Harvard business reports (1930)

554 HARVARD BUSINESS REPORTS more, past experience would indicate that even though this shift should materialize, motion picture patronage would not be seriously affected. The presentation of synchronized vaudeville, suggested in the case as a possible solution, would probably not help the situation. Exhibitors who had resorted to this policy had not met with great public favor. It was argued that the Willamette Theater was recognized as a highgrade vaudeville house, and should continue to show vaudeville. Two issues arise here. First, would the public want vaudeville of any calibre? If not, the fact that the Willamette Theater had a reputation as a high-grade vaudeville house would be of no particular help to it. Second, even were there to be a continuous demand for high-grade vaudeville, the evidence in the case seems to indicate that there was real danger that a continual supply of new talent could not be obtained in numbers large enough to meet the requirements of this theater. Such being the facts, it would appear undesirable for this company to attempt to retain its character as a distinctly vaudeville house. It may be noted that a number of the de luxe houses, with which the Willamette Theater was competitive, were not houses with vaudeville or presentation acts. It would appear, therefore, that such acts were not necessary to success. The principal argument seems to imply that the real usefulness of a motion picture house is dependent upon the character of its pictures, and that only when pictures are poor is it necessary to bolster up the program with some other device. March, 1930 H. T. L.