Trampoline Park Membership Pricing: One Visit Buys a Month

Urban Air’s Grand Rapids park lists a monthly membership at $14.99 and an unlimited single-day ticket at $29.99. The month costs half the day. In upstate New York, the Sky Zone park at Clifton Park charges $32.99 a month against a $30.99 ninety-minute pass, and the chain’s Charleston, West Virginia park charges $35.99 against a $23.99 pass. There, a month costs one and a half visits.

Those are three prices from three parks in one country in one season, and they disagree by a factor of three. That disagreement is not sloppiness. It is the clearest public record of what operators believe about how often a family will actually come back, and it sets the arithmetic that every new venue has to answer to.

This article reads six published price lists from two US chains and one operator’s monthly revenue lines, then converts all of it into the same unit: what one visit earns, and how many visits a member has to make before the discount pays for itself.

One warning before the numbers. A membership is not a pricing decision but a capacity decision wearing a price tag, and section 7 deals with the part most pro formas leave out.

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1. The Ratio That Sets the Price

Strip away the tier names and every membership programme reduces to one number: the monthly price divided by the price of a single visit. If that ratio is 1.0, a member who visits twice a month pays half price per visit. If it is 0.5, a member who visits once already pays less than a walk-in.

The price lists below were published by the operators themselves. Where a park sells several passes, the table uses the pass closest to the membership’s time allowance, so a ninety-minute membership is measured against a ninety-minute pass.

The middle of that range sits near 1.0. Read it as a statement of belief: the chain expects a member to visit about twice a month, not eight times. Price a month at one visit and a twice-a-month family gets a 50% discount per visit. Price it at 1.5 visits and the same family gets 33%. Price it at 0.5, as Urban Air does at Grand Rapids, and the park is effectively selling a subscription to a family it expects to see four or more times.

Two details matter more than they look. Huntington Beach adds a one-time $10 activation fee, which lifts the first month’s effective ratio from 0.86 to 1.13. And the Sky Zone pages checked impose minimum terms of two months at Charleston and three at Clifton Park, so two or three payments clear before the member can leave. That is the cheapest retention device in the industry, and it costs nothing to install.

The tiers also differ in what they allow, and the difference is deliberate. At Charleston, the $23.99 basic tier covers weekdays plus weekend mornings before 1pm; the $35.99 elite tier adds full weekend access. The park did not discount peak capacity. It priced peak capacity out of the cheaper product and kept it for the tier that pays 1.5 visits a month. Hold that thought until section 7, because it is the most transferable design move in this whole dataset.

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2. What a Member Is Actually Worth

Price lists tell you what operators charge. They do not tell you what a member generates, because a member also buys food, books parties and brings friends. For that, the only public numbers come from Lelantos Holdings, the OTC-quoted parent of Airtopia Adventure Parks, which discloses park-level operating figures that almost no private operator would publish.

Airtopia’s McAlester, Oklahoma park opened on June 13, 2026, and the company reported its first full month in a release dated August 13, 2026. The figures below are quoted as published. They are preliminary, unaudited and management-prepared, and section 5 sets out what that costs you in certainty.

The per-check-in column is mine, not the company’s: each revenue line divided by 8,360. The membership line divided by 569 active memberships gives $18.73 per member per month, the cleanest available estimate of member ARPU in this industry. It arrives with a useful cross-check: $18.73 sits between Urban Air’s $14.99 monthly price and Sky Zone Charleston’s $23.99 basic tier, where a mixed book of business should land.

There is a second way to compute the same figure, and the gap between the two is instructive. The September 17, 2026 acquisition report put McAlester at 448 active memberships in its first 30 days. If that count was taken around mid-July, the month opened with roughly 351 members and closed with 569, so the average base was about 460 and ARPU becomes $23.16. Dividing by the closing count gives $18.73; dividing by the average gives $23.16. Use the second number when you model revenue per member, the first when you model what a member costs to serve. The company publishes neither.

Two ratios here belong in a business plan. New memberships of 218 against an opening base of about 351 means the programme grew 62% in one month, which is what a new park looks like in an unserved market. And memberships at 4.4% of revenue means the recurring line is, at this stage, small. Set against concessions at 34.1%, the subscription is not where the money is. It is what brings the family back to the counter where the money is.

Read the lines together, not separately: $18.73 a month per member looks like a weak price for unlimited access. It is a strong price for a household that then spends $9.92 per visit at the concessions counter and books a party twice a year.

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3. Where the Money Goes When Admission Is Discounted

The most misleading number in the table above is $7.43, the general admission revenue per check-in. No trampoline park sells a ticket for $7.43. That figure is low because check-ins include cinema admissions, party guests, complimentary entries and members whose admission was already paid through the membership line. The company does not split check-ins by attraction, so $7.43 is a mix, not a price.

What the mix does show is the shape of the business. At McAlester, food and beverage out-earned admissions by a factor of 1.33, and every non-admission line combined produced 74.4% of revenue. The site is a hybrid cinema-and-adventure box rather than a pure trampoline park, so the cinema share is not transferable. The food share is closer to transferable: a trampoline park with a café typically runs food at a quarter to a third of revenue, and McAlester’s 34.1% sits at the top of that band.

For the arithmetic below I use a deliberately conservative attach rate: food and beverage plus arcade, or $11.04 per check-in. Cinema and parties are excluded because a pure jump park has neither. That number is the entire justification for selling memberships below the price of a ticket. If your attach is $11, a member visit worth $9 in admission is still worth $20 to you. If your attach is $3, it is worth $12, and the discount has eaten the visit.

The rule that follows is a subtraction, not a forecast:

Member-month revenue   = monthly price + (member visits × attach per visit)
Walk-in revenue        = baseline visits × (ticket price + attach per visit)
Break-even baseline    = (monthly price + member visits × attach) ÷ (ticket + attach)

Run it at the Charleston ratio, with the monthly price at $35.99, the ninety-minute pass at $23.99 and $11.04 of attach. A member visiting twice a month generates $58.07; the same family buying two passes would have generated $70.06, so the programme loses $11.99 unless it adds a visit. At four visits it generates $80.15 and turns positive. The break-even line is $35.03 of revenue per visit, which means the question is never whether a membership is cheap, but how many visits it creates that would not otherwise have happened.

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4. How Many Members It Takes to Cover a Fixed Cost

Owners usually ask the membership question the other way round: how many members do I need to cover the rent? The formula is short.

Members needed = monthly fixed cost ÷ member ARPU
At $18.73 ARPU, that is 53 members per $1,000 of monthly fixed cost.

Apply it to a real rent line. CBRE’s second-quarter 2026 retail figures put the US average asking rent at $24.79 per sq ft per year. A 30,000 sq ft (2,787 m²) box at that average carries $743,700 a year, or $61,975 a month. Divided by $18.73, rent alone needs 3,309 members. McAlester had 569.

That gap is not a failure of the McAlester park, and presenting it as one would be dishonest. The site was seven weeks old when the month closed, its lease is not public, and a national average is not its rent. The point is structural: a programme priced at roughly one visit a month cannot carry a fixed cost base, because its price is anchored to a ticket, and a ticket is a small fraction of what a venue costs to run. At McAlester, 569 members produced $10,655 in a month, about 17% of that hypothetical rent.

The table below converts the Charleston tier into a member month at four visit counts, using its $35.99 price and the $11.04 attach.

The last column is the one to study. Going from two visits a month to eight cuts admission revenue per visit by 75%, yet the walk-in equivalent only doubles, because attach rides along on every visit. That is why a membership can survive heavy use: the more a member comes, the more the counter earns, and the discount applies only to the smaller of the two revenue lines.

It also explains the opposite failure. A venue whose café is a vending machine and whose party calendar is empty has an attach rate near zero, and at zero attach the same table becomes a straight loss: at eight visits the member pays $35.99 for what would have been $191.92 of tickets. If you cannot measure attach per visit, you cannot price this product. That is not a caution, it is a precondition.

Membership is a demand instrument with a cash-flow side effect, not a financing instrument.

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5. What the Data Does and Does Not Show

The figures above are the best public evidence available on this question, and they are weaker than they look. Here is the full list of limits, in order of how much damage each one does.

The revenue lines do not add up to the total The six named categories sum to $214,672.59. The stated total is $243,079.27. The difference is $28,406.68, or 11.7% of the month, and the company does not say what is in it. Every per-line share in section 2 is therefore a share of a total that includes an unidentified seventh category. The release itself warns that its categories are drawn from different reporting systems.

Membership counts cannot be turned into churn The subtraction looks tempting: 448 active memberships in the first 30 days, 569 at the end of July, 218 sold during July. That implies 97 memberships left the active count in a few weeks, or about 22% of the base. Do not use that number. The 448 was measured at an unspecified point inside July, and the 218 covers the whole month, so the counts overlap in time and the subtraction is not a retention rate. The company has published no churn figure at all.

Visit frequency per member is unknown This is the largest hole. With 8,360 check-ins and 569 memberships, the ratio is 14.7 check-ins per active membership, but check-ins include cinema admissions and one-off guests, so the figure says nothing about how often members actually jump. Every calculation in section 4 depends on that unknown.

The price lists are a snapshot of unlike products The five rows in section 1 compare a ninety-minute pass with a 120-minute pass, a weekday-only tier with an all-week tier, and one franchisee’s price with another’s in a different state. A ratio of 1.06 at Clifton Park and 1.50 at Charleston is partly measuring the passes rather than the strategy. The lists were read in October 2026 and can change without notice.

Nothing here is a margin No expense lines, payroll, rent, equipment cost or depreciation are disclosed for McAlester. A park that collects $243,079 in a month and a park that keeps $40,000 of it are the same number in this dataset. The rent example in section 4 uses a national average rather than a lease.

These are one-month, one-site figures A park in its second month is not a run rate. Opening demand, introductory discounting and a summer calendar all sit inside that month. Airtopia’s guidance implies roughly $1.0 million a year at Tahlequah and about $3.0 million at Owasso, a threefold spread between two parks in one state system. For the multi-park view, read the nine-month revenue analysis.

Correlation is not causation McAlester has a high food share and a low membership price. That does not mean the price caused the food share, and this article does not claim it. Both could follow from a family-dense trade area, a cinema anchor, or a promotion calendar nobody published.

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6. Five Ladder Structures and What Each One Commits You To

Every programme in this sample is a ladder, not a price. The rungs differ by time allowance, access window and payment term, and each one does a different job in a cash-flow statement.

The annual plan deserves its own paragraph, because it is usually priced wrong. Huntington Beach sells twelve months for $249.99 against a $31.99 monthly rate, which is $383.88 if paid month by month. The saving is $133.89, or 34.9%, and the effective monthly price is $20.83. Measured against a $36.99 ticket, it breaks even at 6.8 visits a year, fewer than one visit every seven weeks. A product that pays for itself at that frequency is not a revenue product. It is a cash product: it moves next year’s admissions into this month’s bank account and gives the member a reason not to switch. The seasonal pass is the same trade, blunter. Norwalk’s $79.99 summer pass works out at $0.87 a day over a 92-day season, so sold in May it funds the peak and sold in July it cannibalises it. Timing, not price, is that lever.

The add-on rung is the one most operators skip. A parent membership at $14.99, or $7.49 in the Grand Rapids list, turns a single-child membership into a family membership with no second acquisition cost, and it stops a supervising adult from occupying floor space while contributing nothing at the door.

What holds such a ladder together sits in the terms rather than the prices: two- and three-month minimums, plus a $10 activation fee that recovers onboarding cost.

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7. The Capacity Cost Nobody Prices In

A membership converts a variable-price sale into a fixed-fee claim on capacity. If a family pays $14.99 for a month and visits four Saturdays, the park has sold four peak slots for half the price of one ticket, and each of those slots could have been sold at $29.99.

The displacement arithmetic is unforgiving. Two months of the Grand Rapids membership cost $29.98, one cent less than a single full-price unlimited day. Displace one walk-in guest per member every two months and the programme is behind before any labour cost is counted.

This is why the tier structure in section 1 matters so much. Charleston’s basic tier runs on weekdays and on weekends before 1pm; the weekend afternoon is reserved for the tier that pays 1.5 visits a month. The park is not discounting capacity. It is discounting the hours when capacity is worthless and protecting the hours when it is scarce. Any venue that sells an unlimited tier with no access window has decided, whether it noticed or not, that it has no scarce hours.

Three details decide whether that holds.

Session length and turn rate A ninety-minute session and a 120-minute session are different products at the same price when Saturday is full. Longer sessions reduce the turns per court per day, so a membership book that grows on long sessions shrinks the walk-in capacity you can sell. Confirm the session length your court design supports before you publish a time allowance, and test it against the 22,000 sq ft equipment breakdown.

Identification at the door Both chains state that a membership belongs to one person and cannot be transferred. That rule is worth nothing unless the door can enforce it: a programme launched without photo or waiver-linked identification is a family pass with one price, and the capacity arithmetic collapses in the first school holiday.

The ancillary that rides on every entry Urban Air sells grip socks at $4.49 and includes one pair with the first membership visit. That is 15% of the $29.99 ticket price on a single item, collected at the door from every guest who arrives without them. Across a member family of three visiting four times a month, the socks are worth more than the membership. Grip socks are an accessory line, not a rounding error; the accessory range shows how specification drives replacement rates.

Staffing scales with bodies, not with revenue, and that is the cost that appears in none of these disclosures. A member-heavy Saturday needs the same court monitors, front desk and café crew as a walk-in Saturday, at a lower average ticket. If supervision ratios in your market are set by the operating plan you agreed with your insurer and your local authority, peak member load carries a hard labour cost that no published figure here will tell you. Our safety standards page explains how those plans are documented.

One number genuinely is not public: how many members a park of a given size can carry before it starts displacing full-price guests. No chain publishes it, no standard sets it, and it depends on your court count, your session length and your local demand curve. Anyone who quotes you a figure for it is quoting an assumption.

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8. Decision Rules, Not Forecasts

Nothing here predicts next year’s prices. What the data supports is a set of conditions, each tied to a number you can check inside your own building.

Three rules follow from the arithmetic rather than from the table.

Price the peak out; do not discount it. Every published tier that sells cheap excludes either weekends, afternoons or both. Copy the exclusion before you copy the price.

Compare each membership with the counterfactual, not with a ticket. The break-even line is (monthly price + visits × attach) ÷ (ticket + attach). If your member visits twice and would have visited twice anyway, the programme costs you money at any ratio above 1.0.

Collect two numbers before you sell the first membership. Attach per visit and peak utilisation decide whether this works. Neither appears in the disclosures above, and both are measurable in your own building within four weeks.

If you are sizing a programme against a floor plan that does not exist yet, the sequence runs the other way: court count and session length first, capacity second, price third. Our design-to-delivery process starts with those two constraints, and the franchise cost comparison shows the same discipline applied to capital. To have your capacity and pricing worked through on a specific site, send us the dimensions and the market.

Get a free design and quote →

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FAQ

How much should a trampoline park charge for a monthly membership?

Published US price lists cluster between 0.5 and 1.5 times the price of a single visit. Urban Air Grand Rapids sits at 0.50, and Sky Zone parks at Pico Rivera, Clifton Park and Charleston sit between 1.00 and 1.50, with the median close to 1.0. Treat that range as a starting point rather than an answer: the right multiple depends on your attach per visit and on whether your peak hours are already full. A venue with food at a third of revenue can afford 0.5, while a venue with no café cannot afford 1.0.

Is a monthly membership more profitable than selling day tickets?

Only if it adds visits. Compare member-month revenue (price plus visits times attach) with what the same household would have spent as walk-ins (baseline visits times ticket plus attach). At a $35.99 membership, a $23.99 ticket and $11.04 of attach, the programme turns positive at four member visits a month and loses about $12 a month at two. The membership is a bet on frequency, and your attach rate settles it.

How many members does a trampoline park need to cover its rent?

Divide monthly fixed cost by member ARPU. At the $18.73 per member per month implied by the McAlester disclosure, that is 53 members for every $1,000 of monthly fixed cost, so a 30,000 sq ft box at the US average retail rent of $24.79 per sq ft would need about 3,300 members to cover rent alone. No realistic programme carries a fixed cost base at these prices. Membership buys frequency; tickets and food pay the rent.

Should a trampoline park membership include weekends?

Only if the weekend is not your constraint. Sky Zone’s cheaper tiers exclude weekend afternoons and reserve them for the higher tier, which is the clearest published example of pricing peak capacity out of a discount. If your Saturdays already run near capacity, an unlimited membership hands scarce slots to the lowest-paying guests. If your weekends are quiet and your weekdays are dead, the access window matters less than the price.

What member retention rate should a trampoline park expect?

No operator here publishes one, and the figures that look like retention are not. McAlester reported 448 active memberships in its first 30 days and 569 at the end of the next month with 218 sold, which implies a large number of exits, but the two counts were taken on different dates inside the same month, so the subtraction is unreliable. Build your own measure: active memberships on the first day of each month, with the change divided by additions. Two months of that series beats any published benchmark.

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Sources

1. Lelantos Holdings, “Lelantos Holdings Reports $243,079 in Unaudited Revenue for McAlester’s First Full Month of Operations”, August 13, 2026 — lelantosholdings.io
2. MarketScreener, “Lelantos Holdings to Publish Airtopia Adventure Parks Acquisition Report”, September 17, 2026 — marketscreener.com
3. Newsfile, “Lelantos Holdings Reports 21% Month-Over-Month Increase in San Antonio Party Activity”, October 15, 2026 — newsfilecorp.com
4. Sky Zone Charleston, WV, ways to play and membership prices, accessed October 2026 — skyzone.com
5. Sky Zone Clifton Park, NY, ways to play and membership prices, accessed October 2026 — skyzone.com
6. Sky Zone Huntington Beach, CA, tickets and memberships, accessed October 2026 — skyzone.com
7. Sky Zone Pico Rivera, CA, tickets and memberships, accessed October 2026 — skyzone.com
8. Sky Zone Norwalk, memberships, accessed October 2026 — skyzone.com
9. Urban Air Adventure Park, Grand Rapids, MI, park and ticket page, accessed October 2026 — urbanair.com
10. CBRE, “Q2 2026 U.S. Retail Figures”, July 2026 — cbre.com