Engaging a company is a simple matter in comparison to what it used to be. A few years ago you would have been compelled to choose from thousands of applicants and to make personal visits to an actors' agency—say, Mrs. Packard's or Mrs. Fernandez'. Now metropolitan casts are composed chiefly of well known people. You have seen these people often, you know what they can do, you select them with an eye to round pegs and square holes, and you write to them or their representatives. In a week your cast is ready. Salaries range from $400 a week, paid to a popular leading man or woman, to $20 a week, the stipend of a player of bits. Chorus girls usually get $18, though especially handsome "show girls" are worth as much as $60. Your star probably insists on having from $300 to $500, and a percentage of the profits.
A stage manager is the man who does the thinking for actors. He directs rehearsals, devises "business" and effects, and often has a great deal more to do with the play than the author himself. Any author will tell you that this was true in the case of a failure; any stage manager will tell you it was true in the case of a success. In all seriousness, a stage manager is a mighty important individual. If actors roamed about at will in a play, as most laymen suppose they do, you couldn't tell a first night performance from a foot-ball game. Every actor in a piece knows just where he must stand when a certain line is spoken, and when, how, where and in what manner he must move to get in position for the next line. Smooth premieres are not accidents; they are designs. Sometimes, as in the case of David Belasco, producers are their own stage managers. Frequently, as with Charles Klein, authors stage their own plays. Almost always they have something to do with it.
"If actors roamed about at will you couldn't tell a first night performance from a football game"
The chorus of a musical comedy or a comic opera rehearses apart from the principals, and begins earlier. Putting on a piece like this is more difficult than putting on a legitimate comedy or a drama, and such a director as Julian Mitchell or R. H. Burnside may be paid $15,000 a year. The production of a "straight play" often is piece work, bringing about $500 for each piece. Costumes, scenery and properties are unknown until the last rehearsal. Two chairs represent a door or a sofa or a balcony in the minds of everyone concerned. "What is the woman doing on the bench?" I inquired once at a stock company rehearsal of "Mr. Barnes of New York."
"That isn't a bench," the manager replied. "That's a train of cars just leaving the railroad station at Milan."
While these things are going on in borrowed theaters or rented halls, two departments in your enterprise are preparing other details of the business. First, there is your booking agent. His task, like the matter of engaging a company, has been simplified. Formerly, he wrote to the manager of the theater you wanted in every city you wanted to play, and kept on writing until he had contracted for a route that would not involve your jaunting from Philadelphia to Chicago and then back to Baltimore on your way to St. Louis. Railway fares, even at two cents each per mile and one baggage car with every twenty-five tickets, eat up profits. Now-a-days your booking agent goes to the booking agent of one of the two big syndicates, each of which represents half of the theatres in the country, and that gentleman arranges a route while you wait. Sometimes it may not be a route worth waiting for, but that is determined by your importance and the estimated drawing power of your attraction. Theaters are "played on shares", the shares depending again upon the drawing power of your attraction and upon the size of the city booked. In Chicago you will get 50 per cent. of the receipts; in Newark 60 per cent; in Springfield or New Haven 70 per cent. A New York house keeps 50 per cent. and, unless your production seems promising, you will be obliged to guarantee that the theater's share will not fall below a certain figure.
Next, there is your press agent. He used to be a newspaper man, and he is worth $100 a week or not more than a dollar and a quarter. In his office is a stenographer, a mimeographing machine, and a list of six hundred daily newspapers. If he is worth $100 he knows just what each of those newspapers will print and what it will not. It is his business to cover a pound of advertising so completely with an ounce of news that the whole parcel will not be consigned to the waste-basket. Out in Milwaukee and over in Boston you have observed journalistic items like these:
Augustus Thomas is at work on a new play for Charles Frohman. The piece is to be called "The Jew," and will be produced in September.
That's the press agent!