Bowling Plaza Company

Bowling Plaza Company bets on Revenue Management with Revbell

Could you introduce yourself?

I’m Pierre Vasse, Digital Marketing and Communications Director at Bowling Plaza Company. We are a corporate brand that develops and operates innovative, high-profit bowling concepts. Currently, we own three venues in France, totaling 78 bowling lanes, located in Rouen Grand-Quevilly, Reims Thillois, and Saint-Maximin Creil. Our goal is to become the leading bowling brand in France by expanding a significant network through opening multiple venues, either company-owned or franchised.

Before working with Revbell, what were the main Revenue Management challenges you faced?

We wanted to work on several key levers: customer experience, operational excellence by creating a business model that is easily replicable and corporate social responsibility through our foundation, “Bowling du cœur.”

We wanted specialists within the company to focus on these areas. For my part, we aimed to deploy marketing in great detail, professionalizing it with the right tools. To achieve this, we tend to digitalize all our communication (online booking, team collaboration, payroll management, etc.). We also have innovative products and tools, such as a subscription system and digital tools for managing ticket sales.

The last lever we wanted to work on was Revenue Management, to optimize the company’s revenue. Our marketing strategy brings customers in, and now we want to optimize revenue once we’ve sold our services.

That’s why we decided to implement Yield Management seriously and professionally, supported by specialists in the field. For two reasons: to ensure all our data was properly exploited and to receive recommendations on the practical and operational implementation of Revenue Management in our business. That’s what led us to engage Revbell’s services, which quickly established itself as a specialist.

Can you tell us more about Revenue Management in the bowling sector?

It’s quite paradoxical. One could say it’s widespread, since for many years now, bowling centers have adapted their pricing based on attendance for example, Saturday night rates or pay-per-game rates. In the old bowling world, pricing grids were very complex, which we felt was not viable for the customer experience.

Our idea was to go further, to have a pricing grid that was both more comprehensive and optimized based on a wide range of data, while making it simpler for customers to understand.

Overall, how did the support go?

When I contacted Revbell, we started by discussing their working method. That reassured us about their availability and serious approach.

Then, we met a Revbell consultant, our main operational contact. We began with phone meetings during which we presented all our services and operations. The idea was for Revbell to gather all information about our company and the bowling industry. Then we moved into the data phase: we extracted all the data from our tools. We worked iteratively: we sent data, got feedback from our consultant, and learned whether the data was useful or if more detail was needed. This approach allowed us to send increasingly precise and qualified data that truly reflected our business.

We had several video calls to show our tools to the consultant and to determine how far we could go in terms of data exports.

After an initial review, the Revbell team performed a detailed analysis of our data. Then we received a comprehensive report with very concrete recommendations—without the need to handle huge Excel files. Everything was very clear to us.

What was also very interesting about Revbell’s approach was that we received clear actions to implement, with a projection of ROI and concrete impacts on revenue.

In summary, we came away from this report with a concrete, structured, and phased action plan that we can implement quickly. Today, we are integrating all the recommendations operationally. This process provided us with an excellent foundation to start Revenue Management in our bowling centers.