Much of what has been known about the family entertainment center business, especially as it pertains to bowling proprietors considering a change in their business model, could be thought of as tribal wisdom — knowledge possessed by an “in group” of people but unknown outside that group.
For years, there has been general agreement that embracing the FEC model is a “good idea,” but precious little has been known about how to effectively and efficiently make the transformation.
Now, that has changed. A new publication called “The Next Frame Playbook,” based on the 2025 Bowling to Beyond Qualitative Study conducted by the marketing research firm Decision Analyst on behalf of the BPAA, answers virtually every question imaginable about converting to an FEC and provides real-world guidance on how to make the process as smooth and pain free as possible.
The booklet begins with an overview of why a bowling proprietor should consider an FEC model, noting: “By offering more ways for guests to play, eat and celebrate together, FECs open up opportunities for growth, stronger community and a more sustainable future.” The four most common reasons centers are making the shift:
• More ways to grow revenue. “Events like birthday parties and corporate outings become major revenue drivers when you have the space and attractions to host them.”
• Higher profit potential. “Premium activities and repurposed space can help maximize revenue per square foot.”
• A broader customer base. “FECs offer something for everyone. That variety helps keep traffic steady year-round.”
• Meeting today’s customer expectations. “Today’s guests, especially younger generations, prioritize experiences over things. They’re looking for ways to make memories. FECs deliver that with fun, flexible, social entertainment options.”
Although the positives are numerous and compelling, the study also provides guidance in determining whether a particular market is right for an FEC. Five questions for proprietors to ponder:
• Is there strong enough demand for family entertainment in your area?
• Can you offer something different than what’s already available?
• Are your target audiences large enough to sustain repeat visits?
• Is your location strong enough for long-term success?
• Can you secure the right funding under favorable terms?
As the study notes, “Doing your homework helps you avoid costly missteps and enables you to build a plan around what your guests want. Feasibility studies, market checks and expert advice can give you the clarity to move forward with confidence.”
The guide is packed with useful information, including clarifying one’s motivation to support the goal, planning the space, managing the money, understanding how to grow revenue, building the right team, controlling the narrative and focusing not only on a successful launch but playing the long game.
Here are a few other suggestions from the study:
• Design welcoming, family-friendly spaces that are safe, accessible and colorful.
• Offer attractions that match the vision for family fun.
• Build a food-and-beverage program that complements the brand and guest expectations.
• Focus the guest experience on creating lasting memories.
• Keep the layout flexible, as modular setups make it easier to adjust for seasons or events.
• If your plan is to grow gradually rather than with one major expansion, begin with one core space or attraction, then use early returns to prove return on investment. As the study notes, “Phased growth builds confidence with banks and investors.”
• Regardless of the size of the project, plan for cost overruns. “Build in at least a 10-15% cost contingency buffer.”
• Expect to double your team. “FECs require more hands-on staff to run attractions, food and beverage, and events.”
• Hire for attitude; train for skills. “The most successful FEC teams are guest-centric, positive and hardworking… It’s about finding people who can help create the fun.”
• Try to find a serious chef, because “a capable kitchen team that can evolve the menu adds serious value.”
• Signage, social media and employee interactions all contribute to a center’s brand. “Your brand isn’t just what you offer; it’s how people talk about you. Take ownership of the story you’re telling to guests, staff and your community.”
• Staying relevant requires reinvesting smartly and growing year after year. “Think beyond the initial ROI. Focus on creating a space that can adapt and perform for the long haul.”
Transitioning to an FEC model may not be the answer for every center in every community. It requires rethinking how the business can grow and where the revenue comes from.
As the study notes, “It’s not about replacing bowling. It’s about maximizing your space, serving more guests and boosting your bottom line.”
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