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was guided by an already established theater budget. Although prices were estimated for each theater, both buyer and seller were interested primarily in the aggregate totals. Pricing was made complicated by the use of flat rentals and the resultant bargaining process.
If an agreement was reached between the salesman and the buyer, the seller submitted the proposal to his sales manager, and the buyer submitted the proposal to the theater division manager. If satisfactory to both parties, the transaction was consummated and the project turned over to the various exchanges of the seller and to the division booker for the Fox Theaters Corporation. In some cases the division booker for the Fox Theaters Corporation cooperated with the distribution division manager of the company making the sale and in that way scheduled all play dates, in so far as possible, for the pictures purchased. Copies of the booking schedules were sent to the distributor's exchanges from which deliveries were to be made, and to the Fox theaters booked to exhibit the pictures. In other cases each theater district office maintained its own booker, and the individual theater managers were permitted to express their dating preferences to him. The purchasing by district bookers was coordinated by a division booker or buyer.
The purchase of Fox films by the Fox Theaters Corporation, whether by division buyers or by individual theater buyers, was negotiated in much the same manner as the purchase of a rival producer's product. For obvious reasons, however, the problems of negotiating sales were much less complex, and to a certain extent were governed by company policy.
Although a decentralized control over film purchases had been adequate during the period of early expansion, the company, in 1929, decided to adopt a centralized policy. Since the Fox Theaters Corporation did not operate under a duly appointed theater operator, the general film buyer reported directly to the vice president in charge of distribu