A proven 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.
We grow our like-for-like (LFL) revenue by attracting new customers, increasing the frequency of visits of existing customers and stimulating higher spend per game.
Progress in the year
- Customer service score of 59.3 per cent
- Net promoter score of 61.0 per cent
- Ongoing improvements to training and development programmes for all team members
- Our customer data platform is helping to improve engagement rates and opportunities for database‑generated revenue, with insights used to drive digital advertising effectiveness and to improve conversion rates
- Development of our website and booking engine functionality, which has simplified the customer journey, and improved presentation of dynamic pricing and conversion levels
- Introduced an improved value snacks and sharers food menu and increased ‘at lane’ food and beverage orders by improving in-centre WIFI and networks
- Space optimisation to add extra bowling lanes and extended amusement areas
Priorities
- Continued focus on innovation, and investment in technology at circa. 30 per cent ROI
- Digital transformation projects to improve core systems and marketing capabilities
- Drive additional improvements and excellent value-for-money customer experiences
28.3%
LFL revenue growth vs FY2019
18.3%
LFL games growth vs FY2019
8.4%
LFL average spend growth vs FY2019
Investing in the customer experience creates improved sales and profitability at existing centres. Our upgrades attract new customers, increase customer satisfaction and ultimately increase revenues.
Progress in the year
- Completed the refurbishment or rebrand of eight centres
- Spent £12.9m on continuously improving our centres
- Added an average of 1,000 sq ft to amusements space during refurbishments – creating on average eight new machine places and adding 323 new amusement pieces to our estate
- Continued to rollout our in-centre digital installations with enhanced content – now in 33 centres
- Continued to rollout Nayax ‘tap to play’ and upgraded WIFI at all centres
- Completed rollout of Pins on Strings in 15 centres – now in 41 centres
- Installed solar panels at 17 centres to bring the total to 22 centres
- Two AMF centres rebranded with final two to complete in FY2023
Priorities
- Seven refurbishments and rebrands to be completed in FY2023
- Continued rollout of Pins on Strings to improve games per stop (GPS)
- Negotiate with landlords to continue solar panel rollout
8
centres refurbished in FY2022
We actively explore growth opportunities via new build centres and through acquisition and rebranding of the sites of other operators.
Progress in the year
- Opened two new Hollywood Bowl centres and one new Puttstars centre
- Completed the acquisition of the Splitsville brand in Canada, adding five large well-operated bowling centres with bar, dining and amusements in populous locations, and providing a new strategic platform for growth
Priorities
- At least ten further centres scheduled to open in the UK by the end of FY2025 including a sixth Puttstars centre
- Leverage our customer-led operating model, technology and digital marketing experience to add value to the Splitsville business
- Continue to develop a pipeline of new Canadian site opportunities, with more than ten additional sites planned in the next five years
15-20
new centre openings targeted by end of FY2025
3
new centres opened in FY2022
Our dedicated and dynamic teams enable us to deliver on our Group purpose. Attracting and retaining the top talent is a key priority.
Progress in the year
- Reassessed team members’ pay in current inflationary environment, increasing salaried teams’ remuneration
- Introduced new bonus schemes and rewarded more than 64 per cent of our hourly paid team members with performance-related bonuses
- Carried out a number of diversity initiatives, including reviewing our careers website to appeal to all ethnic, cultural and religious backgrounds
- Introduced, and held, five Assistant Centre Manager in Training programmes
- Introduced talent programmes for our technicians and< contact centres
- Filled 40 per cent of management vacancies from our internal talent pipeline
- Provided a one-off cost of living payment to all team members
- Recognised as one of the UK’s Top 25 Best Big Companies To Work For in 2022
Priorities
- Launch the new employer brand to our team members
- Continue to run market-leading incentive schemes for our teams
40%
of management positions filled internally
£5.6m
bonuses paid to centre teams
We believe there are potential sustainable, profitable growth opportunities through acquisition or organic expansion into other indoor leisure sectors.
Progress in the year
- Extended our Puttstars trial centres with the opening of a fifth new centre during the period
- Enhanced the customer proposition and centre environments to drive customer interaction and sales
Priorities
- Latest Puttstars centre in Peterborough opened in November 2022 with environment, technology and brand upgrades
- Updated brand framework and increased marketing spend in local catchments
- Increased co-promotion between Hollywood Bowl and Puttstars brands
- Continued evaluation of rollout of Puttstars centres in high-quality locations where bowling centres are not viable due to existing centres or unit space constraints
- Opportunity to trial mini-golf courses in selected Hollywood Bowl centres as a fourth offer
66%
customer net promoter score for Puttstars in FY2022
18,000 sq ft
unit size required for a three course Puttstars centre
