The companies that develop immersive learning simulations (ILSs) and the software to build ILSs are struggling to survive. ILSs have been used by less than 5% of their potential audience. If that number were 20%, ILS companies would be healthy. With this information as the catalyst to action, the researcher applied a new amalgamated performance analysis model to the ILS industry to determine the causes of the discrepancy between current and desired performance. The model was designed to test the connections between the expectations of the customer and the actions of the individual ILS companies. In other words, the research determined whether there was alignment between the customers' expectations, the industry's mission and infrastructure, the individual ILS company's objectives, and the tasks that companies perform to achieve those objectives. The conclusion was that the customers' expectations, the industry's mission, and the individual ILS company's objectives are aligned. They work toward the same goals: safety, cost savings, and performance improvement. However, the industry's infrastructure and the companies' actions do not contribute significantly to the goals. For the most part, the companies and the industry are not doing the things that they need to do to meet the goals. This paper discusses the implications of this finding, makes suggestions about interventions that could spark improvement, assesses the amalgamated performance analysis model that was applied to the industry, and offers recommendations about future research for the ILS industry and industry-wide performance analyses.