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Interactive


BETTING ON SPORTS AMERICA DECEMBER 1-2, 2020


THE STRATEGY ORGANIZATION


customers every day. Tey are a great source of input and insight about not just what your customers are thinking, but what other employees are saying. Te culture shift starts small and it can be grown into something more overarching if you have the budget and the wherewithal to do so.


Simply by staying at this grassroots level and not trying to manage a business from behind a computer screen is certainly a great way to start. I've seen opinion and cultural shifts happen relatively quickly. Whilst it doesn't happen overnight, inside of a year if you stay on the right path and focus on your employees you can get there in relative short order. On the flip side, if it's just a flash in the pan and you do it for a week this can negatively impact the corporate culture and employee sentiment exponentially and take you to a place that was even worse than where you started in the first place.


If your organisation isn't one of those with a strong company culture and an employee-first mentality, there's no better time to start than today even in the midst of this pandemic. At grassroots levels, it starts very simply. Management should walk around and talk to employees on the casino floor.


resilience is to live to fight another day then absolutely there are a number of resilient strategies out there. However, if you're talking about a way to rethink the business model going forward as business volumes return then no. If you look longer term, there are some resilient strategies happening out there. Te operators starting with employees-first strategies focusing on culture, communication and transparency, in my mind that’s a resilient strategy. Employees will be more comfortable with this uncomfortable environment we're all in and be more willing to come to work. Team members will then communicate better with guests and deliver quality service.


With a number of assets inaccessible in these buildings, what's going to keep a customer returning to your casino versus a competitor?


Te same slot machine is in both of the facilities. It's the employees. Tey are the heartbeat of any organisation and operators that are thinking more long term and adopting


resilient strategies now are taking an employee-first strategy which ultimately then trickles over into a customer-first approach. It certainly isn’t the most inexpensive way to operate, so you have to think about how this fits into operating model adjustments elsewhere, but it sure is more forward-thinking than some of what I'm seeing out there right now.


How do you foster a culture of honesty and transparency?


A pandemic is not the ideal time and its certainly better to have had one in place all along. If your organisation isn't one of those with a strong company culture and an employee-first mentality, there's no better time to start than today even in the midst of this pandemic. At grassroots levels, it starts very simply. Management should walk around and talk to employees on the casino floor. A lot of organisations are great at understanding the mindset of the customer, but do not communicate with the employees serving those


I have seen these types of cultures germinate and penetrate through to back of house employee advertising, campaigns, service standards and employee benefits packages. Tere really is no upper end to how involved this type of resilience strategy can be.


Central to the success of any business is the ability to engage and retain a loyal customer base. How can casinos enhance their loyalty programmes to ensure maximum player retention and engagement? How complex is restructuring casino programmes?


I have had a little bit of experience with loyalty programmes both nationwide with big properties on the strip and with regional and localised customer-based loyalty programmes. If you're looking at refreshing or revamping your loyalty programme, first I'd start with what you're hearing from your customers and guests. For example, if you're hearing top-level guests say that the top tier isn't special enough then perhaps you should zero in on really making that top tier of your loyalty programme feel special and meaningful to your best guests, because they typically generate most of the gaming revenue. If you’re talking to your bottom tier guests and they are saying it doesn't feel like there's anything for them to aspire to with this loyalty programme, that despite its great benefits they are at such a level where they don't ever feel like they could achieve them, then perhaps you might want to recalibrate.


Once your guests have shaped the strategy, you then bring in other aspects including business concerns, objectives and competitive analysis. It is a relatively complex process because once you've decided on the changes, how they are rolled out and communicated is as important as the changes themselves. It needs to be shepherded and monitored very closely.


NEWSWIRE / INTERACTIVE / MARKET DATA P121


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