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.

Introduction 5 make this decision for a particular theatre better than the capable manager who is right on the spot and understands conditions. The factors which influence building theatre patronage are practically countless. They begin with a selection of a theatre site, the details of theatre financing and the theatre rental. In some cases the theatre manager is struggling under a handicap due to disadvantages of a location which even perfect management and master showmanship cannot overcome. In other cases, an exorbitant property rental imposes an unnatural burden. However, the selection of the theatre site, property rental and similar matters which require a training distinct from that of the average theatre manager, are not discussed in this book. It is the typical daily problems of the average manager that are considered. The consideration is intended as well for the manager whose operation is entirely independent, as for the manager who can rely on circuit operation assistance. Even in circuit operation the strength of the circuit depends on the efficiency of its individual theatre managers. Circuit operation of theatres will always differ from chain store operation which does not demand exceptional initiative from chain store managers, because chain stores retail standard products for which price is the determining sales factor. Retailing motion picture theatre entertainment demands initiative. It demands ingenuity. It demands study for each individual operation. The time has come when there is no longer so-called "easy money" in theatre operation. Competition is keen. Patrons everywhere are more critical and more shrewd in judging values. When motion picture entertainment was a novelty, and when competition was not so keen, profits were possible even with careless operation. Now the smallest detail deserves attention. That is why emphasis is given here to small details, because perfection in small details often means a difference between profit and loss. Because theatre management requires constant study, there should be a book such as this for ready reference. This book will serve the theatre manager best if it is read not only once