Building theatre patronage : management and merchandising (1927)

Record Details:

Something wrong or inaccurate about this page? Let us Know!

Thanks for helping us continually improve the quality of the Lantern search engine for all of our users! We have millions of scanned pages, so user reports are incredibly helpful for us to identify places where we can improve and update the metadata.

Please describe the issue below, and click "Submit" to send your comments to our team! If you'd prefer, you can also send us an email to mhdl@commarts.wisc.edu with your comments.




We use Optical Character Recognition (OCR) during our scanning and processing workflow to make the content of each page searchable. You can view the automatically generated text below as well as copy and paste individual pieces of text to quote in your own work.

Text recognition is never 100% accurate. Many parts of the scanned page may not be reflected in the OCR text output, including: images, page layout, certain fonts or handwriting.

238 Building Theatre Patronage ing. He has a business proposition. Mere friendship should never be the only basis on which the manager builds his case. The approach of the manager who acts as though he were asking for charity in presenting a co-operative advertising plan is often the cause of his failure to convince. Passes. Another reason why co-operative advertising often has not been successful is the emphasis placed by the theatre manager on theatre passes. It is not good business to make theatre passes the outstanding consideration. It is not feasible to create the impression that the theatre is paying with passes for what the other co-operating party contributes. If the assistance of the other co-operating party is at all valuable, this real value cannot be paid for in the number of passes that could be reasonably offered. Consequently, if passes are considered as the main return which the theatre has to offer the bargain does not seem fair. The actual value of the passes is compared with the effort and expense involved, and the comparison does not satisfy. Besides, the effort and expense of the other co-operating party will be limited if measured by the value of the theatre passes involved, and thus the theatre does not get the full measure of co-operation. Another striking disadvantage of centering attention on theatre passes to convince others to co-operate with the theatre is that when theatre passes are liberally scattered an impression is created that the theatre seat is not worth the admission price charged. The manager who is careless in the distribution of theatre passes cheapens the commodity which he sells, just as any merchant who liberally distributed his products would create the impression that their price was not a true indication of their value. Co-operative advertising is a business proposition. The distribution of theatre passes should have as small a part in such transactions as is possible. If a few passes are given, let them be given more as a token of friendship and personal regard rather than as the theatre's payment for the expense and effort expended by others.