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White Hutchinson Leisure & Learning Group, Kansas City, MO, USA

What Topgolf's struggles and a mouse (not that one) can teach us

That is the title of a very insightful article published in FSR Magazine on how to run a successful long-term location-based entertainment venue, written by TJ Schier, who has worn the shoes of LBE owners and operators for over four decades. You can read his full analysis HERE (www.fsrmagazine.com/ growth/ nextgen-casual/ what-topgolfs-struggles-and-a-mouse-no-not-that-one-can-teach-us/ ) . In fact, you SHOULD DEFINITELY read the article (www.fsrmagazine.com/ growth/ nextgen-casual/ what-topgolfs-struggles-and-a-mouse-no-not-that-one-can-teach-us/ ) if you're in the LBE industry. 

Just in case you don't read the entire article (Again, you REALLY SHOULD), here's an AI-generated summary.

The article argues that Topgolf's difficulties reflect problems common to “eatertainment” venues: steep sales declines after the opening-year buzz, infrequent visits, unclear target customers, weak value perception, and overly complicated food menus.

Using Chuck E. Cheese as the successful “mouse” example, the author recommends clearly serving both players and spectators, offering a distinctive premium experience, simplifying menus, and bundling prices to improve perceived value. Crucially, venues should regularly introduce new or modular attractions and undertake noticeable remodels every three to four years, changing five to eight things customers will recognize, then promote those improvements heavily. The central lesson is that these businesses must continually give customers fresh reasons to return instead of relying on novelty or marketing alone.

TJ's recommendations are based on his years of industry experience and what has worked. We agree with most of his points, especially that achieving repeat appeal is challenging. However, there have been some fundamental changes in the past few years that have shifted what works. 

First, TJ says, “Dave & Buster's and Main Event have evolved over the years to continue to stay relevant and get the next generation of guests to their facilities.” That does not appear to be true. As we reported in July (www.whitehutchinson.com/ news/ lenews/ 2026/ july/ article103.shtml) , Dave & Buster's LBE chain same-store sales have declined every quarter for more than three years, starting with 2023 Q1, and are now down more than one-third since 2019, adjusted for inflation.

TJ says LBEs need to reinvent themselves every 3-4 years. “Guests need to hear ‘new news' and have a reason to come back.” He points out, “Many FECs have figured this approach out and switch out attractions on a regular basis. The big challenge for many in this space today is the brands are very capital-intensive, hardware-driven experiences and hard to evolve without a massive expense. If they do not, it is just a slow ride downhill.”

Switching out attractions has long been the traditional approach for LBEs to generate repeat appeal. However, in today's out-of-home entertainment world, with so many options to visit, people want to try something new rather than repeat the same old thing, “been there, done that.” LBEs need to offer new experiences far more often than every few years to drive repeat visits.

The answer to generating LBE repeat appeal today is not more capital expense; it is programming - the continually changing schedule of events, activities, entertainment, and special experiences layered onto a venue's permanent attractions. Attractions answer, “What can we do?” Programming answers, “What's new?” and gives guests a fresh reason to return.

Bowling lanes, escape rooms, climbing walls, games, play areas, or a miniature golf course can support a rotating calendar of experiences. Seasonal celebrations, tournaments, themed nights, live entertainment, workshops, food and beverage tastings, social leagues, and adult-only evenings can attract diverse audiences. A family might first visit for a child's birthday, return for a holiday event, and come back for a parent-and-child competition. A couple who discovers the venue during trivia night might later attend a chef dinner or a live music evening.

Programming also reflects how consumers choose leisure. They often start with an occasion, such as a date night, family time, a celebration, or meeting friends rather than with a specific attraction. That means the strategic question is no longer only, “What attraction should we add next?” It is also, “What occasions can we own?”

By continually refreshing what is happening, an LBE can create novelty without continually rebuilding the facility. Programming expands appeal, increases visit frequency, and turns repeat experiences into traditions that build loyalty.

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