The film daily year book of motion pictures (1932)

Record Details:

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8. Agencies for employment. *9. Labor, skilled and unskilled — type of work — working conditions — pay days — employee organizations, etc. • 10. Is the community specialized or diversified in its industries — peak periods — unemployment periods — wage scales. 11. Population by wards and districts — number of families — type — average income. 12. Tourist visitors — the seasons — what brings them to the community. 13. Centres of population within easy travel distance of the theater — outlying communities, etc. — newspaper, mailing lists and other advertising coverage such as R.F.D. for outlying sections. • (Each manager should prepare for reference a map of his community, including adjacent territory. This map should show roads, transportation facilities, population, opposition theaters, etc.) • 14. The shopping district — shopping days — dates of special sales — markets — trade drawn to large stores from surrounding territory. • 15. Nationality and racial facts. 16. Schools — as to location, type, school organizations — influential personages. Churches — as to location, type, church organizations— influential personages. • 17. Libraries — library reports showing type of fiction preferred — magazine circulation and preference — fan magazine circulation — popularity of fiction appearing in photoplays. • 18. Musical preferences — sales at music stores — radio numbers most popular — hotel orchestra programs. • 19. Newspapers — coverage — type of readers — reliability and reputation physical appearance of news columns and advertising columns — features and special articles — attitude of national advertisers and local advertisers — editorial policy — co-operation — amusement page — composing room services — personnel — cooperative activities — advertising rates — discounts — space contracts. • 20. Clubs and societies — purpose — type of membership — character of activities — meet ing days — (include Chamber of Commerce, Rotary, commercial, civic, fraternal and social organizations, American Legion, Boy Scouts, camera clubs, dramatic societies, etc.). • 21. Outdoor advertising — rates for full and partial showing — boards available seasonally — local shops — sniping — trolley transfer points, etc. • 22. Climate — how extremes of temperature affect living and business — possible weather competition — how this competition can be met — seasonal changes. *23. Theater location — accessibility by trolley, automobile, bus line, etc. — transportation schedules — car line transfer points — parking facilities — parking regulations — visibility of theater front, etc. — passerby traffic — nearby sources of drop-in trade, such as factories, markets, public institutions, department stores, etc. — night street crowds, etc. • 24. Government — date of election — chart showing positions, names, and terms of officials — functions of government that concern the theater, such as Departments of Health, Police, Fire, Licenses, Employment, Welfare, etc. — movements that have strong local following for general welfare rather than for partisan motives — Sunday amusements— censorship, etc. • *25. Competition — every possible form of competition which might affect theater attendance, such as dance halls, beaches, amusement parks, miniature golf, athletic contests, circus, excursions, club meetings, legitimate theaters, etc. (In each case, consider dates, type of advance advertising, class of patronage attracted, possibilities of counteracting competitive attention.) • 26. Opposition theaters — history of competitive house — why it is losing or gaining patronage— details of operation, such as admission price, maintenance, service, sound, ventilation, program starting hours, advertising media, product used, protection, type of patronage, patrons' attitude toward the theater. Are motion pictures shown in schools, clubs, churches, department stores, hotels? (Active competition should be an incentive rather than a detriment. Unfair competition is not to be imitated. You can emphasize those distinctive assets of your operation only by knowing what competitors offer. It is ridiculous to emphasize the very same assets which are those of your competitor if you can place your emphasis on those distinctive details In product, sound, service, accessibility, price, patron comforts, etc.. In which your theater Is superior.)