戴夫与巴斯特 (PLAY) 2026财年第二季度业绩电话会议：销售趋势改善，现金流增强

核心要点

• 达夫与布斯特娱乐（Dave & Buster’s Entertainment）公布2026财年第二财季营收为5.441亿美元，低于上年同期的5.574亿美元；全公司同店销售额下降2.9%。
• 销售趋势环比改善。6月同店销售额下降5.0%，7月下降1.6%，管理层表示第三财季前五周进一步改善。
• 调整后EBITDA从1.297亿美元降至9890万美元，调整后EBITDA利润率从23.3%收缩至18.2%。管理层将部分下降归因于1500万美元的非常态化或与时间相关的项目。
• 餐饮同店销售额增长7.6%，连续第五个季度保持增长。特殊活动销售额连续第七个季度实现增长。
• 受经营活动现金流增加和资本支出减少的支撑，截至第二财季的调整后自由现金流同比增加约5600万美元，达到正1950万美元。
• 公司已确认在未来12个月内实现1500万美元的成本节约，并计划随着处理更多合同和效率措施的推进，实现至少两倍于该金额的目标。

核心财务业绩

管理层表示，调整后EBITDA的同比比较中包含了上年同期1000万美元未再发生的非现金递延调整、300万美元高于常态的开业前成本，以及约200万美元的非常态化增长与保险费用。递延比较影响在第三财季仍将是一个较小的逆风因素，随后将大幅消除。

业务与经营业绩

餐饮继续是表现最强劲的经营类别。同店销售额增长7.6%，主要得益于重回经过市场验证的菜单、执行力的提升以及“餐饮+游戏”组合接受度的提高。管理层还看到了提高游戏客户餐饮附加消费率的机会。

体育相关营销活动取得了令人鼓舞的成效。公司报告称，在开展营销活动的世界杯比赛期间（包括决赛），销售额实现了双位数增长。管理层计划提高体育节目的连贯性，并利用其40英尺的大屏、菜单及比赛日优惠来吸引更多观赛人群。

达夫与布斯特在年内推出了10款新游戏和游乐设施，包括《曼达洛人与古古》（Mandalorian and Grogu）、《疾速追杀》（John Wick）、《怪奇物语》（Stranger Things）以及《风火轮赛道》（Hot Wheels Speedway）。管理层表示，新游戏在游玩量、渗透率和其他运营指标上表现良好，但也承认近年对Midway游戏区投入不足。

对游戏定价和Power Card费率结构的调整旨在简化套餐并提升感知价值。管理层表示，游戏游玩量和在Midway游戏区的停留时间增长了16%至20%以上，同时通过兑换和Win Store定价管理保持了客单价和利润率。

在2026财年，公司完成了6家达夫与布斯特门店的改造，并计划在德克萨斯州弗里斯科（Frisco）和纽约州韦斯特伯里（Westbury）再改造2家。改造门店群体的表现继续优于未经改造的门店，不过管理层表示，随着全系统趋势改善，两者之间的业绩差距有所缩小。

截至期末，公司共有250家直营门店：184家达夫与布斯特（Dave & Buster’s）门店和66家Main Event门店。此外，公司还拥有6家国际特许经营门店。

管理层业绩指引

管理层预计同店销售额、营收和EBITDA将在短期内实现增长，理由是7月和第三财季前五周表现出环比改善。管理层未提供具体的数值预测，并警告不要将第三财季初始趋势作为正式指引。

2026财年净资本支出预计仍将低于2亿美元。管理层表示，2027财年的净资本支出可能降至1.5亿美元或更低，具体取决于游戏、门店改造、技术和其他以回报为导向的投资方面的资本配置。包括游戏更新在内的经常性核心资本需求估计每年约为9500万至1亿美元。

达夫与布斯特计划在2026财年剩余时间内在美国国内新增开4家门店，2027财年新增开5家。在新店同店销售额出现明确转正前，新店开发步伐将更加谨慎。预计2026财年期间还将至少在墨西哥城开设1家新的国际特许经营门店。

首期1500万美元的成本节约计划预计将在未来12个月内见效。随着公司对技术系统、保险、管理费用、服务合同和采购效率进行审查，管理层设定的确认节约总额目标为至少3000万美元。

风险与关注事项

• 尽管出现环比改善，第二财季同店销售额仍为负增长，使得客流恢复成为公司的首要运营任务。
• 调整后EBITDA及利润率同比大幅下降，反映出销售去杠杆效应以及递延、开业前、保险和增长相关项目的影响。
• 管理层承认中低收入消费者依然承受压力，并将整体消费环境描述为颇具挑战。
• 娱乐业务的表现仍与客流量紧密相关。管理层表示产品对消费者仍具吸引力，但需要更持续的创新、相关的IP引入以及对Midway游戏区的进一步投资。
• 一些新近开设的门店正在经历开业后的常态化回落，在较小市场和小业态门店中尤为明显。
• 改造支出、新店开发及其他资本项目将继续取决于业绩表现、施工就绪度及回报门槛。

分析师问答要点

资本配置：管理层表示，减少新店开业活动将允许对现有门店组合进行更多投资，同时改善自由现金流。2027财年净资本支出可能会降至1.5亿美元或以下。

性价比与游戏经济学：调整后的游戏定价结构使宾客在相同的娱乐消费下获得更多游戏游玩体验。管理层表示，更长的停留时间创造了在不降低客单价或利润率的情况下提高餐饮附加消费率的机会。

运营：服务速度和游戏正常运行时间是主要的内部运营指标。新任首席运营官正专注于人员配置、培训、一线问责以及更快解决餐厅和Midway游戏区的问题。

成本节约：首批1500万美元主要与一般及行政费用（G&A）、技术系统、保险和服务合同相关。管理层表示，选择这些举措是为了避免影响宾客体验，且额外的节约已触手可及。

营销策略：公司计划减少零散的大型营销活动，更加注重季节性和文化时机、定向媒体、搜索可发现性以及一致的价值传递。“餐饮+游戏”优惠以及每周三和周日的游戏半价活动是该方法的核心。

新店生产力：管理层将可比门店与平均每周销售趋势之间的部分差距归因于约26家非可比门店过了初始开业期。管理层预计，随着营销执行力增强和开发步伐放缓，这一差距将有所改善。

业绩电话会议完整文字记录

完整财报电话会议逐字稿

管理层陈述

Operator

Thank you. Hello and welcome to the Dave & Buster's Entertainment, Inc. Q2 2026 Earnings Call. All lines have been placed on mute to prevent any background noise. After the speaker's remarks, there will be a question and answer session. If you would like to ask a question during this time, simply press *1 on your telephone keypad. I would now like to turn the conference over to Cory Hatton, Interim CFO. You may begin.

Cory Hatton

Thank you, Operator, and welcome to everyone on the line. Joining me on today's call is Darin Harper, our Chief Executive Officer. After our prepared remarks, we will take questions. This call is being recorded on behalf of Dave & Buster's Entertainment, Incorporated, and is copyrighted. Before we begin the discussion on our company's second quarter 2026 results, I'd like to call your attention to the fact that in our prepared remarks and responses to questions, certain items may be discussed which are not entirely based on historical fact. Any of these items should be considered forward-looking statements relating to future events within the meaning of the Private Securities Litigation Reform Act of 1995. All such forward-looking statements are subject to risks and uncertainties, which could cause actual results to differ from those anticipated. Information on these risks and uncertainties has been published in our filings with the SEC, which are available on our website. In addition, our remarks today will include references to financial measures that are not defined under generally accepted accounting principles. Investors should review the reconciliation of these non-GAAP measures to the comparable GAAP measure contained in our earnings release. And with that, let me turn the call over to Darin.

Darin Harper

Thank you, Cory, and good evening, everyone. Before I get into our results, I want to start by saying how grateful I am for the trust that the board and this team have placed in me. I've spent almost 20 years in this industry and originally joined the company almost 10 years ago. And we have an obvious, actionable, and enormous opportunity in front of us to improve this business and create meaningful value for our shareholders. The back to basic strategy that we are executing continues to bear fruit. We are experiencing ongoing growth in food and beverage sales, as well as in special event sales. Store sales of our remodels continue to outperform the system, and we are also encouraged by the results we saw from activations we executed around certain holidays and sporting events. Further, we improved same-store sales in July and saw continued improvement in the third quarter to date. While we are not satisfied with the overall result, we are encouraged by these trends and the success of our strategies, and we are confident that the actions now underway will restore traffic and sales growth.

Same-store sales declined 2.9% in Q2, but July improved sequentially, with total company same-store sales down 1.6% versus down 5% in June. Additionally, same-store sales trends have further improved over the first five weeks of the third quarter. And we expect continuing improvement in trends and significantly better top-line performance over the remainder of the year and beyond. Following my appointment as CEO, we have further strengthened the executive leadership team. In late August, we announced recent appointments and promotions within our management team. Amanda Busby was recently appointed Chief Operations Officer, and she joins other previously announced appointments of Jeremy Tucker, Chief Marketing Officer, Kevin Fish, Chief Technology and Digital Officer, and Rachel Morgan, Chief Legal Administrative Officer and Corporate Secretary. Additionally, Aldo Rosales was promoted to Chief Strategy and Revenue Management Officer. All these individuals have significant and relevant experience and are highly incentivized and motivated to drive this business forward. I truly believe this is an incredibly robust leadership team. And together we have strengthened our ability to elevate operations, drive sustainable revenue growth, accelerate digital innovation, and maintain the strong governance and discipline necessary to support long-term success and drive shareholder value.

Our priorities going forward are clear: restore traffic and same-store sales growth, and convert that progress into durable EBITDA growth and free cash flow generation. Before I get into updates on our back to basics plan, let me quickly take a moment to establish the framework for how we're approaching our priorities. We are predominantly an occasion-based business with high awareness, but we have not consistently been the obvious answer when a guest is planning one of those occasions and our value and execution have not been dependable enough. Our guests come a couple times a year for a reason, plan days in advance. When we're the obvious answer, we win decisively. So we're focused on three things, all within our control. Number 1, the occasion, meaning we focus on capturing demand that already exists within personal, seasonal, and cultural calendars. Second, relevance, meaning our entertainment and F&B offerings are unmistakably appealing for that occasion. And lastly, consistent value and execution, meaning a singular and consistent value message that a guest can recall at the moment of consideration and a visit that delivers exceptional guest experience to drive another visit.

I'll now provide an update on each pillar of our back-to-basics plan and how the strategic framework of occasion, relevancy, and consistent value and execution informs our priorities within each. Let me start with marketing because this is where the clearest evidence of progress showed up this quarter and where we believe tremendous opportunity exists when we focus on capitalizing on existing demand for an out-of-home occasion. First, as stated earlier, Jeremy Tucker joined us as CMO during Q2. Before Jeremy, we had gone more than a year without a CMO and several years without consistent marketing leadership. And the result was a frequently changing promotional calendar, significant media shifts and measurement challenges, and messaging that did not always connect. Under Jeremy's leadership, I'm extremely confident we're now on the right path to addressing these challenges. Jeremy and I have been working very closely together, and we both recognize the enormous opportunity in marketing, given the renewed focus on execution and capturing demand at the right time within our guests' personal, seasonal, and cultural needs moments.

You'll hear more from us in the coming months with regard to how we're optimizing our media to more effectively capture consumer demand through better targeting, discoverability, media flighting, and messaging. Combined with relevant in-store entertainment and watch experiences that align with existing seasonal and cultural demand, we believe we are well positioned to drive meaningful traffic growth. Lastly, we also intend to simplify our messages and market, keeping a consistent evergreen value message with our guests that has strong recall at the point of consideration. Jeremy is building out the team and continuing to refine and revolve the strategy using the insights and learnings from all of our testing and research we've conducted over the last several months. We have made clear and significant progress in both confirming our strategic direction and ensuring we're executing day to day and we have significant opportunity to continue improving. Second, an update on games and entertainment. As previously discussed, our guests value relevant experiences, including new games, games that they can play together, experiences targeted at guests, unique fandom, and in-culture collectibles. Recent research tells us that more than 70% of our guests say learning about new games or activities would incentivize them to come more, supporting the importance of innovating in our games and prize and merchandise. So far this year, we launched 10 new games and attractions, including Mandalorian and Grogu, John Wick, Stranger Things, Hot Wheels Speedway, Icy Slush Rush, Perfect Pump, and Odin's Hammer.

And we have several additional exciting games we will announce in the coming months, including several bespoke entertainment offerings we are working on. This year was a step in the right direction to enhancing our relevancy, and we expect continued improvement in our new game strategy in FY27 and beyond. We also recognize that entertainment value is important to our consumers. We have taken actions to defend overall value perception relative to peers through our rate card and game pricing changes and have furthered our goal to make sure we are offering clear, compelling value for the right occasion. Furthermore, an additional area we are addressing is the strong cultural demand for collectibles, which we can deliver through multiple areas of our Midway. Research and own experience clearly demonstrates that this is an obvious and ongoing area of demand amongst our consumer demographics. We are spending material time developing a thoughtful and prompt plan around this topic and expect to have more to discuss in the coming months. Together, entertainment relevancy in all that we do, games, experiences, including a strong watch and cultural events calendar, partnerships, and in-culture collectibles, along with clear, understandable value, can grow traffic, and check. Third, food and beverage continues to see significant success. Company-wide food and beverage comparable sales grew 7.6% in Q2. F&B has now been positive for five straight quarters, driven primarily by a return to the proven menu and better execution of the eat and play combo. We will continue to thoughtfully evolve the menu, focusing on execution consistency and designs to increase attached opportunity. We will raise awareness as to the quality of our F&B offerings and strategically take inflationary price increases on a consistent basis.

Watch is also an important element of our F&B business. More than half our guests identify football, basketball, or baseball as sports they typically watch. And when guests watch sports at a food or bar venue, more than 90% order food and more than 80% order alcohol. Our 40-foot screens, broad menu, and game day F&B offers give us a differentiated platform. And there is low-hanging fruit for us to become more dependable in showcasing popular and increasingly localized sports to these natural customers who still don't often think of us as their go-to destination to watch sports out of the house. We have seen a lot of success when we create activations around popular watch occasions, including double-digit sales growth during World Cup matches activated in our stores. We believe we have significant opportunity to keep growing this part of the business. Fourth, operations. As previously discussed, consistent execution is critical to driving sales. Brand fundamentals are only as strong as the experience delivered in each location. Amanda, our new Chief Operations Officer, is raising standards through field leadership, training, and accountability. We are enabling our team members to succeed and better leverage our support center to support the field. Guest experience cannot exceed the team member experience, and we are building the culture and tools to make the standard real. This is another area where we are extremely excited about new leadership and highly confident in the team's strategic direction. Delivering a high-quality guest experience is critical and driving repeat visitation. And we believe that Amanda and her team are already making significant improvements on that front and will continue to do so.

Finally, remodels. We have completed six Dave & Buster's remodels in FY26 in Cincinnati, Jacksonville, San Antonio, Nashville, San Diego, and Miami. The current wave is continuing to outperform non-remodel locations, and two additional remodels are scheduled for the second half of the year in Frisco, Texas, and Westbury, New York. This is the investment we want focused, repeatable, and tied to a clear return threshold. The new prototype is materially more cost-effective than the legacy program. And early results show we can preserve the highest impact guests and productivity elements while eliminating ineffective spend. Remodels can augment our traffic billing initiatives by making the experience more modern, easier to navigate, and more productive. That said, we will pace the program to performance, construction readiness, and returns, all while ensuring we allocate our capital toward its best and highest overall returns. Capital discipline remains central. We have invested $127.6 million of net capex year-to-date through Q2 and remain on pace to spend under $200 million in net capex in FY26, as we indicated earlier this year. We are scrutinizing every project against minimum return thresholds and prioritizing remodels, new games, and technology that improve the guest experience and unit economics. Our capital framework is straightforward. Protect liquidity, fund the highest return projects, improve cash conversion and reduce leverage over time. So in summary, we are encouraged by this high-quality leadership team we've built. The improving top line trend we are seeing and the numerous initiatives we have in place.

As mentioned earlier, F&B sales have now grown for five consecutive quarters, and special events have grown for seven consecutive quarters. We also demonstrated an improved ability to grow sales during key seasonal and cultural moments by capturing demand in ways we haven't been as successful in doing in the past. We are investing capital more intelligently, and net capex continues to decrease, and cash flow conversion is improving. While acknowledging room for further progress, Q2 was an improvement compared to Q1. Encouragingly, Q3 has further improved since July. We have a clear map: capture existing demand, deliver relevant entertainment, make value clear, and execute consistently in every store. Our focus is converting these leading indicators into durable traffic, stronger guest frequency, and improved profitability, generate significant shareholder value in the near term. And with that, let me turn the call back over to Cory to walk through our financial results in more detail.

Cory Hatton

Thank you, Darin. I will now review the quarter and the actions we are taking to improve cash generation and margins. Same-store sales sequentially improved 250 basis points from Q1 in the second quarter, improving to down 2.9% company-wide. Food and beverage remained strong, special events grew, and higher attach rates to F&B from our gaming customers supported the overall occasion. Adjusted EBITDA declined by approximately $31 million on a year-over-year basis during the quarter, driven by a decline in same-store sales and a number of non-normalized items, without which Adjusted EBITDA would have declined by approximately $16 million, including (1) a $10 million non-cash deferral adjustment last year that did not exist in Q2 of this year. (2) an impact of $3 million from higher than normal pre-opening expenses due to timing of new stores. And (3) approximately $2 million of non-normalized growth and insurance expenses, which we have subsequently addressed and reduced. The non-cash deferrals will be a lower but still relevant headwind in Q3 of this year, after which there will be no more material adjustments to lap.

Q2 revenue was $544.1 million versus $557.4 million in the prior year. Adjusted EBITDA was $98.9 million, an 18.2% margin versus $129.7 million and a 23.3% margin in Q2 FY25. Under GAAP, we reported a net loss of $12.5 million, or $0.36 per diluted share, versus net income of $11.4 million, or $0.32 per diluted share, in the prior year. Adjusted net loss was $9.5 million or $0.27 per diluted share versus adjusted net income of $13.9 million or $0.40 per diluted share in the prior year. Cash generation improved. Adjusted free cash flow was positive $19.5 million through Q2 FY26, versus negative $36.5 million through Q2 in the prior year period, a year-over-year improvement of approximately $56 million. Cash from operations was $160.6 million year-to-date, up from $129.8 million in the prior year. Net capital expenditures were $127.6 million for the six months ended August 4, 2026, versus $155.4 million in the prior year period. Despite softer sales, this conversion reflects our focus on capital discipline and cash generation.

We are taking an aggressive and proactive approach to costs. As mentioned in prior quarters, we have hired a dedicated resource to help lead a comprehensive cost-saving initiative across the entire enterprise. That effort has already identified $15 million of savings, which will be realized over the next 12 months. However, we are not stopping there. We believe there are significant additional costs that can be removed from the business without having any impact to the customer experience. More to come on this, but we are targeting at least doubling the $15 million in the coming months. On development, we opened six new domestic stores in Q2 for a total of seven in the first half: five Dave & Buster's and two Main Event. We operate 250 company-owned stores: 184 Dave & Buster's and 66 Main Event, plus six international franchise stores. We are tailoring the new store pipeline and pacing development carefully. We plan to open four new domestic stores in the balance of FY26 and five in FY27. We plan to have extremely high standards for additional new stores until comps turn decisively positive, allowing us to deploy capital to higher return uses in the core business and set ourselves up to generate consistent free cash flow for the foreseeable future. As Darin mentioned, we completed six Dave & Buster's remodels year-to-date and plan on two more during the remainder of FY26. We also expect at least one additional international franchise store opening this year in Mexico City. We will execute remodel development as long as it continues to produce attractive returns and monitor uses of capital alongside other accretive opportunities. Our path is straightforward. Traffic recovery, cost discipline, and capital discipline will translate into improving free cash flow and deleveraging. Encouraged by the strength in food and beverage, special events, and our remodel program, and we remain focused on converting those successes into sustained traffic, margin, and cash flow improvement. With that, operator, please open the line for questions.

Operator

Thank you. [Operator Instructions] Your first question comes from Andy Barish with Jefferies. Your line is open.

分析师问答

Andrew Barish

Hey, guys, congrats to both on the new roles. Darin, it doesn't sound like there's any big strategic directional changes, but maybe kind of behind the scenes some differences in your management style and your background that may, you know, may drive some, you know, some changes. Would you be willing to kind of just talk about that? Talk about that as we look out for the next couple of quarters, please.

Darin Harper

Sure. Thanks, Andy. Yeah, first, let me say that the bones of our back-to-basic strategy are sound, so you're not going to hear a materially different shift from that. What you will see, however, is a deeper articulation of how this comes to life. So for instance, you heard me talk about occasions, and this is a critical component of how we're going to approach our marketing, both messaging and media. So this drives how we tap into the consumer demand at the right time and the right channels with the right message. And so, as we noted on the call, when we do this right and have done this right historically, we generate significant growth. So behind the scenes, we're really going to be focused on that and how to do that at scale.

What you're likely going to see is less big, disconnected tentpole campaigns and a greater focus on tapping into these seasonal cultural moments, you know, likely through middle to lower funnel focused. So more to come on that, but Jeremy, our new CMO, is really building this out. Again, from a relevancy perspective, you're going to see us leverage our brand in ways I'd say that we haven't historically. We have incredible brand awareness. We punch above our weight and we have access to amazing IP, partnerships and other relevancy plays that can really lead to more exclusive and culturally relevant experiences in our box. So I think that will be a key differentiator for how we tap into that demand consideration from a guest. And then from a value and execution standpoint, you're going to, I think, see more urgency and focus on a singular value message to the guest. And Amanda, our new COO, is going to be focused on really raising the standards out in the field. So I think with all that, you know, we want to move smartly, but we're going to move quickly. I'd say promptness is a capstone here in terms of making sure we make smart decisions, make sure that we can measure those, quick test and learn, and then pivot and execute well. I can't reiterate enough that the management team that we have here is phenomenal, so high confidence. So hopefully that provides you a little context, Andy.

Andrew Barish

Yes, very helpful. And then if I could just double-click on value. You noted some changes on the rate card and game pricing. I'm assuming that is going to be lower to reinforce value. Can you give us kind of a sense as you move through the through when that's going to be taking place and maybe maybe the impact on basket or check at this point in terms of what you're expecting out of that?

Darin Harper

Most of that has already occurred, Andy, with changes that we've made over the last few months. So it really, it's come in various iterations, but the key focus is simplifying the rate card to the guest. So, I think that Aldo and team have done a great job designing that so that it's more, it's clear to the guest in terms of what they're getting when they're buying power cards. That was just significant feedback that we've got through all of our guest research is, it's confusing and I don't know what to get. So we've done a lot of work there trying to simplify that entire guest experience on the kiosk or with the server. And then furthermore, we adjusted our game pricing to allow the guests to play longer and have a longer dwell time in the Midway. And we've seen 16%, 20% plus increase in gameplay and dwell time. And we've really been managing that through smartly managing the redemption payout, our pricing in the Win Store. Net, we've really been able to accomplish this while maintaining basket as well as maintaining our margins. I think we've done a great job there. We're measuring our value scores all the time and where we lost value over the last couple of years by taking too much price, we've gained that back and are in a really great position relative to our peers.

Operator

Thank you very much. Your next question comes from Jordan Bender with Citizens. Your line is open.

Jordan Bender

Hey, everyone. Thanks for the question. Darin, you know, you kind of laid out a few kind of inputs on the call around, you know, some of the renovations, some of the new store openings into next year. I guess from a high level, like, you know, we know what your net CapEx number is going to be this year, but as we think about that kind of going into the future, and maybe some of this CapEx starting to slow, just how do you kind of envision the company and just some of that spend as we start to head into '27 and beyond?

Darin Harper

Yeah, good question, Jordan. What I'd say is, as we've communicated, our new stores are going to be pulled back as well as some other aspects of the business. I think we, we can conservatively look at a net CapEx number that could be $150 million or south of $150 million next year. It's all going to be dependent upon, you know, where we allocate capital in in terms of our existing business, in terms of entertainment, in terms of some other things that we think are going to have a great return. But the good news is we have a lot of optionality and a lot of flexibility with that capital. But what we've indicated to date, we could easily be at $150 million or less in net CapEx next year.

Cory Hatton

Yes, just to chime in there a little bit, Jordan, I think to Darin's point, you know, there's a really kind of a core CapEx need for the business. You know, other companies might call it maintenance. With us, it includes games, which we want to continue to refresh. But that's about $95 million to $100 million a year of, you know, kind of recurring CapEx spend. And I think what the market has kind of gotten away from is realizing a lot of the spend we've done over the last couple of years has been deemed to be growth and we haven't seen as much as that growth. And I think we are now, you know, returning to a plan that's, you know, very much investing in the core business by pulling back on some of the new stores and evaluating the remodel program. It allows our development team to really focus on the existing portfolio, make it as efficient as possible, making the investments in maintenance and other things to bolster that same-store sales number. And we feel really good about deploying capital in those areas while pulling back in aggregate on total CapEx dollars, which will benefit our cash flow profile significantly.

Jordan Bender

Great. Thanks for that. And then maybe just a follow-up on some of the cadence here. So you said June down 5%, July down 1.6%. I think you your last call, you said you you're running some promotions around World Cup. Can you just kind of talk about the impact that World Cup had on your performance in June if it contributed to that performance and then it's been kind of exited that into the third quarter here?

Darin Harper

Yes, so our World Cup promotion, overall, we were really pleased with our performance. And I'd say we even gained and executed on that activation better as the World Cup went on. But we did lean into sort of a full action plan activation within our four walls with, you know, with a watch experience, themed food, some reskinned games, a soccer game, some prize integration. Then we had some ticketed events as well. I'll say even for the final, you know, we saw nice double-digit growth. You know, we're a perfect occasion for that type of experience. And there was a lot that we learned, in fact, with sort of tapping into that cultural moment. So, overall, we were well-placed to capture it. And overall, I think, especially as we got later into the World Cup, we felt like it was incremental for us overall.

Operator

Great. Thank you very much. Your next question comes from Brian Vaccaro with Raymond James. Your line is open.

Brian Vaccaro

Hi, thanks and good evening. I have a question on the operations front, and you talked about your new COO that's coming in. I was wondering if you could provide some more color just on how some of your most important internal ops metrics have trended in recent years, and what do they show as the clearest opportunities that could be to improve the guest experience and hopefully comps.

Darin Harper

Yeah, hey, Brian. Yeah, um, we have, um, speed of service is really number 1. Speed of service, game uptime, and then a few other metrics. But those are a lot of the key areas that the team has been hyper-focused on and, you know, it's speed of service largely in the dining room, but also speed of service if there's an issue in the Midway, how quickly do we resolve that for the consumer? And so we, we have focused a lot of time on addressing that, ensuring that we have people staffed at the right time, at the right position staff to deliver on that, whether if it's the hostess, server, it's back of house, food runner, bartender, those are all, they all play a critical role in that. And so we have seen, continue to see an increase in in those metrics. And so we're pleased with the direction it's going. But we know we've got a long way to go to really deliver on that experience. Again, we've got, when you have a frequency of less than 2 times a year, you know, and it's typically for an occasion, people are going out celebrating date night, night with the family, et cetera. You can't screw that up for the guest, and that really impacts our ability to get them to come back another visit. So we've made good progress, but there's more to come, and Amanda and team are hyper-focused on that.

Brian Vaccaro

All right, thank you for that. I guess my follow-up was just on store margins in the quarter. You know, the pressure seemed to step up quite a bit versus the first quarter, despite same-store sales declines improving versus the last quarter. So could you just talk about the level of the pressure or any areas of reinvestment that we could be seeing in the P&L during the second quarter? Or is it more really a factor of the sales were down to a level on sales and obviously entertainment or the amusement comps are higher margins. So when they're down here in the second quarter, hitting sort of a base level of cost line that we're seeing. But any, you know, I guess so color on the second quarter and any directional comments on the second half, the degree to which you might see margin pressure relative to either Q2 or Q1 would be helpful. Thanks again.

Cory Hatton

Yes, Brian, I can take that one. I think looking at the second quarter, there's a lot of noise, as we called out, with that deferred revenue and the $10 million headwind that really kind of throws some of the P&L out of whack, and that translates to the stores as well. Just to give you some helpful insights there, if you look at the comp being down the way it was at 2.9%, in total revenue being down 2.4%, that spread of about 50 basis points is one of the lowest on records, largely attributable to that $10 million. It's just, I think, really making it challenging to judge the margins for this quarter at the store level that you're talking about for that reason. I really don't think there's a material difference in the investment requirements or anything else that we feel like we need to reinvest in the stores, whether it's labor or any other op-ex. I feel like certain line items of that P&L, as we talked about from a cost-saving perspective, we're addressing very recently and it's going to be impactful here for the coming quarters to grow those margins accordingly.

Operator

Your next question comes from Eric Wolfe with Texas Capital Securities. Your line is open.

Eric Wold

Thanks. Good afternoon. I want to talk a little bit more on the game side. You talked about some of the changes in pricing. I think you said it was somewhere in the mid-teen to 20% kind of increase in dwell time at the Midway. Is the right way to think about that as you're seeing people hanging out longer with the same amount of spend on entertainment they would have had, but obviously, hopefully spending more on food and beverage, you're able to get that check there, but, you know, what are the thoughts on that and then kind of the impact on how that could kind of change the mix and margins if that if that you know continues into place.

Darin Harper

Yeah, that, that's right. They're spending the same amount, but getting greater gameplay and and thus greater dwell time in the box. So your intuition is exactly correct. One of the, there's a couple of benefits. Number 1, we're providing a better value proposition to the guest. And their game card is lasting longer and is just having a better experience. But secondly, the longer they're in the box, hopefully the greater opportunity we have to get them to attach or spend more on F&B. So as we work through our process, defining how we measure that better, I think we'll have a better sense for how to do that. There are some things that Amanda and team are going to do to try to drive more food attached when people are in the Midway. Where we've really seen a lot of that is from the introduction of our eat and play combo on the kiosk and we've been able to convert a lot of what would have been just game players into F&B. So, there's more to unlock there for us, but our primary objective was to provide better value for the entertainment experience. Second is how can we attach more food? So more to come there, but we're pleased with the value that we've delivered to the guest.

Cory Hatton

I think also chiming in there, Eric, I think the importance of what we've achieved with re-solidifying our menu as a really compelling offering and even for some guests on a standalone basis, the more that that gets out there and the more we're able to fine-tune the execution on that menu, which is a much better product offering than I think we've arguably ever had at Dave & Buster's. You're going to get more and more, call it higher frequency food and beverage occasions than once or twice a year gaming occasion. As we see that, which we've solidified primarily from the games to the food and beverage to date. Eventually, you know, our aspirations are for that to work the other way as well. We'll get more food and beverage occasions that transfer into a gaming customer and that comes at a really high margin. And, you know, that's the kind of cornerstone of this offering from an e-commerce entertainment model perspective that we're really trying to drive. And we're going to see some really good fruit from that effort as we proceed and get that work in both directions.

Eric Wold

No, that's helpful. Then kind of a follow-up on, still on the games, so obviously, you know, game, you know, your comps still running negative. Maybe talk about what you've seen with the introduction of the 10 new games so far this year. Are you seeing – a meaningful delta in kind of game play, they kind of call out between the new games, I could call it the older games. And when you put in new games, are you seeing any kind of beneficial lift on the remainder of the Midway, or is it really focused on the new games getting put into place?

Darin Harper

Yeah, so when we look at introducing new games onto the game room floor, there's a number of different metrics that we look at to try to assess how they're performing and what they've done. You know, we look at, you know, gameplay, we look at penetration, we look at room-to-room play, we look at the game, reach and some other operational metrics to really understand, you know, how these are performing. And so overall, we were really pleased with the 10 new games that we've put in to date. They are all performing really well in a lot of those measures that I gave, which demonstrates that, um, that, that they're being used and and the guest likes them. Um, and some of them are addressing, um, other attributes that that we're going after in terms of, you know, more social games that groups can play together, et cetera. What I'd say is because we have under-invested in the Midway over the last few years, that it's also a bit of a catch-up to get that relevancy back into play. And there's a bit of just consistency that you're going to need with that. And just a new game standalone is not going to be enough, um, to do that. But, um, but we're getting some good learnings on some other areas that, um, we think could unlock some interesting opportunities for us with regard to where going to lean into from a merchandise collectible standpoint and that has really driven, um, incremental spend and we think will ultimately drive incremental traffic into our boxes.

Cory Hatton

Yes, and I think that's a huge point there, Eric, that Darin just made in terms of what we've seen from these new games. I think a light bulb went off for us as a management team in terms of, you know, the customer demand for merchandise, you know, as well as, you know, whether you get it directly from the game in the case of a crane machine, or if you're collecting tickets and go into our Win Store, we have a lot of work to do in a really exciting way to get our Win Store in a much more competitive position than it's been, as well as with those merchandiser games, like the claw machines, getting better inventory in there and, collectible nature to attract fandoms and the IP we're already cultivating. We just feel like we have a really big moment here to bring it into a really natural ecosystem that we already have built. And that's going to reap some really big rewards in the future for us and something we're very focused on. Perfect. Thank you both.

Operator

Your next question comes from Mike Hickey of StoneX. Your line is open.

Michael Hickey

Hey, thank you. Hey, Darin. Thanks for taking our questions. Just on, um, I guess the macro, your model has been vulnerable or headwinds on the macro. And now, you know, we're dealing with diesel over $6 a gallon. Looks like interest rates are going higher. You know, we're going to go into Q4. Politics are going to be on our face. I can't imagine that's great for sentiment. I mean, what are you seeing today on your business impact from prices, inflation, sentiment, and how do you think it'll trend, and how do you sort of combat that?

Darin Harper

It's, uh, it, it's a tricky reality of where we are right now. Um, you know, as we've communicated in the past, certainly that lower end consumer has been impacted more, you know, that's not, that's not unique to us. Um, but that is, um, that, that is a pressure we're facing. I guess what I'd say, and, I think you all have noted that we didn't discuss the economy at all in our prepared remarks. And the reason is, you know, we believe all these areas that we're focused on, there's latent and significant opportunity there, notwithstanding the environment. Yes. And the reason I say that is, you know, other brands who were in the same economic environment we're in have performed better. We know because we've seen it with our own data when we execute right, we, we, we can really drive the business.

So, are we going to operate in a difficult consumer environment? Yes. Can we, do we still believe that we can drive the business? The answer is also yes, because there's so much latent opportunity there. But that's one reason why when I discussed having a singular, consistent, evergreen value message. It's really important because we've bounced around with so many different messages over, you know, few years. And when it comes to sort of that recall for the guests, um, it's very confusing for them. Like, hey, what, what, what's Dave & Buster's running today? I don't know. There's too much stuff going on. Um, what our thesis is and what we believe is, especially our eat and play combo and half-price games on Wednesday and Sunday, for instance, those two, we really just want to beat that drum, be evergreen, be consistent. So that when that occasion consideration comes to mind, the guest, um, immediately is like, oh yeah, Dave & Buster's has great value. We can get an entree for $4.99. That does not become a veto. I think we feel like despite the difficult environment, we can still execute and grow sales in it.

Michael Hickey

Thanks, Darin. Last question from us. About eight quarters into year-over-year declines in your entertainment business. It looks like over the last four or five quarters, that weakness is actually accelerated regardless of what promo, what new games you're putting into the So, I guess at this point, I'm curious what evidence you have that sort of game-centric model that's really defined your business over time isn't broken at this point.

Darin Harper

Yeah, what I'd say is, number 1, through our own extensive consumer research on what guests are looking for, we're looking at, we know it's a remarkably stable offering that still appeals. And you see other concepts out there with similar type offerings that are able to grow. Where we haven't delivered great is that ongoing innovation and ongoing relevancy in our game room floor. So the modality of kind of how consumers are using out-of-home entertainment has changed some, but our product, we have very high confidence that that experience is still very sought after. But we have to innovate more and we have to be more relevant for the guest. And tying back to the comment I made with respect to our brand power and our access to partnerships, IP, exclusive items, those are absolutely things that we should be leveraging that we haven't as much as we can. That's a key element, along with our ongoing entertainment investment to drive our traffic, which will ultimately drive the entertainment category. Our entertainment is really, is in line with where we see our traffic pretty much. And we've done great job driving F&B through these various attach with our new menu. And now it's really driving and tapping into that demand with a relevant product to our consumer. And we firmly believe we can do that.

Operator

Thanks. Your next question comes from Andrew Strelzik with BMO Capital. Your line is open.

Andrew Strelzik

Hey, good afternoon. Thanks for taking the questions. Um, I wanted first to ask about demographics and how the demographics for your business are kind of evolving as you've seen, you know, you know, the F&B growth and the amusement declines pretty persistently here, and maybe how that's framing the initiatives on the amusement side of the business in particular to try to drive traffic, not so much from an income cohort perspective, but, you know, whether it's age or families or otherwise.

Darin Harper

Yes. Hey, Andrew. Yes. One thing that we have noticed between I'll just talk about maybe the occasions with guests and occasions with, I'm sorry, occasions with kids and occasions without kids. That occasions without kids is where we've seen more of a decline. And so when you think about how that's impacting our strategy, um, you know, we are an adult first occasion, but families are welcome and we cannot alienate families. What you're seeing is our focus on where do we drive that appeal for the adult occasion. And again, in a way to not alienate families. And so, you know, so it's, for instance, let's take Halloween. This is an occasion that is a clearly viewed as a family occasion, but it's also a large, highly social event. $13 billion a year is spent on Halloween. Halloween falls into Saturday this year. So it creates this unique opportunity for our business to serve family demand earlier in the day and then convert into a differentiated adult occasion at night. And so we're really focused on a Halloween activation, you know, throughout the month. and then a ticketed event, adult only event in the evening. When we look at our game selection, it's very much of, does this hold appeal for young adults? F&B, um, how how we're looking at different cultural experiences Is this something that adults are focused on? So while 50% of our occasions approximately include kids, half of those occasions are still driven by an adult finding appeal in the Dave & Buster's offering. So that's probably the biggest, you know, sort of learning and how we're sort of approaching it through the different elements of the business.

Andrew Strelzik

Okay. All right, that's helpful. And I wanted to also ask about the cost saves, the $15 million, and then, you know, potentially doubling that. And I guess the question is, you know, you've taken a lot of, the company's taken a lot of costs out of the business over the last several years, obviously trying to restore the momentum and make sure investments as well. So number 1, kind of where is that $15 million coming from? And number 2, what gives you the confidence that you can balance both those cost saves and the reinvestment to the end? better position the business. Thanks.

Cory Hatton

Yes. Hey, Andrew, I'll take that one. With regards to the $15 million that we've identified and have already executed on, so it's just a matter of rolling over the quarters to come and letting them season into our P&L. We've been very selective here. It's not totally changing the business or anything else. This is all very strategic on the margin in terms of identifying areas that don't impact the guests, largely kind of G&A, overhead, specific examples, you know, there's a lot in our IT area that we're very focused on, you know, just a plethora of systems that, you know, maybe a project started and we didn't get to the other side of it. And, you know, yet we didn't sunset it in an appropriate way. We're very focused in that area, just being more efficient, which is going to come with some significant cost saves. On the insurance front, there's a lot of policies we're looking at very closely, working with new brokers and others to just make the right decision for the company, and being tighter on how we evaluate the premiums we're paying and the service levels we're getting. So those are two really big buckets in this area, but it ranges all over the place from janitorial services. Some of these are kind of legacy post-acquisition of Main Event. We did harvest some significant synergies, but didn't go as far as we probably could in some areas as the portfolio has been. has grown as well, being able to transfer from regional service to more national service and really leverage our buying power with the size of the company we've become. And these are going to be really impactful. I think above and beyond the $15 million that we've executed on, there's, as I mentioned, in the prepared remarks, at least double that, that is a clear line of sight, just a matter of negotiating the contract, et cetera. But there's a lot of areas that we're very encouraged by and some significant dollars that are going to add up quickly that we feel like are real savings that we're going to be able to produce.

Cory Hatton

in the quarters to come.

Andrew Strelzik

Great. Thank you very much.

Operator

Your next question comes from Dennis Geiger with UBS. Your line is open.

Dennis Geiger

Thanks, guys. I wanted to ask a little bit more about the improvement that you saw into the quarter to date period and and what you attribute that to. I know you guys touched on a bunch of initiatives with the World Cup at that point behind you. Anything you would flag there, you know, beyond anything on comparisons, driving that improvement in the 1-year momentum. And then as you talked about, you know, sort of continued improvement looking ahead. Any thoughts with where this heads over the coming quarters? Thank you.

Darin Harper

Sure. Look, we're pleased with our quarter to date performance, but we don't want to let these last five weeks be indicative of where we're trying to guide. I think we've sharpened our marketing approach, which we've thankfully not had any unusual lapse overall that have impacted the business. But I think we're feeling good about Jeremy's been in seat for a couple of months now, or 3, 3 months or so. We're starting to work with our partners better. We're getting a better line of sight into what's working from a media standpoint. We've gotten better with discoverability and some search, still a long way to go, but there's some elements that we're pleased with. We can't comment about what this looks like over the next few weeks or over the next few periods, but we're just going to be hyper-focused on just continuing to drive the business as we articulated.

Dennis Geiger

Makes sense. Thanks, Darin. Just one more, just on remodels. I know you said outperforming the broader system. Any additional insights there as far as what kind of sales uplift you've been seeing? Anything on kind of where the latest return profile sits? Anything that you want to share or able to share? on the latest remodel performance side of things. Thanks.

Darin Harper

Sure. Yes, we're continuing to see outperformance in our remodels, as we've noted. I think as the overall system has, has performed better over the last couple of periods or so. That delta between the two has contracted some. So it's too early to get any other sort of read on that. I think as we continue to better hone our overall marketing efficiency for our base stores, that's certainly going to inform us from a remodel perspective. Um, you know, we've obviously spent a lot of time over the last few calls talking about what's worked and hasn't worked with the remodels and sort of what we've done from a marketing perspective. But I think I'm convinced there's more that we can do, um, really from a local activation standpoint. to let our guests know even more what's happening. But I, I think we've, we've seen enough to to also know that this reduced capital model that has been built can still yield, um, just as good of results as the more expensive remodel program previously. So, more to come there. But as we proceed with any capital allocation decisions, we're going to prioritize what where we're going to get the best return over the near term. And so whether that's entertainment, remodels, balance sheet, whatever, we'll continue to make those decisions through that lens. Thanks, Darin. And your final question will come from Jeff Farmer with Gordon Haskett. Your line is open.

Jeffrey Farmer

Thanks for taking the call pretty late. Just two quick modeling questions, hopefully quick. Q2 same-store sales down 2.9%, average weekly sales down More than 6%, so assuming that spread is new store productivity, How should we be thinking about that spread as we're moving forward in modeling the business?

Cory Hatton

Yes, hey Jeff, I think in terms of looking at that and looking at the numbers you're looking at as well if you do it on a per operating week basis, obviously the comp is in line with the reported comp. But if you get into that kind of non-comp bucket, there's a couple things going on this piggybacking off of Darin's prior response. But when you look at certain new stores, you are also apart from the newest stores and six open this quarter, so we're still getting a good gauge on them. We're very close on the marketing of those new stores, just making sure they're opening up. Um, if it's in a new market, um, especially if it's Dave & Buster's, you get kind of that halo effect of awareness with the 90% plus national brand awareness we have, but making sure we're kind of activating them as appropriately as possible. Um, we're going to be even better at that. And then I think the other big noisy thing in that bucket, which is important is you have stores that opened last year that then this year are going through, um, kind of their honeymoon effect. And so there's a handful of stores in there. It's about 26 non-comp stores that are just going through that element of decline from the year, which is modeled out, but can be a little bit more extreme for smaller markets, the smaller boxes that we've opened recently. And that's really the factor that's going on in that non-comp bucket.

Jeffrey Farmer

Okay. And just to follow up on that, so as it relates to those 26 stores, I haven't looked at the model that closely, but in terms of thinking about what could potentially happen over the next couple of quarters, is that that 3 percentage point plus spread a reasonable benchmark or we should be thinking about something sort of higher or lower than that?

Cory Hatton

No, we absolutely expected to improve from there. I think we'll see how these six that opened just this quarter, some in the later parts of the quarter. As we get into the third quarter, seeing some good traction on those new stores and, of course, correcting where we need to in terms of doing an additional marketing blast and with Jeremy on board, he's getting very focused on those. And then I think from a kind of transition into the comp next year, we don't expect this to be a perennial challenge for us. We feel like we're making the right decisions in terms of site selection. And with the 11 new stores we're opening this year, going down to five next year. You know, we think we're making the right capital allocation decisions and this is all going to be an improving scenario. I appreciate it. Thank you.

Operator

This concludes the question and answer session. I'll turn the call to CEO Darin Harper for closing remarks.

Darin Harper

Thank you, Operator, and thank you, everyone, for joining us this evening. Dave & Buster's and Main Event are iconic brands with exciting and significant opportunity ahead. Clearly Q2 was not where we want it to be, but it clarified both the challenges and the opportunity. We are encouraged by sequential improvement in July and quarter to date and by guest response in food and beverage, special events, and remodels, while remaining focused on traffic, affordability, and service consistency. We will stay close to the data, listen to our guests, and keep improving product and execution. Our teams across the country make this possible, and I thank them for their incredible work. I want to reiterate that our strategy is working. We went from minus 5.4% in Q1 to minus 2.9% in the second quarter, with sequential improvement of both July and the third quarter to date. As a result of all the initiatives we have in process, we expect same-store sales, revenue and EBITDA to grow in the near term. This growth will be accompanied by significant cash flow generation and materially increased equity value. I'm excited about the opportunity ahead and I look forward to updating you on our progress. Have a wonderful evening.

Operator

This concludes today's conference call.

This live transcript is auto-generated without human intervention or review.