Interactive PERSONAL DATA PROTECTION
However, it’s also important not to ask for too much information too early on. One of the most surprising data collectors that I’ve seen is
www.JimmyPage.com. In order to go beyond the first page, you must supply your first name, gen- der, last name, email, country of origin and date of birth. The website doesn’t tell you what it intends to do with the information, or that it has no plans to sell these details to others. It’s not even clear why they want all this information, as nothing on the site is personalised to the user. It’s both intru- sive, off putting and an unattractive way to engage with your user.”
Gaining the right amount of information is a deli- cate balance. How much to ask for in the first encounter with the website is partially dictated by fiscal and regulatory requirements, ID checks and user age specifics when it comes to online gaming. However, to be able to offer users tickets for events and shows, for example, requires fur- ther questions. Finding out the clothes prefer- ences of a customer can be rewarding both for the operator and the user if promotions are targeted correctly, but how do you make this tentative next step in personal data collection? “It has to be a mutual exchange,” says Mr. Tanner. If the cus- tomer feels they’re giving more than they’re receiving it won’t be attractive to them. You need to explain exactly how the information will be used and also inform them that they can opt out and have their details expunged at any point. Caesars, for example, have found that the more emails they send, the more responsive customers are to them. Some members get as many as 20 emails per month. It’s a balance between what each individual is prepared to accept, but if you add a sub-level variant of choice, specifically identifying players who enjoy sports-betting for example, or concerts and shows from particular acts, you’re giving people the ability to opt into and out of different marketing messages. It’s a system that enables you to alter how strong the hose is firing towards individual customers.”
ductive,” suggests Mr. Tanner. “The best solution offers some kind of choice. Customers should be able to opt out permanently from the data collec- tion, while offers that are targeted at customers need to be more relevant - they need to be about the things the user cares about, otherwise it’s a failure for your business. In a physical casino, if you know if someone is a fan of 90s rock, the offer should be ‘visit the casino tonight for a dis- counted price to celebrate an specific musical performance.’ The same applies to geographical marketing. If you make constant offers that are unspecific, you’ll annoy a customer. Give them a personally attractive offer, however, and they’ll not only cross the street, but be much happier opting in to your services.”
Volume of information isn’t as useful as relevance. The amount of data that’s collected can also have
The best solution offers some kind of choice. Customers should be able to opt out permanently from the data
collection, while offers that are targeted at customers need to be more relevant.
a negative effect on the user if they deem a mes- sage to be too personal. Whereas if you collect too little data, it can also prove to be useless, or worse, actively deter people from engaging with you. “If all you know about a customer is their name and email, you can deter potential cus- tomers by not marketing precisely to their tastes.
Mr. Tanner believes that the gaming industry should adopt its own set of best practices when it comes to data collection before regulators and legislators impose rules and regulations upon them driven by political motivations created by worst practice practitioners. “What I try to do in my work is highlight the different sides of the equation.” explains Mr. Tanner. “Sometimes we can ignore the human data when we concentrate on the economic realities. I try to bring different perspectives into a better balance and show busi- ness leaders how using data is impacting their business today and into the future. The executives at Caesars call their practices the ‘Sunshine Model,’ which relates to transparency. Basically, would you be comfortable to have your business practices exposed on the front page of the Wall Street Journal? It’s a fair standard by which to view potential future liabilities. If the answer is that regulators and the public would be shocked if they knew what was going on behind closed doors, then you’re just storing up problems for your business in the future.”
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