Venue management platform
Customer stories
How cinema chains, leisure operators and cultural venues run on Bigger Picture. Client names are withheld at their request.
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A cinema chain across five Central American markets
Context
A regional exhibitor operating complexes in several Central American countries, each with its own tax authority, its own electronic invoicing scheme and its own payment rails. Ticketing ran on one system, the concession counter on another, and the loyalty programme on a third.
The problem
Every market needed its own fiscal handling, and head office could not produce a consolidated picture without an analyst stitching exports together. Refunds taken at a box office on an online sale had to be reconciled by hand. Nobody could say what a visitor actually spent, only what a ticket cost and what the counter took.
What changed
Ticketing, point of sale, memberships and reporting moved onto one platform with one customer and transaction record. Electronic invoicing is configured per country and per company, so a change at one tax authority is a central update rather than a project in each market. Head office configures pricing, permissions and scheduling once and applies them to every complex.
Where it landed
Refunds and settlements reconcile themselves because they are written against the original transaction. Spend per visitor became a figure the commercial team reads weekly instead of an estimate. Opening a complex in a new market is now a configuration exercise rather than an integration project.
An Israeli exhibitor with a members club
Context
A cinema operator selling in Hebrew to a local audience, with a members club that carries a large share of admissions and a box office that still handles a meaningful part of the volume on weekends.
The problem
Online sales, the box office and the club lived apart, so a benefit earned online did not reliably apply at the counter, and the club could not be segmented on real attendance. Local invoicing was handled outside the ticketing system.
What changed
Membership benefits are now evaluated at the moment of purchase, so the same entitlement applies on the website, at a kiosk and at the box office. Campaigns are built on actual attendance and concession behaviour rather than on hand-maintained lists. Fiscal documents are produced from the same transaction that made the sale.
Where it landed
The club became a channel the marketing team can operate directly, without a weekly export. Queue time at peak dropped once kiosks and QR admission carried a share of the traffic, and the weekend box office stopped being the constraint on the evening.
A leisure group running trampoline parks and indoor play
Context
An operator with several sites combining trampoline arenas, soft play and party rooms, selling timed sessions rather than seats, with waivers required for every participant.
The problem
Capacity was managed in a spreadsheet alongside the booking system, waivers were signed on paper at the door, and party bookings were taken by phone and written into a diary. Staffing was planned from a monthly average rather than from the shape of the week.
What changed
Timed entry with live capacity, digital waivers signed before arrival or at a kiosk, party packages with room allocation and deposits, and prepaid balance on a wristband spent across activities, retail and café — all on one record per visitor.
Where it landed
The queue at the entrance stopped being a paperwork queue. Occupancy is read by hour and by activity, so shifts are planned against the real peaks. Spend per visit is measurable, which made it possible to tell which packages actually raise it and which only move revenue between counters.
Where a figure belongs, we publish only numbers our clients have approved. If you would like the detailed version of any of these, including the figures, ask us on a call.
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