When we started running our own cinema, we suddenly had a real-world laboratory to test our assumptions about the movie business.
For the first time, we could see exactly how our decisions impacted customer behavior. What we discovered was fascinating: what people say they want and what actually motivates them to come to the theater are often two very different things.
These insights became the foundation for how we’re building a smarter future for cinemas everywhere.
The Power of Urgency
One of the first things we tested was marketing. A common email for theaters is the “Last Chance” message, reminding people to see a movie before it leaves. We asked our customers when they wanted to receive that email. Overwhelmingly, they said, “Monday, so I have time to plan my week.”
So, we split-tested it. We sent the email on Monday, Tuesday, and Wednesday. The result? Almost no change in attendance. But when we sent the “Last Chance” email on Thursday—the same day the movie was leaving—ticket sales spiked. It turns out, even with the best intentions to plan ahead, people are driven by urgency. That single insight changed our entire marketing philosophy.
Redefining a Broken Metric
For decades, the movie industry has been obsessed with one metric: concession per cap (how much the average person spends on concessions). The business model is essentially a concession stand with a movie as the draw. But focusing only on this is a trap.
With our subscription model, we found that our members spent less on concessions per visit. Why? Because they were coming three times as often! They weren’t buying a giant popcorn and soda every single time. Their concession per cap went down, but our overall attendance and revenue tripled and doubled, respectively. The old metric was telling us we were failing, but the business had never been healthier. We needed a better way to measure success.
The Future of Cinema
These experiences showed us that to thrive, theaters need more than just better software; they need smarter insights. We began building a system focused on what truly matters. Instead of just tracking concession sales, we created a way to see the predicted Profit & Loss for every single showing before it happens. We developed new metrics, like comparing a theater’s performance to the national box office, which removes the noise of seasonality and shows a true measure of growth.
We also built a tiered loyalty system, much like the airlines use. It’s designed around human nature. It gives customers a real reason to engage, whether it’s earning points that are about to expire or working their way up to “Platinum” status. These are the tools that don’t just manage a business—they help it grow.
Conclusion
My journey started with a simple goal: to save one small theater.
It has since evolved into a mission to empower every independent cinema with the technology and insights to build a thriving business.
By listening to the data and understanding what truly drives moviegoers, we can create an experience that is better for everyone.