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Evidence

What was measured at Zimbali Lakes, and what it does not show.

One pilot, one venue, one opportunity, a nine-day before/after window. The method and every limitation are on this page, because the figure only means something with them attached.

The figure

27%→43%

At Zimbali Lakes, post-round F&B attach rate rose from 27% to 43% over a nine-day measured window.

Window
Nine-day before/after window
Success bar agreed up front
3 to 5 percentage points
Matched transaction volume
Roughly four-fold across the same period
Control group
None concurrent

Limitations

These travel with the figure wherever it appears.

  1. 01One venue.
  2. 02One opportunity type: post-round food and beverage.
  3. 03A nine-day before/after window.
  4. 04No formal control group.
  5. 05Delivery issues were identified during the pilot.
  6. 06Historical evidence, not evidence of current production operation.
  7. 07Matched transaction volume rose roughly four-fold across the same period. A strong signal, not a guaranteed or generally proven uplift.

How the pilot ran.

The venue’s post-round attach rate was measured from matched POS transactions against rounds on the tee sheet. That baseline was taken over the days before any prompt went out.

Staff then received a specific prompt for one opportunity, the post-round table offer, timed to groups finishing their round. The same measurement ran across the days after. The difference between the two windows is the figure above.

What this shows

  • A structured, well-timed staff prompt changed a commercial outcome at a live venue.
  • The change cleared the success bar agreed before the pilot ran, which was 3 to 5 percentage points.
  • Staff made every final call. The system recommended; it did not act on the POS or the tee sheet.

What it does not show

  • That the same uplift will appear at another venue, or for another opportunity.
  • That current production operation produces the same result. This was a pilot, and delivery issues were found during it.
  • A guaranteed rate. The window was short and there was no concurrent control group.

Where the catalogue stands.

A growing catalogue of venue problems, activated only where the required data and decision logic are ready. Every problem in it sits in one of five states, and only the last one is evidence.

  1. 01

    Mapped problems

    Venue revenue problems described with a business case, the signals they need and the decision logic that would act on them.

  2. 02

    Available data

    Problems whose required signals a venue's systems can already supply.

  3. 03

    Implemented decision logic

    Problems with rules built and testable in the engine, not yet acting at a venue.

  4. 04

    Operational action families

    Kinds of action that have been delivered to staff at a real venue.

  5. 05

    Measured outcomes

    Post-round F&B at Zimbali Lakes is the one opportunity with a measured outcome so far.

If you want the underlying method in more detail before a conversation, ask and we’ll walk you through it.

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Next step

Start with proof.

We learn your venue, agree what is worth testing and measure it against your own baseline before wider activation.

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