November 2026

NOVEMBER 2026 // VOLUME 36.11

ONE YES. ONE ROUGH OPENING. ONE BIG COMEBACK. 248 NOs

THE REAL COST Look Beyond the Price Tag

IS YOUR WEBSITE DOING ITS JOB? Turning Traffic Into Business

SET UP NOW FOR A BIG NEW YEAR

Stock Smarter with AMRS Build a balanced prize mix that has everything guests love.

Scan Faster with RFID Go from hours to seconds using RFID inventory technology.

Run Your Center Better Restock automatically and free up even more of your staff’s time.

Visit us at IAAPA Booth #S3407 for an RFID demo.

Make Next Year Your Best Year Speak with our team today! Call 800-272-6375

The end of the year goes FAST. Let’s plan early so you go into 2027 ahead of the game.

Scan to see our newest tech in action!

bmimerchandise.com

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

Contents

NOVEMBER 2026 // VOLUME 36.11

Revenue BUILDERS Publisher's Column MORE THAN MEETS THE EYE Looking Deeper at What Works

Price vs. Value THE REAL COST Look Beyond the Price Tag Floor Plan BEFORE YOU BUY ANOTHER GAME Look at Your Layout First Attraction Fit WHAT HAPPENS AFTER THE WOW? How New Attractions Affect the Whole Center Premium Promise BUILT TO DELIVER Choices Behind the Premium Experience Clear Feedback THE CONVERSATION YOU CAN'T AVOID Giving Feedback Without Losing Clarity Operations & PEOPLE

08 12 14

18 22

Inside THE VENUE

Center Revival THE TURNABOUT BET A Struggling Center Reimagined Cover 248 NOS LATER An Unlikely Success Story Redemption Lessons LEARNING WHAT WORKS A Newcomer's Redemption Strategy Marketing & GROWTH Did It Get Customers? Website Results IS YOUR WEBSITE DOING ITS JOB? Turning Traffic Into Business Brand Ambassadors MARKETING IN PLAIN SIGHT Turn Guests and Staff into Advocates IAAPA SNEAK PEEK Ad Results YOUR AD GOT CLICKS What's Next WHAT'S NEXT IN THE WORLD OF FUN? Ideas Worth Looking At

26 28 30

32 34 40

What's NEW

Fresh Finds FOUR WAYS TO WORK THE ARCADE More Ways to Draw Players Fresh Finds MAKE ROOM AT THE BAR Fresh Ideas for Space, Service, and Sales This & That NEWS, TRENDS, & RESOURCES Ideas and Developments Worth Knowing

50 51 54

IBI magazine // November 2026 4

Publisher’s COLUMN

LOOKING DEEPER AT WHAT WORKS MORE THAN MEETS THE EYE

PUBLISHER & EDITOR 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 Sheryl Bindelglass Stephanie Davis Jackie Fisher

T here’s something about a business story that starts with 248 people saying no and a grand opening that turns into a grand closing. You pretty much have to keep reading. That’s where this month’s cover story starts. Before Dig World opened, Jacob Robinson pitched his idea to 248 investors who said no. He believed families would want to operate real construction equipment together. Convincing others was another story. Eventually, someone said yes, and Dig World opened in Katy, Texas. Families showed up ready to climb into real excavators and heavy equipment. The problem was that Dig World wasn’t quite ready for them. Within days, Jacob temporarily closed, fixed what wasn’t working, and tried again. That very public rough start could have ended the business. Instead, it became part of the playbook. Today, Dig World has national partners, a Shark Tank appearance under its belt, and plans to expand. But the best part of the story is what Jacob learned from all those no’s, the mistakes that followed, and listening to what guests actually wanted. THE PRICE TAG ISN’T THE COST That idea carries into decisions that look much simpler on paper, like choosing between two pieces of equipment. And this isn’t a case for automatically buying the more expensive option. Sometimes, cheaper really is the smarter choice. The question is what happens after the purchase. Repairs, downtime, replacement parts, lost product, and operating costs can change the math pretty

PRETTY ISN’T ENOUGH Another place where what you see isn’t necessarily the whole story is your website. Is yours working as hard as you are? A website has some pretty specific jobs to do for your business, but many centers may not be getting everything they could from theirs. Carey Tosello of eBowl.biz and Zach Boulanger of Bowling Marketing Solutions have decades of experience building websites for centers and keeping up with the technology behind them. They share plenty of practical advice, including what makes a site easier for search engines and AI to find, what should be happening behind the pretty pictures, and why you should probably be looking at yours from your phone instead of the desktop in your office. BRING COMFORTABLE SHOES You’ll have plenty more to look at in Orlando this month. IAAPA Expo is expanding into a second building, with more than 1,100 exhibitors expected. That’s a lot of ground and a lot of shiny things competing for your attention. Our IAAPA Sneak Peek highlights a few areas we think are worth watching. The IBI team will be there, too, and we’re looking forward to seeing many of our industry friends. If you spot us wandering the floor, please come say hello. There’s plenty more packed into this issue beyond these stories. We

Michael Giacinto Danny Gruening Taylor McGlamery Eileen Schreiner Ryan Vasko Brandon Willey

hope you’ll find a nugget or two to put to work in your center. 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!

CONTACT 1850 San Marco Rd. Marco Island, FL 34145 www.BowlingIndustry.com stephanie@bowlingindustry.com

quickly. Michael Giacinto’s "Price vs. Value" article puts real numbers behind those choices, from refrigerators and cabinetry to fryer oil and

ventless cooking equipment. It’s a useful way to look beyond the quote and consider what the equipment needs to do, how hard you’ll use it, and what it will really cost you over time.

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.

Stephanie Davis, Publisher & Editor stephanie@bowlingindustry.com

The question is what happens after the purchase.

IBI magazine // November 2026 6

360 CONTROLLER

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 ®

BOOST ST · PBA APPROVED FOR PROFESSIONAL COMPETITION

LOOK BEYOND THE PRICE TAG THE REAL COST Revenue BUILDERS // Price vs. Value

By Michael Giacinto

A $1,600 refrigerator can look like a much better deal than a $4,000 refrigerator. Seven years later, the math may tell a different story. That difference is easy to miss because the purchase price is sitting right there on the quote. Repairs, replacement costs, lost food, downtime, and day-to-day operating expenses aren't nearly as obvious. In my 25 years working with restaurant equipment, I've had plenty of opportunities to see what holds up and what doesn't. I've also seen where spending more makes sense and where it absolutely doesn't. Sometimes the less expensive choice is perfectly capable of doing the job. A higher price doesn't automatically make something a better buy. The real question is what that equipment will cost once you start using it. WHEN CHEAPER COSTS MORE Let's go back to that refrigerator. For comparison, assume the $1,600 refrigerator has a two-year warranty and dies the day after the warranty expires. Yes, that's awfully convenient for the math, but stay with me. Over seven years, replacing it three times would cost $4,800. Add three $200 service calls and $500 for spoiled food each time, and the total comes to about $6,900. A $4,000 refrigerator with a seven-year warranty, using those same assumptions, comes to about $4,700 after one service call and $500 in lost food. That's a $2,200 difference on a single refrigerator. And refrigerators have a wonderful sense of timing. They don't usually die while someone is standing there watching them. It's after you turn off the lights, lock the doors, and go home. By morning, you may have lost the refrigerator and everything inside it.

Then there's the repair itself. Some lower-end equipment uses imported parts that may take weeks or even months to obtain. Saving money on the refrigerator isn't much comfort when you're spending the next two months figuring out how to operate without it. BUILT FOR REAL LIFE Cabinetry doesn't have a compressor or a warranty full of fine print, but the same thinking applies. Back-bar cabinets live a rough life. Water gets on them. Drinks spill. Employees lean on the doors. Some sit on them. Those of us who aren't quite as young as we used to be may even grab a cabinet door for a little help getting up from a crouch. The point is cabinetry in a center takes more abuse than you might expect. Construction choices can affect how long it lasts. In food-and-beverage areas, we typically specify marine-grade plywood rather than particle board and use heavier-duty hinges. Marine-grade plywood is better suited to the moisture that comes with the environment, while particle board can absorb it, swell, and eventually need to be replaced. You might save several thousand dollars on back-bar cabinetry upfront. But if a $5,000 cabinet has to be replaced repeatedly, the bargain disappears pretty quickly. Spending roughly $10,000 to $12,500 on cabinetry designed for a much longer life can cost considerably less over time. THE OIL ADDS UP Fryers are near and dear to my heart. I realize that's an odd thing to say about a fryer, but the numbers explain some of the affection. Take a bank of three fryers, each holding about 65 pounds of oil. At today's prices, a complete oil change for all three can run around $200. If you're dumping that oil every week, the cost adds up quickly.

IBI magazine // November 2026 8

Revenue BUILDERS // True Cost

Sometimes the cheapest option is the right one. I'm all for saving money. I just prefer it when you actually save it. That's where the numbers need a little more thought than simply comparing two quotes. What does the equipment have to do? How hard will you use it? What does it cost to operate, how quickly can it be repaired, and what happens to the business while it's down? WHERE CHEAPER WORKS Of course, sometimes the cheaper choice is in fact the better one. Take stainless steel. A $3,000 slicer needs a sturdy table to support it. Saving a few hundred dollars on a lighter table doesn't look like much of a bargain if the legs eventually give out and your $3,000 slicer lands on the floor. That's a place where spending more for heavier construction makes sense. A hand sink is another story. It sits against a wall and holds water. You probably don't need a $300, $400, or $500 stainless-steel hand sink when a thinner-gauge version costing $150 or $200 can do the job perfectly well.

Filtering changes that equation. Fryer oil collects food particles and other debris as it's used, and filtering removes that debris, so the oil lasts longer. With regular filtering, particularly twice a day, I've seen oil last two to two-and-a-half weeks before it needs to be replaced. Extending the time between $200 oil changes from one week to more than two can add up to thousands of dollars in savings over the course of a year. That's why I'm a big believer in fryers with built-in filtration. The system drains the oil, filters out debris, and pumps it back into the fryer, making it much easier for employees to filter the oil regularly. If there's one place where spending more upfront can keep saving you money every time the fryer is used, this is a pretty good example. LOOK BEYOND THE EQUIPMENT The price of the equipment itself is only part of the cost. What it takes to keep it running, or even get it installed, belongs in the calculation too. Cooking equipment eventually needs repairs, and that's when parts availability matters. A common part for established equipment may already be on a local service truck, allowing a technician to get an oven running the same day. A less common imported part can take considerably longer to arrive. If that oven handles a significant portion of your menu, you're left figuring out what you can serve until it's back in service. Installation can change the math just as quickly. Ventless cooking equipment may have a higher price tag but consider what it can eliminate. I estimate an installed commercial hood can run around $10,000 per linear foot once HVAC, makeup air, fire suppression, and the other requirements are included. A three-foot range typically needs about four feet of hood coverage, putting that installation at around $40,000. So, if the ventless option costs a little more but saves you from installing a $40,000 hood, which one is really more expensive?

Michael Giacinto is Vice President of Sales at Proctor Companies, with 25 years of experience in restaurant equipment sales, bar building, and commercial kitchen design. He serves on the Education Committee for the Entertainment Food and Beverage Association. Outside

of work, Michael is an avid fisherman and Lego enthusiast.

IBI magazine // November 2026 10

YOUR STELTRONIC SYSTEM WAS BUILT TO MOVE FORWARD. Upgrade your existing scoring system to NOVA, and bring the latest Steltronic technology to your bowling center — with no recurring fees EVER!

FREE SOFTWARE UPDATES Enhancements & bug free support.

FREE TECHNICAL SUPPORT Expert support when you need it.

NO ANNUAL SOFTWARE FEES Keep your system current at no additional cost.

Contact Steltronic and find out what it takes to upgrade your center READY FOR NOVA?

SCAN TO CONNECT WITH OUR TEAM

info@SteltronicScoring.com www.SteltronicScoring.com

800-942-5939

Revenue BUILDERS // Floor Plan

ANOTHER GAME BEFORE YOU BUY LOOK AT YOUR LAYOUT FIRST

By Eileen Schreiner

W hen a game starts underperforming, the easiest conclusion may be that it is time for something new. Before pulling it from the floor, though, walk your arcade like a guest. Can you see the game when you enter? Is there a clear path to it? Is a taller attraction blocking it? Does traffic naturally carry guests past it, or has the layout created an area people rarely visit? Sometimes the game isn’t the problem. The floor around it may be working against it. Game selection is only part of the equation. How guests experience the entire room matters, too. START WITH THE SIGHT LINES Arcade games continue to become larger and more visually impressive. Those cabinets can be powerful attractions, but their size makes placement especially important. One of the things we encourage operators to do is walk to different points around the facility and look across the game room. What can you see? A tall cabinet in the wrong location can obscure several smaller games behind it. Guests can’t become interested in something they never notice. Consider how the height and profile of each game affect the visibility of everything around it. The same thinking applies to traffic flow. One section shouldn’t feel packed while another feels empty. Guests need room to move comfortably, watch other players and decide where to go next. If space is available, use it, but don’t confuse maximizing the floor with simply filling every available square foot. GIVE GUESTS A DESTINATION A strong layout also gives guests reasons to move through the room. A colorful bank of cranes, for example, can create a visual destination. So can a large attraction guests can spot from across the arcade. These anchors help pull traffic deeper into the space, exposing guests to other games along the way. As you look at new games, the question isn’t only, “Where can we fit it?” Consider what job that game can perform on your floor. BUILD IN FLEXIBILITY One consideration that is much easier to address during construction than after opening is electricity availability.

Sufficient electrical outlets in different areas and configurations give you flexibility for the games on your floor today and those you may buy years from now. Arcades evolve. Games move. New technologies and cabinet designs arrive. An electrical plan built too specifically around today’s layout can limit your ability to adapt later. Building flexibility into the floor plan from the beginning leaves more options as the game mix changes. We recently put many of these principles into practice while working with Legends Entertainment in Springfield, Illinois. Before installing 75 games for the new entertainment destination, our team worked with the Legends team to develop both a custom game list and detailed floor plan designed around the location and its customers. The planning went beyond determining which games would physically fit into the available square footage to consider how the game room Start at the entrance and walk slowly. Where does your eye go first? Which games disappear behind larger cabinets? Where does the room feel crowded or empty? Is there a reason to continue toward the back? Can guests move comfortably between games when the facility is busy? Then walk it again from another direction. What you notice may add some context to what you’re seeing in your performance reports. The numbers matter when deciding what stays and what goes, but they don’t always explain why a game is underperforming. Placement can be worth another look, too. Frequent guests often head straight for their favorites, so moving games can change their path through the arcade and introduce them to something they’ve overlooked. When at IAAPA and walking the show floor looking at what’s new, think beyond which games you want to bring home. Think about where they’ll go, what guests will see around them, and how they’ll change the flow of your arcade. Sometimes the next opportunity on your floor starts with looking differently at the games already there. would work as a whole. TAKE THE WALK

Eileen Schreiner is the Director of FEC Sales & Service at AVS Companies.

IBI magazine // November 2026 12

what’s next. games. experiences.

john wick: continental pursuit

custom case kiosk

butts on things 32” crane

BOOTH #S1209 (847) 439-9400 visit us at sales@avscompanies.com www.avscompanies.com

musbox karaoke booth

perfect pour: pbr edition

Revenue BUILDERS // Attraction Fit

THE WOW WHAT HAPPENS AFTER HOW NEW ATTRACTIONS AFFECT THE WHOLE CENTER By Brandon Willey A new experience can look exciting on a trade show floor or at a competitor's venue across town and still feel completely disconnected once it is dropped into your location. Most of us agree that social entertainment attractions, from augmented darts and sports simulators to karaoke pods and immersive arenas can extend dwell time, support food and beverage sales, and broaden a center’s appeal.

What matters when choosing an attraction is whether it creates the kind of guest behavior you’re looking for. Existing guest mix, busy and slow dayparts, and gaps in the current entertainment mix provide a more useful filter than what happens to be drawing a crowd at an industry show. The question is whether the concept fits the way guests already use the center or creates a specific new reason for them to visit. Looking at when the center has excess capacity can also clarify whether the attraction is meant to solve a daypart problem, add a new audience, or simply give current guests another reason to stay. WHERE WILL PEOPLE GO? Once an attraction makes sense strategically, placement becomes the next important decision. Social entertainment naturally draws more than the people playing. Friends gather around, spectators stop to watch, drinks collect on nearby tables, and groups linger before and after their turn. Put all of that activity directly in a major traffic path and it can quickly become an operational problem on a busy Saturday night. Servers carrying trays should not have to weave through spectators, and guests heading to the restroom should not have to cross a simulator waiting area. Waiting groups need somewhere to stand without blocking the attraction or the path around it. These details become more noticeable when several activities are busy at once. At the same time, visibility can help sell the experience. Someone watching a group play augmented darts or compete in an immersive arena may decide to try it next. The challenge is giving the attraction enough exposure to create interest without allowing the crowd around it to interfere with the rest of the center. If spectators help sell the attraction, that sightline has value too. WILL IT DRIVE ANOTHER SALE? Can guests comfortably eat or drink while they play? Can servers reach them without disrupting the activity? Is there a natural place for drinks or shared plates? Those details help determine whether an attraction can generate spending beyond its own price of admission.

But one of the bigger questions when considering a new attraction is how it fits into the experience already around it. Each addition needs a purpose within the larger guest journey and a role that makes sense with traffic flow, food and beverage, customer mix, and the center’s overall identity. Those are the things that matter long after the trade show excitement wears off. WHAT SHOULD IT DO? It is easy to see a popular new concept and immediately start thinking about where it could fit. A better starting point is the guest behavior you want to create. The goal may be to keep bowling guests another hour, give groups something to do while waiting for lanes, increase adult evening traffic, or add bookable inventory for corporate outings and slower bowling periods. DIFFERENT ATTRACTIONS SERVE THOSE GOALS DIFFERENTLY. • A sports simulator can work as a longer-duration, reservable experience for small groups. • Augmented darts or shuffleboard may work better as casual entertainment near the bar. • Karaoke pods can create a separate reason to visit and reach guests who might not otherwise spend an evening at a bowling center.

IBI magazine // November 2026 14

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 experience here at Chatham Bowlerama with New Center Consulting, Inc. was very professional. New Center Consulting, Inc. usually only deal with 10 pin, duck pin and candle pin scoring systems and pin setters. Glenn and his crew where excited for the challenge of getting the very old Mendes 5 pin machines at our centre to work with their scoring system. It has been well worth changing the scoring system to Touch Score. Simplicity is the best way to describe Touch Score, ease of use for league bowlers and public bowlers a like.” “We here at Chatham Bowlerama would suggest New Center Consulting, Inc. for installing Touch Score scoring system.” Peter Brown Proprietor of Chatham Bolwerama

Revenue BUILDERS // Attraction Fit

policies. Technology-driven attractions bring different demands, including projectors, tracking systems, sensors, computers, and specialized software that can create additional maintenance and downtime. Throughput deserves the same scrutiny. A high-ticket attraction can look attractive based on its hourly price, but limited capacity or significant reset time may reduce revenue per square foot. A lower-priced attraction with higher utilization can sometimes produce stronger results. Keep in mind that vendor capacity numbers are a starting point; real-world utilization, staffing, maintenance, and demand by daypart belong in the financial model. That makes throughput less about the posted hourly price and more about how many paying groups can actually move through the space during a normal shift. Reset time, instruction, reservations, and downtime all change the math. DOES IT ALL WORK TOGETHER? Social entertainment can broaden a bowling center’s appeal when the pieces support one another. Each addition works harder when it supports the audience the center wants, fits the traffic flow and food and beverage program, and feels consistent with the rest of the business. The strongest mix lets bowling, social games, food, beverages, arcade play, and gathering spaces each serve a clear purpose during the same visit. When those pieces connect, guests can move easily from one experience to the next and have more reasons to stay longer. 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.

Darts and shuffleboard naturally leave room for conversation and ordering between turns. A more immersive attraction may hold guests for 30 or 45 minutes without another purchase. In that case, the attraction may need to carry more of the revenue burden itself. The difference matters when comparing two concepts that may look equally busy on the surface. Offering packages between attractions can connect the pieces. Darts and drinks, simulator time and appetizers, or bowling paired with social games and food can turn separate purchases into a longer visit and make the attraction part of the broader experience. DOES IT FEEL LIKE YOU? The attraction also has to fit the center around it. An adult-oriented concept with a strong cocktail program may integrate karaoke pods naturally, while the same product could feel disconnected in a traditional family center. A large immersive arena may suit a technology-forward destination but overwhelm a smaller local venue. Lighting, furniture, graphics, music, technology, service style, and the surrounding environment all affect whether the new experience feels like it belongs. Guests may never analyze those details, but they notice when something feels like it fits and when it looks like it was simply dropped into an available space. That makes integration more than a design question. The attraction is also making a statement about who the center is trying to attract and what kind of visit it wants to create. WHAT WILL IT TAKE TO RUN? Even relatively simple experiences can add staffing, training, cleaning, reset time, maintenance, reservation management, POS integration, guest instruction, and, in some cases, alcohol supervision or additional safety procedures. Those requirements matter before the first dollar of attraction revenue is counted because they affect how easily the experience can operate during a busy shift. Axe throwing may require trained employees, safety briefings, lane monitoring, equipment inspections, target maintenance and clear alcohol

IBI magazine // November 2026 16

Operations & PEOPLE // Premium Promise

T he first thing guests see when they walk into Albatross in Edison, New Jersey, isn’t a counter stuffed with bowling shoes or a mini-golf windmill. It’s a concierge. Beyond the entrance, a sweeping central bar sits beneath a cascading chandelier and 30-foot ceilings. Servers work the lanes, bartenders mix cocktails, and attendants guide guests through 32 bowling lanes and 18 themed putting holes. “Early on we banned the words ‘bowling alley’ and ‘mini golf,’” said COO Cody Browning. “There’s a preconceived notion there, and we needed to change the perception of ourselves and what we’re building.” That decision offers a window into the thinking behind Albatross. Creating a premium venue meant making choices that went well beyond the building itself, including how much to spend on staffing, where technology fits, and which parts of the experience should remain decidedly personal. It’s a look at what happens when the experience a business promises begins driving the operational decisions behind it. BUILDING THE DESTINATION Browning often repeats a phrase that guided the development process: “Perception is reality.” From the beginning, ownership believed Edison, roughly 25 miles from New York City, could support a venue influenced by high-end hospitality while still welcoming friends and families. “It needs to feel like a destination,” Browning said. “After the pandemic especially, our owners watched their own social circles craving something that wasn’t a bar, that wasn’t a club. We were trying to recreate those dynamics with our friends and family; we wanted to create a place to reconnect.” Their tagline, “Where Everyone Flies First Class,” became a useful test for the choices that followed. If the experience was supposed to feel first class, the details had to support the promise. KEEPING SERVICE PERSONAL The premium approach carries through the architecture, furniture and lighting. Massive ceilings create volume and drama, quality materials run throughout the venue, and lighting shifts by zone. CHOICES BEHIND THE PREMIUM EXPERIENCE By Ryan Vasko BUILT TO DELIVER

Technology supports scoring and digital displays, but in some places where other centers use it to handle routine interactions, Albatross went the other direction. Food and beverage are the clearest examples. While many centers use technology to streamline parts of customer service, Albatross chose to keep human interaction at the center of its service model. Servers take orders at the lanes. Food runners deliver dishes. Bartenders stay focused on the bar. A concierge greets guests when they arrive. Those choices require a larger staff, but Browning sees that human presence as part of what guests are paying for. “When you go to the Ritz Carlton, you’re going to have a concierge,” Browning said. “Our thought process here was, ‘Are we building a hotel, or a Ritz Carlton?’” STAFFING THE PROMISE Delivering that kind of service requires a substantial labor commitment at a time when many entertainment businesses are looking for ways to accomplish more with fewer people. Albatross employs roughly 350 team members. For Browning, that staffing level is one of the costs of delivering the premium experience ownership set out to create. “It’s necessary to provide the quality of experience we’re trying to achieve,” Browning said. “We want guests to feel that at each touchpoint, that there’s always someone there, that they’re never left searching or wondering where to go.”

IBI magazine // November 2026 18

KEEP THE FUN ROLLING K E E P T H E F U N R O L L I N G BEYOND THE LANES B E Y O N D T H E L A N E S

Create More Revenue C r e a t e M o r e R e v e n u e Opportunities with Betson O p p o r t u n i t i e s w i t h B e t s o n

LOOKING TO ADD A GAME ROOM?

ALREADY HAVE A GAME ROOM?

Whether you're refreshing older games, considering a trade-in, or looking to optimize your game mix, Betson can help you increase earnings and maximize every square foot.

From planning and layout to game selection and installation, Betson helps bowling centers build game rooms that keep guests engaged and generate more revenue.

IN-HOUSE LEASING & FINANCING AVAILABLE

LET’S TALK GAME ROOMS AT IAAPA 2026 | BOOTH #S3007

CONTACT BETSON ENTERPRISES TODAY

(800) 524-2343 | sales@betson.com | www.betson.com

Operations & PEOPLE // Premium Promise

If Albatross was going to give guests a reason to make the trip, ownership also had to consider what that experience was worth once they arrived. “We wanted to be competitive with other local products,” Browning said. “It’s not about being expensive, but about being a premium experience. We know people are looking for that chance to feel like their trip was worth it.” For Albatross, that distinction matters. Pricing has to remain competitive with other entertainment options in the market while reflecting the experience Albatross has built. Some of the biggest costs aren’t the ones guests see. Maintaining that experience includes putting enough people on the floor to provide the level of service Browning believes the brand requires. DELIVERING THE PROMISE Albatross was built for its market, and Browning doesn’t suggest its model belongs everywhere. Edison’s location, competition, and audience all helped shape what ownership believed the venue could support. Throughout the venue, those early decisions continue to show up. The investment went into attractions and finishes, but also into staffing, service, and the details guests encounter throughout their visit. In some cases, that meant accepting higher labor costs to keep personal interaction in the experience. The chandelier and 30-foot ceilings may make the first impression, but they aren’t expected to carry the premium positioning on their own. That brings Browning back to the promise behind “Where Everyone Flies First Class.” Guests may arrive because Albatross looks different. Once they walk through the door, the rest of the operation has to make that promise believable.

Dedicated staff cover the entrance, lanes, golf courses, bar, and dining areas. Help stays visible throughout the visit. Technology still has a role, but ownership has been selective about where it wants a screen to handle the interaction and where it wants a person. MORE THAN ONE REASON TO GO The venue features 18 themed putting holes arranged as a front nine and back nine, with environments inspired by travel, entertainment, and adventure. Ownership wanted golf to stand on its own rather than feel like an add-on, but also recognized that a single-concept venue would limit its appeal. Bowling broadens the audience and gives groups another option when everyone doesn’t want to do the same thing. Combined with the central bar and diner, the attractions give guests several ways to spend an evening without leaving the venue. That mix is especially important for a business designed to draw beyond its immediate neighborhood. “No one’s driving an hour and a half just to bowl,” Browning said.

Ryan Vasko is a writer based in Denver, CO, with 20 years of experience as a journalist, speechwriter, and marketer. Growing up in his family’s bowling center, Ryan spent significant time bowling with his dad and grandpa and working at the center. His dog is a good boy.

IBI magazine // November 2026 20

Now enrolling centers for Spring & Summer 2027

Operations & PEOPLE // Premium Promise

AVOID THE CONVERSATION YOU CANT GIVING FEEDBACK WITHOUT LOSING CLARITY By Danny Gruening

I t would be amazing if every employee performed every task perfectly. But that’s not the reality anyone lives in. Managers have to give constructive feedback when employees make mistakes or fall below standards. It’s part of the job, and it’s how performance improves over time. That doesn’t make the conversation any easier. For many managers and owners, giving feedback can be daunting. How do you start? How direct should you be? How do you make sure the employee hears the problem without feeling personally attacked? That discomfort often pushes managers toward one of two extremes. Neither works very well. WHEN FEEDBACK MISSES THE MARK On one side is sugarcoating . The manager doesn’t want to be mean, and they genuinely care about the employee, so they dance around the issue. The conversation may sound supportive, but the message gets lost. When it’s over, the employee may have no idea that something needs to be corrected. And so the problem continues. On the other side is the overly blunt approach. The manager wants to be crystal clear, so they come into the conversation with some thunder. They give a direct order about exactly what needs to change. The message is clear, but the employee feels attacked because the conversation lacks empathy. Now the employee may spend future

shifts worried about making another mistake instead of focusing on doing the job well. The goal is the middle: delivering a clear enough message that the employee understands the problem, but constructive enough to improve what happens next. WAITING HAS A COST There’s another approach I hear about often in leadership training, and that’s doing nothing. Managers wait, delay, and procrastinate hoping the problem will somehow solve itself. I’ve even had managers tell me they hope the employee will simply quit. It’s more common than you might think. If the mistake-prone employee leaves on their own, the manager avoids the uncomfortable conversation altogether. The trouble is that the problem rarely stays contained to that one employee. When someone repeatedly misses standards and receives no feedback, coworkers notice. They may have to redo the work, cover the gap, or deal with the customer consequences. Over time, silence from the manager can send a message to the rest of the staff that the standard isn’t really the standard after all. Even if the employee eventually quits, the team has already lived with the problem. Avoiding one uncomfortable conversation can create a much bigger management issue.

IBI magazine // November 2026 22

PREPARE FOR THE FUTURE! SURVIVAL IS JUST ONE FLIP AWAY!

Operations & PEOPLE // Premium Promise

START WITHOUT THE SMALL TALK When having these difficult conversations, the first few sentences matter. Because these conversations are uncomfortable, managers sometimes ease in with small talk before pivoting to the real reason for the meeting. That can feel like a bait and switch. Once the feedback begins, the friendly small talk that came first may suddenly feel fake. A more direct opening can lower the tension because the employee immediately knows why the conversation is happening. One phrase, created by a team of psychologists and later popularized by author and professor Adam Grant, frames critical feedback around expectations and confidence in the employee: “I’m giving you these comments because I have very high expectations and I know that you can reach them.” The sentence doesn’t hide what’s coming, and it tells the employee the manager believes they can meet the standard. KEEP THE FEEDBACK SPECIFIC Once the conversation is underway, the feedback itself needs to stay focused. Creative Works developed a framework called CARE around four things to cover: what happened, what the employee did, the result, and what needs to happen next. C = Context What situation are you talking about? Name the time, place and circumstances. Broad statements such as “you always do this” or “you never do that” invite an argument about every other shift. A specific example gives both people the same starting point. A = Action Describe what you observed without making assumptions about motivation or character. There’s a big difference between saying an employee failed to complete a closing task and calling that employee lazy. One describes behavior. The other assigns a personality trait. R = Result What did that action affect? Maybe another employee had to redo the work. Maybe a guest waited longer. Maybe opening tasks fell behind. Connecting the behavior to its impact helps explain why the standard matters beyond a box on a checklist. E = Expectation Be clear about what needs to happen going forward and, when appropriate, review the standard together. The employee should leave the conversation knowing what needs to change. WHAT IT SOUNDS LIKE Consider an employee who put their name next to several closing checklist tasks but didn’t actually complete them. The same situation can sound very different depending on how the manager handles it. The sugarcoated version might sound like this: “Closing checklists are important. And sometimes maybe the tasks aren’t done correctly. Obviously, you know how to do your job, and it might be nice if everything was done the right way on these checklists.” The employee may walk away wondering whether the manager was talking about them or someone else. The overly blunt version swings hard in the other direction: “You’re lazy with your closing checklists. You need to follow all the steps and actually do the tasks. If you don’t, you won’t be working here much longer.”

There’s no confusion about the problem, but the employee’s character has been attacked in the process.. Using CARE, the manager can stay specific: “Last Friday, you were on the closing shift. You signed your name next to the bathroom tasks on the closing checklist, but these tasks weren’t completed. Your teammates on the Saturday morning shift had to do this extra work, and it caused the first set of birthday parties to start late. When you close, you must complete all the tasks to the same standards we covered during training. Let’s review those standards together right now.” The employee knows exactly what happened, who was affected and what the expectation is next time. The conversation stays focused on the work rather than turning into a judgment about the person. GETTING BETTER AT THE HARD PART No framework can make a difficult conversation completely comfortable. Like any leadership skill, this gets easier with practice. The goal isn’t to make feedback painless. It’s to make it useful. When a manager can be direct without being demeaning, employees have a fair chance to correct the problem, and the rest of the team can see that the standards they’re expected to meet actually matter. The conversation you avoid today usually doesn’t disappear. It just waits for you, often with a few more problems attached.

Danny Gruening is a leading industry expert on personal development and leadership. He has worked with eight- figure amusement entrepreneurs across the United States to improve their customer experiences and create a lasting impact on their communities. As the

founder of Action Lab Leadership, he helps build resilient leaders who transform their teams, elevate their businesses, and create a life they love.

IBI magazine // November 2026 24

Inside THE VENUE // Center Revival

BET THE TURNAROUND A STRUGGLING CENTER REIMAGINED By Stephanie Davis

B y 2022, Roque Vela knew something had to change at his family’s Del Rio, Texas, bowling center. The Vela family, which operates three centers, bought the closed 16-lane Del Rio property in 2001 and reopened it the following year. Two decades later, aging equipment and the difficulty of finding a qualified mechanic were taking their toll. “You’re either growing or dying,” Roque says. And at the time, Del Rio was “dying a slow death.” Initially, he was considering little more than paint and a facelift. Then his son, Tristian Vela, decided to join the family business and take on Del Rio. The modest facelift became a complete

running separate systems for bowling, food, and beverage. Servers take orders and payments on handheld tablets from anywhere

in the center, with food orders going straight to the kitchen. Kiosks give customers another option, helping keep lines down and service moving. It also means employees have one system to learn instead of bouncing between different ones. “The less we have to teach staff, the better,”

reinvention and instead of patching up the center again, they decided to reinvent it. RETHINKING THE CENTER The Velas shut the center down for nearly a year. A market analysis led to an unexpected recommendation from Brunswick: remove four bowling lanes and turn that space into a laser tag arena.

KEEPING SERVICE MOVING

Roque says. It “just makes things function that much better for us.” The system also makes it easier for Roque to keep tabs on the center from Laredo. “I’m three hours away, but Sync emails me reports every day, so I can see what’s going on without having to be there.” BOWLING COMES BACK STRONG Business is now roughly 50/50 between league and open play, with two leagues, regular tournaments, and league bowlers frequently returning to practice. “I think we’ve done a good job of expanding the bowling culture in Del Rio,” Tristian says.” Tristian says the community’s response has encouraged him to keep building the bowling side of the business, including plans for a pro shop and, eventually, more youth bowling opportunities. THE NUMBERS CHANGED The financial turnaround has been just as dramatic. Roque says overall revenue is now roughly four times what it was before the renovation. Del Rio’s bowling revenue from games, lane rentals, and shoes comes close to one of the family’s 24-lane Laredo locations, and even a bad month today outperforms what the center once considered a good month. When the bank questioned the project’s financial viability, the Velas committed significant personal funds to see it through. They now expect their reinvestment to pay for itself in about five years. Before the renovation, Roque dreaded the three-hour drive to Del Rio because it usually meant another problem needed his attention. Today, he may go six months between visits. Now, when he makes the trip, he says, it’s because he wants to, not because he has to.

“You know you have a quality partner when they want you to take out equipment that they sell because it’s a better fit for your market,” Roque says. The center added laser tag, an arcade, and an upgraded food-and- beverage operation. The bowling side received Brunswick Boost ST string pinsetters and Sync, Brunswick’s center management and point-of-sale system, and the venue was refreshed and rebranded from Jett Bowl Del Rio to Pla-Mor Del Rio. TACKLING THE MECHANICAL PROBLEM One of the biggest changes came behind the lanes. The old pinsetters were a constant source of interruptions, and finding an experienced mechanic to keep them running was difficult. That made Boost an important part of the reinvestment. “They’re a lifesaver,” Tristian says. The new pinsetters are much easier for his team to manage. Staff can be trained to handle occasional issues without years of specialized mechanical experience, and many minor problems resolve themselves within seconds rather than leaving a lane down for several minutes. While some league bowlers were initially hesitant about string, those concerns faded quickly. After a few weeks of bowling on the new equipment, Tristian says, “They realized that it is just bowling.” ONE SYSTEM, LESS FRICTION The Velas already had experience with Sync at their Laredo locations and wanted the same integrated approach in Del Rio rather than

IBI magazine // November 2026 26

Inside THE VENUE // Cover NOs LATER AN UNLIKELY SUCCESS STORY 248

By Jackie Fisher

J acob Robinson likes to joke that only two people in the theme park industry have documented disastrous grand openings: Walt Disney and Jacob Robinson. In Robinson's case, the joke comes from experience. When Dig World opened in Katy, Texas, in March 2022, families lined up to operate real excavators, skid steers, and other pieces of heavy construction equipment. The concept had generated enormous curiosity because it offered something guests had never experienced before. Parents were eager to give their children a chance to climb into the operator's seat of real construction equipment rather than admire it from behind a fence. The challenge wasn't attracting guests. It was being ready for them. "We opened the park, and we should have waited about 48 hours," Robinson recalls. "We didn't have enough machines ready to go." Demand exceeded expectations, and several attractions were out of service, leaving guests waiting as excitement quickly turned to frustration. Robinson realized he faced a decision no owner wants to make. He could continue operating and

disappoint nearly every family walking through the gates, or he could close temporarily, fix the problems, and reopen with the experience guests expected. He chose the second option. "It couldn't have gone worse," Robinson says with a laugh today. "Every news outlet covered our grand opening. Every news outlet covered our grand closing. No news outlets covered our reopening." A public setback like that could have ended the business before it truly began. Instead, Robinson treated it as an education. Today, Dig World has appeared on Shark Tank, secured Caterpillar as its title sponsor, partnered with Dude Perfect and just opened a second location in Grapevine, Texas. He credits much of that progress to lessons learned during the difficult first week. AN IDEA THAT WAS HARD TO EXPLAIN Dig World's story began several years before opening day with Robinson's oldest son, Pierce. Just weeks before his second birthday, Pierce contracted bacterial meningitis, leaving him with permanent disabilities and changing the course of the family's life.

Pierce’s fascination with construction equipment never faded. Watching him light up around excavators, bulldozers and dump trucks led Robinson to wonder whether families would pay to operate the machines together as an attraction. "I always tell people, what does any normal, professional, logical father do?" Robinson says with a laugh. "You come home and say, 'I'm going to build a theme park.'" Believing in the concept wasn't the difficult part. Convincing everyone else was.

IBI magazine // November 2026 28

Page 1 Page 2 Page 3 Page 4 Page 5 Page 6 Page 7 Page 8 Page 9 Page 10 Page 11 Page 12 Page 13 Page 14 Page 15 Page 16 Page 17 Page 18 Page 19 Page 20 Page 21 Page 22 Page 23 Page 24 Page 25 Page 26 Page 27 Page 28 Page 29 Page 30 Page 31 Page 32 Page 33 Page 34 Page 35 Page 36 Page 37 Page 38 Page 39 Page 40 Page 41 Page 42 Page 43 Page 44 Page 45 Page 46 Page 47 Page 48 Page 49 Page 50 Page 51 Page 52 Page 53 Page 54 Page 55 Page 56