Issuu

SEPTEMBER 2026 // VOLUME 36.9

WHEN A

BELOVED CENTER BURNS COVERAGE AND COMMUNITY GAVE HOPE

BOWLING, REPACKAGED A Fresh Take on Demand

WHEN THE BOSS BURNS OUT Protecting the Leader

SINCE 1986

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TABLE OF

Contents 06

SEPTEMBER 2026 // VOLUME 36.9

Publisher’s Column

FINDING A WAY FORWARD

Operations & PEOPLE

08 12 14

Leadership

WHEN THE BOSS BURNS OUT Protecting the Leader Behind the Business

Arcade Payments

MORE FROM EVERY GAME Cashless Options for Smaller Arcades

Food Safety

BUILT FOR THE RUSH Food Safety Under Pressure

Inside THE VENUE

18 20

Smart Reporting

THE IMPACT OF KNOWING MORE Turning Reports Into Real Action

Cover

WHEN A BELOVED CENTER BURNED Coverage and Community Gave Hope

Marketing & GROWTH

24 28 32

Rethink Tradition

BOWLING, REPACKAGED How Younger Operators Create Demand

Customer Retention

AFTER THEY WALK OUT Turning One Visit Into Another

Future Customers

AFTER SCHOOL, BEFORE DINNER Community Need Meets Business Potential

What’s NEW

33 37

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4 IBI magazine // September 2026

Publisher’’s COLUMN Publisher FINDING A WAY

FORWARD September always feels like a fresh start in the bowling business. League bowlers are returning, familiar faces are walking back through the doors, and everyone is gearing up for a new season. There is a different kind of energy in the building this time of year, and I hope it brings plenty of excitement to yours. This month’s cover story is one I wish we never had to tell, but it’s also one every operator should read. On June 4, an electrical fire destroyed Pinz Bowling Center in Dell Rapids, South Dakota. In a matter of hours, owner Casey McCoy lost the business he had built and the gathering place his community had come to love. What happened next, and one important decision Casey made shortly before the fire, gave Pinz a path back. His experience raises questions every owner should be asking about insurance coverage long before it is ever needed. My conversation with Casey was one of my favorite interviews I’ve had. I expected a compelling insurance story and came away with something so much bigger. His passion for the bowling business, his love for his community, and the many ways he gives back were the unexpected, heartwarming parts of our conversation. Casey spent years showing up for Dell Rapids, and when he needed help, the community showed up for him.

TRADITION, REPACKAGED

Mike Monroe brings a little edge to this month’s issue with a challenge every operator should consider: When was the last time you made an old idea feel new again? Leagues and glow bowling still have plenty of life in them, but customers need a reason to care. Mike shares how younger operators are creating demand by repackaging familiar offers with fresh energy, personality, and a better reason to join in.

Stephanie Davis stephanie@bowlingindustry.com

ASSOCIATE PUBLISHER

In Mike’s words “Bowling is a great product. If customers have stopped paying attention, take a harder look at how you’re selling it.”

Natalie Davis-Fernandez natalie@bowlingindustry.com

THE BOSS MATTERS, TOO

Jackie Fisher fisher@bowlingindustry.com

This next article feels especially timely when you’re stretched thin preparing your center for the season ahead. Corrie Pelc looks at how burnout can quietly affect owners and managers, and why delegating, setting boundaries, and truly stepping away matter to you and your business. It’s a good reminder that, yes, the boss deserves some care, too.

ONE VISIT ISN’T ENOUGH

In this month’s marketing article, Zach Boulanger asks you to think about what happens after customers walk out the door. You work hard to attract birthday parties, company events, summer-program families, and first-time guests. Without a consistent follow-up plan, every promotion begins from scratch. Zach shares practical ways to continue those relationships with messages that match why each guest visited, timely review requests, and offers tied to actual purchases.

EDITORIAL

OFFICE MANAGER

Roxanne Damask roxanne@bowlingindustry.com

CONTRIBUTORS Zach Boulanger

Stephanie Davis Natalie Fernandez Mike Monroe Corrie Pelc Andy Vasko Brandon Willey

I hope this issue leaves you with a few ideas to use as the new bowling season gets underway. If one story sparks a change, starts a conversation with your team, or helps you see something differently, we’ve done our job. I’d also love to hear what’s working in your operation, 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

If one story sparks a change, starts a conversation with your team, or helps you see something differently, we’ve done our job.

6 IBI magazine // September 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.

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Operations & PEOPLE // Leadership

WHEN THE BOSS BURNS OUT PROTECTING THE LEADER BEHIND THE BUSINESS By Corrie Pelc

Delegation means giving employees clear expectations, the authority to act, and enough room to learn.

unning a busy center means carrying dozens of decisions every day. Staffing gaps, guest complaints, equipment issues, rising costs, and an endless stream of small problems all land somewhere, and that somewhere is often the owner or general manager. It is no surprise that leaders may be even more vulnerable to burnout than the employees they manage. One recent Harvard study found that about 85% of midlevel leaders experience burnout weekly. The warning signs are easy to excuse. A short temper can look like a bad day, poor sleep can feel temporary, and constantly checking the center may seem like dedication. By the time an owner recognizes the pattern, it may already be affecting decisions, employees, and life outside the business.

SHARE THE LOAD

Beth Standlee, founder and chairwoman of TrainerTainment and TheGrowthPro Group, says burnout often begins with an owner’s inability to let go. Doing a task personally can feel faster than explaining it, but that shortcut becomes expensive when the owner becomes the only person who can make decisions or keep the operation moving. “If the place only runs when you’re there, that’s going to suffocate you,” Standlee says.

8 IBI magazine // September 2026

BUILD A TEAM YOU TRUST

Delegation only works when the right people are in place. Sarah O’Neal, team development coordinator with Trifecta Management Group, says owners should be deliberate about hiring and willing to address a poor fit. Getting the right people into the right roles takes pressure off the entire team.

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. ndlee Sta Trust also depends on knowing who owns what. O’Neal h 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.

Be t

Burnout is not solved with one long weekend. It is often a sign that too much responsibility is concentrated in one person for too long. Creating breathing room begins with changing how the business operates, not simply telling the person in charge to relax.

A clear plan makes delegation easier. Employees need to understand the goal, know where their authority begins and ends, and held accountable for the result. That also means allowing an occasional mistake, then coaching the employee on what to do differently next time.

PROTECT YOUR ENERGY

The advice to sleep, exercise, and eat well is familiar; following that advice during a 60-hour work week is another

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Operations & PEOPLE // Leadership

AM I BURNING OUT? • Irritability, anxiety, or a shorter temper than usual. • Loss of motivation or dread about going to work. • Difficulty concentrating, making decisions, or remembering details. • Persistent fatigue, poor sleep, or feeling physically run down. • Withdrawing from family, friends, or activities once enjoyed. • Treating every question or piece of feedback as another complaint. • Being unable to take time off without checking cameras, messages, or staff.

matter. Standlee says the more useful question is whether the way an owner is working leaves any realistic room to recover. “Oftentimes you can’t take care of yourself,” she says. “And if you don’t do that, what makes you think you can take care of the business?”

“I wouldn’t want to be accusing them of burnout,” she says. “I would be curious: How are you doing? What has been going on?” Describing what has changed and showing concern opens a better conversation than simply declaring that someone is burned out.

Ignoring those signals can create a costly cycle. Fatigue makes it harder to concentrate, communicate calmly, and make sound decisions. Problems take longer to solve, frustration rises, and the leader works even more hours to compensate. Protecting personal health also protects the judgment and consistency the business depends on.

WHERE TO START

TAKE REAL TIME AWAY

Time off only restores energy when it is actually time off. Owners who spend a vacation watching cameras, answering routine texts and approving every decision have changed locations, but they have not disconnected. Mike Monroe, CEO of First Frame Bowling, puts it plainly: “You need to be able to disconnect. You need to be able to recharge.” O’Neal says the ability to step away is built before the vacation begins. Employees need training, support, and a clear understanding of who is in charge. Leaders also need to support their employees’ time away. A workplace that respects recovery at every level is more likely to respect the owner’s boundaries, too. If leaving for a week feels impossible, that is useful information. It may expose a gap in staffing, training, authority, or trust. The goal is not to disappear during a crisis. It is to stop treating every issue as a crisis requiring the owner’s immediate involvement.

TALK ABOUT IT EARLY

Admitting burnout can feel uncomfortable for the person expected to steady everyone else. Still, a candid conversation with key managers may reveal where the owner is taking back work, stepping on someone else’s responsibilities, or creating a bottleneck. The conversation does not need to be dramatic. A leader can acknowledge feeling depleted and ask what the team is prepared to handle. The answer may identify responsibilities that can move immediately, along with areas where more training or support is needed. The same care matters when burnout appears in someone else. Standlee recommends what she calls a “carefrontational” approach.

10 IBI magazine // September 2026

• Find the pressure point. Identify what demands the most attention. Start by reducing repeated interruptions rather than tackling the biggest project. • Test the team. Hand off one responsibility with clear limits and a check-in. This can expose gaps in skill, authority, or trust. • Protect one boundary. Set a time when only true emergencies warrant contact. Make sure it holds through a busy Saturday. • Get an honest read. Someone close may notice changes in patience, energy, or behavior before the owner does. Their perspective can distinguish a rough week from a troubling pattern.

Business owners are skilled at making the center, staff, and guests their priority. In the process, the person carrying all of it can quietly slip between the cracks. The owner has to remain a priority, too, because running on empty eventually affects the business, the family, and the ability to enjoy what all that work was supposed to build in the first place.

Corrie Pelc is a journalist and freelance writer covering the business of recreation and entertainment.

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Operations & PEOPLE // Arcade Payments

MORE FROM

EVERY GAME CASHLESS OPTIONS FOR SMALLER ARCADES

By Natalie Fernandez

odd DeMott spends his workdays helping operators make arcade-payment decisions. Then he gets to put that advice to the test in his own business.

Tod d

DeMott has operated arcades for close to 25 years. DeMott's Go Play Arcade includes two 45-game family entertainment tt centers in New Jersey, plus standalone claw machines Mo De in bars, restaurants, ice cream shops, and other locations. And for nearly 10 years, he's also worked at Intercard, handling new business development for the company's Impulse Plus division. That gives him an unusual view of cashless technology. He understands the features and sees firsthand how the right setup can make payment easier for guests and improve day-to-day operations.

A DIFFERENT KIND OF ARCADE

At Go Play’s family entertainment centers, guests purchase a game card and reload it as needed. His route locations, however, are smaller arcades without full cashless systems. That setup is familiar to many centers with modest game collections, where there might not be a dedicated arcade attendant or reload kiosk. To give those guests an easier way to pay, DeMott installed Intercard’s kiosk-free Impulse Plus readers on his standalone games. Guests can pay directly at the game with a credit card, Apple Pay, or Google Pay. "Once customers could simply tap their credit card or phone, I wasn't losing people because they didn't have cash," DeMott says. For operators with smaller arcades, the advantage is that you don’t need a full cashless system to make it easier for guests to pay. Designed for non-redemption games, these readers can be added where they make the most sense; perhaps on a claw machine, kiddie ride, photo booth, or sports game. Guests can pay without searching for cash, finding a kiosk, or asking an employee for help. That makes it easier for them to continue playing while also reducing interruptions for your front-desk or foodand-beverage team.

MAKE PRICING WORK

DeMott says pricing matters just as much as removing the cash barrier. The Impulse Plus readers let him offer several purchase options and encourage additional plays by giving guests better value at higher price

12 IBI magazine // September 2026

points. “Instead of relying on trial and error over several weeks, I can quickly fine-tune pricing based on each location’s performance,” he says. He can also make those changes remotely in just a few minutes, without opening the reader or taking the game out of service. That flexibility allows operators to respond to customer behavior by testing a small adjustment, watching how guests react and refining the offer as needed.

FOCUS ON IMPULSE GAMES

If you're considering direct-to-game payment, DeMott recommends looking first at the games your guests choose spontaneously. Claw machines, kiddie rides, photo booths, and sports games are strong candidates because the decision to play is often made in the moment. "You also don't have to change your entire game room at once. Start with one popular standalone game, often a claw machine, and note its current weekly play to establish a baseline. Track its performance and watch how guests respond over several weeks rather than judging the results after one busy weekend," said DeMott. This gives operators a manageable way to compare plays and decide whether adding readers to other games make sense. Direct-to-game readers are ideally suited to individual machines or smaller game collections where that infrastructure isn’t practical. And because tap-to-pay technology is already familiar, DeMott found that guests at his locations required little instruction. “There was almost no learning curve,” he says. “People instinctively knew to tap their credit card or phone and start playing.”

USE WHAT YOU LEARN

Convenience may earn the first tap, but the value comes from what you do next. DeMott has been able to earn more from locations he already serves without adding more arcade games. He can also monitor each game's performance and adjust pricing remotely, rather than visiting every location. What you learn can guide where to add readers next and how to get more from the games already on your floor. Removing the payment barrier creates the opportunity; paying attention helps you make the most of it.

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Operations & PEOPLE // Food Safety

BUILT FOR THE RUSH

FOOD SAFETY UNDER PRESSURE By Brandon Willey

st bowling operators do not have a food safety o knowledge problem. They have a Saturday problem.

Nic ole

Everyone in the building may know the basics: label the food, wash hands, check temperatures, keep sanitizer buckets ready and ltzm do not guess about allergens. The challenge is building a Ho system that survives a full house of leagues, back-toback birthday parties, a compact kitchen and a part-time employee covering the make line during a rush. Practical food safety systems help bowling entertainment centers stay compliant, protect guests and support part-time staff without creating unnecessary complexity. The most effective systems are simple, visible, repeatable, and built into the daily rhythm of the operation. I recently sat down with Nicole Holtzman of 4 Elements Hospitality to discuss what that looks like in a bowling center. That environment makes food safety different in a bowling entertainment center. A restaurant employee may move between food, a hand sink, and a sanitizer bucket. A BEC employee may touch food, shoes, arcade cards, lane equipment, party supplies, tablets, and card readers, then return to food. “If the food safety procedure assumes the person doing it only works in the kitchen, it will eventually fail,” Holtzman says. “In a BEC, the procedure has to match the way the venue actually operates.” The answer is not to overwhelm part-time staff with complicated binders or restaurant jargon. It is to create systems that fit the operation employees are actually working in.

LABELING, DATING, AND ROTATION

Labeling and dating are among the easiest food safety systems to implement, but they only matter if they lead to action. Labeling is the input. Rotation is the output. A perfectly labeled walk-in where nobody rotates product is just documenting spoilage in permanent marker.

14 IBI magazine // September 2026

A practical label should include the item name, the date it was prepared or opened, the use-by date and the employee’s initials. The “date opened” matters because many products are safe and shelf-stable until the package is opened. Once opened, the clock changes. an Prep dates apply to items made or portioned in-house, such as sliced tomatoes, portioned wing sauce, thawed chicken, or a party tray assembled before an event. Open dates apply to packaged products that were shelf-stable until opened, such as nacho cheese, dressing jugs, bulk pickles, or sauce bags.

Rotation is where many systems break down. First in, first out means the oldest product is used first, but FIFO often fails in bowling centers for a physical reason, not a training reason. During a rush, employees grab whatever is easiest to reach. If the newest case is at the front of the shelf, the shelf makes the decision.

MAKE ROTATION RUSH-PROOF Four simple rules make proper rotation easier when volume builds: • New behind old. Place new product behind older product. • Use a clean container. Move fresh product into a clean container instead of topping off an old one. • Assign ownership. Give one person responsibility for rotation with each delivery. • Run the reach test. Grab the product as an employee would during a rush. If the newest item comes out first, fix the shelf layout.

Operations & PEOPLE // Food Safety

LINE CHECKS THAT FOLLOW DEMAND

TRAINING WITHOUT THE OVERLOAD

Line checks are pre-shift and pre-rush inspections that confirm the kitchen is ready for safe service. In a traditional restaurant, they often happen by the clock because the rush arrives during predictable meal periods. In a bowling center, the better trigger may be the booking system.

Part-time and full-time employees do not need to master every technical detail at once. They need clear expectations, repeated practice, and immediate correction when procedures are missed.

“BEC operators should think about line checks around party bookings, not just around opening time,” Holtzman says. “Bookings should indicate when the rush is coming.” A practical check should happen before opening, league traffic and weekend rushes, as well as about 60 minutes before the first major party block.

“Show the employee how to label products, then have them do it. Show them how to check a temperature, then watch them use the thermometer. Reinforce the answer during live shifts.”

“Training should be station-specific and short,” Holtzman says.

The check should be short enough to survive real operations. A five-minute line check can become a habit. A 15-minute line check is more likely to be skipped when the building gets busy.

Training should also focus on the real risks created by cross-role work. Handwashing and glove changes are not abstract rules; they are the bridge between roles. In a BEC, employees may move between shoes, arcade cards, lane touchscreens, party rooms, food prep, and guest service.

The best line checks also double as training. A manager walking the line alone with a clipboard is conducting an inspection. Having the cook run the check out loud while the manager watches turns the same process into coaching.

The best training is not a one-time onboarding event. It is reinforced during pre-shift conversations, line checks, manager walkthroughs, and real guest situations. If an employee misses a step, correcting it in the moment helps connect the rule to the work.

TEMPERATURE LOGS THAT TRIGGER ACTION

Food safety doesn’t have to be overhauled overnight. A tighter labeling system, line checks built around the booking schedule, or corrective action added to every temperature log can create an immediate difference.

Logs may cover walk-in and reach-in coolers, freezers, prep tables, hot-holding units, cooked products, reheated items, and food served at buffets or parties. Whether the format is paper or digital, it should include the date, time, item or equipment checked, recorded temperature, employee initials, corrective action, and manager review.

The strongest systems are the ones that still hold up when Saturday night hits.

Temperature logs protect guests and the business only when they lead to action. A log that records a problem but does not trigger a response is just paperwork.

The most important training point is what happens when something is wrong. Employees should know they will not get in trouble for throwing out food that is out of date or outside the required temperature range, as long as it is tracked, communicated, and handled according to procedure. Otherwise, the fear of reporting waste can create a much larger problem.

16 IBI magazine // September 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.

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Inside THE VENUE // Smart Reporting

THE IMPACT OF KNOWING MORE TURNING REPORTS INTO REAL ACTION By Stephanie Davis

Katie Corrigan, COO of The BLVD, uses reports to look beyond daily sales at their centers in Bakersfield and West Sacramento, California. So far, that insight has helped her spot suspicious activity, create staff incentives, adjust underperforming promotions, and guide the business more effectively.

Kat

t happens in busy centers every day: a lane sits on mechanical hold too long, a promotion underperforms, or an adjustment on a sales ticket raises a question. Any an one of those details may be easy to overlook. Together, r r ig o C they can reveal ways to improve operations, protect revenue, and make faster decisions.

“Reading reports and understanding what’s happening at your business gives you the direction of what you need to do,” Corrigan says.

ONE PLACE TO LOOK

For The BLVD, bringing both locations onto Brunswick’s Sync platform has made information easier to find and act on. Previously, the Bakersfield location used separate systems for bowling, food and beverage, events, and reservations, leaving the team to figure out where to find what they needed. “Before, it was, ‘Where do I get that? Where do I go?’” Corrigan says. Today, Sync serves as the main POS and connects with the center’s event-booking and online-reservation systems, giving the team a fuller picture without bouncing between programs. That visibility became even more valuable when The BLVD opened its second location in West Sacramento, about four hours away. Through Sync Cloud, Corrigan can pull reports, see live sales, and make campaign changes remotely.

FOLLOWING THE TRAIL

“Every keystroke is logged somewhere,” she says, which is why the sales detail report is one of her go-to tools. It shows what was sold, how many were sold, and what adjustments were made. “That usually triggers me to look at the adjustments,” she says. “What kind are we doing? Who’s doing them?” While reviewing individual transactions at one location, Corrigan noticed activity that didn’t look right. Digging deeper revealed that an

18 IBI magazine // September 2026

employee had changed a payment setting and removed cash without it appearing clearly in the normal checkout, an example of how discounts, voids, and adjustments can point to a process, permission, or training practice that needs another look. Because the system recorded the transaction activity, Corrigan was able to identify the problem, change the setting, and create a new standard operating procedure to prevent it from happening again.

KEEPING LANES IN PLAY

Another go-to report helps Corrigan turn lane uptime into something she can actually measure. The lane-usage report shows when a lane is operating, being cleaned, or sitting on mechanical hold, and how long it stays there. “Why has this lane been down for the last three days? What is going on?” she says. The report shows Corrigan exactly how long a lane has been down and how quickly the technical team responds. Using that insight, The BLVD created an incentive for the technical manager tied to keeping the lanes operating 98% of the time.

MARKETING WITHOUT GUESSING

The same kind of visibility also helps with marketing. “Creating a different QR code for each promotion is probably one of my favorite marketing tools in the system,” Corrigan says. “Before we had this feature, it was difficult to know where a guest found a particular offer. Now, because of the QR code, the redemption is automatically tied to that promotion.” That allows the team to answer questions that are often difficult to track: • Did the campaign bring people in? • Which channel worked best? • Did the revenue justify the discount? Before updating its food and beverage menu, the team reviews productmix data to see which items guests are ordering and which ones may no longer deserve a spot. It gives them a faster, more accurate way to make changes based on actual buying behavior rather than instinct. Looking ahead, Corrigan is excited to connect Sync with QuickBooks Online. With the interface now available and the two systems communicating, she expects an even clearer day-to-day financial picture. Bringing the right information together gives operators a clearer view of what is really happening across the business. And in a fast-moving operation, that kind of clarity can be the difference between reacting late and staying ahead.

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Inside THE VENUE // Cover

WHEN A

BELOVED CENTER BURNS COVERAGE AND COMMUNITY GAVE HOPE

By Stephanie Davis

“I wouldn’t have even a fraction of the options and opportunities that I have right now with my previous coverage,” he says.

The timing was almost as shocking as the loss.

McCoy had moved to the area a short time before the opportunity to buy Pinz came along. As a culinary-trained chef, he had helped open 15 restaurants but had no experience in bowling or entertainment.

n June 4, 2026, Pinz Bowling Center in Dell Rapids, South Dakota, was destroyed by an accidental electrical fire. In a matter of hours, owner Casey McCoy was left to face a devastating question: What happens after nearly everything you have built disappears overnight? The check for a new insurance policy had cleared McCoy’s bank just days before the fire. Thankfully, it provided substantially better coverage than the policy he inherited when buying Pinz in 2022, while costing approximately $1,400 less per month.

20 IBI magazine // September 2026

AN UNLIKELY BEGINNING

The business combined a restaurant, catering operation, and eight bowling lanes, all inside a building that dated to 1965. While it was the food side that convinced McCoy to take the

leap, once he was in, bowling became the part of the business that surprised him most. McCoy came to see the center as a place where the community could gather, celebrate, and look after one another. He built Pinz around that broader experience.

SELLING THE WHOLE EXPERIENCE

Before the fire, Pinz offered leagues three nights a week and a Saturday youth program, along with a 37-seat restaurant, bar, catering, video lottery, and an expanded arcade. McCoy leaned heavily on his culinary

A PLACE THAT SHOWED UP

McCoy wanted Pinz to be more than a place people visited. He looked for ways the center could support Dell Rapids, especially when someone in the community needed help. When a December snowstorm closed schools just before the holiday break, McCoy prepared boxed meals for children who depended on school lunches. He left them near the back door and turned off the cameras so families wouldn’t feel selfconscious. Other businesses and residents began contributing, allowing Pinz to provide additional meals and later host a free spaghetti dinner that fed hundreds. For McCoy, supporting the community also meant creating a place where people felt included, something especially close to his heart. He made a point of hiring Special Olympics participants, helping them build workplace skills and feel like part of the team. When one employee explained that the noise, lights, and crowds of a traditional high school prom were overwhelming, Pinz created a sensory-friendly celebration with quieter music, softer lighting, and its own grand march. What began as a way to make sure everyone could share the milestone became an annual tradition. That same commitment to the community could be seen in the Bowling for Zander Scholarship Tournament, held in memory of local youth bowler Zander Heathcote, who died in a bicycle accident in 2022. Over four events, the tournament awarded more than $60,000 in scholarships. McCoy’s involvement throughout Dell Rapids earned him the community’s 2024 Citizen of the Year honor and his own Casey McCoy Day. In 2025, he received Dell Rapids’ Spirit Award. He had arrived in Dell Rapids as an outsider, but he and Pinz became part of the town’s fabric.

background, preparing approximately 80% of the food in-house and changing the menu regularly based on the season, food costs and what guests wanted. He also invested approximately $200,000 in arcade games, including a $20,000 Halo game delivered just one week before the fire. The changes helped increase annual sales by approximately 120% compared with the previous operation’s best year. But McCoy measured Pinz’s success by more than revenue. As the business grew, so did its role in the community.

Along the way, he was building a different kind of insurance policy: a community that would stand behind him when he needed it most. The other policy, the one that could make rebuilding possible, was a commercial policy he had nearly put off changing.

THE POLICY HE INHERITED

When McCoy bought the business, he simply continued the previous owner’s insurance policy. Its premium eventually climbed to approximately $2,700 per month, not

Casey McCoy including workers’ compensation. Looking for insurance alternatives became timeconsuming and overwhelming, so he set the project aside for a while. Months later, a Facebook advertisement for Western Bowling Proprietors Insurance (WBPI) caught his attention and eventually led him to WBPI agent Jack Rutledge. A short time later, Rutledge stopped in person at the center, reviewed the policy, toured the property, and identified ways to reduce risk. The result was a quote that surprised McCoy. “I had this misconception that changing to a better policy would mean moving mountains and cost me a lot more money,” McCoy says. He quickly discovered he was wrong. Altogether, he estimates the calls and emails required about an hour of his time over two months.

UNDERSTANDING BOWLING

The comparison revealed how much could hide behind a monthly premium. McCoy’s previous policy provided approximately $1.25 million in replacement coverage. Eight new lanes, pinsetters, and scoring could consume nearly half of that, leaving far too little for everything else required to reopen. The new policy classified the permanently installed bowling equipment as part of the building, preserving personal property coverage for items such as kitchen equipment, furniture and other contents. Pinz also secured stronger protection in nearly every category, with some limits doubling, while reducing its monthly premium by approximately $1,400. Those changes reflect the value of an agent who understands how a bowling center is built, what its equipment costs, and where standard coverage may fall short.

“The cheapest policy doesn’t save you any money if the coverage can’t put the business back together.” September 2026 // IBI magazine

Inside THE VENUE // Cover Cameron Linder, CEO of WBPI, says operators can quickly determine whether an insurance agent understands bowling by asking two questions. 1. What would it cost to replace the lanes, pinsetters and scoring equipment? “We use about $50,000 per lane as a reasonable average, and new equipment can push that closer to $60,000,” Linder says. “If the answer isn’t at least $45,000 per lane, the agent doesn’t know bowling.”

business they have invested years of work and pride into, and suddenly it can’t operate.”

WHEN THE POLICY MATTERED

Because the policy had been in place for little more than a month, McCoy expected intense scrutiny. Instead, he describes a thorough but collaborative process. Regular calls with the insurance team allowed him to provide photographs, records and installation details as questions arose.

“An agent who works with this industry should immediately know that electrical systems, kitchens, and the spontaneous combustion of greasy rags are the most common,” he says.

“I was impressed by how quickly the insurance team contacted McCoy and had people on-site to assess the damage,” Rutledge says. “In my 25 years in the business, it was the fastest response I have seen. The city inspector, state inspector, the Bureau of Alcohol, Tobacco, Firearms and Explosives and the claims adjuster all examined the property and reached the same conclusion.”

Rutledge says a major loss quickly changes the way an owner views insurance. “Owners naturally care about price when buying insurance, but everything changes when a major loss happens,” he says. “You can see the devastation in their faces. This is a

Rutledge spoke with McCoy almost every day during the first week, when uncertainty was at its highest. “Open communication is critical after a loss because the owner needs to know the process is moving,” he says. In McCoy’s case, that reassurance became more concrete once the adjuster completed

2. What are the most common causes of fires in bowling centers?

the report. “The findings and expected settlement were consistent with what we anticipated,” Rutledge says. “When Casey received that information, you could almost see the weight come off his shoulders.”

ANOTHER KIND OF COVERAGE

While the new insurance policy gave McCoy the opportunity to rebuild, his community stepped in to help with the things that could not be listed on a claim.

Within two weeks, the community raised more than $20,000, including approximately $8,000 through a local Dairy Queen fundraiser. The support enabled McCoy to provide money to employees while they looked for other work. McCoy reached out to local businesses so they would consider hiring his 22 employees, and most quickly found jobs. A competing caterer also offered McCoy the use of a kitchen. What began as help after the fire has evolved into a joint catering venture benefiting both businesses. “The insurance policy is what will allow me to rebuild the building,” McCoy says. “But the community has been an insurance policy of its own kind, carrying us through the parts of this loss that no check can replace.”

REBUILDING THE GATHERING PLACE

McCoy looks forward to rebuilding Pinz. He misses the crash of pins, the energy of league nights and families teasing one another between frames. Most of all, he misses the regulars who formed what he calls the center’s “bowling congregation.” Insurance gave McCoy the means to consider what comes next. The people of Dell Rapids gave him a reason to come back.

BEFORE THE FIRE

PUT YOUR POLICY TO THE TEST

utle kR

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A low premium doesn’t mean much if the policy leaves the business exposed. Linder says operators should focus on three areas: property limits, business income coverage, and liability exclusions. m

n Linder ero

“Just a few short years ago, this town was not home,” McCoy says. “It became my home, and I’m so grateful.”

PROPERTY LIMITS

Make sure the limit reflects the cost of rebuilding the entire operation, including lanes, pinsetters, scoring, kitchen equipment, arcade games, and furnishings. Ask how permanently installed bowling equipment is classified.

BUSINESS INCOME

“As a starting point, I want to see business income coverage equal to at least 50% of the center’s annual gross revenue, and even that may be low,” Linder says. “If the limit is substantially below that, it can disappear quickly during an extended shutdown.”

LIABILITY EXCLUSIONS

Look specifically for firearm exclusions and exclusions or limitations on claims involving assault and battery. Defense costs may be included within the limit, meaning attorney fees can consume the available coverage before a case gets very far.

THE QUESTION AGENTS SHOULD ANSWER

“Your agent should walk you through the exclusions and limitations,” Linder says. “Honestly, the agent should probably spend more time explaining what is not covered than telling you what is.”

22 IBI magazine // September 2026

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Marketing & GROWTH // Rethink Tradition

Bowling REPACKAGED

HOW YOUNGER OPERATORS CREATE DEMAND By Mike Monroe

spend a lot of time in bowling centers, and lately some of the most interesting ideas I’m seeing are coming from younger operators. They are not afraid to question things the rest of us have been doing for years. Sometimes that can make an old bowling guy a little uncomfortable. It can also make us realize we may have run a good idea straight into the ground. Bowling people have never been famous for moving quickly. Think about how long it took us to figure out that kids would have more fun if the ball stayed out of the gutter. Roller-skating rinks were turning down the lights and cranking up the music years before bowling decided it had discovered something new. Now another generation is coming in with a different way of looking at the business. They understand social media, they know who they are trying to reach, and they are willing to put some personality into the building. Most importantly, they are not automatically throwing away everything that came before them. They are taking familiar bowling products and packaging them in a way that gives people a reason to care again.

MAKE IT AN EVENT AGAIN

Glow bowling is a perfect example. At one time, it felt like an event. The regular session ended, the lanes cleared, the lights changed and a new crowd came through the doors. People knew when it started, and they came specifically for it. Then many centers began running glow bowling six or seven nights a week. Instead of starting with some energy, it simply melted into open play. The lights went down, the music came on and everyone kept doing what they were already doing. Nothing really happened. If something is available all the time, it stops feeling special. One younger proprietor told me we had run glow bowling into the ground, and I think he was right. His point was not to get rid of it. His point was to turn it back into an event. Give it a clear starting time. Put someone with energy on the microphone. Run contests. Give away prizes. Create moments people will record and share. Make the room feel different at 9 p.m. than it did at 8:45 p.m.

24 IBI magazine // September 2026

I recently saw that approach working on a Tuesday night. About threequarters of the lanes were going, and the host had the place popping. That did not happen because the center turned on black lights and walked away. Someone was actively creating the experience.

SELL THE EXPERIENCE

We also need to think more honestly about what today’s customers want. I’m not convinced every young mom or group of young women wants to spend the whole evening in a room where they can’t clearly see what is happening around them. That does not mean the glow effects have to disappear. It means the atmosphere should feel exciting without making guests feel like the building went into witness protection. The bigger lesson is to stop assuming that an old program still works simply because we are technically offering it. Ask what the customer is experiencing. Is there anticipation? Is there a reason to arrive at a certain time? Is anyone leading the fun? Is there something worth sharing afterward?

Turning down the lights is easy. Creating demand takes more thought.

LEAGUES AREN’T DEAD

I hear people say league bowling is dead. I don’t buy it. League bowling is different. Younger bowlers understand organized play. Many grew up around high school bowling, youth programs or competitive activities. What they may not want is a 35-week commitment every Tuesday night. Frankly, they may not want to bowl with an old guy like me every Tuesday night either. I can’t blame them. What is working in many centers is the shorter commitment: eight-, 10- or 12-week leagues, have-a-ball programs with a new twist, tattoo leagues and other programs built around a specific interest or group. These offers feel easier to try. They have a beginning, an ending, and a reason to join now. We are doing more short-season programs in our own centers, and they are working. The product is still league bowling. The packaging is different.

Marketing & GROWTH // Rethink Tradition

Operators sometimes rush to bury a program when the real problem is the way we are presenting it. Before deciding customers do not want something, take a hard look at what we are asking them to commit to and how much excitement we have created around it.

LET THE PLACE HAVE A PERSONALITY

Some younger operators are also more comfortable letting their own personalities show through the business. They use TikTok and other social platforms to show the center, talk directly to customers, and give people a feel for what the place is like before they ever walk in. That same attitude is showing up inside the building. They may keep some of the retro furniture, old-school character, or imperfections, but they mix it with art, humor, music, and a little edge. They are less worried about making every center look like the same polished box and more interested in answering a better question: What can I do with this space? I like that. Bowling centers should have some attitude. The best ones have always reflected their owners and their communities. Social media simply gives operators another way to carry that personality beyond the front doors. You don’t have to dance on TikTok if that isn’t like you. Actually, please don’t. But somebody in the business should be comfortable showing people what makes the center fun. A generic post with a stock photo and “Come bowl this weekend” is not much of an invitation.

26 IBI magazine // September 2026

Show the host getting the crowd involved. Introduce the bartender. Show off the strange trophy for the eight-week league. Give people a story they can picture themselves joining.

CHANGE THE INVITATION What excites me about this next group of operators is that they are not necessarily rejecting bowling tradition. They are looking at it without the baggage of “this is how we have always done it.” They still believe in leagues. They still see value in glow bowling. They still appreciate a center with history. They just understand that history alone doesn’t create traffic. The rest of us should pay attention and admit when a program has become routine, our marketing has faded into the background, or the building simply feels boring. The answer may be as simple as a defined start time, a shorter commitment, the right person on the microphone, and enough personality to make customers wonder what they are missing. Bowling is still a great product. We may just need to stop selling it in the same old package.

With 40 years of experience in the bowling industry, Mike Monroe is currently the managing associate for The Hansell Group and owner of First Frame Bowling Management.

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Marketing & GROWTH // Customer Retention

AFTER THEY

WALK OUT

TURNING ONE VISIT INTO ANOTHER

By Zach Boulanger

ou put a lot of effort into getting people through your front doors. You promote birthday packages, organize special events, run seasonal programs and create offers designed to bring guests into your center. Then, once the visit ends, many of those customers simply walk out. That’s where a major marketing opportunity often disappears right along with them. The family that visited for a birthday party may also be interested in open bowling. A parent who registered a child for your summer program may already be thinking about another family outing. An event organizer may need a place for the company holiday party. You’ve already done the hard part by giving them a positive experience. Now it’s time to give them a relevant reason to return. From what I see working with centers of all sizes, the problem usually isn’t a lack of ideas. It’s having a consistent plan to reconnect with guests after they leave.

THE FIRST VISIT IS THE BEGINNING

It is easy to judge a promotion or event by the revenue it brings in that day. Of course that matters, but the longer-term value to your center may be much greater. Think about a birthday party with 10 children. • The immediate sale comes from the party organizer, but you have also introduced your center to nine other families. • If those parents leave without any way for you to reach them again, you are counting on them to remember your center and return on their own. The first step is creating a way to stay connected. Names and email addresses collected through online reservations, event registrations, website forms, and special offers can become valuable marketing assets, as long as customers have agreed to hear from you. Once you have that connection, decide what you want guests to do next. You might invite birthday-party parents to join your email list, offer them an incentive to return for a family outing or direct them to a page featuring upcoming programs.

28 IBI magazine // September 2026

Tip: Keep the next step simple and connected to the experience they just had. The easier and more relevant it feels, the more likely they are to act. Without a reliable way to reach those guests again, every campaign starts from scratch.

MAKE THE FOLLOW-UP FIT

Remember that not every guest should get the same message. Someone who attended a child’s birthday party has different interests than a league bowler or a company event planner. Yet I often see centers send the same promotion to everyone on the list. It may be easy, but it ignores the reason each guest came in the first place.

MAKE THE MESSAGE MATCH

Make your follow-up fit what brought the guest into your center: • Birthday-party families: Invite them back for family bowling or share information about another celebration. • Company organizers: Send a timely reminder about holiday parties or team-building events. • Summer-program families: Follow up with a relevant food special or arcade offer. The closer your message matches the guest’s experience, the less it feels like generic advertising. Timing matters as well. A thank-you message sent shortly after the visit can reinforce the experience while it is still fresh. A return offer can follow several days later, while reminders for birthdays, holidays or annual events can be scheduled around the time customers are likely to begin making plans. That doesn’t mean you need someone sitting at a computer sending every message individually. You can prepare many of these communications in advance and have them triggered by a registration, reservation, or previous visit. That helps your center follow up consistently, even during busy weeks when marketing would otherwise get pushed aside.

Marketing & GROWTH // Customer Retention

DON’T FORGET THE REVIEW

Right after a visit is also a natural time to ask your guest for feedback or a review. Guests are more likely to respond while the experience is still fresh, and their comments can show you what went well and where something fell short. Positive reviews help future customers feel more confident about visiting or booking. Less-positive feedback gives you a chance to address a concern before it becomes a public complaint or a lost customer.

Tip: The request should be simple: Thank the guest, provide a direct link and make it easy to respond. Adding too many questions or steps can turn a small favor into homework.

FOLLOW THE REVENUE

Email opens, website visits, and social media engagement can show whether people noticed a message, but don’t rely on that to tell the entire story. The more important question is whether the communication led to another visit or purchase. Trackable offers and redemption codes can help you connect a campaign to what happened inside your center. You can compare which messages generated responses, which customer groups returned, and which offers produced additional spending.

30 IBI magazine // September 2026

This comes up often in my conversations with operators: They know a message went out, but they don’t know who came back because of it. And that information is what makes your next marketing decision easier. If one follow-up consistently brings birthday families back for open bowling, keep using it. If another offer gets little response, try a different message, better timing, or a more relevant audience.

KEEP THE CONNECTION GOING

When a visit ends, your relationship with the customer shouldn’t end with it! Bringing new people through the door will always matter, but growth also comes from giving the guests you already reached a reason to return. One good visit can become the beginning of many more. If you need help creating a guest follow-up plan or tracking which offers bring people back, reach out and I’ll be happy to talk through practical ways to communicate with customers and measure the response. Zach Boulanger has spent more than 15 years working with bowling centers on customer retention, database growth, website strategy, and marketing systems. He is passionate about helping centers build sustainable processes that support long-term growth. He is a partner in Bowling Marketing Solutions, a member of the USBC board, and former manager of a busy 60 lane bowling center in Green Bay, WI. This experience gives him a wide variety of bowling knowledge from the operations side, marketing side and guest experience.

Coverage that makes rebuilding worth every penny

Marketing & GROWTH // Future Customers

AFTER SCHOOL

BEFORE DINNER COMMUNITY NEEDS MEET BUSINESS POTENTIAL By Andy Vasko

t’s 3 p.m. on a weekday. Your lanes are open, the arcade is quiet and the kitchen is waiting for the evening crowd. If the hours between the school bell and dinnertime are among the toughest for you to fill, you’re certainly not alone. But those hours may also hold one of the best opportunities in your building. I spent decades running a busy after-school bowling program at my center in Ohio. Now when I’m talking with operators, after-school programs come up because they can answer two very different needs at the same time: Families need worthwhile places for children to go, and you need productive ways to use quieter weekday hours.

A NEED IN THE COMMUNITY

The need is substantial. According to the Afterschool Alliance’s 2025 America After 3PM study, parents of 29.6 million children want access to an after-school program, yet 22.6 million don’t have it. That is a huge gap! If you operate a bowling center, you already have much of what these programs need: activity, social interaction, food, and room for children to have fun together.

CENTERS CAN FILL THE GAP

When talking with school officials, ask them how many of their students are going home to an empty house until their parents finish work. In my experience, that question changed the conversation. I wasn’t simply asking them to help me fill lanes. I was showing them how our business could provide another option for local families, and they understood the value of that. That community role and the business opportunity for your center complement each other. A well-run program can give families a dependable afternoon destination while generating bowling, food, and arcade revenue for you. It also introduces your business to children, parents, teachers, and school administrators who may have had little reason to visit before.

ONE CHILD, AN ENTIRE FAMILY

The weekly program revenue matters, but that’s just the start. Think about what one child can represent to your business. When children enjoy the experience, they talk about it at home. Parents arriving for pickup notice your restaurant, arcade, party spaces, and other attractions. Over time, those introductions can lead to birthday parties, family outings, fundraisers, youth leagues, school events, and visits during breaks.

32 IBI magazine // September 2026

You may also gain something valuable that’s easy to overlook: the ability to continue the relationship. Growing your database gives you a way to share future offers with participating families. The children already know your center, and their parents trust your business. Beyond traditional after school programs, charter schools and homeschool families often need physical education options, and bowling can help meet that need. If you have weekday availability, a PE program may offer another path to youth participation, school partnerships, and paid use of hours that might otherwise remain quiet. Of course, none of this happens without effort. You’ll need to think through transportation, staffing, supervision, insurance, and school relationships. The program has to feel organized enough for parents and engaging enough for children.

I would never tell you it’s effortless. I would tell you the payoff can be much larger than the number of children bowling on a given afternoon.

A LONGER VIEW

While some of your participants may move into youth leagues or high school bowling, others may simply grow up seeing your center as a familiar place to gather. Either outcome has value. You can spend a great deal of time and money trying to reach new families, while an after-school program can begin that relationship years before those children become adult customers and decision-makers. Now may be a good time to look at the hours between school and dinner with fresh eyes. Your lanes, equipment and much of your overhead are already there. Could those hours serve families, strengthen your school connections, and create business that continues well beyond one afternoon? For some of you, the answer may be worth exploring. Andy Vasko has spent decades in the bowling industry, gaining hands-on experience in nearly every part of the business, including owning and operating a 30lane center in Ohio. Andy has spent years working with operators to help them strengthen their businesses and now shares his experience and practical insights with operators around the world through his role with BBBI-Kids Bowl Free.

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ARCADE DISTRIBUTOR AVS COMPANIES

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BETSON ENTERPRISES

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PLAYER ONE AMUSEMENT GROUP

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At Player One Amusement Group, we specialize in the sourcing and distribution of quality amusement and vending equipment for both commercial and retail customers. We provide end-to-end Total Solutions, from the design and planning of the space, to equipment selection, to best practices for merchandise and redemption counters. Each business is unique so P1AG customizes the appropriate services to meet your business needs.

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STELTRONIC SCORING

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CAPITAL EQUIPMENT/SUPPLIES BRUNSWICK BOWLING PRODUCTS

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The leader in the bowling industry for over 130 years, Brunswick Bowling provides products, services, and industry expertise for new and existing bowling centers.

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September 2026 // IBI magazine

PREFERRED VENDOR LIST CAPITAL EQUIPMENT/SUPPLIES

QUBICAAMF

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CASHLESS TECHNOLOGY

INTERCARD

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CONSULTING

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Custom-tailored, cost effective mystery shopping programs exclusively for the amusement, attractions and entertainment industries since 1996. Our team has worked with every size and type of venue and we partner with IAAPA and AAMA for their Top FEC awards programs. Reach out today to better understand what your guests are experiencing!

SHERYL GOLF

Expert business consulting and training services designed to help entertainment venues grow group sales, increase bookings, and elevate the guest experience. Focused on real-world execution, SherylGolf delivers proven strategies in sales, marketing, event programming, and team development, along with systems for recruiting, hiring, onboarding, and training—resulting in stronger teams, smoother operations, increased revenue, and unforgettable experiences that keep guests coming back.

TURFWAY ENTERTAINMENT MANAGEMENT

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Full service consulting company within the family entertainment industry focusing on business new starts, expansions, modernizations, and health checkups of existing centers. A dedicated team of professional experts in operations, marketing, branding, culinary, and bar services allow a seamless approach for your needs.

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FOOD/BEVERAGE

PURSE PEGS

Joe Peplinski

Bowling alleys can install Purse Pegs to their dining tables to provide guests a clean, secure place to hang their valuables while they bowl and dine. This small addition improves comfort, keeps walkways clear, and prevents belongings from getting dirty or damaged on the floor. Purse Pegs enhance the customer experience, making your venue more inviting and accommodating. It’s a simple upgrade that shows attention to detail and encourages repeat business through thoughtful, practical design.

34 IBI magazine // September 2026

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PREFERRED VENDOR LIST INSURANCE

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Helping You Is What We Do Best! With 30 years of experience and over 300 centers nationwide, we’ve mastered the art of insuring entertainment venues from bowling centers and movie theaters to axe throwing, roller skating, go-karts, mini golf, and more. Comprehensive policies include property, general liability, liquor liability, wind/hail protection, and Workers’ Compensation. As part of the sixthlargest (Independent Insurance) Broker in the U.S., we offer competitive quotes tailored to your needs. Contact us today and let’s get your coverage started!

TILTON, THOMAS & MORGAN INSURANCE PROFESSIONALS

W. Tyler Compton

Tilton, Thomas & Morgan Insurance Professionals has been insuring bowling and family entertainment centers for over 40 years. We support state and national organizations, including many state bowling associations and the BPAA. Through our years of experience and working with hundreds of proprietors across the country, we have developed a specialized program to ensure our clients have the correct coverages at a competitive price. We love insuring FUN, so call us today to see how we can help you!

www.bowlingcenterinsurance.com 864.527.1145 robert.langley@bbrown.com

www.ttminsurance.com 866.233.0266 tcompton@ttminsurance.com

WESTERN BOWLING PROPRIETORS INSURANCE

Cameron Linder

WBPI is the largest bowling center insurance program in the nation with nearly 40 years of experience and 700 insured centers. Exclusively endorsed by eight state bowling proprietors associations, our staff of insurance partners and professional bowlers provide staff training, insurance education, advocacy, and business advice. No one fights harder for you! Contact us today for a competitive insurance quote!

www.wbpiprogram.com 800.200.9998 contact@wbpiprogram.com

LIGHTING/SOUND

DECIBEL STUDIOS

Ravi Shankar Guy O’Hazza

Decibel Studios is an innovative global technology solutions company that designs, engineer, installs, and maintains custom controlled audio, video, lighting, show control and special effects systems, including augmented and virtual reality, 3D and 4D interactive theaters, for various entertainment, corporate, hospitality, retail and institutional groups.

www.decibel-studios.com 310.693.5210 ext. 1 310.717.1603 ravi@decibel-studios.com guy@decibel-studios.com

DFX SOUND VISION

Mike Bovino

MARKETING

More WOW. More Stay. More Play. DFX helps Family Entertainment Centers stand out with immersive audio, lighting, video, and automation systems that increase dwell time and drive repeat business. Whether building new or renovating, we deliver fully integrated environments powered by VersaLED Video Walls and VersaShow technology — all operating through one intuitive control system. From design to long-term support, DFX is your turnkey AV partner for unforgettable experiences.

www.dfxsoundvision.com

BBBI/KIDS BOWL FREE

www.kidsbowlfree.com

Andy Vasko

At BBBI our goal is to create new customers and profits for bowling centers through our time tested Kids Bowl Free Summer Bowing Program and our new League Development System featuring Fun Bowling Leagues for all ages.

800.555.5280 info@dfxsoundvision.com

877.841.4590 Andy.Vasko@kidsbowlfree.com

ONLINE RESERVATIONS

ALLEYTRAK

Chris Behling

AlleyTrak is the complete lane reservation and management system designed specifically for bowling alleys. Manage your recurring events, leagues, parties, packages, along with many other features AlleyTrak has to offer. Save time by allowing guests to make reservations online 24/7.

www.alleytrak.com 815.519.9843 Chris@alleytrak.com

September 2026 // IBI magazine

PREFERRED VENDOR LIST PARTY SUPPLIES & NOVELTY PRODUCTS

SIERRA PRODUCTS

Shelly Berry

Sierra Products is your exclusive source for bowling parties, including party favors, supplies and novelties. Bowling birthday party supplies include bowling pin sipper bottles, mini bowling pin candy containers, bowling coin banks, bowling party cups, napkins, novelty souvenir cups and much more. Most of our items can be personalized with your company’s logo, phone, website, etc.

www.noveltybowlingstuff.com 800.900.7695 sales@noveltybowlingstuff.com

REDEMPTION SUPPLIES

A&A GLOBAL

Sales Department

A&A Global has been delivering fun since 1938, helping businesses turn joy into revenue. With reliable, strategic support and a full range of toys, candy, novelties, and custom programs, we design the right mix to drive traffic, build loyalty, and create real results.

www.aaglobal.com 800.638.6000 ext. 306 gclothier@aaglobal.com

BMI MERCHANDISE

Sales Department

At BMI Merchandise, we’re in the business of fun—and we take it seriously. For over 30 years, we’ve been a recognized leader in the amusement industry, providing innovative redemption products and services. As an industry pioneer and technology-forward company, BMI helps family entertainment centers improve efficiency and profitability. We offer a constantly evolving mix of redemption merchandise featuring the hottest brands and licenses, all integrated with advanced technology. Beyond merchandise, we deliver innovative technology solutions, including our proprietary AMRS™ system—a 360° solution designed to streamline operations and maximize profits through design, planning, installation, and fulfillment.

www.bmimerchandise.com 800.272.6375 Sales@bmimerchandise.com

SURESHOT REDEMPTION

Corporate Sales

Sureshot is your ultimate destination for retail merchandise and redemption prizes. We feature a comprehensive assortment across all major categories, coupled with exceptional customer service, competitive pricing, and premium quality products. Discover our ongoing additions of unique items year-round. We also offer custom logo programs, automatic merchandise replenishment, assortment planning, and planogramming services. Trust Sureshot Redemption to consistently meet your needs with precision and reliability, especially with our Free Freight program. Call or email us for details!

REDEMPTION PLUS

Michael Nowak

Redemption Plus is your go-to partner for all things redemption! From designing and merchandising exciting redemption centers to offering expertly crafted training resources and a broad selection of trend-worthy prizes, we’ve got you covered. With a fresh approach and top-tier service, we simplify your operations so you can focus on wowing your customers with unforgettable experiences!

www.sureshot-redemption.com 888.887.8738 Sales@sureshot-redemption.com

www.redemptionplus.com 888.564.7587 Smile@redemptionplus.com

RHODE ISLAND NOVELTY

Hutch Costello

Rhode Island Novelty has been in business since 1986 and is the leading Prize provider for the Redemption industry, offering the best case pricing, product selection, and performance. We keep it simple so you can focus on keeping your guests happy. With unmatched variety and value, partnering with us means saving time, reducing costs, and providing prizes that keep guests coming back again.

36 IBI magazine // September 2026

www.rinovelty.com 401.996.9489 HCostello@rinovelty.com

Classifieds

200

www.BowlingIndustry.com

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 September 2026 // IBI magazine

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

38 IBI magazine // September 2026

Call (239) 821-2534 or E-mail your ad to:

Natalie@bowlingindustry.com