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1952 Theatre Catalog, 10th Edition, Page 360 (322)

1952 Theatre Catalog, 10th Edition
1952 Theatre Catalog
1952 Theatre Catalog, 10th Edition, Page 360
Page 360

1952 Theatre Catalog, 10th Edition, Page 360

Staff Supervision Through a Checkup Service

A Program to Eliminate Those Three Profit-Killers,

Dishonesty, Inefficiency, and Slipshod

The nations theatres lose millions of dollars annually as a result of slipshod management. Directly traceable to poor management, dishonesty and incompetency on the part of the staff, the various types of unpleasant conditions which discourage repeat patronage, annually divert large sums from the theatre till.

Although the trade papers have ad) monished theatremen for many years to remedy conditions which cut into boxofiice receipts, and have regularly pointed out how patron service pays off, there are still many exhibitors who are content to pay the penalties of mismanagement.

----- BRIEF: An entire program . . . both tangible and psychological . . . has been developed to impress the theatre staff with the risk involved in yielding to the temptations of dishonesty. Under the moral pressure and scrutiny of the system . . . employes undergo a mental conditioning which will eliminate their dishonest tendencies. In addition . . . the loss of patronage due to poor service and inefficiency is revealed to the management through frequent, secret on-thespot checks of personnel.

The program teaches managers, cashiers, doormen, ushers, and refreshment sales personnel the methods and techniques . . . that have proved successful in theatres throughout the country. Salesmanship and the building of patron good will are developed by constant on-the-job testing . . . followed by correction . . . then teaching of the right way to do the job.

Improved employe and customer relations are an almost automatic end result of the system. Through it, employes realize that their efficient service will be recognized . . and commended . . . their shortcomings corrected . . . thus raising the quality of their work. When the employe is satisfied . . . he usually does his best to make patrons happy.

Why :1 Checking Service?

Checking services designed exclusively for the protection of theatre owners by specialists, who have know-how and practical theatre experience, offer an effective answer to dwindling profits and the actual loss of patron goodwill resulting from poor managerial practices and staff dishonesty.

One of the most prominent of these checking services, the Hargroves System, is a complete organizational "packageii which provides the theatre owner with a remarkable tool for preventing and detecting employe dishonesty, training employes and checking on their efficiency and courtesy, theatre inspection, and numerous other important features nec


President, Hargroves National Service System, Inc.

essary for smooth and profitable management.

The value of such a service is apparent especially where absentee ownership, as in the caSe of circuit operations, usually rules out the vigilant supervision possible with the owner on the job to check day-to-day activities.

Patron Service:

Physical Services: Washrooms

The need of a checking service at the theatreebe it the Rialto in Podunk or Radio City Music Hall in New Yorke is emphasized by a recent comprehensive survey that was made'as part of the services of the Hargroves System. Some 148 representative large and small theatres throughout the country were inspected without the knowledge of the managers, and the findings are revealed

Fig. No. I-Current- Survey of Conditions in 148 Assorted Theatres:

Cashier . . . . . . . . . . . . . . . . . . . . . . . . Doorman . . . . . . . . . . . . . . . . . . . . . . .

Service and Sales at Concession ..

Front of House . . . . . . . . . . . . . . . .. Heating or Ventilation . . . . . . . . .. Projection and Sound . . . . . . . . . ..


in the accompanying compilation (Fig. No. 1).

Ratings of "Unsatisfactory" were given for a variety of reasons. As an illustration, there is a right way and a wrong way of selling a ticket and answering an inquiry. Unfortunately, the wrong way seems to come more easily than the right way, and is usually enough to drive business away from the theatre. As can be seen from the survey of the 148 theatres whose cashiers were

N um ber of Considered Considered Theatres Satisfactory Unsatisfactory 148 23 125 148 31 117 148 26 122 148 33 1 15 . 148 l 20 128 148 125 23 148 122 26 148 132 16

tested, only 23 proved satisfactory from the point of view of patron service. Poor employe attitude can be especially detrimental in the case of the doorman, for he is the host in the absence of the manager. A glum, surly

attitude on his part can seriously threaten repeat business, while a cheerful doorman helps to make the patron feel at home, and encouraged to return.

AT THE RIVOLI, N. Y. Montague Salmon. managing director. receives the Hargrove's "Seal oi Service" decal from Harold L. Groves. This seal mounted on the boxoiiice accents the supervision to personnel and public.

1952 Theatre Catalog, 10th Edition, Page 360