Building theatre patronage : management and merchandising (1927)

CHAPTER V THE MANAGER IT is for the manager to control every detail of operation, to choose and train capable assistants, to inspire them with loyalty and enthusiasm, to sell his institution to the public and to show a profit which justifies the investment involved. Theatres are operated for profit. Profit is the objective which should be kept in mind in every detail of operation. Profit depends on two things — increasing receipts, and cutting down expenses. The manager, who in his attempt to increase receipts, neglects the expenses involved, is not efficient. Nor is that manager efficient, who, in his attempts to cut expenses, cuts to the point where receipts suffer. It is bad business to spend ten dollars to add eight dollars to the receipts. But it is just as bad to cut ten dollars out of expenses and so lose fifteen dollars in receipts that otherwise would be certain and could be secured in no other way. To increase receipts and to cut unnecessary expense to the point where receipts are not affected, involves a combination of what is called showmanship and good business sense. One without the other does not suffice. To supervise every detail of operation efficiently, the manager requires some knowledge of a wide variety of subjects. His knowledge should cover the following: The product which he is merchandising, the public to whom he sells, the theatre for whose operation he is responsible. All three are equally important. Insufficient knowledge of any one will hamper efficiency. Knowledge. Proper operation of the theatre requires some knowledge of ventilation, advertising, fire prevention, music, lighting, equipment maintenance, projection, accounting, house-cleaning and business management. At every turn, the manager can learn from modern business much that he can apply to his own 33