Delivering value and sustainable growth
At Hollywood Bowl Group, we unrelentingly focus on delivering the best leisure experience for every customer.
Our business model delivers value through continually investing in the enhancement of our customers’ experience. The financial returns this creates are reinvested in our business, reward our employees and form the dividends paid to our shareholders.
Multiple levers to drive sustainable growth
Hollywood Bowl is the Group’s flagship brand. It has centres in prime locations and benefits from the highest levels of investment.
AMF centres are generally located in secondary locations. The Bowlplex brand is being phased out as these centres migrate to the Hollywood Bowl brand.
Our centres are predominantly located in out-of-town multi-use leisure parks, typically alongside cinema and casual dining sites and large retail parks. On average, centres are just under 30,000 square feet and have 24 bowling lanes.
We have a diverse offering comprised of bowling, amusements and food and beverages. These combine to give our customers an all-round entertainment experience and serve to increase reasons to visit, dwell time and secondary spend.
We operate high-quality centres with innovative, exciting, funfilled products delivered by our enthusiastic and engaging team.
Our central support team includes a 55-seat customer contact centre that manages all calls and takes bookings, allowing our on-site teams to focus on the in-centre customer experience.
Creating outputs that deliver value
Great customer experience
Delivering a fun-filled, safe and great-value experience on each visit helps us attract new customers. It also increases the likelihood of customers recommending us to friends and family and visiting us time and again.
Motivated and engaged teams
Our team members are key to delivering a positive customer experience. We invest consistently in ensuring they are motivated and engaged with our culture and behaviours.
Financial and KPI performance
The Group’s financial performance and the progress we are making against our key performance indicator (KPI) metrics are the principal measures against which we assess our achievements.
We are focused on sustainable, profitable growth through consistently driving revenues, managing our margins and managing our cash position to provide attractive returns to shareholders.
Our business model is underpinned by
People and culture
Our people are the face of our business. They are focused and incentivised to ensure our customers have the best possible experience. Management programmes are in place to attract, retain and nurture top talent. We have a highly targeted incentive structure for our Centre Managers which is based on not only financial performance, but also customer feedback. Our positive culture promotes consistent behaviours and attitudes across the business.
Technology and customer insight
We invest in market research and ongoing customer experience programmes to continually monitor customer satisfaction. This means we can quickly react to any operational issue or respond to wider customer trends.
Our sector leading CRM systems and our proprietary scoring system are used to facilitate targeted marketing programmes pre and post customer visits. Our digital channels are a strategic key focus area and are an increasing source of revenue for the Group. Dynamic pricing, based on available capacity and booking lead time, has been introduced to improve yield management.
Capital investment programme
As well as delivering our new centres, our capital investment programme supports centre refurbishments and our ongoing maintenance spend. We like to keep all our centres looking good.
To enhance the quality of our customer offering and to improve our commercial performance, we continually invest in technology-led innovation including our CRM and reservation system, our scoring system, our back-of-house equipment and our amusements offering.
Property and supplier relationships
We have strong relationships with developers and landlords to ensure that we maintain a pipeline of new sites for the future and are starting to see the benefits of wider strategic partnerships with organisations such as intu.
We work closely with our technology suppliers to ensure that we are delivering the best possible experience across the customer journey. Strong relationships with our principal product suppliers, such as Namco, Molson Coors, Brakes and Coca-Cola, enable us to deliver promotions that help drive retail sales and ensure we have the latest product offerings in our centres.
Strong balance sheet
By driving revenues, continuing to achieve healthy margins and maintaining a strong balance sheet, we can continue to invest in all areas of our business, expanding and improving our estate, rewarding our team members and making returns to our shareholders.
Risk management and governance
Through our Board governance the Group maintains an effective system of risk management and appropriate internal controls to ensure that our business is always operated to deliver long term, sustainable growth.