We measure. We measure a lot. We know our numbers. We measure lineage, revenue and different types of revenue from league to open play to specials to tournaments to different day parts to food to beverage to shift reports; usually compared to the previous year or previous month, week or even day.
Food revenue per game, beer revenue per game. Total revenue per game. Average price per game. Lineage per lane. Revenue per square foot. Revenue to last year. Revenue to goal, etc.
Based upon these metrics we can determine if we did our job. We know when sales are up or down and thus measure the performance of our organization.
And of course our handy dandy P&L will delve into the nuances of where our expenses have improved or deteriorated and if they hit the ratios we believe to be true for optimal performance.
There is an old axiom about management which is “don’t expect what you don’t inspect” and thus we inspect our numbers as frequently as we can. Our success is therefore measured in efficiencies and financial targets. We then assume that if the numbers are up, then we have satisfied existing (or new) customers who have chosen to spend (more) money at our center.
The older axiom “what is measured, improves,” therefore; must hold true
So here are three questions I recommend asking as another way to measure your success. I call them “customer happiness questions.” Here they are.
What do your customers expect from you and your business?
How can you help your customers to reach their goal and get what they want from their experience at your facility?
How exactly will you know when you succeeded?
Yes, your daily, weekly and monthly reports can report the financial success of the business, but I don’t believe it paints the whole picture.
Too many of us are not asking our customers enough questions and we may not be getting the complete picture.
Or if we are, the picture just may be a little fuzzier than we think it is.