Motion Picture News (Jul-Oct 1914)

THE MOTION PICTURE NEWS 41 As One Exhibitor To Another By a Successful Manager He Warns Fellow Managers Not to Allow Weather, Delays and the Usual Unavoidable Annoyances Disturb His Equanimity — The Sunny Smile and Happy Disposition Will Work Wonders, and Above All, Watch Every Detail of Your Theatre WE all like to hear the other fellow tell us how to make a success out of a run-down film theatre, and like as not he is more in need of the advice than the listener. So let us not set ourselves up as paragons, but exchange ideas, and talk about the patient (the sick motion picture theatre) and the best treatment to bring about a healthy hue, in the face of adversity. It is the heart of the patient we must first consider and regulate, that all-important organ first. Let us call this organ of the motion picture theatre by its technical title "The Manager," be it of the "owner" kind or the plain variety. The best treatment for this "organ" is careful and rigid self-discipline, and after a systematic rejuvenation, in which he lays out a "daily routine card" and neatly prints the duties to be performed each day; with each day's routine ending with "dress, shave, and doll-up," followed by "house open at — P. M.," we will proceed with a ramble as to a healthy atmosphere for the patient and how to create it. Optimism Comes First I believe the first qualification of a successful manager should be optimism, and a generous happy attitude toward the world in general. He should be one who has schooled himself to this frame of mind, who won't waste any time worrying over all the little tantalizing vicissitudes continually coming up in the show business; who will not worry over the weather; the non-appearance of the expressman when he wants to see him most with a film box; nor feel discouraged over a long run of bad business. These are the occasions when a good manager can rob himself of his naturally "sweet disposition" and ultimately transform himself into a ^'grouch." I make it a rule to inwardly talk to myself on like occasions and say, "Hold up, old boy, don't go up in the air. You can't help this matter any by getting wild or discouraged; so cool down and let us see what is the right thing to do, then we'll do it and everything will straighten itself out in the end." "Help to the Nervous System" In this way I save my nervous system, and even when the matter doesn't come to a satisfactory culmination, I still have my appetite, and it doesn't hurt me to smile. I dwell on this psychological phase of the managerial question, as it is the most important phase of the game. Success more often knocks at our door at the time when we feel things are in a hopeless condition; so you see, the fellow who keeps a generous happy attitude toward the world will have a clear head free from doubt, and will be able to see the opportunities. When conducting a theatre, week in and week out, for two or three years, one is very apt to get shortsighted as to the familiar surroundings. This is often the reason why houses find that business is not as good as it was a year ago. The remedy is easy to take, if you set about it right. Just use a little mental suggestion and pretend that you are a prospective buyer and are going to look over a theatre which you expect to purchase; then forget everything and give the house (your house) a thorough inspection. Take a big pad of paper with you. Take some morning when the house is closed; turn on all the lights and start from the other side of the street. Scrutinizing the Theatre Give the house the critical "once over" of a fussy purchaser, and speak your criticisms out loud. Then go over and scrutinize every nook and cranny of the front, and ask yourself, "Is this front neat and clean? What is the impression of those who don't come in? Are there too many posters? Are they neatly and plainly marked? What can I do to completely change the froiit to make the most particular patrons want to come in?" Don't fail to record the most trifling idea that presents itself. Then give the interior a close inspection. What is the impression of an utter stranger when he or she walks into the house? In passing, let me say I never waste time with a dissatisfied employee, especially the most important of my establishment. So my advice is, if an employee is disgrunted, pay him of¥, or pay him enough. Then there is your program; I often wonder how many exhibitors make it a business of studying the motion picture trade weeklies. Very few, I fear, give the fact of "just what is the best" much study. A simple and efficient method for one who is playing a service program is to keep a large scrap book with a section for each manufacturer and to paste the reviews on the releases, with the date of release marked against each. Weekly List of Exchange Numbers In this way you may make up a weekly list of the exchange numbers of the most desirable subjects and send your selections in to the exchange manager every week. If you keep this up you will find that your program will be greatly strengthened, and the exchange man will soon be able to keep you properly supplied with films. One of the greatest factors, aside from a carefully selected program, which is likewise carefully projected, is the personnel of the house. To illustrate, the efficiency of the ushers at the Knickerbocker is the outcome of close observation and careful schooling. They have been selected from boys going to school, who are an.xious to lighten the home burden. I take for granted when hiring an applicant that he knows how to conduct himself. He must at all times have clean hands and finger nails, linen and shoes. Tuxedos are provided in winter, also grey silk gloves and vests; white flannel trousers and plain white shirts in summer. My patrons experience a new sensation in being attended by young men who speak the king's English correctly and carry themselves as though they were receiving a respected guest in their parents' homes. Avoid Carelessness As for myself, even more care is exerted in the way of a careful grooming before going to the theatre. Hense the personnel of the Knickerbocker is such that I do not hesitate to boast of the most select and ultra fashionable patronage. Before closing, I want to say that undoubtedly the chief reason for the ultimate failure of a motion picture theatre is "pure carelessness," and the faint heart which often goes with it. And if some of the small exhibitors who are constantly complaining would study conditions affecting their theatres and be guided accordingly they would make successes of their undertakings.