Our proven growth strategy
We achieve strong returns on capital invested, through our unrelenting focus on providing a great customer experience, and maximise the multiple growth opportunities available to us.
![growth_strategy-1.jpg](https://www.hollywoodbowlgroup.com/application/files/5717/0420/5114/Task_30__image.jpg)
We grow our LFL revenue by attracting new customers and increasing the frequency of existing customer visits and stimulating higher spend per game.
What we achieved in FY2023
- Net promoter score of 64.4 per cent
- 60.4 per cent of customers were highly satisfied
- Linked team member bonus schemes to our four critical customer satisfaction drivers
- Improved engagement rates and revenue generation through our customer data platform, using insights to improve the effectiveness of digital marketing
- Refined our website and booking engine functionality to simplify the customer journey, and improve the presentation of products, promotions and dynamic pricing
- Refined our value snacks and sharers food menu, increasing at lane food and beverage orders
- Carried out space optimisation to add extra bowling lanes and extend amusement areas where possible
What's next?
- Continue refurbishment programme in the UK (c. 33 per cent ROI) and Canada (c. 25 per cent ROI)
- Continue to focus on innovation and investment in technology
- Launch our new in-house developed booking system, which will support further business growth in the UK and Canada
4.1%
UK LFL revenue growth vs FY2022
4.5%
Group LFL revenue growth vs FY2022
15.1%
Canada LFL revenue growth vs FY2022
![growth_strategy-2.jpg](https://www.hollywoodbowlgroup.com/application/files/4017/0420/5628/task_37.jpg)
Investment in our centres improves the customer experience and drives sales and profitability. Our upgrades attract new customers, enhance customer satisfaction and increase revenues.
What we achieved in FY2023
- Completed the refurbishment or rebrand of 15 centres – 13 in the UK and two in Canada, investing £6.3m on improvements
- Added extra amusements space during refurbishments – creating on average eight new machine places and adding a total of 86 new amusement pieces in our refurbished centres
- Continued to rollout our in-centre digital installations with enhanced content – now in 36 centres
- Continued to rollout Nayax ‘tap to play’
- Completed rollout of Pins on Strings in 13 more centres – now in 54 centres at end of FY2023
- Installed solar panels at five centres to bring the total to 27 centres
- Retired the AMF brand, with all bowling centres in the UK now rebranded to Hollywood Bowl
- Rebranded all new Canadian centres to the Splitsville brand
What's next?
- At least eight refurbishments to be completed in FY2024
- Continued rollout of Pins on Strings to improve games per stop (GPS)
- Ongoing negotiation with landlords to continue solar panel rollout
15
centres refurbished or rebranded in FY2023
17.4%
LFL spend growth in first year after refurbishment
50%+
average ROI on UK refurbishment capital expenditure
![growth_strategy-3.jpg](https://www.hollywoodbowlgroup.com/application/files/4017/0420/6588/growth_strategy-3.jpg)
We actively explore growth opportunities in new markets through the build of new centres and via the acquisition of existing sites or leisure operators.
What we achieved in FY2023
- Opened two new Hollywood Bowl centres and one new Puttstars centre
- Acquired three centres in Calgary, Canada
- Commenced construction on a new build centre in Ontario
What's next?
- At least ten further centres scheduled to open in the UK and Canada by the end of FY2025
- Continue to leverage our customer-led operating model, technology and digital marketing experience to add value to the Canadian business
- Continue to develop a pipeline of new Canadian site opportunities, with more than ten additional sites or acquisitions planned in the next five years
3
new centres opened in UK
3
centres acquired in Calgary, Canada
10+
new Group centres targeted by end of FY2025
![growth_strategy-4.jpg](https://www.hollywoodbowlgroup.com/application/files/9717/0420/6842/growth_strategy-4.jpg)
Our dedicated, dynamic and diverse teams enable us to deliver on our Group purpose. Attracting and retaining top talent is a priority.
What we achieved in FY2023
- Increased salaried teams’ remuneration by over five per cent
- Rewarded more than 50 per cent of our hourly paid team members with performance-related bonuses
- Developed our employer value proposition which guides how we talk about the Group as an employer and what it means to work with us
- Launched the new employer brand aimed at attracting the best talent, a more diverse workforce and increasing the number of job applicants
- Launched a new careers website
- Developed our employer social media strategy
- Increased the number of Assistant Centre Manager in Training and Centre Manager in Training programmes, and held talent programmes for our technicians and contact centre teams
- Enrolled 14 team members onto the Senior Leadership Development Programme
- Filled 45 per cent of management vacancies from our internal talent pipeline
- Recognised as the number 12 ranked UK’s Top 25 Best Big Companies to Work For in 2023
What's next?
- Continue to run market-leading incentive schemes for our teams
- Welcome our first cohort of graduates onto our Graduate Training Programme
- Extend our employer brand across the Group
45%
of management vacancies filled from internal talent pool
52%+
of hourly paid team members received performance-related bonuses
£3.3m
bonuses paid to centre teams
![growth_strategy-5.jpg](https://www.hollywoodbowlgroup.com/application/files/4117/0420/6947/growth_strategy-5.jpg)
We believe there are potential sustainable and profitable growth opportunities in the indoor leisure sector in international markets.
What we achieved in FY2023
- Acquired a well operated, asset backed Canadian business in FY2022 that provides the Group with a strategic platform for growth
- Extended the Splitsville brand from five to eleven centres (two added post FY2023 year end) to become the largest branded ten-pin bowling operator in the Canadian market
- Customer research project completed to enhance the customer proposition and centre environments to drive customer satisfaction and sales
- Launched a new brand framework and logo
- Refurbished our largest centre and rebranded all new centres
- Completed the formation of a new senior leadership team and ongoing upskilling programme of Centre Managers
- UK team members recruited to support roles in Canadian team to facilitate cross-learnings and ways of working
What's next?
- Leverage our customer-led operating model, technology and digital marketing experience to add value to the Canadian business
- Continue to develop a pipeline of new Canadian site opportunities, with more than ten additional sites or acquisitions planned in the next five years
- Continue to evaluate opportunities for further international market expansion through the acquisitions of indoor leisure operators with high-quality locations
3
new Canadian centres acquired in FY2023
30+
target size of Canadian estate by 2035
#1
Splitsville is now the market leading ten-pin bowling brand in Canada