9 Years of Bowling Marketing Success

Hard to believe it’s been nine years since we started the kaploe marketing group. And it all came about because we felt we could help other proprietors (like we helped the BCA chain grow to become the largest independently owned bowling center – 62- chain in the world) by utilizing contemporary marketing techniques to grow the business more effectively and efficiently.

We started with one proprietor in New York who owned two centers (Maple Lanes and Gil Hodges Lanes) then began to work with other highly valued clients in Maryland, (Annapolis Bowl) and a chain of 15 centers in California (ARC). From there, our base continued to grow and we soon began working with proprietor groups from Cincinnati to Detroit to New Jersey. There was even a candlepin group there for a while.

About that time, Uncle Sam came calling and we began working for the US Air Force bowling centers, especially those centers in the AETC Command. Over the next several years we traveled from Dayton to Seoul to San Antonio and gave seminars to these fine military bowling center managers, their staff and their marketing people. A memorable experience that I sincerely hope we can again repeat.

As the century turned, more proprietors became familiar with the success of our marketing process and programs. The direct cause of this growth came about as a result of the Magnificent Money Making Marketing Super Conference Series that Bruce Davis and I hooked up to produce. It was one of those turning point events where our preparation, energy and execution all came together. Now that was a great feeling. We gave seminars, brought in guest speakers, held “hot seat’ sessions for 27 hours over two days and taught over 300 proprietors and many of their managers nationwide.

As our client base continued to grow, it was slowly becoming evident to us that proprietors wanted more of our time to assist in the financial, operations and food and beverage areas.

We soon found ourselves doing proformas, operational scheduling, establishing inventory controls, developing more stringent cash controls; etc, etc, etc.

Continued