Movietech, or should I say Lawfordtheatre. You are both one in the same…sad! Your anger should be funneled into improving ticket sales and not disparaging others.
Three things are obvious; 1. You are angry at us for ticket sale shortfalls. 2. Your accusations are 100% false, and we can prove it. 3. It appears you are trying to string Cowboybuboy along to possibly buy the theatre if your shortfalls continue.
I’m done waisting time. Cowboybuboy call us if you like at 630-480-3345.
Excuse me? I’m sure Cowboybuboy can fend for himself. For the record, GVI has no lawsuit against them. In fact, GVI is suing another party for tortuous interference and breach of contract.
Cowboybuboy we can provide several solid references if you so desire.
Call 630-480-3345. See for yourself if this is an opportunity.
With all due respect to those of you that have good intentions for this theater, I cannot and will not engage in discussions with non-credited, fictitious people. If you can bring value, credibility, identity, and most important constructive comments to this cause, then and only then will I participate in this forum.
The bantering I see on this site may be fun for some, but I see it as a big waste of time. I again urge those of you that really want this theater to succeed to show yourselves and get physically involved. We (GVI) have a very good plan that costs at least one half of the current plan of $8 mil. It is a community driven plan…not a selfish preservation plan.
Signing out for now. I await the brave to step forward and reveal themselves.
I understand now why you are cloaked. But I still cannot give credibility to what you are saying. For all I know you are a teenager trying to fuel a debate.
Again, I must say you have a great deal of p&v which could be useful for this project. But it is now evidenced by your last posting of your denial and hypocritical nature, that you could not be useful in this theater project. It is quite clear you are completely oblivious to your actions. To say you have not criticized those of us who have labored on this project is well, way beyond belief.
I just hope that other site members recognize this. Please understand, I strongly believe everyone has a right to comment on this project. Comments are good in generating ideas and ways to succeed. But to constantly criticize and not be aware of ones criticism is incomprehensible.
As to your latest comments, I don’t see how anyone can give credence to what you have said. Many…many…inconsistencies. I hope, Mr. Neighbor you can channel some of your energy in performing some good for this fine theater.
I urge all of you to consider what I’ve said and walk the talk!
Please allow me to make a couple of observations. The first is that I do not know any of you by your real names. It’s possible we’ve met, but I have no way of knowing that for sure. The reason I don’t know any of your names is because all of you cloak yourselves with fictitious names. I really don’t have a problem with that except without a name it is very difficult for me to give credibility to what is being said. I would just like to know why all of you use fictitious names. The only reason I can think of is that you may be trying to protect yourselves from embarrassment or alienation from someone who might take a different stand on an issue.
The second observation is that when I come here I am always reminded of the Biblical story of the prostitute who is being stoned by villagers and Jesus comes along and simply says something like, “He who has not sinned, throw the first stone.” I may be mistaken, but I don’t believe anyone on this site, except my partner, Paul Warshauer, has contributed their time, money, or sweat in bringing the Wheaton Grand back to life. But yet you can sit in front of your computers and criticize those of us who have tried and who are willing to keep trying. Maybe I’m being too dramatic, but there are some definite similarities to the Biblical story.
The last observation or clarification I’d like to make is about our (GVI) lawsuit against GTC. The hard facts of the case are as follows:
1. GTC did not fulfill their obligation to provide a safe environment for us to conduct business. We have plenty of evidence to prove this.
2. GTC has not paid us our due commissions for the backlog of shows we booked months in advance.
3. GTC has not paid us for our candy concessions which they agreed to purchase from us. GTC literally stole approx. one thousand dollars worth of our concessions.
4. GTC Board members committed “Tortuous Interference” by contacting our clients and disparaging our company and us personally. I urge all of you to look up the serious nature of their actions. In fact, as a public entity individual Board members can be held liable.
These are the facts, make no mistake. It does not surprise me that the GTC evicted the travel agency owner. Yes, it’s true a landlord can rent to whom they want. The sad part about this eviction is that this tenant paid on time for 16 some odd years and the GTC couldn’t even provide them with a working sink. To top it off, GTC charged the travel agency for two years of electric. On the surface this doesn’t sound out of line. The truth is that the travel agency was not only paying their portion of the electric bill, but all of the other tenants electric bills as well. Yes, the landlord has the right to rent from whom they want, but who in their right mind would rent from this landlord?
Let me answer by saying what we would not do. This may put our strategy in perspective. 1) We won’t limit our programming to one small demographic (100% adult focused programming). 2) We won’t be content with one state or other grant. 3) We won’t configure the theatre in a way that restricts program capabilities. 3) We won’t primarily focus on presenting high cost performances. 4) We won’t implement a restoration plan that does not preserve the historical elements (marquee, lobby ceiling, dome, proscenium arch, or the internal and external fascia). 5) We won’t try to constantly compete with bigger more established theatres. 6) We won’t begin a restoration without a well thought out plan that ensures for long term success. 7) We won’t make unrealistic promises to the community.
I could go on, but I think you get the idea. I’d be happy to present our ideas/plan in greater detail. Perhaps we can arrange a meeting for those interested. Please let me know.
This is precisely the debate that needs to take place. Is Mr. Shepardson’s plan realistic where enough subscriptions can be sold to afford top talent. In the town of Wheaton and surrounding towns, I should say not. I urge you not to give up now!!
You are correct that the more donations that are made the less number of subscriptions need to be sold. But again even if a grant of $1.75 million (this is not a given) is obtained a balance of $6.25 million over 15 years still remains. That equates to a whopping 1736 subscriptions needed to be sold per year. Totally unrealistic!!
I am not here to debate the quality of programming that the Wheaton Drama puts out. Nor am I of the belief that the Wheaton Grand cannot present a better variety of quality programming. It can. But to say that our relatively small town can draw crowds similar to the Chicago and Cadillac Theaters is a tremendous stretch.
Yes, some storefronts may need to be brought into the fold. But with any restoration plan, additional space will be needed for larger bathrooms, concession area etc. You may not agree with removing any storefronts (as you may occupy one now) but it is inevitable with any plan.
We heard several months ago that the Mason’s may be interested in selling their building. We never spoke with the Mason’s so I cannot go beyond what we heard. Again, the Mason building is not part of our primary plan.
I don’t expect you to join us right away, but please take time to consider the facts I present. My interest in the theater is not just business. I live in Wheaton and want what’s best for the city. What’s best in my opinion is that a true Community Center of Arts be constructed where all types of entertainment are available for all ages. I’m sorry but I don’t see this happening in Mr. Shepardson’s plan.
I respect your position to disagree, however I wouldn’t be so quick to disagree until you have all the facts. One major flaw with your argument (Shepardson’s plan) is that by ignoring the Wheaton Drama subscribers the Wheaton Grand would then have to sell an even higher number of subscriptions to an even higher amount of people at an even higher cost. This is truly an unrealistic projection given the existing and potential market characteristics do not support these numbers.
Let me try to put this into perspective for you, if the Wheaton Grand financed 100% of Shepardson’s estimated restoration cost of $8 million dollars over 15 years it would take approx. $533,000 per year or approx. 2,222 annual memberships costing $240 a piece, to pay back the loan. If he is lucky and is able to obtain donations for one-half ($4 million) the Grand Theater will need to sell 1,111 subscriptions consistently per year. Even if he were a magician and only financed one-third of the total restoration cost, the Wheaton Grand would still have to sell 694 subscriptions year after year to just honor the loan. At its best the Wheaton Drama, who has been around for years is only able to sell 250 subscriptions per year. Add the exorbitant cost of marquee name performances, operational expenses, advertising, etc., its fantasy financing. The Wheaton Grand will need multiple streams of revenue combined with a more economical plan to survive…period.
From a realistic marketing perspective, Shepardson’s plan is not attainable. I really urge you to speak with PJ at LHAT to get his perspective. He is extremely knowledgeable when it comes to what is really happening in the theater restoration world.
The Mason Lodge is purely an option if ever there was a need to expand the lobby. Even if the Mason Lodge were to become part of the Wheaton Grand, it would not interfere with other local businesses operations.
Our $4.1 million dollar plan involves 100% on-premise restoration. It also was co-created and approved by Mr. Clark’s staff of Engineers.
With all due respect kza347, there are many reasons the Wheaton Grand did not make it as a movie house. The main reason is that the theater has an old musty feel with no modern amenities such as, modern bathrooms, high-back or auditorium seating, digital surround sound, and premium concessions. Also, there was never any consistency of the type of movies being shown (i.e., first run or off the break, or classics). If you research why Rice Theatres closed you’ll find that it was not due to the lack of moviegoers. It had more to do with business deals and management.
As far as the dome in the Wheaton Grand, in our enhanced 3 theatre plan the dome would be fully exposed in the main theatre with little to no re-design necessary. This would be accomplished by moving the back wall to accommodate a balcony and additional space for the dome. The total cost to preserve the dome in relation to our modest $4.1 million restoration plan is very minimal.
Your last point does not add up from a marketing perspective. When you think of a market in the form of a pie, there are only so many pieces to be distributed or sold. In this case where the Wheaton Drama Group owns 100% of the pie (250 subscribers) the Wheaton Grand would need to sell subscriptions to these 250 subscribers to gain customers. As I said in my last posting, it is most difficult to sell something to someone who is loyal to a competing service. Given the difficulty of winning these customers combined with the added difficulty of selling subscriptions to new customers is an almost impossible task. Where some get confused is when Shepardson says “they have a different kind of program.” Well, I disagree. Both venues would be presenting live entertainment on the weekends. Unfortunately for the Wheaton Grand, the finite group of customers apt to buy subscriptions is now owned by the Wheaton Drama Group.
Please allow me to throw out some objective details regarding a one venue vs. multi-venue house;
It’s a fact the Wheaton Grand will have stiff competition. Their competition is not just the Paramount Theatre or the Rialto, but right next door, Wheaton Drama. This is a well established group that has been performing for many decades. Over the years they have established a loyal membership of about 250. When I asked Mr. Shepardson about the competition next door, he shrugged it off and said, “they have a different audience.” I don’t understand this. These are exactly the people the Wheaton Grand needs. Loyal members who continually buy subscriptions for quality live entertainment.
First, if anyone knows sales, the most difficult type of sale is to win over a customer already using another service. In this case Mr. Shepardson is banking on winning over many of the Wheaton Drama Groups members. Additionally, he is forecasting he will sell an additional 500 subscriptions per year.
Please believe me, in the marketing world this is a pipe dream. If the Wheaton Drama Group, who by the way are very talented, can only get 250 subscribers per year, how is the Wheaton Grand going to immediately secure 750 subscriptions year after year.
Secondly, it’s a fact (Rand Report) our youth participation in Performing Arts has been significantly declining over the last 20 years. Some may not think this important. But when you look down the road 20-25 years they will be the Wheaton Grands target audience. If the trend continues to exclude these youngsters, the Wheaton Grand will indeed become a mausoleum. The programming Mr. Shepardson is suggesting is solely targeted to adults.
We (GVI) want to see the Wheaton Grand prosper, contrary to what some believe. Since we live theatre every day we see what is working and what is not. That is why we are so passionate and opinionated about the GTC plan. It doesn’t add up. It doesn’t add up from a marketing perspective. It doesn’t add up from a target audience (youth) perspective. It doesn’t add up from a business standpoint…multiple revenue streams make more sense than one revenue stream.
One last bit of info. With the closing of the Rice movie theatres in Wheaton, a new opportunity presents itself. If the Wheaton Grand were divided into three venues, one or all could legitimately be used for movies. Our architect has created a design where each theatre is sound proof. A variety of shows could be held simultaneously without distraction. This is good business!!
Please understand, I am not interested in desparaging anyone or anything. I am only interested in the successful outcome of the Wheaton Grand.
I’d like to share with you a recent conversation I had with PJ from LHAT (League of Historic American Theatres). For those of you that aren’t aware of LHAT, they are the most recognized Historic theatre organization in the US. I called PJ to discuss theatre configuration and operation trends in the US. Specifically, what is the ratio of historic theatre owners that are only focused on preservation vs. those who combine preservation, functionality, and productivity.
I expected that this very prestigious organization would contend that nearly all theatre owners focus on preservation before functionality. But to my surprise, PJ gave a very practical answer. He said that many theatre owners who made preservation their top priority are now sorry they did so. They find themselves trying to undo the restrictions they placed on themselves with a one revenue, one venue theatre. He added that many theatre owners that have upcoming restoration plans who are seeking advice, are being directed to established theatre owners who have incorporated a multi-revenue, multi-venue house. The reason is because LHAT now understands that in order to save a theatre it must be able to function post restoration.
Additionally, when I asked PJ how difficult it is to change the design of a theatre once it becomes a national register. Again he surprised me with his answer. He said that there is definetely flexibility in the preservation process. He said no one wants to see these beautiful theatres become unattended museums.
I urge all of you to contact LHAT or PJ and learn what is really going on in the historic theatre preservation world.
I’m truly amazed at the amount of energy you exert on this site. I’m not criticizing you for this. In fact you seem to possess a strong diligence quality.
As you are probably aware, I do not spend much time on blogs mainly because I enjoy working at my business and dealing with the daily challenges it presents. When the day is done I feel a sense of accomplishment and pride knowing GVI has taken another step in preserving the arts and its many beautiful historic buildings.
You seem to possess a great deal of knowledge and experience about historic theatres yourself. I’d be very interested in learning about your work and/or contributions to the arts. I’m not too proud to admit I don’t know everything about this field. Feel free to call me at 630-489-3345 to discuss in private or via email at
Life really is too short…I invite you to help make a difference.
I’ve read the blogs associated with the Wheaton Grand that mention my company, Grande Venues, Inc. (GVI). There is always two sides to every story, and many times the story is blown way out of proportion. But I’ve not checked in here to debate or defend what has been said. Rather, I want to share a true and important story with all of you.
In February 2005 GVI hosted the Cub Scouts Blue & Gold annual banquet. My 6 year old son, a Tiger Cub Scout, was also in attendance that evening.
The entertainment for the evening was a play starring 18 Cub Scouts. When the director asked for volunteers, most of the boys raised their hands and were eager to participate in the play. My son, who is extremely bashful, sat and watched while the other children raised their hands in excitement. For any of you with children like this, you can relate to being concerned about your child’s confidence. His bashfulness was not new. In fact, I new he would not raise his hand. You can imagine all the guilt I felt as a parent.
But, something amazing happened. After most of the children stepped onto the stage, the director made one last request for children to volunteer. One boy slowly raised his hand. The boy was my son. I cried tears of joy. For the first time in his life he was not afraid and wanted to join in the fun.
Why do I tell this story? The director’s name was Paul Warshauer, my partner, or Uncle Paul as he is known by my 6 year old son. Through his passion and through his talent he made this happen for my son. So you see I’m not here to debate or defend what has been said. I’m here to share a true story.
I welcome any emails pertaining to my company or what we are trying to do.
Movietech, or should I say Lawfordtheatre. You are both one in the same…sad! Your anger should be funneled into improving ticket sales and not disparaging others.
Three things are obvious; 1. You are angry at us for ticket sale shortfalls. 2. Your accusations are 100% false, and we can prove it. 3. It appears you are trying to string Cowboybuboy along to possibly buy the theatre if your shortfalls continue.
I’m done waisting time. Cowboybuboy call us if you like at 630-480-3345.
Excuse me? I’m sure Cowboybuboy can fend for himself. For the record, GVI has no lawsuit against them. In fact, GVI is suing another party for tortuous interference and breach of contract.
Cowboybuboy we can provide several solid references if you so desire.
Call 630-480-3345. See for yourself if this is an opportunity.
Cowboybuboy, if you are interested in buying a theatre, we have a beauty to show you. Contact Mike or Paul at 630-480-3345.
With all due respect to those of you that have good intentions for this theater, I cannot and will not engage in discussions with non-credited, fictitious people. If you can bring value, credibility, identity, and most important constructive comments to this cause, then and only then will I participate in this forum.
The bantering I see on this site may be fun for some, but I see it as a big waste of time. I again urge those of you that really want this theater to succeed to show yourselves and get physically involved. We (GVI) have a very good plan that costs at least one half of the current plan of $8 mil. It is a community driven plan…not a selfish preservation plan.
Signing out for now. I await the brave to step forward and reveal themselves.
Mike Novelli
President, Grande Venues, Inc.
Mr. Neighbor,
I understand now why you are cloaked. But I still cannot give credibility to what you are saying. For all I know you are a teenager trying to fuel a debate.
Again, I must say you have a great deal of p&v which could be useful for this project. But it is now evidenced by your last posting of your denial and hypocritical nature, that you could not be useful in this theater project. It is quite clear you are completely oblivious to your actions. To say you have not criticized those of us who have labored on this project is well, way beyond belief.
I just hope that other site members recognize this. Please understand, I strongly believe everyone has a right to comment on this project. Comments are good in generating ideas and ways to succeed. But to constantly criticize and not be aware of ones criticism is incomprehensible.
As to your latest comments, I don’t see how anyone can give credence to what you have said. Many…many…inconsistencies. I hope, Mr. Neighbor you can channel some of your energy in performing some good for this fine theater.
I urge all of you to consider what I’ve said and walk the talk!
Mike Novelli
President, Grande Venues, Inc.
Please allow me to make a couple of observations. The first is that I do not know any of you by your real names. It’s possible we’ve met, but I have no way of knowing that for sure. The reason I don’t know any of your names is because all of you cloak yourselves with fictitious names. I really don’t have a problem with that except without a name it is very difficult for me to give credibility to what is being said. I would just like to know why all of you use fictitious names. The only reason I can think of is that you may be trying to protect yourselves from embarrassment or alienation from someone who might take a different stand on an issue.
The second observation is that when I come here I am always reminded of the Biblical story of the prostitute who is being stoned by villagers and Jesus comes along and simply says something like, “He who has not sinned, throw the first stone.” I may be mistaken, but I don’t believe anyone on this site, except my partner, Paul Warshauer, has contributed their time, money, or sweat in bringing the Wheaton Grand back to life. But yet you can sit in front of your computers and criticize those of us who have tried and who are willing to keep trying. Maybe I’m being too dramatic, but there are some definite similarities to the Biblical story.
The last observation or clarification I’d like to make is about our (GVI) lawsuit against GTC. The hard facts of the case are as follows:
1. GTC did not fulfill their obligation to provide a safe environment for us to conduct business. We have plenty of evidence to prove this.
2. GTC has not paid us our due commissions for the backlog of shows we booked months in advance.
3. GTC has not paid us for our candy concessions which they agreed to purchase from us. GTC literally stole approx. one thousand dollars worth of our concessions.
4. GTC Board members committed “Tortuous Interference” by contacting our clients and disparaging our company and us personally. I urge all of you to look up the serious nature of their actions. In fact, as a public entity individual Board members can be held liable.
These are the facts, make no mistake. It does not surprise me that the GTC evicted the travel agency owner. Yes, it’s true a landlord can rent to whom they want. The sad part about this eviction is that this tenant paid on time for 16 some odd years and the GTC couldn’t even provide them with a working sink. To top it off, GTC charged the travel agency for two years of electric. On the surface this doesn’t sound out of line. The truth is that the travel agency was not only paying their portion of the electric bill, but all of the other tenants electric bills as well. Yes, the landlord has the right to rent from whom they want, but who in their right mind would rent from this landlord?
Mike Novelli
President, Grande Venues, Inc.
kza347,
Let me answer by saying what we would not do. This may put our strategy in perspective. 1) We won’t limit our programming to one small demographic (100% adult focused programming). 2) We won’t be content with one state or other grant. 3) We won’t configure the theatre in a way that restricts program capabilities. 3) We won’t primarily focus on presenting high cost performances. 4) We won’t implement a restoration plan that does not preserve the historical elements (marquee, lobby ceiling, dome, proscenium arch, or the internal and external fascia). 5) We won’t try to constantly compete with bigger more established theatres. 6) We won’t begin a restoration without a well thought out plan that ensures for long term success. 7) We won’t make unrealistic promises to the community.
I could go on, but I think you get the idea. I’d be happy to present our ideas/plan in greater detail. Perhaps we can arrange a meeting for those interested. Please let me know.
Thanks,
Mike Novelli
President, Grande Venues, Inc.
Dear Neighbor,
This is precisely the debate that needs to take place. Is Mr. Shepardson’s plan realistic where enough subscriptions can be sold to afford top talent. In the town of Wheaton and surrounding towns, I should say not. I urge you not to give up now!!
You are correct that the more donations that are made the less number of subscriptions need to be sold. But again even if a grant of $1.75 million (this is not a given) is obtained a balance of $6.25 million over 15 years still remains. That equates to a whopping 1736 subscriptions needed to be sold per year. Totally unrealistic!!
I am not here to debate the quality of programming that the Wheaton Drama puts out. Nor am I of the belief that the Wheaton Grand cannot present a better variety of quality programming. It can. But to say that our relatively small town can draw crowds similar to the Chicago and Cadillac Theaters is a tremendous stretch.
Yes, some storefronts may need to be brought into the fold. But with any restoration plan, additional space will be needed for larger bathrooms, concession area etc. You may not agree with removing any storefronts (as you may occupy one now) but it is inevitable with any plan.
We heard several months ago that the Mason’s may be interested in selling their building. We never spoke with the Mason’s so I cannot go beyond what we heard. Again, the Mason building is not part of our primary plan.
I don’t expect you to join us right away, but please take time to consider the facts I present. My interest in the theater is not just business. I live in Wheaton and want what’s best for the city. What’s best in my opinion is that a true Community Center of Arts be constructed where all types of entertainment are available for all ages. I’m sorry but I don’t see this happening in Mr. Shepardson’s plan.
Thanks for the discussion,
Mike Novelli
President, Grande Venues, Inc.
I respect your position to disagree, however I wouldn’t be so quick to disagree until you have all the facts. One major flaw with your argument (Shepardson’s plan) is that by ignoring the Wheaton Drama subscribers the Wheaton Grand would then have to sell an even higher number of subscriptions to an even higher amount of people at an even higher cost. This is truly an unrealistic projection given the existing and potential market characteristics do not support these numbers.
Let me try to put this into perspective for you, if the Wheaton Grand financed 100% of Shepardson’s estimated restoration cost of $8 million dollars over 15 years it would take approx. $533,000 per year or approx. 2,222 annual memberships costing $240 a piece, to pay back the loan. If he is lucky and is able to obtain donations for one-half ($4 million) the Grand Theater will need to sell 1,111 subscriptions consistently per year. Even if he were a magician and only financed one-third of the total restoration cost, the Wheaton Grand would still have to sell 694 subscriptions year after year to just honor the loan. At its best the Wheaton Drama, who has been around for years is only able to sell 250 subscriptions per year. Add the exorbitant cost of marquee name performances, operational expenses, advertising, etc., its fantasy financing. The Wheaton Grand will need multiple streams of revenue combined with a more economical plan to survive…period.
From a realistic marketing perspective, Shepardson’s plan is not attainable. I really urge you to speak with PJ at LHAT to get his perspective. He is extremely knowledgeable when it comes to what is really happening in the theater restoration world.
The Mason Lodge is purely an option if ever there was a need to expand the lobby. Even if the Mason Lodge were to become part of the Wheaton Grand, it would not interfere with other local businesses operations.
Our $4.1 million dollar plan involves 100% on-premise restoration. It also was co-created and approved by Mr. Clark’s staff of Engineers.
Hope this helps neighbor!
Mike Novelli
President, Grande Venues, Inc.
With all due respect kza347, there are many reasons the Wheaton Grand did not make it as a movie house. The main reason is that the theater has an old musty feel with no modern amenities such as, modern bathrooms, high-back or auditorium seating, digital surround sound, and premium concessions. Also, there was never any consistency of the type of movies being shown (i.e., first run or off the break, or classics). If you research why Rice Theatres closed you’ll find that it was not due to the lack of moviegoers. It had more to do with business deals and management.
As far as the dome in the Wheaton Grand, in our enhanced 3 theatre plan the dome would be fully exposed in the main theatre with little to no re-design necessary. This would be accomplished by moving the back wall to accommodate a balcony and additional space for the dome. The total cost to preserve the dome in relation to our modest $4.1 million restoration plan is very minimal.
Your last point does not add up from a marketing perspective. When you think of a market in the form of a pie, there are only so many pieces to be distributed or sold. In this case where the Wheaton Drama Group owns 100% of the pie (250 subscribers) the Wheaton Grand would need to sell subscriptions to these 250 subscribers to gain customers. As I said in my last posting, it is most difficult to sell something to someone who is loyal to a competing service. Given the difficulty of winning these customers combined with the added difficulty of selling subscriptions to new customers is an almost impossible task. Where some get confused is when Shepardson says “they have a different kind of program.” Well, I disagree. Both venues would be presenting live entertainment on the weekends. Unfortunately for the Wheaton Grand, the finite group of customers apt to buy subscriptions is now owned by the Wheaton Drama Group.
Mike Novelli
President, Grande Venues, Inc.
Please allow me to throw out some objective details regarding a one venue vs. multi-venue house;
It’s a fact the Wheaton Grand will have stiff competition. Their competition is not just the Paramount Theatre or the Rialto, but right next door, Wheaton Drama. This is a well established group that has been performing for many decades. Over the years they have established a loyal membership of about 250. When I asked Mr. Shepardson about the competition next door, he shrugged it off and said, “they have a different audience.” I don’t understand this. These are exactly the people the Wheaton Grand needs. Loyal members who continually buy subscriptions for quality live entertainment.
First, if anyone knows sales, the most difficult type of sale is to win over a customer already using another service. In this case Mr. Shepardson is banking on winning over many of the Wheaton Drama Groups members. Additionally, he is forecasting he will sell an additional 500 subscriptions per year.
Please believe me, in the marketing world this is a pipe dream. If the Wheaton Drama Group, who by the way are very talented, can only get 250 subscribers per year, how is the Wheaton Grand going to immediately secure 750 subscriptions year after year.
Secondly, it’s a fact (Rand Report) our youth participation in Performing Arts has been significantly declining over the last 20 years. Some may not think this important. But when you look down the road 20-25 years they will be the Wheaton Grands target audience. If the trend continues to exclude these youngsters, the Wheaton Grand will indeed become a mausoleum. The programming Mr. Shepardson is suggesting is solely targeted to adults.
We (GVI) want to see the Wheaton Grand prosper, contrary to what some believe. Since we live theatre every day we see what is working and what is not. That is why we are so passionate and opinionated about the GTC plan. It doesn’t add up. It doesn’t add up from a marketing perspective. It doesn’t add up from a target audience (youth) perspective. It doesn’t add up from a business standpoint…multiple revenue streams make more sense than one revenue stream.
One last bit of info. With the closing of the Rice movie theatres in Wheaton, a new opportunity presents itself. If the Wheaton Grand were divided into three venues, one or all could legitimately be used for movies. Our architect has created a design where each theatre is sound proof. A variety of shows could be held simultaneously without distraction. This is good business!!
Please understand, I am not interested in desparaging anyone or anything. I am only interested in the successful outcome of the Wheaton Grand.
Sincerely,
Mike Novelli
President, Grande Venues, Inc.
Dear fellow Wheaton Grand enthusiasts,
I’d like to share with you a recent conversation I had with PJ from LHAT (League of Historic American Theatres). For those of you that aren’t aware of LHAT, they are the most recognized Historic theatre organization in the US. I called PJ to discuss theatre configuration and operation trends in the US. Specifically, what is the ratio of historic theatre owners that are only focused on preservation vs. those who combine preservation, functionality, and productivity.
I expected that this very prestigious organization would contend that nearly all theatre owners focus on preservation before functionality. But to my surprise, PJ gave a very practical answer. He said that many theatre owners who made preservation their top priority are now sorry they did so. They find themselves trying to undo the restrictions they placed on themselves with a one revenue, one venue theatre. He added that many theatre owners that have upcoming restoration plans who are seeking advice, are being directed to established theatre owners who have incorporated a multi-revenue, multi-venue house. The reason is because LHAT now understands that in order to save a theatre it must be able to function post restoration.
Additionally, when I asked PJ how difficult it is to change the design of a theatre once it becomes a national register. Again he surprised me with his answer. He said that there is definetely flexibility in the preservation process. He said no one wants to see these beautiful theatres become unattended museums.
I urge all of you to contact LHAT or PJ and learn what is really going on in the historic theatre preservation world.
Mike Novelli
President, Grande Venues, Inc.
Again, 630-480-3345…sorry!
Dear Life’s too short,
My correct phone number is 630-480-2245.
Mike Novelli
President, GVI
Dear Life’s Too Short,
I’m truly amazed at the amount of energy you exert on this site. I’m not criticizing you for this. In fact you seem to possess a strong diligence quality.
As you are probably aware, I do not spend much time on blogs mainly because I enjoy working at my business and dealing with the daily challenges it presents. When the day is done I feel a sense of accomplishment and pride knowing GVI has taken another step in preserving the arts and its many beautiful historic buildings.
You seem to possess a great deal of knowledge and experience about historic theatres yourself. I’d be very interested in learning about your work and/or contributions to the arts. I’m not too proud to admit I don’t know everything about this field. Feel free to call me at 630-489-3345 to discuss in private or via email at
Life really is too short…I invite you to help make a difference.
Sincerely,
Mike Novelli
President, GVI
I’ve read the blogs associated with the Wheaton Grand that mention my company, Grande Venues, Inc. (GVI). There is always two sides to every story, and many times the story is blown way out of proportion. But I’ve not checked in here to debate or defend what has been said. Rather, I want to share a true and important story with all of you.
In February 2005 GVI hosted the Cub Scouts Blue & Gold annual banquet. My 6 year old son, a Tiger Cub Scout, was also in attendance that evening.
The entertainment for the evening was a play starring 18 Cub Scouts. When the director asked for volunteers, most of the boys raised their hands and were eager to participate in the play. My son, who is extremely bashful, sat and watched while the other children raised their hands in excitement. For any of you with children like this, you can relate to being concerned about your child’s confidence. His bashfulness was not new. In fact, I new he would not raise his hand. You can imagine all the guilt I felt as a parent.
But, something amazing happened. After most of the children stepped onto the stage, the director made one last request for children to volunteer. One boy slowly raised his hand. The boy was my son. I cried tears of joy. For the first time in his life he was not afraid and wanted to join in the fun.
Why do I tell this story? The director’s name was Paul Warshauer, my partner, or Uncle Paul as he is known by my 6 year old son. Through his passion and through his talent he made this happen for my son. So you see I’m not here to debate or defend what has been said. I’m here to share a true story.
I welcome any emails pertaining to my company or what we are trying to do.
Mike Novelli
President, GVI