Located along the shores of West Lake Okoboji in Iowa, Arnolds Park Amusement Park is one of the nation’s oldest amusement parks, celebrating more than 135 years of history as a beloved summer tradition for generations of families. Known for its classic wooden roller coaster, nostalgic charm, and lakeside setting, the park combines timeless attractions with a vibrant community spirit that continues to make it a destination for guests of all ages.

Despite its legacy and loyal following, Arnolds Park recognized the need to take a more intentional and measurable approach to guest experience. As CEO Jon Pausley explained, the park had long relied on good intentions and natural friendliness among staff, but lacked a cohesive strategy or structure. There were no consistent systems to track feedback, measure improvement, or build upon successes. Without quantifiable data or intentional planning, guest service efforts were largely “accidental.” Jon described this as the park’s biggest limitation: “You can’t grow anything unless you can measure it.”

Arnolds Park partnered with Liebman Leisure Group to develop a comprehensive guest experience strategy from the ground up. The engagement included the creation of a Guest Experience Handbook, the implementation of monthly check-ins, and customized Google Sheets and dashboards to track guest feedback and internal progress. Regular communication rhythms and staff trainings established a culture of accountability and focus. The park’s leadership team also completed the Service Recovery Hero online course, learning how to standardize responses to guest concerns and strengthen their service recovery process.

Through this partnership, Arnolds Park introduced several key tools and initiatives to drive engagement and recognition. One of the most impactful was Arnolds Perk, an employee recognition and rewards program that celebrated team members for delivering exceptional guest experiences. What began as an incentive program quickly became a powerful motivator across the team. As Jon noted, “I was surprised at how much people bought into the program.” Alongside this, daily shift meetings reinforced guest experience priorities, while improved data collection made it easier to identify successes and opportunities for growth.

By the end of the summer season, Arnolds Park saw a significant increase in 5-star online reviews and a noticeable rise in positive guest feedback. Only a single-digit number of negative reviews were received throughout the season. Beyond the numbers, the transformation was evident in daily operations and guest interactions. Employees took greater ownership of their roles, managers introduced consistent service rhythms, and guests noticed the difference—often stopping Jon personally to share compliments about the staff and overall experience.

A particularly touching example came from a local family of season pass holders, whose young daughter visited the park with a balloon-decorated shopping cart labeled “Thank You.” She went from ride to ride expressing appreciation to the operators for making her summer so special. The gesture encapsulated how the park’s intentional focus on guest experience had translated into authentic emotional connections with visitors.

Arnolds Park’s guest experience evolution shows that even the most historic attractions can find new vitality through intentional strategy. By aligning operations, recognition, and accountability, the park strengthened both its guest and employee experience. As Jon summarized, working with Liebman Leisure Group has been “a valuable and worthwhile investment of time, energy, and finances to intentionally level up our guest experience.”

To learn more about Liebman Leisure Group’s Guest Experience Strategy program, please visit www.liebmanleisure.com.