Well if you want to equate burgers and chips to popcorn, chocolate and coke, be my guest. I wouldn't and I guess several other successful businesses wouldn't, but there you go. Obviously, invading a saturated market-segment (such as fast-food) is a good business strategy that cinemas should get involved with. It's not like saturation is a term used in business economics and exists in the real world. Everyone can just jump on the same business model and turn a profit. It worked for the "People" newspaper when they tried to enter a saturated market

(edit: actually, it wasn't the People. Can't even remember the name of the paper now - but I guess that goes to show how well they did at breaking into a saturated market. Man, I studied this sort of business economics at GCSE!!! Double-Edit: It was "Today," I was thinking of. Took me a while to find it!)
Heck, it's not like McDonalRAB or Burger King have ever used a movie to draw in customers, after all. Oh, wait a minute...
Film promotions to draw in customers. Pretty sure they do that. Seeing as their business model is so simple and amazing (as you suggest) it must be a total waste of resources for them to be spending the colossal amount of money it takes to secure such licenses. I wonder why they do it?
And yet, after all that, you go on to talk about the cost of marketing (ie. using something to draw in the punters to make a profit) being a heavy expense on a business. Could - possibly - cinemas have adjusted their business model to make profit out of the food and drinks, whilst using the films as a form of promotion to draw in the customers? Surely not!
You talk about knowing how to run a business, yet completely ignore supply and demand. If you have a wealth of loyal customers who spend good money with you, you don't need to worry about securing new customers who don't turn you a profit.
I'm not going to name restaurant names (because I'm a professional and I'm not into breaking client confidentiality), but I'm not talking about some out-of-the-way restaurants. These are highly-rated London restaurants. This is what they do and they are not "under new management."
As for customers turning over 30% faster if they don't drink alcohol, that's a typical useless statistic. If you make next-to-no money on food sales, then it doesn't matter if you get your table back 30% faster. The alcohol is marked up far in excess of that. Note the price I mentioned in my last post; that's a 350% uplift on an
off-license price. The distributor cost will be even less (because those off-licenses will be turning a profit, too)
If a restaurant is only making a 5% profit on the food (10% if they're lucky), then a 30% turnover in customers leaving the restaurant doesn't make for good business, compared to a 350%+ profit margin on drinks.
Say what you want about running successful restaurants, the maths doesn't support you. My client hasn't run several successful restaurants; he owns five highly-rated and profitable restaurants and hasn't moved on to other ventures - just grown the one he has. Possibly because he knows how to provide a service in higher demand than he can supply and knows how to create a successful business model.
Based on the maths of income and not on... well, whatever you are basing your ideas on.
Of course, you could say that's just an argument from authority - but at least its a stable business built on accurate mathamtical statistics (as opposed to a stat that provides no information on profitability)
But regardless - where did we start? Oh, yes; on whether or not a cinema is actually making its significant profits on food and drink sales. I don't actually see anything you are suggesting that says otherwise - aside from "I don't see why they need to show movies if they make money off food;" a daft comment that ignores not only the marketing point you yourself make in the following paragraph - but the fact that existing businesses have to adapt to a changing market.
Unless you think existing cinema chains should wrap up the business they started in - ignore the marketing potential of their existing business - and try and break into another segment that is already saturated by large, multinational corporations. SounRAB like a profitable move that would allieviate any fears of their shareholders.
I guess I can see why you ended up running multiple "successful" businesses.
EDIT: Oh and before I go, I want to add these final two quotes, courtesy of Flyboy152's last two posts (not even massively separated!), in reference to the same point;
Hmmm. I'm finding it hard to accept the rest of your "facts," when you contradict your own experience so blatently in one post after the other. These can't both be true. I hope you are not making things up to try and make yourself sound right. It's not like this is THAT important a subject!!! (meant in all good humour. This is hardly war!)
FINAL ADDENDUM: Jeez, that was a tad longer than I'd hoped for! I think I've made my point clear enough at this point (along with the fact that I'm holding a general middle-ground on the legality of the matter). I'm not going to waste more time on posting in this magntiude on the subject. Already said that I think a bottle of water is pushing it in terms of barring consumables!
Best to call it quits before it (potentially) gets out of hand. No ill-feelings meant towarRAB anyone; just having some debate, 'tis all.