OCTOBER 2026 // VOLUME 36.10
CREATING THE
R RIGHT I G H T E X P E R I E NC E EXPERIENCE WHEN GUESTS CHANGE THE PLAN
UNDER PRESSURE
What Holiday Shifts Reveal
STAY ON THEIR RADAR
Making Repetition Work Harder
Switch To Reliability Switch To No Fees For Updates Switch To 24/7 Live Customer Service
Made In The USA
+1 314-275-8066 • sales@intercardinc.com • intercardinc.com
TABLE OF
Contents
06
Publisher’s Column
LOOK. LISTEN. RESPOND.
OCTOBER 2026 // VOLUME 36.10
16
Staying Open to What Changes
Operations & PEOPLE
08 12 16
Peak Operations UNDER PRESSURE
What Holiday Shifts Reveal
New Direction
FROM SELLING TO REINVESTING
A Family Changes Course
Team Culture
MORE THAN A SHIRT
What Your Uniform Communicates
Inside THE VENUE
18 22
Cover
22
CREATING THE RIGHT EXPERIENCE
When Guests Change the Plan
Community Connection
A PLACE FOR EVERY FAMILY
Creating Sensory-Friendly Experiences
Marketing & GROWTH
26 28
Nostalgia
BACK IN STYLE
Old Favorites Find New Fans
Visibility
STAY ON THEIR RADAR
Making Repetition Work Harder
What’s NEW
32 36 38
IBI PREFERRED VENDORS CLASSIFIEDS
Fresh Finds
VENTLESS OVENS AND FRYERS More Menu, Fewer Installation Hurdles
4 IBI magazine // October 2026
26
Designed to Sell, Monetize, and Execute On-Demand Ordering
BES NV delivers an easy way to sell, monetize, and execute the on-lane experience, maximizing system capabilities, and delivering the ultimate guest convenience without creating additional burden for you or your staff. Exclusive On-Demand Food & Beverage Ordering (featuring Square) allows bowlers to scan a QR code to order food and beverage items from an online menu and pay without ever leaving their lane.
Kurt Geyer, General Manager, Hampton Lanes, PA Learn More
“Approximately 10% of our food revenue is now driven through On-Demand Ordering. In addition, guests using the platform tip an average of 10%, and the feature also includes a 5% service charge. This has made it a meaningful contribution to both sales and overall revenue.”
Publisher’’s COLUMN Publisher
LOOK. LISTEN. RESPOND. STAYING OPEN TO WHAT CHANGES
S
ometimes you have a good plan, a good idea, and plenty of reason to believe it should work. Then people respond differently than you expected. That’s where this month’s cover story starts. A concept that works beautifully in one market doesn’t necessarily translate the same way somewhere else. Rather than keep pushing what had worked before, the team behind The Lodge in Birmingham paid attention to what guests were actually responding to and adjusted. Sometimes the best move is to stop forcing the original plan and see what your guests are already telling you.
BEFORE THE RUSH HITS
With more operators bringing in solid revenue from company and holiday parties, Brandon Willey’s article comes at a good time. He gets into what can happen when the building is packed and the pressure is on and, more importantly, what you can do now to make those shifts run better. From making sure employees know what they can handle on their own to learning from what went wrong and what went right on a busy Saturday, there are some really useful ideas here to put to work before the holiday rush hits.
KEEP SHOWING UP
Bruce Davis takes another look at why repetition still matters in marketing, even if some of the old rules don’t apply anymore. With so many messages competing for attention, seeing something isn’t the same as actually noticing it, and repeating your message in different ways can help it finally stick. Bruce makes another great
point: sometimes people like what you’re offering but simply aren’t ready to act yet, which is all the more reason to keep showing up until the timing is right.
A CHANGE OF DIRECTION
At some point, many longtime owners start thinking about what comes next. Maybe retirement is getting closer, or a sale that seemed like the answer simply doesn’t work out. That’s where the Munson family at North Bowl Lanes found themselves after nearly 60 years in the family business. When a deal to sell fell apart after more than a year of negotiations, they decided to reinvest instead. They put a management team in place, stepped away from handling so much of the day to day, and made major upgrades to improve their business. After reaching the point where they were ready to walk away, they’re enjoying the business again. And that may be my favorite part.
Stephanie Davis
stephanie@bowlingindustry.com
ASSOCIATE PUBLISHER
Natalie Davis-Fernandez
natalie@bowlingindustry.com
EDITORIAL
Jackie Fisher
fisher@bowlingindustry.com
OFFICE MANAGER
Roxanne Damask
roxanne@bowlingindustry.com
CONTRIBUTORS
Bruce Davis Stephanie Davis Natalie Fernandez Jackie Fisher Corrie Pelc Brandon Willey
There’s a lot in this issue about plans, but maybe even more about paying attention to your guests, your marketing, and your operation. Sometimes what happens next is better than what you originally had in mind. As always, I’d love to hear what’s working in your operation, what you’re trying, and what you’d like us to explore in future issues. Until next month, thanks for reading and enjoy the issue!
Stephanie Davis, Publisher & Editor stephanie@bowlingindustry.com
Sometimes what happens next is better than what you originally had in mind. 6 IBI magazine // October 2026
PUBLISHER & EDITOR
CONTACT
1850 San Marco Rd. Marco Island, FL 34145 www.BowlingIndustry.com stephanie@bowlingindustry.com
The information in this publication is provided for general informational purposes only. While every effort is made to ensure accuracy, the publisher assumes no responsibility for errors, omissions, or outcomes resulting from the use of this information. Opinions expressed by contributors and advertisers are their own and do not necessarily reflect those of the publisher. Readers are encouraged to seek professional advice before making business decisions.
360
CONTROLLER
BOOST ST
®
USBC-CERTIFIED | PBA-APPROVED FOR PROFESSIONAL COMPETITION Boost ST is in a class by itself. As the industry’s proven USBC-certified, PBA-approved dual-purpose string pinsetter, Boost ST supports league and tournament play while handling the demands of high-volume open play. Advanced sport technologies, including Precise String-Length Optimization and the 360 Controller, elevate performance, efficiency, and the bowler experience. Cloud-enabled and compatible with any major scoring system—better with Sync.
BRUNSWICKBOWLING.COM/BOOST
BOOST ST · PBA APPROVED FOR PROFESSIONAL COMPETITION
©2025 Brunswick Bowling Products, LLC. Form #0425-12CE - BE25
Operations & PEOPLE // Peak Operations
UNDER PRESSURE WHAT HOLIDAY SHIFTS REVEAL
By Brandon Willey
T
he holiday rush has a way of finding the weak spots in an operation.
School-break crowds, corporate holiday parties, and guests entertaining visiting relatives can all converge during the same few weeks alongside regular traffic. While the added volume can make the holidays one of the most profitable periods of the year, it can also magnify problems that are easier to manage when the center isn't packed. An employee might be unsure about handling a guest complaint and suddenly has three people waiting. A communication gap between the front desk and kitchen becomes much more noticeable when both are slammed. Or a manager who normally has time to step in and solve every problem may find five of them competing for attention. Holiday pressure tests how well your team can execute what's already in place when the pace is faster and problems arrive two or three at a time.
WHEN THE PRESSURE GOES UP
The first major holiday weekend is a bad time to discover that employees are unclear on policies or don't know who has authority to resolve a guest complaint. Having a focused refresher two to four weeks before peak traffic can concentrate on the area’s most likely to be stressed. Cross-training can help, too. A lane attendant doesn't need to become an expert cashier but knowing how to answer basic guest questions or help manage a queue can make a difference when another department becomes overwhelmed. Seasonal and newer employees may need extra attention because they're still learning the normal process and what happens when that process breaks down. During peak shifts, problems rarely arrive one at a time. An employee may be solving a guest issue while answering the phone, checking in
8 IBI magazine // October 2026
another group and watching the lobby queue grow. Role-playing a few familiar situations before the holidays gives the team a chance to work through that pressure before it happens for real. A family, for example, might arrive 20 minutes late for a sold-out bowling reservation while a birthday party is still waiting on food. Or two groups may believe they have the same lane while the front desk is already backed up. An arcade guest whose credits disappeared when a game failed adds another kind of problem that may need a quick decision. Each situation is manageable on its own; the challenge is handling it when several demands are competing for attention. Watching those scenarios play out can tell managers a lot about how the team responds under pressure. Do employees acknowledge the guest quickly? Can they explain what's happening without blaming another department? Do they know what they can resolve themselves and when a manager needs to become involved? Just as important, are departments communicating with one another, or is each operating on its own island?
THE $10 DECISION
Busy shifts also expose how much authority employees actually have. If a lane is down for a predetermined amount of time, does the employee know what recovery options are available? If a complaint involves a small dollar amount, can a supervisor resolve it without finding the GM? Uncertainty slows decisions and creates a bottleneck when every small problem makes its way to the same manager. Employees shouldn't have to track down the general manager for every $10 decision while a frustrated guest waits at the counter. Clear operating boundaries let routine problems get resolved faster and leave managers available for situations that need them. A five-minute shift huddle can reinforce those boundaries while giving everyone a useful picture of what's coming. Expected volume, reservations, parties, corporate groups, leagues, and projected walk-in
Operations & PEOPLE // Peak Operations
traffic help the team anticipate where the pressure may build. Staffing assignments, thin coverage areas and known issues involving lanes, attractions, games, kitchen equipment, or menu items are useful to know before the doors get busy, too. The information should travel both ways. Frontline employees may already know about a reservation issue, equipment problem or guest concern management hasn't seen. A quick conversation before the rush gives those issues somewhere to surface early, while there is still time to adjust. Training also has to be consistent. When employees receive different answers depending on who is working, they hesitate, escalate routine decisions, and send everything back to the manager. “This gives the team clear, concise and consistent information,” O’Neal says. A shared process also gives leaders a fair foundation for accountability. Trust also depends on knowing who owns what. O’Neal recommends a clear management hierarchy with defined areas of responsibility. Employees know where to turn, managers understand what they should handle and the owner is less likely to become the default answer for every question.
If Saturday's team learns something, Sunday's team should benefit from it. employees unclear about a procedure? Where did communication break down? What worked particularly well? Those answers can reveal patterns that are hard to see while everyone is in the middle of the rush. A short debrief can focus on what should change before the next peak shift and who will make that change. If the kitchen repeatedly falls behind at the same point in the evening, that's useful information. If employees keep calling a manager for the same small guest recovery, that tells you something, too. If a staffing adjustment kept the front desk moving on Saturday, Sunday's team should know about it.
The real value comes from closing that loop. If Saturday's team learns WHEN MANAGERS GET STUCK something, Sunday's team should benefit from it. One of the biggest risks during a holiday rush is having the manageron-duty become another frontline employee. If check-in gets backed READY FOR THE IMPERFECT SHIFT up and the manager jumps in, that may be exactly what's needed at the moment. But if the manager is still there 45 minutes later, who is watching Holiday weeks will always deliver surprises, and the busiest shifts quickly show where your operation gets sticky. Employees hesitate, everything else? communication drops off, managers become bottlenecks or the same Managers need enough mobility to see the entire operation. A simple problem keeps returning. "rush walk" can regularly take the manager from the entrance and Once the pace settles down, those trouble spots are worth another check-in area through the bowling lanes, restrooms, arcade and other attractions, kitchen, party rooms, and group spaces. It gives the manager look. What did the holiday rush expose about your operation that an ordinary Saturday never would, and what would you want your team to a chance to catch developing problems before they become guest handle differently before the next one? complaints.
WHAT SATURDAY REVEALS
Some of the best operational information comes from the busiest shifts. Unfortunately, much of it disappears when everyone clocks out. A quick post-shift conversation with managers and supervisors can capture what happened while it's still fresh without turning the end of the night into another long meeting. Where did queues develop? Which department became overwhelmed first? Were there recurring guest complaints? Did equipment or technology cause problems? Were staffing levels appropriate? Were
10 IBI magazine // October 2026
Brandon Willey, ICAE, is co-founder of the LBX Collective, founder and CEO of Premier LBX Group, host of The LBX Show, and founder of Perkiverse. A longtime leader in the attractions industry, he previously chaired IAAPA's FEC Committee and now serves on the North America Manufacturers and Suppliers Committee. Connect with him at LinkedIn.com/in/bwilley.
THE WORLDWIDE LEADER IN AUTOMATIC SCORING ESTABLISHED IN 1980
Free Technical Support. Free lifetime software updates. Long-term reliability trusted worldwide since 1980.
RELIABILITY YOU CAN COUNT ON
EASY REAL–TIME SMARTER MANAGEMENT REPORTS DECISIONS
NO TECHNICAL SUPPORT FEES–EVER
LOWER COST OF OWNERSHIP
INDEPENDENT MEANS FOCUSED
Steltronic systems are built Unlike competitors, Steltronic Longer system life, fewer Steltronic has never been provides free technical for long-term performance sold and does not own forced replacements, and support and free lifetime with proven reliability competing bowling centers. industry-leading 2-year software updates–protecting bumper-to-bumper warranty and upgrade paths that your investment year after makes Steltronic the smarter Our only business is helping keep your center running year. your center succeed. long-term investment. smoothly for years.
TRUSTED 25,000 + WORLDWIDE INSTALLED LANES WORLDWIDE SINCE 1980
LOCATIONS ACROSS NORTH AMERICA
850+
90+
SteltronicScoring.com
info@SteltronicScoring.com
COUNTRIES WORLDWIDE
12
DISTRIBUTORS IN NORTH AMERICA
(800) 942-5939
Operations & PEOPLE // New Direction
FROM
SELLING
TO
REINVESTING
A FAMILY CHANGES COURSE By Stephanie Davis
B
y February 2025, the Munson family was preparing to close a chapter that had lasted nearly 60 years.
Dan, Patty, Bob, and John Munson had spent most of their lives at North Bowl Lanes in Plattsburgh, New York. Their father first bought into the business in 1966, eventually becoming sole owner, and all four children grew up working at the center before taking over operations themselves. Now, Dan is 70, Patti is 68, Bob is 65, and John, the youngest, is 58. Their children had largely gone in other directions, so selling seemed like the right move. A buyer emerged, but after more than 16 months of negotiations, the financing fell through just as the deal neared completion. At that point, the Munsons decided to reinvest instead of waiting for another buyer. After closing for a month to make major upgrades, North Bowl reopened with a very different outlook on the future.
BACK TO THE PLAN
The siblings traditionally worked from five-year plans, alternating customer-facing improvements with infrastructure projects such as roofing, heating or air conditioning. “Cosmetic is what sells,” says John Munson, co-owner of North Bowl Lanes. “People see that.” Once North Bowl was headed toward a sale, the family stopped looking as far ahead. They weren’t eager to spend on a business they expected someone else to own. When the deal stalled, that changed.
12 IBI magazine // October 2026
The siblings looked at what was creating the most frustration in their operation and what could open the door to something better. At the top of the list were the machines behind all 32 lanes.
A BLACK CLOUD
The aging pinsetters had become one of North Bowl’s biggest frustrations. On a busy night, equipment problems could generate 50 to 60 trouble calls. Someone had to be behind the lanes every hour the center was open, and the family worried about what would happen if their longtime mechanic were unavailable. “It was a black cloud hanging over our head,” John says. “We worried about it all the time.” So, in 2025, they replaced the old machines with QubicaAMF EDGE String pinspotters, a change John says quickly showed up in both reliability and operating costs. John saw the difference one busy Saturday when he called the center and learned someone had gone behind the lanes only twice all day: to turn the lights on and off. No trouble calls. “It’s taken away 90% of the stress we had with the business,” John says. “It’s been life-changing.” Parts expenses have dropped more than 90%, while electricity costs are down about 21%. With New York utility rates rising during the same period, John estimates electricity usage has probably fallen 30% to 35%. The difference is visible behind the lanes, too. Parts once filled a back wall, a separate room and a tractor trailer behind the building.
Are rising electricity costs lowering your bottom line? EDGE String slashes electricity costs up to 90%.* It’s the most energy efficient pinspotter available and uses less power than the typical household coffee maker. And, EDGE String delivers more than just energy savings. Many proprietors who switched to EDGE String report:
$2,750-$4,000+ in annual operational savings per lane
ROI within 5 years
Happier bowlers thanks to amazing reliability
A better workplace environment and less stress on themselves and their staff Learn how EDGE String can reduce your operating costs:
* As compared to older free-fall machines.
Operations & PEOPLE // New Direction
North Bowl shared a behind-the-scenes look at its new pinsetters on Facebook, and the community responded with plenty of enthusiam. “We got rid of all of it,” John says. “Now our parts bench is literally six feet long. That’s it.”
A DIFFERENT WAY TO WORK
As the Munsons reinvested, they also changed how they worked in the business. They put a management team in place so the center could operate without all four siblings covering regular shifts. Dan and Patty moved toward retirement, while John and Bob stayed involved working with the managers. That shift gives John and Bob more time to focus on where the business can go next. “Think of the time and effort you put into your machines,” John says. “Now we’re putting time and effort into making money.” “We’ve gone from, ‘What fire are we putting out?’ to, ‘What can we improve on to make more money?’”
SOMETHING NEW FOR GUESTS
The guest experience received attention too. North Bowl reopened with BES X scoring and later upgraded to QubicaAMF’s BES NV scoring system, giving guests more ways to play beyond a traditional game. John had noticed younger kids often losing interest by the fourth or fifth frame. BES NV’s interactive games give them something else to chase, like building a monster or crushing a castle with each shot. Guests can also take photos at the scoring console and see their faces appear in on-screen animations, a feature John says has been especially popular with guests. “There are so many options, but when the staff gets busy, they don’t always have time to explain everything to the guests,” John says. “I like that the system asks who they’re with and why they’re visiting, then helps point them toward games they might enjoy. As much as I preach and preach, I know when I’m not there, half the time that may not be happening. And those games are what sells.” During the slower summer months, North Bowl included the interactive games in its regular hourly price to get guests trying them. Now the family is experimenting with how to price that added experience during the busier season, including testing a $5 increase in the hourly rate.
14 IBI magazine // October 2026
ONE THING LEADS ANOTHER
At North Bowl, one investment often helps fund the next. A snack bar upgrade opened the door to more food business, and after hiring a restaurant general manager with country-club experience, the center expanded its catering operation. That revenue helped fund a lounge remodel and bar improvements. The family hopes that growth can now help pay for new kitchen equipment and an upgraded menu. It’s an approach John sums up simply: “Don’t be afraid to spend but do it in an intelligent way with numbers.” With more time to focus on catering, events and other opportunities, John and Bob are enjoying the business again. “I like coming to work,” John says. “Everyone is having fun. The love of the business has come back.”
FIVE YEARS AGAIN
The decision to reinvest meant something to the community, too. Word had spread that North Bowl was being sold, and John remembers the reaction when the family told league officers they had changed course. Some had tears in their eyes. “They were so happy our family was keeping the business,” he says. At one point, the siblings had considered selling the property for another use but couldn’t bring themselves to do it. “We knew our parents would not be happy that we were taking this out of the community,” John says. The Munsons remain open to the right buyer and the right price, whether that person comes from outside the business, their management team or perhaps another generation of the family. For now, they’re enjoying the business again and have put North Bowl in a stronger position for whatever comes next. And after putting their plans on hold while waiting for a sale, the Munsons are back to something familiar. They’re working on another five-year plan.
YOUR REDEMPTION PARTNER ... ALWAYS AT YOUR SERVICE.
THE REDEMPTION PLUS PROMISE When you partner with Redemption Plus, you get a team committed to your success at every step.
Scan to Learn More!
OUR SERVICE PILLARS: •
Merchandising + Design Services
•
Training + Education
•
Ongoing Inventory Support
•
Rapid Reorder Technology
•
Custom + In-House Printing
EXCEPTIONAL PRIZE SELECTION. EXPERT REDEMPTION SERVICES. LIFETIME SUPPORT.
www.redemptionplus.com
1.888.564.7587
Operations & PEOPLE // Team Culture
MORE THAN A
SHIRT WHAT YOUR UNIFORM
COMMUNICATES By Corrie Pelc
A
t DiDonato’s Family Fun Center in Hammonton, NJ, most employees wear a black three-button athletic polo with the center’s logo over the left chest and black chino-style pants. Management follows the same uniform standard, reinforcing the idea that everyone is part of the same team. “So there’s nothing that separates us as far as who is management, who’s working on the lanes, who’s scooping ice cream,” says Christina DiDonato, vice president. “We need every single person here to make the operation work.” That standard also shapes what guests see. “You’re working with the public, so you want something that looks clean and representative of the image that you’re trying to put out for your center, and what you’re trying to put out as far as your vision for your family fun center,” DiDonato says. A uniform can identify the people ready to help while giving a staff a visible connection to the brand. “It gives some continuity, and it makes it a little bit more professional inside the center and easy for customers to identify staff if they need help or have any questions,” says Mike Monroe, CEO of First Frame Bowling. “And so obviously for service, I think that identity is very important.”
CHOOSE COMFORT WITHOUT LOSING POLISH
A clean T-shirt or polo with the center’s logo provides a practical starting point, but the uniform also has to work for employees throughout a shift. DiDonato’s collared athletic polo balances movement with a polished look. “It makes a really good representation of the brand and our team to have them in that collared shirt,” DiDonato says. First Frame Bowling gives service employees logoed T-shirts in several colors, including a tie-dyed option. Managers usually wear logoed polos, creating an easy visual distinction while keeping the overall look connected. Employees can pair those shirts with jeans without holes, as well as shorts or skorts during warmer months. Monroe says the goal is to keep the team looking appropriate without losing the relaxed feel of the business. “We are a fun place,” he says. “We try to make them feel comfortable and relaxed.”
KEEP THE LOOK CONSISTENT
DiDonato adds logoed black crewneck sweatshirts during colder months and for employees working the center’s Christmas train event. The extra layer keeps the team warm without replacing the branded look guests recognize.
16 IBI magazine // October 2026
“Uniforms are important here at DiDonato’s,” DiDonato explains. “This is not something new. We’ve been wearing uniforms for decades. When you put on that DiDonato’s shirt, you’re not only representing yourself, but you’re representing the DiDonato name. And we are very appreciative to a great staff that represents us so well.”
LET UNIFORMS MOTIVATE THE TEAM
First Frame gives managers the flexibility to select the T-shirt colors their departments wear. A color can help a department stand out, reinforce its identity, or become recognition employees can earn. “We’ve tried to let our managers sort of create their own culture right within their center,” Monroe says. “So it’s up to them to decide how they want to use the shirts and the color schemes and make it a little bit more special, or make them stand out, or even making it an award. We try to let our managers set their own atmosphere and culture with the uniforms.”
HELP GUESTS REMEMBER THE EXPERIENCE
A logoed uniform gives guests a quick way to find help. When that interaction goes well, the logo becomes tied to the service they received and the experience they remember. “They’re going to see that name right there, and I think it will embed in people’s minds that when someone brings up they went bowling, they’re going to remember your center for that great experience and they’re going to relate to it,” Monroe says. “So I think it helps make it top of mind.”
Corrie Pelc is a journalist and freelance writer covering the business of recreation and entertainment.
Inside THE VENUE // Cover
CREATING THE
RIGHT EXPERIENCE WHEN GUESTS CHANGE THE PLAN By Jackie Fisher
C
ompetitive Social Ventures (CSV) operates a growing portfolio of social entertainment venues, but two of its locations show why the same approach may not work in every market. Roaring Social in Alpharetta, Georgia, is an adult nightlife destination where live music, dancing, cocktails, and eight boutique bowling lanes have created a successful mix. Fairway Social Birmingham serves a broader audience and includes The Lodge, an intimate entertainment space within the venue.
18 IBI magazine // October 2026
When CSV began programming The Lodge, adapting Roaring Social’s successful combination of music and socializing seemed like a logical move. Birmingham guests had other ideas. Rather than responding to the music and dancing that appealed to Roaring Social customers in Alpharetta, Birmingham guests were more drawn to sporting-event watch parties. CSV took the cue and shifted The Lodge’s programming to reflect that interest. The right experience isn’t always the one originally planned. Sometimes the market points you in a different direction.
A PROVEN IDEA MEETS A NEW MARKET
CSV operates social entertainment concepts across Georgia, Alabama, and Colorado. Roaring Social caters exclusively to guests 21 and older, while Fairway Social draws families and groups for simulator games, dining, and sports viewing. Within Fairway Social Birmingham is The Lodge, a vintage-inspired speakeasy and clubhouse with duckpin bowling, craft cocktails, and live entertainment. Because music and dancing had worked so well
SHOPPING MADE EASY Check out our 2026 Catalogs!
Easily shop by merchandiser
SEE IT FOR YOURSELF AT RINOVELTY.COM Custom Planograms Automatic Reordering Industry-Leading Pricing Largest Product Selection Same-Day Shipping Available Knowledgeable, Reachable Staff
www.rinovelty.com
800-435-3456
Inside THE VENUE // Cover at Roaring Social, CSV expected similar programming to draw guests into The Lodge. Guests showed stronger interest in sporting events and watch parties. CSV President and CEO Neal Freeman said the company relies heavily on data and guest feedback to understand demand rather than on a single metric. In Birmingham, those signals led CSV to emphasize sports-driven programming while keeping live music in the mix. “Not every market will accept your concept as it was originally built,” Freeman said. “Staying nimble and being willing to pivot is key to success in today’s market.”
WRONG ASSET OR WRONG JOB?
The Lodge already had a stage and projector. When guests showed more interest in sporting events, CSV found another use for assets already in place. The reason to visit shifted from seeing a band to watching a big game. An asset can look weak when judged against the wrong expectation. A party room that struggles with birthday parties may work well for business meetings. Background screens may become the centerpiece of a watch party. A quiet bar may come alive around trivia or local sports. The first question doesn’t always have to be, “What should replace it?” A better question may be, “What else could this space do?” Changing the programming, audience, or use of an existing space offers a way to see what else it can do before making a much more expensive decision.
EVERY EXPERIENCE HAS A JOB
Changing how something is used can also change how its value is measured.
At Roaring Social, live music is the primary draw, while Freeman describes bowling as a “strong supporting experience.” The lanes give groups another way to interact, help break the ice during corporate events, and reinforce the venue’s 1920s atmosphere. “The food and beverage is the biggest driver for success, but the entertainment is usually what draws in our guests, and keeps them staying longer, and returning,” Freeman said. That makes direct revenue only one part of the picture. One experience may bring guests through the door. Another may support food and beverage sales, extend the visit, or give customers another reason to return. Bowling may bring in a group, while food and beverage captures more spending. An arcade may keep children engaged, a bar may extend the evening, and a party room may drive bookings. Each contributes differently to the overall visit. Judging each piece only by the revenue attached to it can hide the role it plays in the full visit.
FOLLOW THE PATTERN
Changing direction doesn’t mean reacting every time something has a bad night. A slow week, one disappointing event, or a handful of comments may not tell you much. What mattered in Birmingham was the response CSV continued to see from guests. “We try a lot of different things to see what guests want,” Freeman said, adding that those preferences change over time. CSV looks at what guests are interested in, which experiences are driving demand, and broader trends or outside events that may influence guest behavior and programming. One signal may not mean much on its own. When several begin pointing in the same direction, a pattern starts to emerge.
BEFORE YOU
PULL THE PLUG Before replacing an underperforming attraction, room, or program, consider: • Is it being judged only by its direct revenue? • Does it perform better for certain groups, events, or dayparts? • Are guests already using it differently than expected? • Could programming give it a clearer purpose? • What could be tested before investing in a replacement?
20 IBI magazine // October 2026
FAMILIAR CAN FEEL NEW
Following the guests' response doesn’t always lead to something entirely new. Freeman sees a common misconception in the constant push for what’s next. “I think a common misconception is that guests are always looking for something new,” he said. CSV still introduces special events and new experiences, but Freeman said the bigger opportunity is creating experiences guests want to return to and relive. Roaring Social does that with comedy shows and murder mystery nights. At Fairway Social, sporting events, including World Cup games, create their own occasions to visit. The attraction hasn’t changed. What changes is the experience built around it. A different event, time, or way of using a space can give guests a fresh reason to come back.
WHEN THE PLAN CHANGES
CSV went into Birmingham with a concept that had already worked elsewhere. When guests responded differently, the company didn’t immediately abandon the space or the assets already in it. It changed the programming and watched the response. The Lodge illustrates all three sides of that decision: an existing asset may have another job, its value may extend beyond the revenue directly attached to it, and a pattern in guest behavior can show when something is worth trying differently. The original idea wasn’t necessarily wrong. It simply wasn’t the version Birmingham guests responded to most. And sometimes the best ideas for what comes next are already walking through the door.
PREPARE FOR THE FUTURE! SURVIVAL IS JUST ONE FLIP AWAY!
©/™ 2026 ZeniMax © 2026 Amazon Content Services LLC
STERNPINBALL.COM
October 2026 // IBI magazine
21
Inside THE VENUE // Community Connection
A PLACE FOR
EVERY FAMILY CREATING SENSORY-FRIENDLY EXPERIENCES By Corrie Pelc
S
ome children made it through four frames. Others stayed for two full games. At Watertown Bowl’s sensory-friendly event, success was measured by whether each guest felt comfortable enough to participate. For some families, it was their first time bowling together. The lights were dimmed, the music and televisions were turned off, and families were welcomed one at a time, so no one had to wait in a crowded check-in area. The idea grew from a simple question posed by a local father whose family needed a quieter setting: Could the center offer a time for families affected by autism and other sensory challenges? That question is worth asking in every bowling center. Most of us know a family with a child or adult on the autism spectrum or affected by other special needs. What we may not realize is how often those families skip outings because the experience could become overwhelming for one family member.
START WITH A QUIET TIME
Watertown Bowl in Watertown, Wisconsin, responded by holding an annual sensory bowling event with its local autism chapter. A quieter Sunday morning gave the team a workable starting point. The center dimmed the lights and turned off flashing lights, music, and televisions. Diane Mallow, who owned Watertown Bowl for 18 years and now serves as a consultant, says the autism chapter sent families in one at a time so the team could keep check-in moving. “We’d get their shoes, take their names and, if they needed bumpers, put those up right away,” Mallow explains. “Then the lane was ready to go, so we didn’t make them sit around.” About 60 families attended the most recent event, including some from outside the local area. Mallow noticed that returning guests often did better because the experience felt more familiar. For first-time guests, some of that familiarity can be created ahead of time by letting families know what they will see and hear and what equipment will be available.
MAKE EACH VISIT PERSONAL
For these families, options for enjoying time together can be limited. A sensory-friendly bowling experience offers something many of us take for granted: the chance to go out, have fun, and play together.
Sensory-friendly does not mean the same thing for every guest. Oviedo Bowling Center in Oveido, Florida has offered sensory-friendly birthday parties for about two and a half years. Each one is booked directly with the sales and marketing manager so the center can understand the group’s needs and choose the best time.
Bright lights, loud music, crashing pins, and crowded concourses are part of bowling, but thoughtful adjustments can make the experience more welcoming. For a family that assumed bowling wasn’t an option, those changes can open the door.
“Some people with sensory needs may be able to have glow bowling or extra noise, but they don’t like lights,” says owner Kurt van Zyl. “There are so many different levels that you have to be able to adjust accordingly.”
22 IBI magazine // October 2026
GROW REVENUE 24/7 WITH THE OPENLANE® APP
OpenLane® strengthens loyalty, drives repeat visits, and boosts your bookings—all with automated engagement that’s always working for you. Requires Brunswick Sync Center Operations Software.
OPENLANE Eat. Bowl. Earn. LEARN MORE
OPENLANE
brunswickbowling.com
MOBILE APP
©2025 Brunswick Bowling Products, LLC. Form #0425-09CE
Check out the new features, and schedule a personalized demo.
Inside THE VENUE // Community Connection
The center tailors the experience to each guest. It also provides sensory-toy goody bags and keeps noise-canceling earmuffs at the front desk.
LET GUESTS LEAD
At FatCats Mesa in Mesa, Arizona, general manager Jason Reicks says groups with guests who have special needs often visit in the morning when the center is less busy. Several families have become regular guests because their children enjoy the center and feel welcome there. Reicks recommends asking guests what they need, then creating a plan that works for both the group and the center.
CREATE A SPACE TO RESET
Even in a carefully adjusted environment, some guests may need a quiet place to step away before returning to the activity. Sarah McMillan and her husband, Jason took that idea to the next level when they built House of Pins of Fort Wayne, Indiana. Built in honor of their sons, one who has autism and one who had other special needs, the 4,500-square-foot venue includes two lanes, and hosts programs, camps, and field trips for children with special needs. Its sensory room includes swings, a beanbag area and a sensory board, giving overwhelmed guests privacy and time to emotionally reset.
TRAIN FOR RESPECT
McMillan encourages staff members to see the person before the diagnosis. “You see somebody in a wheelchair and you make the judgment that they want a bowling ramp,” she says. “Well, maybe that individual can bowl themselves and not need a ramp. Instead of you recommending, let them tell you what they need.” Some guests may bowl only a few frames on their first visit. That doesn’t mean the experience failed. These guests walked through the door, tried something new and learned what to expect next time. For a family that has struggled to find activities everyone can enjoy together, that opportunity can mean far more than the final score.
24 IBI magazine // October 2026
PLANNING YOUR FIRST EVENT • Choose a normally quieter morning or afternoon.
• Consider reservations or an attendance limit for the first event. • Ask families about their needs before they arrive. • Explain ahead of time what guests will see, hear, and experience. • Reduce flashing lights, music, televisions, and unnecessary stimulation. • Prepare shoes, bumpers, ramps, and lanes before check-in begins. • Bring families in one at a time to reduce waiting and crowding. • Have enough staff available to greet families, provide equipment, and offer help throughout the event. • Identify a nearby quiet area where guests can take a break. • Offer available accommodations but allow guests to tell the team what will be helpful. • Partner with local support groups, schools and special-needs programs to plan and promote the event.
Corrie Pelc is a journalist and freelance writer covering the business of recreation and entertainment.
Marketing & GROWTH // Nostalgia
BACK IN STYLE By Natalie Fernandez
T
OLD FAVORITES FIND NEW FANS
he 1990s are back. Vinyl records are back. Pinball, old logos, neon, throwback menus and all kinds of things that once felt dated are finding new fans.
You can see it in restaurants, retail, fashion, and entertainment. Pizza Hut now maintains an official list of “Pizza Hut Classic” locations, where the familiar red booths, checkered tablecloths, Tiffany-style lamps, and tabletop arcade games bring back the look many guests remember from the 1980s and 1990s. For some customers, that’s a memory. For others, it is a look they may know mostly from old photos, movies, and social media. Nostalgia creates an interesting marketing opportunity: guests can connect with an era whether they lived through it or discovered it later.
A PAST THEY NEVER KNEW
A 2025 Harris Poll found that 68% of U.S. adults feel nostalgic for eras before their lifetime. Vevo found something similar this year, reporting that 65% of Gen Z feels nostalgia for eras they never lived through. That gives retro promotions a much wider audience than the obvious “remember when?” crowd. A 1980s night can work for the guest who knows every song and the 22-year-old who simply likes the look. The same is true of old-school arcade games, vintage logos, diner-style food, or a playlist pulled from another decade. The easiest place to start may already be somewhere in the building. Old center photos, league shirts, trophies, score sheets, retired signage, and anniversary logos can come out of storage and become part of the experience again. A short-term promotion might use them for one weekend. A larger display could stay up year-round. A revived logo could show up on cups, shirts, or social posts and give longtime guests something familiar to spot. Food and beverage can play along, too. A throwback cocktail, dessert, snack basket, or long-retired menu favorite can give people something familiar to rediscover. And there may be more than sentiment behind the appeal. Consumer research firm Circana found that nostalgia-driven restaurant promotions tended to outperform traditional value offers, suggesting that bringing back an old favorite can give customers another reason to come through the door.
26 IBI magazine // October 2026
MAKING OLD FEEL CURRENT
Retro works best when it still feels like it belongs in a business operating today. That can be as simple as a themed open-play night with the right music, graphics, lighting, and staff shirts. A party room, bar corner, or arcade section can take the idea further with vintage-inspired furniture, wall art, classic arcade titles, pinball, photo booths, or record displays. The social side matters, too. A good retro detail is naturally photographable, which gives another way to extend the idea beyond the building. A neon phrase, old sign, vintage seating setup, or display of center memorabilia can become an easy photo spot guests naturally use and share. Those same details give social media something more interesting to work with than another flyer. An old photo paired with a current one, a “then and now” reel, a revived logo, or a short video showing a retro-themed event can make the center’s history feel current instead of dusty. That kind of content can show that the throwback is intentional while the experience around it is still modern. Merchandise can extend the retro identity even further. A limited-run shirt using an old center logo, a retro-style league tee, or a collectible pin can carry that identity beyond the center. For an anniversary year, those pieces can tie together events, social posts, and in-center displays at a relatively small scale. That balance matters inside the center as well. Guests can book online, use current scoring, order through a modern POS, and still walk into a space that borrows from another era. The technology can stay firmly in 2026 while the fun takes a few cues from 1986. Bowling already has a head start here. Few entertainment businesses have as much visual history sitting in old photos, equipment, logos, and memories. For many centers, the retro identity is already there, waiting in a storage room, on an old sign, or in a photo album. Sometimes an old idea only needs a new audience.
We WON'T abandon Bowling Center Insurance Now operating in 47 states with regional agents who focus exclusively on bowling.
LEARN MORE AT wbpiprogram.com contact@wbpiprogram.com
October 2026 // IBI magazine
27
Marketing & GROWTH // Visibility
STAY ON THEIR
RADAR MAKING REPETITION WORK HARDER By Bruce Davis
A
few years ago, I wrote an article about repetition in marketing. At the time, I used what I called the 6-15-21 Rule: six repetitions for someone to notice and remember your message, 15 to begin understanding it, and about 21 before it might change what they do. I still believe strongly in repetition. But marketing has changed enough that I wanted to revisit the subject, and I’m retiring those numbers. The more interesting question today isn’t how many times somebody was exposed to your message. It’s whether they actually noticed it when it crossed their path.
WE SEE MORE, NOTICE LESS
Think about a normal day. Your customers bounce between email, texts, social media, Google searches, streaming TV, websites, and whatever else is competing for a few seconds of attention. A message can technically reach them without really registering. That helps explain why promoting something once or twice and getting a weak response doesn’t necessarily mean people weren’t interested. A 2025 advertising study looked at both frequency and how long an ad stayed in view. The researchers found that repeated exposure loses value when each look is so brief that people don’t have enough time to identify what is being advertised. In plain English, scrolling past your ad is not the same as noticing it. That distinction matters more now because so much marketing happens in fast-moving feeds. You may have reached the same
28 IBI magazine // October 2026
person several times on paper while barely making it into their consciousness.
NO MAGIC NUMBER
The research still gives repetition plenty of credit. One major review of advertising studies found that brand recall kept improving through at least eight exposures, while positive feelings toward the brand peaked around 10 in the experimental studies it examined. That doesn’t make 10 our new magic number. Different offers, audiences, and media behave differently. The useful part is that people often need more than one encounter, and spacing those encounters over time can help. The person who ignores your holiday-party message today may be the same person hunting for a venue a few weeks later.
START BEFORE THEY NEED YOU
Holiday parties are a good example because centers have only so many prime dates and times to sell. Once a popular timeslot is booked, you can’t sell it again. U.S. venue-marketing company Sway says its data from venues across the country shows that inquiries for Q4 events generally arrive four to eight weeks before the event, with October its highest-inquiry month. That makes this month a good example of why repetition matters. Some companies began planning weeks ago, while plenty of others are just starting to look. If you’ve been promoting holiday parties, this isn’t the time to assume people have already seen the message and move on. Keep showing up while buyers are actively looking and you still have dates to sell.
WWW.TOUCHSCORE.COM
ALL NEW SCORING! WORKS WITH ALL PINSETTERS/PINSPOTTERS
The lowest cost per lane of any scoring system or your first pair is FREE!
(Financing and subscription pricing available.)
Easy on the Budget! No Liens, No Credit Checks, No Leases, No Worries… Call for Details
(248) 375-2751 and Speak Directly to the Owner
“Our exp erienc e her Bo wle ram a wit h New Ce e at Ch ath am nte r Co nsu wa s ver y profes sio na l. ltin g, Inc.
New Ce nte r Co nsu ltin g, Inc . usu ally on ly dea l wit h 10 pin, du ck pin an d ca nd le pin sco rin g system s an d Gle nn an d his crew wh ere pin setters. exc cha llen ge of gettin g the ite d for the Me ndes 5 pin ma chi nes ver y old at to wo rk wit h their sco rin ou r centre g system . It ha s bee n we ll wo rth cha system to Tou ch Sc ore. Simng ing the sco rin g way to des cri be Tou ch Sc pli cit y is the best ore lea gu e bo wle rs an d pu bli , ease of use for c bo wle rs a like.” “We here at Ch ath am Bo wle ram a wo uld sug gest New Ce nte r Co nsu instal lin g Tou ch Sc ore sco ltin g, Inc. for rin g system .” Peter Bro wn Proprieto r of Ch ath am Bo lwe ram a
Marketing & GROWTH // Visibility
SAME MESSAGE, DIFFERENT LOOK
Repeating your message doesn’t mean sending the same ad over and over. Keep the main idea consistent but give people different reasons to notice it. Take holiday parties. One message might focus on the fun of getting the team together. Another could show the food, a group enjoying last year’s event, the party space, or the dates you still have available. And don’t think only about digital marketing. An email or social post may catch someone outside the center, while signage, counter displays or a handout can reach them while they’re already there. Direct mail may put the same offer in front of them another way. The message stays consistent, but where and how people encounter it can change. You’re still selling the same holiday party, but you’re not asking customers to pay attention to the same message every time. The offer stays familiar while the way you present it changes. That’s the balance you’re looking for: enough consistency that people remember you, with enough variety that they still notice you.
GIVE IT TIME
The same Nielsen research found stronger sales results when campaigns ran for at least 10 weeks or reached a weekly frequency of 1.5 to 2 exposures. That doesn’t make 10 weeks a formula for your center, but it reinforces something I’ve seen for years: your customer may not be ready to buy when you’re ready to sell. Adult-child leagues are a good example. A family might see the offer and think it sounds like fun, but the timing doesn’t work. Their schedule is packed, another activity conflicts, or this just isn’t the right session. That doesn’t mean the offer missed the mark. Then another session comes around. They see it again, their schedule has changed, and now they’re ready. In fact, seeing the offer repeatedly can reinforce that it’s something people continue to participate in and worth considering when the timing works.
30 IBI magazine // October 2026
That’s why an immediate response isn’t always the best measure of whether a message is working. Sometimes people need to notice the offer, remember it and come back to it when their circumstances change.
MAKE ONE THING STICK
Frequency and variety only help if the message itself is easy to understand. You can put an offer in front of somebody five, 10, or 20 times, but repetition won’t rescue a confusing message. Ask yourself what you want someone to remember. Not every detail. One thing. Maybe it’s that your center is the easy choice for a company party, that birthdays are handled from start to finish, or that Friday night has become the place for a particular experience. The wording and creativity can change while that central idea stays familiar.
KEEP SHOWING UP
People are busy. They miss things, scroll past things, and see offers before they have any reason to act on them. You do it too.
22-29_Marketing_Marketing 10/25/21 10:16 PM Page 22
Think about your own day, or your family’s. How many emails go MARKETINGHow quickly do you scroll past posts? What actually makes unopened? you stop and pay attention? And how many times have you noticed something more than once before finally thinking, I should check that out? Your customers aren’t any different. Sometimes the message doesn’t connect because they’re distracted. Sometimes the timing is wrong. And sometimes seeing it again, in a slightly different way, is what finally gets their attention. You don’t have to say the exact same thing again and again. You just have to keep giving people a reason to notice you, so they remember you when the time is right. Bruce Davis is president of Bowling Business Builders MARKETIN(BBBI) G BASwhose ICS Wflagship ITH BRUprogram CE DAVKids IS Bowl International Free has registered over 35 million children for participating LESSONS TO REMEMBER centers.
W
ant to get the most out of your marketing outlays of money and efforts? The most effective way I know to gain optimum ROI for your investment is to always follow a
Down-Lane Targets
Different by design. Built for better bowling. Introducing Mark-30ne. The in-lane guidance system that makes the game easier to understand and more engaging to play. Built directly into the lane, it brings proven coaching principles to life with clear, visual targets. Different by design, the target layouts help bowlers identify lines, make adjustments, and build confidence faster. The result? Faster learning, better shots, and more confident players—from casual bowlers to seasoned competitors.
Sport Dots
Exclusively available on
Target Anchors
PREFERRED VENDOR LIST APPAREL
EXPERT HOSIERY
www.funtimefootwear.com
Expert Hosiery supplies high-quality socks for bowling and family entertainment centers, including glow socks, themed designs, and custom logo options. Known for personalized service and long-term customer relationships, the company makes ordering easy by phone, email, or online 24/7.
919.799.7707
Customer Service
LAYMON HUGHES HOSIERY Sharon Hughes
Laymon Hughes Hosiery is a family-owned American manufacturer of quality bowling and skating socks. With no minimum orders, customizable options, special-event designs, and a variety of styles, the company gives bowling centers plenty of flexibility.
support@experthosiery.com
www.laymonhugheshosiery.com 256.845.1034 laymonhughes@bellsouth.net
ARCADE DISTRIBUTOR AVS COMPANIES
Sales Department
AVS Companies provides arcade and vending equipment backed by decades of industry service. Known for best-in-class products and dependable support, AVS helps entertainment venues choose amusement solutions that perform well and deliver long-term value.
BETSON ENTERPRISES
Sales Department
Betson Enterprises is a worldwide distributor of arcade equipment, parts, and service. Family-owned since 1934, the company provides revenue-generating solutions and concept-to-completion support, helping operators make smart investments that maximize profitability.
PLAYER ONE AMUSEMENT GROUP
Sales Department
Player One Amusement Group specializes in amusement and vending equipment. From facility planning and equipment selection to merchandising and redemption solutions, the company creates customized programs that help operators deliver engaging guest experiences and support profitable operations.
www.avscompanies.com 847.439.9400 sales@avscompanies.com
www.betson.com/bowling 800.524.2343 Sales@betson.com
www.p1-ag.com 416.251.2122 GetAnswers@genda-americas.com
AUTOMATIC SCORING NEW CENTER CONSULTING
www.newcenterconsulting.com
New Center Consulting modernizes older scoring technology with Touch Score. The upgrade enhances legacy systems with improved functionality and guest experience, giving operators a cost-effective alternative to full scoring system replacement while supporting reliable day-to-day performance.
248.375.2751 ghartsho@yahoo.com
STELTRONIC SCORING
www.steltronicscoring.com
Steltronic Scoring is the world's leading independent manufacturer of automatic bowling scoring systems. Since 1980, the company has delivered reliable, industryproven technology that helps centers modernize scoring and improve operations.
800.942.5939
Glenn Hartshorn
Sales Department
Info@steltronicscoring.com
CAPITAL EQUIPMENT/SUPPLIES BRUNSWICK BOWLING PRODUCTS
Michael Postema
Brunswick Bowling Products has helped shape the bowling industry for over 130 years. From planning and construction to equipment, technology, modernization, and support, Brunswick provides operators with integrated solutions that help create better guest experiences, simplify operations, and build stronger businesses.
32 IBI magazine // October 2026
www.brunswickbowling.com 231.343.2043 Info@brunswickbowling.com
PREFERRED VENDOR LIST CAPITAL EQUIPMENT/SUPPLIES
QUBICAAMF
Sales Department
QubicaAMF is the world's largest manufacturer of tenpin bowling, duckpin and mini bowling products. Its innovative solutions help operators grow the bowling population, reach younger generations, encourage more frequent visits and spending, and unlock more revenue from their business.
www.qubicaamf.com 804.569.1000 info@qubicaamf.com
CASHLESS TECHNOLOGY
INTERCARD
www.intercardinc.com
Intercard provides award-winning cashless technology for entertainment centers of every size, from small arcades to large operations. With more than 30 years of experience, its flexible systems simplify payments, improve guest experience, increase spending, and can boost revenue by up to 30%.
800.732.3770
Sales Department
Sales@intercardinc.com
CONSULTING
AMUSEMENT ADVANTAGE
Sales Department
Amusement Advantage provides custom mystery shopping programs for the amusement, attractions, and entertainment industries. Since 1996, its team has worked with venues of every size and partners with IAAPA and AAMA on Top FEC award programs, helping operators better understand the guest experience.
SHERYL GOLF
Sheryl Golf provides consulting and training for entertainment venues, with expertise in group sales, marketing, event programming, recruiting, onboarding, and team development. Its practical strategies help operators increase bookings and revenue, strengthen teams, improve operations, and create guest experiences that encourage return visits.
TURFWAY ENTERTAINMENT MANAGEMENT
David Wallace
Turfway Entertainment Management is a full-service consulting firm for family entertainment centers. The team supports new developments, expansions, renovations, and operational assessments with expertise in operations, marketing, culinary, and bar management, helping operators build stronger businesses.
www.Amusadv.com 800.362.9946 ext. 8 sales@amusementadvantage.com
sherylgolf.com 732.302.4439 sheryl@sherylgolf.com
www.turfwayentertainment.com 859.285.7111 dwallace@turfwayentertainment.com
FOOD/BEVERAGE
PURSE PEGS
Joe Peplinski
Purse Pegs gives guests a secure, convenient place to hang handbags and valuables at dining tables. The table-mounted solution keeps belongings off the floor, helps clear walkways, and adds comfort and thoughtful detail to the guest experience.
www.pursepegsllc.com 970.376.3349 info@pursepegsllc.com
October 2026 // IBI magazine
33
PREFERRED VENDOR LIST INSURANCE
BOWLING CENTER INSURANCE
www.bowlingcenterinsurance.com
Bowling Center Insurance specializes in coverage for bowling centers and entertainment venues. With 30 years of experience and more than 300 centers nationwide, the team offers property, liability, liquor liability, wind and hail, workers' compensation, and other competitive policies tailored to each center.
864.527.1145
Bob Langley
TILTON, THOMAS & MORGAN INSURANCE PROFESSIONALS
W. Tyler Compton
Tilton, Thomas & Morgan Insurance Professionals has insured bowling and family entertainment centers for more than 40 years. Working with operators and industry associations nationwide, the company develops specialized insurance programs offering comprehensive protection, competitive pricing, and experienced guidance. We love insuring FUN, contact us today!
WESTERN BOWLING PROPRIETORS INSURANCE
Cameron Linder
WBPI is one of the nation's largest insurance programs dedicated exclusively to bowling centers. Backed by decades of experience and multiple state bowling association endorsements, it provides customized coverage, industry expertise, advocacy, education, and resources to help operators protect their businesses.
robert.langley@bbrown.com
www.ttminsurance.com 866.233.0266 tcompton@ttminsurance.com
www.wbpiprogram.com 800.200.9998 contact@wbpiprogram.com
LIGHTING/SOUND
DECIBEL STUDIOS
Ravi Shankar Guy O’Hazza
Decibel Studios designs, engineers, installs, and maintains integrated audio, video, lighting, and show-control systems for entertainment venues. Specializing in high-impact LED displays and custom LED solutions, Decibel Studios helps bowling and entertainment operators create dynamic environments that elevate the guest experience and transform their venues.
DFX SOUND VISION
Mike Bovino
DFX designs, installs, and supports integrated audio, video, lighting, and control systems for family entertainment centers. From new builds to renovations, we create immersive, reliable technology solutions that enhance guest experiences and drive repeat visits.
www.decibel-studios.com 310.693.5210 ext. 1 310.717.1603 ravi@decibel-studios.com guy@decibel-studios.com
www.dfxsoundvision.com 800.555.5280 info@dfxsoundvision.com
MARKETING
BBBI/KIDS BOWL FREE
Andy Vasko
BBBI helps bowling centers attract customers and increase profitability through marketing and league-development programs. Best known for Kids Bowl Free, the company helps centers drive traffic, collect valuable customer data, increase spending, introduce new families to bowling, and build long-term participation.
www.kidsbowlfree.com 877.841.4590 Andy.Vasko@kidsbowlfree.com
ONLINE RESERVATIONS
ALLEYTRAK
Chris Behling
AlleyTrak provides an online reservation and management platform built specifically for bowling centers. The system manages reservations, leagues, recurring events, parties, and packages while allowing guests to book online anytime, helping operators simplify scheduling, save staff time, and improve customer service.
34 IBI magazine // October 2026
www.alleytrak.com 815.519.9843 Chris@alleytrak.com
PREFERRED VENDOR LIST PARTY SUPPLIES & NOVELTY PRODUCTS
SIERRA PRODUCTS
Shelly Berry
Sierra Products specializes in bowling-themed party supplies, favors, and novelty items. Its selection includes personalized accessories, drinkware, souvenirs, and promotional products that help centers enhance birthday parties and special events while creating memorable guest experiences.
www.noveltybowlingstuff.com 800.900.7695 sales@noveltybowlingstuff.com
REDEMPTION SUPPLIES
A&A GLOBAL
Sales Department
A&A Global has supplied toys, novelties, candy, and redemption products since 1938. The company develops customized prize programs and merchandising solutions that help entertainment operators build the right product mix, increase guest engagement, encourage repeat visits, and support revenue growth.
BMI MERCHANDISE
Sales Department
BMI Merchandise provides redemption merchandise, technology, and support for the amusement industry. With more than 30 years of experience, its offerings include branded prizes, RFID inventory management, store design, merchandising, planning, and fulfillment services that help entertainment venues improve efficiency and profitability.
SURESHOT REDEMPTION
Corporate Sales
SureShot Redemption supplies retail merchandise and redemption prizes with competitive pricing and customer service. Services include custom logo programs, automatic replenishment, assortment planning, planogramming, and Free Freight, giving operators dependable merchandise support and fresh prize options throughout the year.
REDEMPTION PLUS
Michael Nowak
Redemption Plus supports entertainment venues with redemption-center design, merchandising, training, prize selection, and operational support. Its team combines trend-focused products with industry expertise to simplify operations, improve store performance, and help staff create memorable prize experiences for guests.
RHODE ISLAND NOVELTY
Hutch Costello
Rhode Island Novelty has supplied prizes to the redemption industry since 1986. The company offers broad product selection, competitive case pricing, and strong value with a simple approach designed to save operators time, reduce costs, and keep guests coming back.
WEBSITES
BOWLING MARKETING SOLUTIONS
Zach Boulanger
www.aaglobal.com 800.638.6000 ext. 306 gclothier@aaglobal.com
www.bmimerchandise.com 800.272.6375 Sales@bmimerchandise.com
www.sureshot-redemption.com 888.887.8738 Sales@sureshot-redemption.com
www.redemptionplus.com 888.564.7587 Smile@redemptionplus.com
www.rinovelty.com 401.996.9489 HCostello@rinovelty.com
www.BowlingMarketingSolutions.com
Bowling Marketing Solutions is the outsourced marketing department built exclusively for bowling centers. For more than 20 years, we've helped centers attract new customers, grow their databases, and drive repeat visits through websites, email and SMS marketing, CRM, automation, and design. Built for bowling centers. Focused on results.
844.468.4144
BOWLRX
www.BowlRx.com
Carey Tosello
BowlRx delivers affordable website solutions for any size operation with the latest SEO and mobile first designs. Choose between we build & manage, or we build & you manage. All running on the secure BowlRx platform. Delivering results for bowling operators since 2003.
zach@bowlingmarketingsolutions.com
541.549.0999 carey@ebowl.biz
October 2026 // IBI magazine
35
Classifieds
Get Featured in IBI Magazine! If You’ve Got a Story That Other Centers Could Learn From, We Want To Hear It! Your wins—big or small—can spark someone else’s next breakthrough, and we’re looking to feature operators who are making things happen.
Tell us about…
• A promotion that packed the place (and kept guests coming back) • A tournament or fundraiser that put your center on the map • A hiring strategy that clicked • A management move that strengthened your team • Something that makes your center—or your staff—truly stand out • How you’re maximizing arcade revenue or elevating food and beverage
Contact Stephanie Email Stephanie@bowlingindustry.com
or call 239-272-2739
200
$
www.BowlingIndustry.com
SIGN UP FOR IBI’S DIGITAL NEWSLETTER
IBI! GET FEATURED IN
IBI is on the lookout for stories to share with our readers. Email stephanie@bowlingindustry.com for potential story ideas and features. // Hotline: 855-415-7517
36 IBI magazine // October 2026
Classifieds EDUCATION & TRAINING PRO SHOP TRAINING. Classes always forming. Jayhawk Bowling Supply (800) 255-6436 or jayhawkbowling.com.
EQUIPMENT FOR SALE
NEW & USED Pro Shop Equipment. Jayhawk Bowling Supply. (800) 255-6436 or jayhawkbowling.com.
215 N. Harris St, Tulia, Tx 79088 Call (806) 995-4018 Fax (806) 425-3771
HIRING Job opening for AMF pinsetter head mechanic. 24 New Edge freefall machines. High lineage Family Entertainment center in South Central Washington State. Great community to raise a family and lots of outdoor activities. $30 to $45 an hour depending on experience. Help with moving costs. Email max@atomicbowl.com or call 509-943-1173.
SERVICES AVAILABLE
Drill Bit Sharpening and Measure Ball Repair. Jayhawk Bowling Supply. ( 800) 255-6436 or jayhawkbowling.com.
AMF and some BRUNSWICK PC board repair/exchange. 6 month warranty, fast turnaround. Call or write: WB8YJF Service 5586 Babbitt Road, New Albany, Ohio 43054 Toll Free: 888-902-BOWL (2695) Ph./Fax: (614) 855-3022 (Jon) E-mail: wb8yjf@sbcglobal.net
Call (239) 821-2534 or E-mail your ad to:
Natalie@bowlingindustry.com
October 2026 // IBI magazine
37
What’’s NEW // Fresh Finds What
VENTLESS
OVENS & FRYERS MORE MENU, FEWER INSTALLATION HURDLES Adding more hot food can quickly become a bigger project when ventilation, fire suppression, construction costs and limited space enter the picture. Ventless equipment offers another way to expand cooking capacity without a traditional hood system. These three companies take different approaches to putting more menu possibilities within reach.
MORE MENU FROM ONE OVEN
Pizza may be on one ticket, sandwiches and appetizers on the next. Ovention’s ventless ovens are designed to handle a wide range of foods from one cooking platform, including pizzas, sandwiches, appetizers, proteins, vegetables and baked items. That versatility becomes especially useful when space is tight. Instead of finding room for several pieces of cooking equipment, one oven can handle different parts of the menu, while configurations and capacities can be matched to production needs and available space.
MORE PIZZA, LESS SPACE
Pizza can require serious oven capacity, but finding room for that capacity is another matter. Peerless Ovens offers deck, countertop and ventless options designed for pizza, baking and high-volume foodservice. Several models put substantial cooking capacity into a relatively compact footprint.
Speed adds another advantage when orders begin stacking up. The ventless design also creates flexibility in where the equipment can go, opening up cooking space where conventional ventilation would be difficult or expensive to install.
That can be particularly useful when kitchen square footage is already spoken for and pizza needs to earn its place without taking over the room. Gas and electric configurations provide additional options based on production demands, available space and existing utilities.
WHY IT STANDS OUT: Handles a broad menu from one compact, ventless cooking platform.
WHY IT STANDS OUT: Puts serious pizza and baking capacity into space-conscious configurations.
FRIED FOOD, MINUS THE HOOD
French fries, wings and chicken tenders are familiar menu sellers. Installing the equipment to cook them can be the harder part. Perfect Fry’s self-contained ventless fryers combine frying, air filtration and fire suppression within one enclosed system. That makes it possible to prepare freshly fried foods without installing a conventional commercial hood. Built-in filtration captures grease-laden particles and helps control odors, while the enclosed design keeps the frying process contained. The equipment is also designed to keep operation straightforward rather than adding a complicated new cooking station for employees to manage. For locations that have wanted freshly fried food but couldn’t easily accommodate a traditional fryer setup, the combination of a small footprint and ventless installation changes what’s possible.
WHY IT STANDS OUT: Opens the menu to freshly fried favorites without a conventional commercial hood.
38 IBI magazine // October 2026
Vivid. Immersive. Amazing. The new bowling entertainment universe from QubicaAMF
Learn More