A History of AMF University Lanes and the Evolution of Bowling
Bowling, a sport enjoyed by millions worldwide, has a rich and fascinating history. From its humble beginnings to its modern, technologically advanced form, bowling has continuously evolved, adapting to changing social trends and technological advancements. This article explores the history of AMF University Lanes, its connection to the broader history of bowling, and the significant role AMF played in shaping the industry.
The Dawn of Automated Bowling: AMF's Pinspotter Revolution
The American Machine and Foundry Co. (AMF) emerged from humble beginnings to revolutionize the bowling industry. Founded on March 16, 1900, by Moorehead Patterson, the New Jersey-based company initially focused on manufacturing equipment for the tobacco industry. However, AMF's trajectory shifted dramatically in the late 1930s when inventor Fred Schmidt patented a mechanical method for picking up and resetting bowling pins using suction cups.
Schmidt's invention, initially rejected by Brunswick Corporation, caught the attention of AMF, who acquired the patents and invested six years in refining the concept. In 1946, at the American Bowling Congress's annual tournament in Buffalo, New York, AMF unveiled the first fully automated "Pinspotter." While the prototype impressed many, its unreliability necessitated further refinement.
In 1951, AMF reintroduced the perfected Pinspotter, a reliable and accurate device that transformed the bowling experience. The Pinspotter's ingenious operation involved a suction cup-equipped rack that descended to lift standing pins while a bar swept away fallen pins. The lifted pins were then lowered back into place, completing the cycle in under 20 seconds. Complementary devices, such as an under-lane ball return, the "Pindicator" lighted pin indicator, and an electric-eye foul line violation detector, further enhanced the bowling experience.
The Pinspotter, leased to alley owners for 12 cents per game, revolutionized the bowling industry. Before its introduction, pins were manually reset by workers, often teenage boys, who earned a meager five to ten cents per game. The Pinspotter not only eliminated the need for manual pinsetters but also contributed to a shift in the perception of bowling alleys.
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With the advent of automated pin-setting machines, the bowling industry began to actively promote the sport to families and women. The noisy, male-dominated bowling alleys, previously associated with drinking, smoking, and gambling, transformed into family-friendly entertainment venues. The Pinspotter, along with Brunswick's competing "Pinsetter" in 1956, fueled a surge in the sport's popularity. By 1960, an estimated 90 percent of American lanes had been equipped with automatic pin-setting machines.
AMF's Diversification and Expansion
Capitalizing on the success of the Pinspotter, American Machine began to diversify its operations beyond tobacco machinery. The company expanded into various industries, including Hatteras brand boats, Head skis, and Harley-Davidson motorcycles, acquired in 1968. However, the company later sold Harley-Davidson in June 1981 for $81.5 million. AMF also invested in energy-related and scientific businesses.
Despite initial positive results, the diversification efforts soon encountered challenges. The energy operations incurred significant losses, reaching $24 million by 1983. With bowling remaining profitable, AMF embarked on an expansion campaign, investing nearly $100 million in acquiring bowling centers in 1984 and 1985.
During this period, AMF chief Thomas York faced scrutiny for his autocratic leadership style and the lavish perks enjoyed by top executives. In early 1985, the company's board pushed for change, resulting in layoffs, a move to smaller headquarters, and York relinquishing his limousine.
In April 1985, AMF became the target of a hostile takeover bid from corporate raider Irwin L. Despite implementing defensive measures, the company was sold to Minstar in June for $563.8 million. Following the acquisition, AMF's president, all but one of the company's directors, and CEO York resigned or were terminated. Jacobs, the new owner, planned to sell 13 of AMF's subsidiaries, primarily in the energy, scientific products, and foodservice sectors, while retaining the sporting and leisure goods companies.
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The Sale of AMF Bowling Companies
In early 1986, unsolicited offers emerged for AMF's bowling division, which Jacobs had not initially intended to sell. Despite being AMF's most profitable business, generating $13.6 million in profits on revenues of $109 million, Jacobs entertained the offers. After a deal fell through, Commonwealth Venture Partners of Richmond, Virginia, acquired AMF Bowling for $223 million.
The sale included 110 bowling centers in the United States and abroad, as well as AMF-Union Machinery, acquired from Minstar the previous year. At the time of the sale, AMF supplied nearly half the pinsetting equipment worldwide. Following the divestiture, AMF Bowling's headquarters relocated from Long Island, New York, to Richmond, Virginia.
Under Commonwealth ownership, AMF Bowling launched a successful campaign to increase its market share in bowling ball sales. Print and television ads featuring snakes and a Sumo wrestler rolling down a lane promoted the company's Cobra and Sumo lines. AMF's AccuScore automatic scoring system was also increasingly installed in alleys nationwide, eliminating the need for manual scoring. During this period, AMF acquired several bowling center chains, expanding its holdings to 114 centers in the United States and 85 abroad.
AMF University Lanes: A Hub for Campus Recreation
While the broader history of AMF Bowling unfolds, the story of AMF University Lanes offers a glimpse into the role of bowling in campus recreation. In the late 1960s, the Associated Students of Northern Arizona (ASNAU) transformed a lower room of the University Union Field House into a bowling alley. This space, previously a dining room, now featured six lanes, shoe rental, and a snack bar.
The NAU bowling alley quickly became a popular spot for students, offering special events and bargain pricing that made it significantly cheaper than competing venues. The university even established a Bowling Club that competed against other schools and participated in national competitions in Las Vegas and California. Robert Worrall, the club's former president, achieved international recognition by winning the AMF Bowling World Cup in 1981.
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Unfortunately, the ASNAU demolished the bowling alley in the 1980s due to a decline in the sport's popularity. Despite its relatively short lifespan, the NAU bowling alley provided a valuable recreational outlet for students and contributed to the university's vibrant campus life.
AMF's Acquisition by Goldman, Sachs & Co. and Subsequent Challenges
In 1996, AMF's owners sought advice from New York investment banking giant Goldman, Sachs & Co. regarding the potential sale of the bowling operations. After evaluating AMF's business, Goldman, Sachs made an offer of $1.37 billion, which was accepted. Goldman, Sachs retained a 65 percent ownership stake in the company.
Following the acquisition, AMF Bowling, led by former bowling center division head Douglas Stanard, embarked on a rapid expansion strategy. The company acquired the 50-center Bowling Corporation of America chain for $106 million and the 43-unit American Recreation Centers chain for $70 million. AMF also announced plans to create a $5 million, 40-lane bowling and entertainment center in Manhattan's Chelsea Piers and to build a series of centers in India.
Stanard also focused on marketing and modernization efforts to solidify AMF's position as a familiar, consistent global brand. In early 1997, AMF launched a $40 million joint venture with Hong Leong Corporation of Singapore to build 20 bowling centers in Southeast Asia. Another joint venture was formed with Playcenter of Sao Paolo, Brazil, to build as many as 39 centers in South America. AMF also acquired several bowling center chains and the Michael Jordan Golf Co., gaining access to Jordan's services as an AMF spokesperson.
In November 1997, AMF Bowling Co. went public with an IPO on the New York Stock Exchange, offering 13.5 million shares at an opening price of $19.50. Goldman, Sachs retained more than 50 percent ownership. To celebrate the IPO, AMF set up a bowling lane in front of the exchange for six hours on opening day, during which time the price rose by more than 10 percent. The company announced plans to acquire an additional 100 to 150 bowling centers during 1998.
However, by mid-1998, AMF's financial performance began to falter. Earnings figures fell short of expectations, and revenues per existing center declined by 3 percent instead of rising as anticipated. The Bowling Products division experienced significant revenue declines due to the financial turmoil in Southeast Asia, where AMF had planned a major expansion. The losses amounted to 60 cents per share for the second quarter, compared with a loss of 29 cents per share for the same quarter the previous year.
In response to the disappointing results, AMF initiated cost-cutting measures, including consolidating its bowling center operation into six regional divisions from ten. The company also planned to move its Golden, Colorado lane-machine manufacturing and supply operation to Richmond, resulting in some job losses.
The third quarter results, announced in October, revealed even more concerning figures. Losses for the period totaled $35.7 million, with bowling products sales down more than 36 percent. Soon after the information was released, CEO Stanard announced his departure by the end of the year.
AMF's Continued Struggles and Bankruptcy
In 1999, AMF appointed a new CEO, Smith, recruited from Triare Companies. Smith aimed to learn the bowling business from the ground up and even worked as a manager of a bowling center to gain firsthand experience. However, the company's struggles continued.
In the fall of 1999, with losses unabated, AMF downsized its bowling products operations, closing several plants and warehouses. The company also began taking steps to recapitalize. The final figures for the year revealed a net loss of $226 million on revenues of $733 million. By the summer of 2000, AMF stock was trading at less than a dollar per share, and it was subsequently delisted by the New York Stock Exchange, moving to the over-the-counter (OTC) market.
Bankruptcy plans were reportedly under serious consideration after the company failed to make a September interest payment of $13.6 million. AMF faced over $1.3 billion in debt, nearly the same amount it had cost when purchased five years earlier. Despite being a leading bowling equipment manufacturer and the top operator of bowling centers worldwide, debt-ridden AMF faced a challenging business environment.
All-Star Triangle Bowl: A Symbol of Civil Rights History
While AMF's journey involved corporate acquisitions and financial struggles, the story of All-Star Triangle Bowl (formerly All-Star Bowling Lane) in Orangeburg, South Carolina, highlights the social and cultural significance of bowling.
The All-Star Bowling Lane, with its 16 lanes, opened on March 3, 1962, and became a historic fixture in the community. Harry K. Floyd owned and operated the alley until his death on July 12, 2002, after which his son, Harry K. Floyd, Jr., took over.
The All-Star Bowling Lane gained recognition for its role in the African American Civil Rights movement. In June 2021, it became part of the National Park Service African American Civil Rights Network. The National Park Service has also highlighted the restoration efforts and provided a $500,000 grant in 2022.
The All-Star Triangle Bowl's significance extends beyond its role as a bowling alley. It served as a gathering place for the African American community during the Civil Rights era, providing a safe space for social interaction and political organizing. The alley's inclusion in the National Park Service African American Civil Rights Network underscores its importance in preserving and commemorating the history of the Civil Rights movement.
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