competition, but the shows all start with reality, at least the reality of competitive, urban, coastal professionals — the gymgoers, the restaurant patrons, the trendy shoppers, the interior decorators.An entire subset of Bravo programming has been devoted to the world of high-end hair salons : “Blow Out” followed the hairstylist Jonathan Antin as he strove to expand his merchandising empire; “Shear Genius” engages hairstylists in heated competition; “Tabatha’s Salon Takeover” features tough-love makeovers for mismanaged businesses.
The Affluencer - Bravo’s Lauren Zalaznick - Profile - NYTimes.com

“The IT Crowd” (2006)

Filed under: Film

“The IT Crowd” (2006)

November 22, 2008

Miniseries - Wikipedia, the free encyclopedia

Filed under: Film

Miniseries - Wikipedia, the free encyclopedia

One other important aspect, as Francis Wheen argues is that, “Both soap operas and primetime series cannot afford to allow their leading characters to develop, since the shows are made with the intention of running indefinitely. In a miniseries on the other hand, there is a clearly defined beginning, a middle and an end, (as in a conventional play or novel) enabling characters to change, mature or die as the serial proceeds..”[2]. Thus a series that is cancelled, or not renewed, after only a few episodes would not fall into the category of a miniseries.

In television, the format dates back to 1974, beginning with the Canadian Broadcasting Corporation’s The National Dream, featuring Pierre Berton (which began broadcasting 3 March 1974 and concluded 28 April 1974) and the American Broadcasting Company’s QB VII, which starred Anthony Hopkins (and which was first broadcast beginning 29 April 1974).

Following these initial forays, broadcasters used miniseries to bring other books to the screen. Rich Man, Poor Man, based on the novel by Irwin Shaw, was broadcast in twelve one-hour episodes in 1976 by ABC, proving the format’s initial successes were not flukes.

Interview with Brooke Shields and Candace Bushnell | NiceGirlsTV.com

Filed under: Film

Interview with Brooke Shields and Candace Bushnell | NiceGirlsTV.com

Brooke Shields and Candace Bushnell have joined forces with the new series Lipstick Jungle,

‘Days of our Lives’ Actor Gets Cast on ‘The Starter Wife’ | Messing Around | Debra-M.com

Filed under: Casting

‘Days of our Lives’ Actor Gets Cast on ‘The Starter Wife’ | Messing Around | Debra-M.com

Krista Allen Talks About The Starter Wife on USA: Actress Who Portrays Nemesis of Debra Messing Gives Interview

Filed under: Film

has to start over

Krista Allen Talks About The Starter Wife on USA: Actress Who Portrays Nemesis of Debra Messing Gives Interview

Robert Buckley (VII)

Filed under: Film

Robert Buckley (VII)

Brooke Shields

Filed under: Film

Brooke Shields

Kim Raver

Filed under: Film

Kim Raver

Lindsay Price

Filed under: Film

Lindsay Price

November 21, 2008

Filmarbetare & företag - Produktionsdatabas på thefilmset.com

Filed under: Film

Filmarbetare & företag - Produktionsdatabas på thefilmset.com

November 18, 2008

Anna Friel

Filed under: Casting

Anna Friel

November 15, 2008

Kristin Chenoweth

Filed under: Film

Kristin Chenoweth

“Pushing Daisies” (2007)

Filed under: Film

“Pushing Daisies” (2007)

Olga Kurylenko

Filed under: Film

Olga Kurylenko

November 12, 2008

Sarah Shahi Pics - AskMen.com

Filed under: Casting

Sarah Shahi Pics - AskMen.com

emmanuellevaugier.com

Filed under: Casting

emmanuellevaugier.com

November 11, 2008

OVGuide Online Video Guide

Filed under: Film

listing lots of popular movies and TV shows.

OVGuide Online Video Guide: Watch Free Movies, Streaming Videos, Watch TV Shows, Video Games - It’s what’s ON the Web

November 10, 2008

Nicole Bilderback

Filed under: Film

Nicole Bilderback
10 June 1975, Korea more
Trivia:
Has performed all of her own stunts in every film and tv job she has done. more

Tyler Labine

Filed under: Film

Tyler Labine
30 April 1978, Brampton, Ontario, Canada more

Jayne Brook

Filed under: Film

Jayne Brook
16 September 1960, Northbrook, Illinois, USA more

Katey Sagal

Filed under: Film

Katey Sagal
19 January 1954, Hollywood, California, USA more

Currie Graham

Filed under: Film

Currie Graham
26 February 1967, Hamilton, Ontario, Canada more

Betty White (I)

Filed under: Film

Betty White (I)

Saffron Burrows

Filed under: Film

22 October 1972, London, England, UK

Saffron Burrows

jfr: Connie Nielsen

Constance Zimmer (I)

Filed under: Film

“Entourage” …. Dana Gordon (11 episodes, 2005-2007)

Constance Zimmer (I)

Tara Summers (III)

Filed under: Film

London, England, UK

Tara Summers (III)

John Larroquette

Filed under: Film

Has his own home recording studio. more

John Larroquette

Christian Clemenson

Filed under: Film

Christian Clemenson

Rene Auberjonois - Biography

Filed under: Film

René Murat Auberjonois was born on June 1, 1940, in New York City. René was born into an already artistic family, which included his grandfather, a well-known Swiss painter, and his father Fernand, a writer. The Auberjonois family moved to Paris shortly after World War II,

Rene Auberjonois - Biography

Mark Valley

Filed under: Film

Mark Valley

William Shatner

Filed under: Film

William Shatner

Candice Bergen

Filed under: Film

Candice Bergen

James Spader

Filed under: Film

James Spader

November 9, 2008

KATE-WALSH.COM……….your source for all things Kate Walsh

Filed under: Casting

KATE-WALSH.COM……….your source for all things Kate Walsh

Brand Keys

Filed under: Film

the
marriage of branded entertainment with sponsors

Movie poster “banner”

Filed under: Film

The Hollywood Reporter - Charts - Music News - Music Industry

November 8, 2008

Burn After Reading (2008)

Filed under: Film

Burn After Reading (2008)

- AOL Australia - Movies

Filed under: Film

Movie Reviews of all the latest Hollywood blockbusters and catch all the hottest celeb gossip - AOL Australia - Movies

November 7, 2008

Felicity Huffman Online

Filed under: Casting

Felicity Huffman Online

Jessica Tuck & Felicity Huffman

Filed under: Casting

Felicity Huffman

Jessica Tuck

Felicity Huffman

November 4, 2008

Kate Walsh (I)

Filed under: Casting

Kate Walsh (I)

November 2, 2008

Modeling Auditions Acting casting calls ExploreTalent.com

Filed under: Casting

Modeling Auditions Acting casting calls ExploreTalent.com

October 31, 2008

Latest Pictures of Paula Marshall > New, Latest Photos Shoot : pics @ Platinum-Celebs.com

Filed under: Casting

Latest Pictures of Paula Marshall > New, Latest Photos Shoot : pics @ Platinum-Celebs.com

Danny Nucci Photos - TV.com

Filed under: Casting

Danny Nucci Photos - TV.com

Paula Marshall

Paula Marshall Trivia - Paula Marshall Facts - Paula Marshall Notes

Filed under: Casting

Paula met her current husband Danny Nucci on the set of the television show Snoops. edit »

Paula Marshall Trivia - Paula Marshall Facts - Paula Marshall Notes

Paula Marshall Bio - Paula Marshall Biography - Paula Marshall Stories

Filed under: Casting

Paula Marshall Bio - Paula Marshall Biography - Paula Marshall Stories

Paula Marshall (I)

Filed under: Casting

Paula Marshall (I)

Paula Marshall

Filed under: Casting

IMDb Name Search

White Shark - Sir Roger Moore klar för Gnomes & Trolls - Newsdesk

Filed under: Film

Kort om White Shark AB (publ)White Shark är ett svenskt filmbolag som producerar datoranimerade barn- och ungdomsfilmer och utvecklar koncept kring dessa. Bolaget har producerat filmen Gnomes & Trolls - The Secret Chamber, vilken är såld och levererad för distribution till 74 länder. Uppföljaren Gnomes & Trolls - The Forest Trial är i produktion och såld till 65 länder.

White Shark - Sir Roger Moore klar för Gnomes & Trolls - Newsdesk

www.whitesharkfilm.com

October 29, 2008

Ethan Hawke & Kevin Dillon casting - brothers?

Filed under: Casting

ETHAN HAWKE -

Kevin Dillon

Before the devil knows you’re dead

Filed under: Film

May you be in heaven for at least half an hour…
Before the devil knows you are dead.

http://www.imdb.com/title/tt0292963/

Philip Seymour Hoffman

Andy Hanson
Ethan Hawke Hank Hanson
Albert Finney Charles Hanson
Marisa Tomei Gina Hanson

October 28, 2008

CBS rings Burnett’s ‘Jingles’ - Entertainment News, TV News, Media - Variety

Filed under: Film

In what may be Burnett’s most Madison Avenue-friendly program since “The Apprentice,” teams of players will be given weekly jingle-writing assignments — coming up with, say, the next Oscar Mayer wiener song or a new pitch for Coke — and will then have to perform them in front of a studio audience. Viewer votes will determine a weekly winner (whose ditty will end up in a real ad) and loser (who will go home).”This show is sort of like ‘America’s Got Talent’ but with a purpose,” Burnett said, adding that the skein will be heavy on elaborate performances as teams try to sell their songs to viewers.

CBS rings Burnett’s ‘Jingles’ - Entertainment News, TV News, Media - Variety

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Changeling (Jolie/Malkovich)

Filed under: Film

http://www.changelingmovie.net/

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October 27, 2008

Metairie.com

Filed under: Film

Stress is a very powerful force which is usually self-imposed.

Metairie.com

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October 26, 2008

Marika Dominczyk

Filed under: Film

Marika Dominczyk

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HowStuffWorks “How “Gracie” Works”

Filed under: Film

HowStuffWorks “How “Gracie” Works”
'Gracie' film poster

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The Real Deal on Film Distribution Deal

Filed under: Film

Howstuffworks

OBTAIN AN EXPERIENCED ADVISOR
Retain an entertainment attorney or experienced producer’s rep to advise you and negotiate your deal. Filmmakers know about film, distributors know about distribution.

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HowStuffWorks “How Movie Distribution Works”

Filed under: Film

HowStuffWorks “How Movie Distribution Works”

Here’s the path a film usually takes to get to your local theater:

    * Someone has an idea for a movie.
    * They create an outline and use it to promote interest in the idea.
    * A studio or independent investor decides to purchase rights to the film.
    * People are brought together to make the film (screenwriter, producer, director, cast, crew).
    * The film is completed and sent to the studio.
    * The studio makes a licensing agreement with a distribution company.
    * The distribution company determines how many copies (prints) of the film to make.
    * The distribution company shows the movie (screening) to prospective buyers representing the theaters.
    * The buyers negotiate with the distribution company on which movies they wish to lease and the terms of the lease agreement.
    * The prints are sent to the theaters a few days before the opening day.
    * The theater shows the movie for a specified number of weeks (engagement).
    * You buy a ticket and watch the movie.
    * At the end of the engagement, the theater sends the print back to the distribution company and makes payment on the lease agreement.

The Art of the Deal
It has been said that making a movie is not nearly as difficult as getting it distributed. Because of the enormous amount of cost in money and time involved in distributing a movie, a distributor must feel confident that they can make a sufficient return on their investment. Having the backing of a major studio or a well known director or star can greatly improve the chances of securing a good distribution deal.

Once a distributor is interested in a film, the two parties arrive at a distribution agreement based on one of two financial models:

    * Leasing
    * Profit sharing

In the leasing model, the distributor agrees to pay a fixed amount for the rights to distribute the film. If the distributor and the studio have a profit-sharing relationship, on the other hand, the distributor gets a percentage (typically anywhere from 10 to 50 percent) of the net profits made from the movie. Both models can be good or bad, depending on how well a movie does at the box office. The goal of both the studio and the distribution company is to predict which model will benefit them the most.

Most distributors not only provide the movie to theaters, but obtain ancillary rights to distribute the movie on VHS, DVD, cable and network TV. Other rights can include soundtrack CDs, posters, games, toys and other merchandising.

When a distributor has leased a movie, they will try to determine the best strategy for opening the movie. Opening refers to the official debut of a movie. There are several factors to consider:

    * Studio
    * Target Audience
    * Star power
    * Buzz
    * Season

has big stars but doesn’t appear to have legs (meaning that it will not stay popular for long)

poor buzz (unofficial information about the movie

Each print typically costs about $1,500 to $2,000 to make, so the distributor must consider the number of theaters a movie can successfully open in

Since opening a movie on 3,000 screens could cost $6 million for the prints alone, the distributor must be sure that the movie can draw enough people to make the costs worthwhile.

Most theaters use buyers to represent them in negotiating with the distribution companies. Large chains such as AMC Theatres or United Artists employ buyers

There are two ways for a theater to lease a movie:

    * Bidding
    * Percentage

Bidding requires that the theater agree to pay a fixed amount for the right to show the movie. For example, a theater might bid $100,000 for a four-week engagement of a new movie. During that time, it could make $125,000 for a profit of $25,000. Or it might take in only $75,000, which means the theater has a loss of $25,000. Few distribution companies use bidding anymore. Most agreements are for a percentage of the box office (ticket sales).

In this sort of deal, the distributor and the theater agree to several terms:

    * The theater negotiates the amount of the house allowance, or nut, with the distributor. This is a set figure to cover basic expenses each week.
    * The percentage split for the net box office is set. This is the amount of box office left after the deduction of the house allowance.
    * The percentage split for the gross box office is set.
    * The length of engagement is set (typically four weeks).

You can see that during weeks one, two and three, the gross percentage is higher. The net percentage is higher for week four. So the distributor would take gross percentage on one through three then net for week four. The theater breaks even the first week, loses money the second and makes a profit on weeks three and four.

The movie itself is considered a loss leader by the theater owner: It is meant to get people into the theater. The theater makes its money selling refreshments to the movie audience. That’s why concessions are so expensive — without the profits generated by things like popcorn and soda, most theaters could not afford to stay in business.

At the end of the negotiated engagement, the theater pays the distributor its share of the box office earnings and returns the print.

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HowStuffWorks “How Movie Marketing Works”

Filed under: Film

Movie marketing is the art and science of convincing consumers to buy movie tickets.

HowStuffWorks “How Movie Marketing Works”

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HowStuffWorks “How Final Cut Pro Works”

Filed under: Film

Editing is the process of cutting down hundreds of hours of video footage into a cohesive, entertaining final product.

HowStuffWorks “How Final Cut Pro Works”

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HowStuffWorks “Required Skills of a Cinematographer”

Filed under: Film

Required Skills of a Cinematographer

HowStuffWorks “Required Skills of a Cinematographer”

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HowStuffWorks “How Casting Directors Works”

Filed under: Film

HowStuffWorks “How Casting Directors Works”

actors’ agents, keeping an eye on the casting budget
    * issues casting calls for minor acting parts and conducts those auditions
    * acts as a liaison between the director and the actors, once contracts are signed
    * finds replacements, as needed, during production for actors who can’t fulfill their contracts

Networking
More than other entertainment jobs, this one is about who you know. Making connections will help you move up in your career, and it’ll give you the contacts you need to make good casting decisions. You’ll need to be able to quickly and easily find the right actors for the roles, which means knowing the actors and keeping good relationships with talent agents.

 as a casting director, you’ll also need:

    * excellent communication skills to work with both sides — studios and directors, and actors and talent agents
    * negotiation skills
    * organizational skills to juggle projects and keep them all on track
    * good memory for script details, actor abilities and contact names
    * careful attention to detail
    * patience and persistence

If you’re an empathetic person who is good at sizing people up but also tough enough to handle contract negotiations, maybe it’s time to start moving toward a casting director career.

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HowStuffWorks “How Becoming a Movie Director Works”

Filed under: Film

HowStuffWorks “How Becoming a Movie Director Works”

How Becoming a Movie Director Works

attracted the attention of executives at Universal Pictures.

Alfred Hitchcock. He worked for six years designing the dialogue cards between the scenes of silent movies and then as a film cutter, scriptwriter, set designer, production assistant and, finally, as a film director.

showing it apologetically to distributors

Becoming a movie director requires experience, effort and contacts. Nobody simply steps up and starts directing major movies.

What is a Movie Director?

A movie director is a storyteller who needs a lot of people, equipment, creativity and planning to bring his story to a movie audience. And in the process, the director has to hold on to the vision while dealing with temperamental artists, union contract requirements, uncooperative weather, studio time, budget demands and a handful of other uncontrollable uncertainties.

Roland Joffe, director of “The Killing Fields” (1984), has said directing movies resembles “playing on a multilayered, multidimensional chessboard, except that the chess pieces decide to move themselves.”

a director is responsible for a film’s overall vision. He has final responsibility for the actors, the shots, the script, the props, the editing and much more

Responsibilities involved with directing include:

    * working with the movie producer to cast the actors
    * organizing and selecting shooting locations
    * interpreting the script — and in some cases, writing or selecting it
    * approving sets, costumes, choreography and music
    * giving actors direction while conducting rehearsals and shooting the film
    * directing the work of the crew during shooting
    * working with cinematographers on shot composition
    * working with editors on creating a rough cut and final film

That’s a lot for a single person to do, so directors usually delegate some of the work. Assistant directors, for example, may be responsible for overseeing specific locations or for cueing actors and crew. A second-unit director may be in charge of directing stunt sequences. Or a director may describe what he wants out of a scene and then have the film crew find the location and lighting that work.

But some directors do more than simply direct. They may also write the script, act in the movie and serve as its producer — or even do all three

in addition to being in charge, taking many roles and turning the vision of the story into a movie, a director needs to be flexible enough to deal with unexpected challenges and open to suggestions from cast and crew that could make the movie better.

The rewards are great for directors who can manage movie-making chaos and tell their stories well. Directors are usually paid 10 percent of a film’s gross earnings, blockbusters that bring in $200 million or more can return a healthy cash reward for their directors

You’ll definitely want to include any movies you have directed, but here are some other items to put in your electronic portfolio:

    * Educational experience, including the classes you’ve taken
    * A resume showing your experience to date
    * Contact information so you can be reached
    * Clips from movies that show your skill in other areas, such as editing, writing, animation and cinematography
    * A listing of film festivals you have entered and awards won
    * Directing in other areas — music videos, commercials, animated shorts, TV shows
    * Stills and storyboards showing the thought and process behind the finished product

If you don’t have the time or expertise to put together your own portfolio, there are companies that specialize in doing this for you. My DVD Portfolio, for instance, offers several options at different prices. “Rising Star,” on the low end, turns your 30 photos, video and bio information into a customized presentation with 60 seconds of video on a master DVD. More expensive options provide additional room for more photos and video.

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October 25, 2008

Movie Script Contest :: Producers

Filed under: Film

Movie Script Contest :: Producers

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Film Fund | Film Fund 2 | Finance | Funding |

Filed under: Film

The funding may be made available by way of equity, loan, contracted
payment, sales advance or by any other means which the Members of FF2
consider appropriate in a particular case

http://www.nzfilm.co.nz/getattachment/792c795f-4aec-45f3-8f8b-c0915c986e80/How_to_Apply_and_Standard_Terms_of_Finance.aspx?disposition=attachment

Film Fund | Film Fund 2 | Finance | Funding |

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NZ Film Sales Agency | Project Finance | Sales and Marketing

Filed under: Film

# NZ Film works alongside producers to package and present films for pre-sale to the worldwide market. We maintain close working relationships with leading indepedent film distributors worldwide as well as all the major Hollywood studios.# NZ Film is committed to and passionate about the development of talented writers, directors and producers. Strategies are formulated on a film by film basis with this in mind. Projects in advanced development are covered by our in-house team as well as carefully selected international readers to inform the final script, budget and market notes.

NZ Film Sales Agency | Project Finance | Sales and Marketing

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$100-Million Infusion Puts Talent Firm in Position to Deal - Los Angeles Times

Filed under: Film

Like any top Hollywood agent, Jeff Berg is always looking to close a deal.

$100-Million Infusion Puts Talent Firm in Position to Deal - Los Angeles Times

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