Americana Movie Quotes

Having four walls of one’s own, a patch of grass in the back, a grill for hot dogs, and the ability to see the sky didn’t seem that bad. And what was this culture the critics were so fond of? Most Americans went to the movies, not poetry readings. Couldn’t a few of these theaters be built out here too? And didn’t a baseball game on the radio sound just as good anywhere?

THERE WAS ONE MAN in the movie business immune to the usual pressures of dealing with actors, directors, set design, and union contractors. He created stars who never aged, never complained, never walked off the job, and never demanded salaries. By 1937 Walt Disney was already a dominant parallel force to the studio system, “the Horatio Alger hero of Cinema.” He did need distribution, but his company’s work had such a strong draw at the box office that the distribution arms needed Disney more than the other way around. He controlled the biggest star in the world, Mickey Mouse, who had debuted in a short seven-minute cartoon Steamboat Willie in 1928. Even better, Mickey was a commercial phenomenon away from the box office.

In the spring of 1935, an editor at the New York publishing house Macmillan, while on a scouting trip through the South, was introduced to Mitchell and signed her to a deal for her untitled book. Upon its release in the summer of 1936, the New York Times Book Review declared it “one of the most remarkable first novels produced by an American writer.” Priced at $3, Gone with the Wind was a blockbuster. By the end of the summer, Macmillan had sold over 500,000 copies. A few days prior to the gushing review in the Times, an almost desperate telegram originated from New York reading, “I beg, urge, coax, and plead with you to read this at once. I know that after you read the book you will drop everything and buy it.” The sender, Kay Brown, in this missive to her boss, the movie producer David Selznick, asked to purchase the book’s movie rights before its release. But Selznick waited. On July 15, seeing its reception, Selznick bought the film rights to Gone with the Wind for $50,000. Within a year, sales of the book had exceeded one million copies. Almost immediately Selznick looked to assemble the pieces needed to turn the book into a movie. At the time, he was one of a handful of major independent producers (including Frank Capra, Alfred Hitchcock, and Walt Disney) who had access to the resources to make films. Few others could break into a system controlled by the major studios. After producing films as an employee of major studios, including Paramount and MGM, the thirty-seven-year-old Selznick had branched out to helm his own productions. He had been a highly paid salaried employee throughout the thirties. His career included producer credits on dozens of films, but nothing as big as what he had now taken on. As the producer, Selznick needed to figure out how to take a lengthy book and translate it onto the screen. To do this, Selznick International Pictures needed to hire writers and a director, cast the characters, get the sets and the costumes designed, set a budget, put together the financing by giving investors profit-participation interests, arrange the distribution plan for theaters, and oversee the marketing to bring audiences to see the film. Selznick’s bigger problem was the projected cost.

THE SYSTEM in many ways was a necessary one. Each film was entirely different, but all were expensive. Unlike a factory, a lavish movie set might be used just once, especially if the scene called for a fire or explosion. The key employees, writers, actors, and directors were known to be volatile. Even an expensively produced film that got everything right, however, could not guarantee that audiences would actually pay to watch it. And if a movie was well received by audiences, very little of this knowledge could be directly applied to another film. It was art posing as business. The rise of major studios resulted from an ongoing search for an economic formula that could make the movies work as an industry.

As theaters were the first point of revenue collection for the entire industry, this side of the business often had insights on how to keep the halls full every weekend and therefore needed some control of the product, the films themselves. Unlike a producer, who usually hired people one movie at a time and could scale down expenditures, a theater owner had substantial leases or mortgage payments on his real estate and faced ongoing pressure. Further, theater owners suddenly had to spend large amounts of capital to upgrade their facilities for a new technology.

...grand oaks, maples, and chestnuts muscle in on one another, flared in their autumn robes; a motley conflagration under the dazzling mid-October sun. We are in the middle of a beautiful nowhere, digging into sprawling hinterlands, into territories of wild earth. The rolling, winding roads away from Bangor took us through towns with names like Charleston, Dover-Foxcroft, Monson, and Shirley, all with their own quaint, beautifully cinematic set dressing. It was like each was curated from grange hall flea markets and movie sets rife with small-town Americana. Stoic stone war memorials. American flags. Whitewashed, chipping town hall buildings from other centuries. Church bell towers in the actual process of tolling, gonging, calling. To me, the sound was ominous in a remote sort of way, unnamable.

Death was not like in the movies. It was lonely, merciless, ugly, and senseless. But then this disappointment passed as his heart was stabbed with what felt like God’s own thunderbolt, and that sort of changed everything.