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The explosion of the film industry and the popularity of film
players were by no means naturally assured; rather, they were shaped
by an evolving corporate setting and an evolving film aesthetic that
Worked hand-in—hand.' The transformation ofthe industry and the
rise of the star took place in four stages. The first (1895-1907) was
an era ofchaotic competition in which the most popular films were
non-narrative “actualities” recording the events ofthe day in the style
ofahome movie'TheseCOndphasesaWthe rise ofa cartelorloose
competition (1907—9) and a brief period of harmony accompanied
by the consolidation ofa technological view offilm as the prevailing
aesthetic.
These new techniques
also spurred a reevaluation of the aesthetic basis of the medium, as
crititsandindustryobservers begn todiscusstheimportanceoffilm
stories and film players.‘2 The situation was ripe, then, for the entry
of shrewd entrepreneurs such as Adolph Zukor, who between 1912
and 1916 succeeded in combining the new fihn aesthetic with a coor-
dinatedcorporatestrucmre. H'eiproductwasthefilmstarwhobecarne
simultaneously a foot] point [or the construction ofnarratives within
the film and lhr management coordination throughout the industry.
The new star lbrmed a synergistic link between film as an aesthetic
form and as a product of corporate industry.
As output surged in late 1907 and early 1908, manuficnn'ets began
to turn out a style ofnarrative film that quickly replaced the ‘ ‘actual-
ity” films ofyacht races and railroad journeys as the industry’s most
common genre." Too often, however, the narratives fitiled to com-
munieate a clear and comprehensible story. Rather than depicting
character plots, most films showed elaborate tricks or chases, which
manufacturers then marketed in detachable units, selling their film
by the foot. This undifi‘erentiated volume output was distributed
through newly established, often undependable, wholesale exchanges
that rented film to exhibitors by the foot. The newly created trade
journal for exhibitors, Mapr'ryPicnm WW, decried the poor quality
ofthese films; as an editorial noted: “Come Mr. Manufacturer, you
must do better than this. The public won’t stand for it. And we don’t
blame them
A new order in the motion picture business began to emerge in 1907
and 1908 with the formation ofa patent pool orynized around the
protected film and projector technology. After protracted litigation,
the Edison Company camera patent was finally ailirmed in 1907. In
September ofthe following year, Edison negotiated a setdement with
Biograph, the other principal patent holder. The remaining seven
manufacturers climbed on board, and the Motion Picture Patents
Company (MPPC) was born. Assigned projection, film, and camera
patents, the MPPC functioned as a pool, authorized to license each
sector ofthe industry—manuficturing, distribution, and erdribition—in
exchange for the use of its patented leading-edge technology. The
license provisions prohibited deulinm with independent manuficturers,
distributors, and exhibitors and gave Eastman Kodak an exclusive con-
tract as film supplier to the manufacturers.“
With the resulting industrial peace, exhibitors were now able to
rely on their distributors to provide them with fresh stock (two to
three difitrent ten-minute movie reels each day) that made up a com-
petitive nickelodeon program. The pool established an industry-wide
schedule that set per-foot rates according to release dates, charging
premium prices for up—to-the-minute film programs.” Because both
exhibitor and movie-goat still chose their film programs with novelty
in mind, the new cooperative schedule sewed to eliminate the indus-
try’s primary mode ofcompetition among the licensed manuficmrers.
Observersintheuadeprelemwghtthatthcpoolhadsewnthemrket
up lightly, ensuring efficient practice and a standard quality product.
As Morey Pietra: WNH portentously observed in the wake of the
agreement, “Order has been evolved out ofchaos
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