Growth Strategy

Investment-led growth

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.

Strategy Overview Progress Priorities
Driving like-for-like growth Driving LFL growth by attracting new customers, increasing the frequency of visits of existing customers and raising the spend per game. In FY2020, our LFL revenue grew by 0.4 per cent. LFL spend per game was the key driver of this, up 5.3%. Our approach is to increase dwell time and gain a greater share of customers’ leisure spend. Pre Covid-19 our LFL revenue grew by 8.6 per cent. Continued unrelenting focus on improving the customer experience through planned investments in technology, the digital customer journey, developing our people, marketing and ensuring we have the right products available.
Active refurbishment programme Our refurbishment programme generates improved sales and profitability at existing centres through investment in the bowling experience - including the introduction of VIP lanes, our new scoring system, new external signage, internal digital signage and leaderboards, an upgraded bar offer and the Hollywood Diner. Our upgrades attract new customers, and increase customer satisfaction, encourage repeat usage and drive revenue, for example encouraging higher spend per game In FY2020 we refurbished/rebranded three centres. Continue to enhance our existing estate so we deliver a consistent level of quality across the Group through a rolling capital investment programme. We have five to seven refurbishments planned for FY2021 and we are confident we can maintain this level of ROI as we continue to invest in our family-focused model.
Development of new centres and acquisitions There are growth opportunities via new-build centres and from the acquisition and rebranding of bowling sites from other operators. One new bowling centre, York, opened in August 2020 and is performing to expectations. Three new Puttstars mini-golf centres opened – Leeds (March), York and Rochdale (both in August). All are trading in line with expectations. Leases are signed for new centres in eight locations, which secures our pipeline to FY2024, and we have a number of other opportunities in legals. We will continue to expand our estate and look for profitable opportunities to grow, dependent on meeting our acquisition criteria and rental expectations and will continue to review selective acquisition opportunities.
Focus on people Our people underpin our business. Attracting and retaining top talent is a key priority for the Group. We continue to build on the success of our centre manager and assistant manager in training programmes, in FY2020, 73% of centre management positions were filled internally. Our team members are the face of our business and are responsible for ensuring that our customers enjoy the best possible experience every time they visit. Training, development and internal succession remain key focus areas for the Group.
To leverage our indoor leisure experience We recognise that other types of leisure activities could benefit from our customer-led operating model and believe there are potential sustainable, profitable growth opportunities through acquisition or organic expansion into other indoor leisure sectors. We developed a unique concept in the family-focused indoor mini-golf market combining unique course design with technology innovations. We opened three trial centres for our new indoor mini-golf brand, Puttstars, in Leeds (March 2020), York and Rochdale (both August 2020). Our initial focus has been on launching and operating the three Puttstars trial centres and fully evaluating their customer feedback and financial performance. The three centres have performed in line with pre-COVID revenue expectations and have received excellent local publicity and customer feedback, giving us confidence for the further rollout of our unique concept to a fragmented market of close to 1,000 venues which we believe is ready for our innovative proposition.