CASINO DINING
throughout his company’s 15 properties throughout the South, Midwest and Colorado has changed over the last several years. After surveying customers, many who are locals, the Isle management discovered that most desire a more casual menu. Block says, “Our gourmet rooms averaged 12
dinners on weeknights. Large portions and an average $70 check intimidated many customers. We rebranded and renovated several of our gourmet rooms into more casual and comfortable sites, renaming the group Otis & Henry’s.”
Relaxed experience Eliminating table cloths and creating a more
relaxed experience reduces overhead and requires fewer service employees. By also revamping the menus’ entrées and costs, the chefs dropped the heavy side dishes and developed more balanced and composed platters. The new pricing, from the high teens to $30, has
increased revenues and meal counts year over year. For individual markets, Block has developed relationships with local food producers rather than push for outside chain operations. Block does acknowledge the necessity of retaining the highest standards when downsizing a menu’s gourmet elements. He states, “Although less expensive, we carefully maintain quality and do not imitate lower-priced steakhouses.” Las Vegas has made similar changes as the economic downturn has affected the visitor count since 2008. The high-end Wynn Resort recently closed its luxurious Alex restaurant; its remaining restaurants offer quality in more informal settings. While gourmet rooms definitely continue to operate in virtually every property in Las Vegas, many casinos have followed that trend by also offering more casual food outlets.
Back on the East Coast, Atlantic City’s regionally
diverse casino customer demographic creates numerous challenges and marketing opportunities. Several properties have restructured their dining to include options like more affordable, upscale burger bars. Every casino’s dining portfolio features both Italian and Asian restaurants, plus often also includes other ethnic options like Jewish delicatessens or Mexican cantinas. Small snack bars and bakeries are showing up, strategically placed throughout the common areas. Following a November 2010 ownership change,
Trump Entertainment Resorts Inc. is moving in a new direction change at its two locations-the Trump Taj Mahal and the Trump Plaza. Each property offers multiple casual and fast-food choices, but will maintain their fine dining venues. Corporate Vice President of Operations Mike Mellon claims that within the Trump Taj Mahal, the larger of the two, Il Mulino New York, Safari Steakhouse and Dynasty gourmet rooms remain important to their customers. “Our younger, hipper Philadelphia, North Jersey and New York retail clientele seeks weekend fine
dining, fun and entertainment. Our valuable rated players also expect superb restaurants. We need both upscale and casual food choices, especially during the winter months’ limited weekday retail traffic. Our weekday fixed-price menus attract conventioneers,” says Mellon.
Cult of Celebrity
Another hot casino dining trend showcases celebrity chefs or popular chain outlets. A celebrity chef’s name on the dining marquis adds cache, often attracting niche customers. Michael Coldwell, managing partner of BRAINtrust Marketing + Communications, says that superstar chef Wolfgang Puck started the trend. The Food Network on American television has
introduced millions to talented restaurateurs and chefs like Puck, Emeril Legasse, Michael Mina and Bobby Flay. Their multi-site casino dining operations are fan favorites, serving diverse cuisines. Casinos devise different contractual programs with celebrity chefs and chain operations. Rittvo describes three management options. The restaurant ownership may license the location and be self-managed, they may lease the venue or they calculate a revenue sharing agreement. Puck operates casual and fine dining casino
restaurants in Las Vegas, Atlantic City and Detroit. He requires control over the management and staffing, believing that service and guest recognition are integral parts of his restaurants. Puck expends the same time and effort training both the front of the house and the chefs. “Whether in Atlantic City or Singapore, for us, it’s the same. Because we run every restaurant with our name on it, we train our managers and chefs to learn our culture. That ensures consistent standards,” Puck says.
The Isle of Capri owns and operates most of its dining spots. However, Block says each may be customized for individual markets.
JUNE 2011 33
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