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Chain Theater Control <^ <^> <^> <^ <^ 359
made appropriate to the respective localities, and expenses had been kept in line with the receipts.
Under the system in use in 1931, according to Mr. Arthur, the theater manager was a permanent resident of the town in which the theater he managed was located. He accepted orders from the central office as long as they were within reason and did not interfere with his treatment of local problems. The system demanded that central chain policies be adhered to, that certain definite standards be met, and that necessary company procedure with regard to the business administration of theater operation be observed and complied with. In all other respects the theater was to be conducted as a local institution in conformity as closely as possible with local tastes and prejudices.
Such a policy, it was believed, would enable circuits to overcome the obstacles formerly encountered in the operation of theaters located in sections of the country differing widely from one another. Thus, the circuits would be able to offset a local exhibitor's greatest advantages, which were his presence at the seat of operation, his knowledge of the local people and the territory, and the ability to inject his personality into the conduct of the theater. The following summary of the Fox Theater Corporation's plan of operation as of 1931 appeared in the Exhibitors Herald World, February 7, 1931:
Tt is the plan of Fox to immediately alleviate clerical duties of managers and give them more responsibilities along theater executive lines. They have been told that in the future only 12 reports, probably one each month, will be expected from them. These reports will take the form of letters and will contain nothing of a statistical nature as heretofore, but will concentrate on suggestions for better business as advanced by the individual operator. They are to be sent to the division or district manager.
The division managers, in turn, will take up these suggestions with the general manager. The division heads and managers of de luxe houses will establish stronger contacts with home office departments and are to report to the "g. m." on these contacts.
Three of the main office departments will maintain an inspection pf all divisions and de luxe houses. The advertising department will