Publix Opinion (Dec 26, 1930)

>) Rael aly? é 7 ' ~ ry i f= = ROAD 5 | zp = ~ wiae ' ‘bappy rer aaah ru 4 ew Wear! a WW i &., pt TAT § Rew Wear! M4 : . 2 ‘The Official Voice of Publix i ; PAPO TOP IARS li Vol. III Publix Theatres Corporation, Paramount Building, New York, Week of December 26th, 1930 No. 64 ue PUBLIX 1930 RECORD ASSURES °31 SUCCESS TANDING at the threshold of a new year, and backed by the outstanding achievements of Publix in 1930, Mr. Sam Katz confidently predicted a greater growth, development and success for the company and its component individuals in 1931. In a resume of the highlights of the past year, Mr. Katz found definite encouraging signs that Publix is constantly swinging forward in its march of progress. Evidence of this is unmistakable. As long as an organization is growing and moving forward, according to Mr. Katz, its future and that of the individuals who com t at: A ’ x) ~ and theatres in North Carolina. j) & } prise it is unquestionably secure. “Future growth,” declared Mr. Katz, “is dependent upon ) past achievement. For that reason, | think it is very appropriate | now, at the beginning of a new year, to survey what has been done in 1930 in order to ascertain what may be expected in 1931. COMPANY NAME CHANGE “The most significant happening of the past year, in my mind, was the change of the company’s name from Paramount FamousLasky Corporation to Paramount Publix. The name change was symbolized by the Atlantic City Convention, which was the first joint convention of Paramount and Publix. For Publix Theatres to reach such a standard of merit that an established and distinguished company like Paramount would be willing to include them in its own name is the most illuminating possible commentary on the progress of our organization. It is an honor of which we are extremely sensible and which we shall consistently try to deserve in the future. “The year 1930 saw the successful consummation of our expansion policy. During that year, we acquired theatres in Portland, Maine, the Grubel theatres, the Netoco circuit, the Goldstein circuit, the Comerford circuit In addition to these, twenty-five theatres are now in thé process of construction. _ This alignment gives ample coverage over the entire country and . provides us with excellent facilities to sell the splendid merchandise we will have at our disposal during the coming year. 5 “Another outstanding highlight of the past year was the effective reorganization of costs enabling the entire circuit to now _ Operate with maximum efficiency at a minimum expenditure. This ' gigantic task would never have been possible but for the whole_ hearted cooperation of every man in Publix. That it was success» fully and smoothly accomplished is a great tribute to the resource fulness and sound, business sense of our manpower. It furnished “Publix may justly be proud of its performance in 1930. It has every reason to expect even greater achievement in 1931!” another clear-cut indication of strength upon which the most optimistic hopes of the future can be based. “Before going into the actual operation of theatres, I might mention the development of by-product income and the circuitwide maintenance survey effected during the past year. The former, through the medium of Commercial Entertainment Films, Fashion Films, candy sales and weighing machines brought an appreciable added revenue to our theatres. The maintenance survey made possible many useful improvements and renovations which enabled us to do better business on a more economical basis. THEATRE OPERATION “In the field of theatre operation, the realignment of Management and Booking departments concentrated the executive brainpower of Publix directly upon this important phase of our business. This, together with the consolidation of divisions and districts, makes for a closer and more intimate interlocking between activities in the field and the Home Office. On January 1, 1930, there were eleven divisions. These were increased to thirteen by expansions and are now compressed into five main sections, which include the thirteen sub-divisions. Similarly, fifty districts at the beginning of the year were later increased to sixty-four by expansions which are now compressed into fifty-four. The manning of districts by district managers, district advertising men and district hookers, with a similar set-up for divisions, provides a more effective local team work between these three departments. The new realignment makes possible a more compact and efficient coordination of effort and, at the same time, assures a more direct, personal supervision of individual localities throughout the field. —Sam Katz. “Three main innovations were instigated in 1930 which are now successfully working. A Short Subject Department was eee