Presented as part of course module at IIM - Calcutta
Discusses the timelines of CRM Evolution at Harrah's (Caesar's Entertainment)
Looks at the challenges and the risks faced by Harrah's
Recommends solutions and next steps to deliver maximum value
The Walt Disney: The Entertainment KingAnuj Poddar
This case is comprised of the company's history, from 1923 to 2001. The Walt years are described, as is the company's decline after his death and its resurgence under Eisner, some topics are devoted to Eisner's strategic challenges in 2001: managing synergy, managing the brand, and managing creativity. The case was written by Michael G. Rukstad and David Collis
The case was uploaded with a Walt Disney font, but Slideshare was not able to detect that
McKinsey & Company: Managing Knowledge and LearningDisha Ghoshal
As part of Strategy execution, this presentation on was on how McKinsey & Company flourished throughout the years by Managing Knowledge and Learning diligently.
emerging nokia - should they focus on developed or emerging marketsSaurabh Arora
Should Nokia’s growth strategy be to focus on the developed markets, emerging markets or both?
Case Analysis
Handset manufacturer worldwide market share of 38% in 2009
Market leader in emerging markets like India(60%) and China(40%)
Financial performance pre-2008 was exceptional
Known for innovation
Offers products at all price points
Post-2008 started losing ground in developed markets
European market revenue declined by 15% in 2009
Exited the Japanese market after 20 years of operations
Nokia was fifth most valuable brand globally in 2000
Analysis of Emerging Market
Employed the cost leadership strategy: Purchasing power low in emerging markets hence Nokia provided cost effective products successfully.
First time purchasers: Only 20% of the emerging market were not first time purchasers
Services as the key selling point: People of emerging markets wanted value added services bundled with the phone
Analysis of Developed markets
Consumers not very price sensitive
Delivering innovative products more important
57% of the market goes for a second phone, most of the time for an upgrade
Emergence of i-phone, considered as replacement for normal handsets with users looking for upgradation
Growing competition from companies like Samsung, LG, Motorola and Sony Ericson was also making things worse for Nokia.
New Operating System – e.g. – Emergence of OSs like Google’s Android and Microsoft’s Windows mobile further bothered Nokia.
Inability to understand demand – Nokia failed to understand growing demand for touch phones
Why focus on Emerging Markets?
As Nokia has already gained the following benefits by being the first mover, it should strive hard to maintain it’s market share in developing economies. Advantages it has –
Earlier entry, early start of the learning curve. Its crucial and experience is tough to imitate.
Nokia can develop enhanced reputation by being pioneer and using its already established brand image
Absolute cost advantage can be gained by early commitments to supplies of materials and distribution channels….
Recommendations- Emerging Market
Nokia should concentrate on Improved as well as Basic phones as the market is still evolving
Tie up with Telecom players and bring dual sim phones to increase the switching cost
It should follow innovations in developed countries and adapt them to emerging markets in order to stand against competition.
One general strategy should be to outsource the services part as it is not Nokia’s competency and customers are giving more regard to services (Exhibit 6)
Instead of charging customers for Life tools, revenues should be earned from advertisers.
Personalization - The key to customer engagement
How to improve revenue by improving customer experience and personalization.
You can expect to learn
Creating single view of customer
Identify mechanics to push customer into a single incentive program
Driving constant engagement with customer
Building customer engagement via Loyalty Program
Grow direct bookings and reduce distribution cost by engaging with customers regularly
The House Always Wins: How smart technology maximizes revenue strategies for ...Nancy Huang
Webinar with Rainmaker and Nor1. Video available at https://youtu.be/b84gSaLoXHc
----
When it comes to revenue and guest management at casino hotels, don’t leave it up to chance—gain the best advantage by using an integrated end-to-end tech solution designed to maximize your per guest profit.
The unique characteristics of gaming properties means that traditional hospitality platforms don’t always fit the bill for what casino hotels need. In this webinar, we’ll discuss important pricing, booking, and merchandising strategies specific to gaming properties, as well as how specialized technology can help you to execute those strategies in a smart and streamlined process.
Experts from Rainmaker, Travel Tripper, and Nor1 will discuss:
- How total guest profit should be factored into pricing and yielding decisions
- Aligning your teams to expedite group quoting and maximize revenue
- Optimizing for direct bookings, especially with high-value gaming customers
- Maximizing order value per guest during the booking process
- Merchandising and allotment strategies for premium upgrades and amenities
- Building customer loyalty through personalized pricing and merchandising
The Walt Disney: The Entertainment KingAnuj Poddar
This case is comprised of the company's history, from 1923 to 2001. The Walt years are described, as is the company's decline after his death and its resurgence under Eisner, some topics are devoted to Eisner's strategic challenges in 2001: managing synergy, managing the brand, and managing creativity. The case was written by Michael G. Rukstad and David Collis
The case was uploaded with a Walt Disney font, but Slideshare was not able to detect that
McKinsey & Company: Managing Knowledge and LearningDisha Ghoshal
As part of Strategy execution, this presentation on was on how McKinsey & Company flourished throughout the years by Managing Knowledge and Learning diligently.
emerging nokia - should they focus on developed or emerging marketsSaurabh Arora
Should Nokia’s growth strategy be to focus on the developed markets, emerging markets or both?
Case Analysis
Handset manufacturer worldwide market share of 38% in 2009
Market leader in emerging markets like India(60%) and China(40%)
Financial performance pre-2008 was exceptional
Known for innovation
Offers products at all price points
Post-2008 started losing ground in developed markets
European market revenue declined by 15% in 2009
Exited the Japanese market after 20 years of operations
Nokia was fifth most valuable brand globally in 2000
Analysis of Emerging Market
Employed the cost leadership strategy: Purchasing power low in emerging markets hence Nokia provided cost effective products successfully.
First time purchasers: Only 20% of the emerging market were not first time purchasers
Services as the key selling point: People of emerging markets wanted value added services bundled with the phone
Analysis of Developed markets
Consumers not very price sensitive
Delivering innovative products more important
57% of the market goes for a second phone, most of the time for an upgrade
Emergence of i-phone, considered as replacement for normal handsets with users looking for upgradation
Growing competition from companies like Samsung, LG, Motorola and Sony Ericson was also making things worse for Nokia.
New Operating System – e.g. – Emergence of OSs like Google’s Android and Microsoft’s Windows mobile further bothered Nokia.
Inability to understand demand – Nokia failed to understand growing demand for touch phones
Why focus on Emerging Markets?
As Nokia has already gained the following benefits by being the first mover, it should strive hard to maintain it’s market share in developing economies. Advantages it has –
Earlier entry, early start of the learning curve. Its crucial and experience is tough to imitate.
Nokia can develop enhanced reputation by being pioneer and using its already established brand image
Absolute cost advantage can be gained by early commitments to supplies of materials and distribution channels….
Recommendations- Emerging Market
Nokia should concentrate on Improved as well as Basic phones as the market is still evolving
Tie up with Telecom players and bring dual sim phones to increase the switching cost
It should follow innovations in developed countries and adapt them to emerging markets in order to stand against competition.
One general strategy should be to outsource the services part as it is not Nokia’s competency and customers are giving more regard to services (Exhibit 6)
Instead of charging customers for Life tools, revenues should be earned from advertisers.
Personalization - The key to customer engagement
How to improve revenue by improving customer experience and personalization.
You can expect to learn
Creating single view of customer
Identify mechanics to push customer into a single incentive program
Driving constant engagement with customer
Building customer engagement via Loyalty Program
Grow direct bookings and reduce distribution cost by engaging with customers regularly
The House Always Wins: How smart technology maximizes revenue strategies for ...Nancy Huang
Webinar with Rainmaker and Nor1. Video available at https://youtu.be/b84gSaLoXHc
----
When it comes to revenue and guest management at casino hotels, don’t leave it up to chance—gain the best advantage by using an integrated end-to-end tech solution designed to maximize your per guest profit.
The unique characteristics of gaming properties means that traditional hospitality platforms don’t always fit the bill for what casino hotels need. In this webinar, we’ll discuss important pricing, booking, and merchandising strategies specific to gaming properties, as well as how specialized technology can help you to execute those strategies in a smart and streamlined process.
Experts from Rainmaker, Travel Tripper, and Nor1 will discuss:
- How total guest profit should be factored into pricing and yielding decisions
- Aligning your teams to expedite group quoting and maximize revenue
- Optimizing for direct bookings, especially with high-value gaming customers
- Maximizing order value per guest during the booking process
- Merchandising and allotment strategies for premium upgrades and amenities
- Building customer loyalty through personalized pricing and merchandising
Payments: From a commodity to a fundamental driver of eCommerce successCheckout.com
The founder of Checkout.com, Guillaume Pousaz, spoke at eCommerce Expo 2015 on how data from online payments can help drive growth for online businesses. Checkout.com - Online Payments.
Land based and online sports betting business models. is the omnichannel solu...BtoBet
Is your platform ready to face the new needs of the market?
What do retailers need to do to retain bet-shop players?
How can retailers acquire and manage players data?
Why is it so important to introduce omnichannel platform?
How can you manage the risks in an omnichannel world?
Stay-N-Sleep Business Rewards empowers corporate teams to connect in person to develop stronger relationships and build lasting memories through the power of shared experiences
To strategically promote customer loyalty and drive CLV the product aims to:
•Reward customers for investing in the power of human connection. •Recognize guests are unique and deliver personalized services.
•Reduce time consuming aspects of business travel like booking trips and managing finances.
Konnet’s point-based loyalty program enables merchants to define programs that automatically award a stored value on the card every time the merchant-designated point threshold is reached, www.2x12.in
In this session we will discuss the business case for a proactive, real-time fraud prevention strategy which enables you to maximize revenue opportunities whilst minimizing fraud. During the session we will create a fraud management check list which combines People, Processes and Technology, underpinned by data, analysis and tailored rules.
Discover the importance of moving from data visualization to more actionable insights that can help you engage your customers in new ways and offer more compelling products and services in order to strengthen your relationship with your customers.
Dymanic beneifts enrollment & data driven marketing ppt Robertafinium
Dynamic enrollment and marketing technology for employee benefits and financial services that uses real time data influence [purchase behaviour and increase sales
Ladbrokes and Aditi - Digital Transformation Case study HARMAN Services
Your digital customer is evolving and digital engagement is evolving even faster! See how Aditi digitally transformed Labrokes' business to give them an edge over the competition.
Overcoming the challenges of programmatic in southeast asiaBenedict Hayes
My presentation from L.E.A.D Asia 2016. A simplified view of the programmatic landscape, and a deep dive into the barriers to entry of Brands to programmatic. What are the key considerations you need to enter to Programmatic.
Revolutionizing lending in today's digital worldExperian
Imagine a world where the lending journey is streamlined and aligned with today's innovative technologies. A world where income and asset verification happen real-time. No need to return to your customers and request even more paperwork to support their ability to pay. This presentation dives into how lenders can now bring financial data aggregation into the mainstream. With a simple interface, lenders can verify income and assets in minutes vs. days, leading to reduced processing times, improved revenue streams and higher customer satisfaction.
Dynamics Day 2017 Melbourne - Melbourne Racing Club Digital TransformationEmpired
Find out how Melbourne Racing Club leveraged Dynamics 365 to unify customer, events, ticketing and retail data to drive member and customer acquisition and retention through personalised and targeted marketing campaigns.
Similar to HARRAH's Entertainment - Case Study on Real-Time CRM (20)
The digital marketing industry is changing faster than ever and those who don’t adapt with the times are losing market share. Where should marketers be focusing their efforts? What strategies are the experts seeing get the best results? Get up-to-speed with the latest industry insights, trends and predictions for the future in this panel discussion with some leading digital marketing experts.
Digital Money Maker Club – von Gunnar Kessler digital.focsh890
Title One is a comprehensive examination of the impact of digital technologies on
modern society. In a world where technology continues to advance rapidly, this article delves into the nuances and complexities of the digital age, exploring Its implications across various sectors and aspects of life.
When most people in the industry talk about online or digital reputation management, what they're really saying is Google search and PPC. And it's usually reactive, left dealing with the aftermath of negative information published somewhere online. That's outdated. It leaves executives, organizations and other high-profile individuals at a high risk of a digital reputation attack that spans channels and tactics. But the tools needed to safeguard against an attack are more cybersecurity-oriented than most marketing and communications professionals can manage. Business leaders Leaders grasp the importance; 83% of executives place reputation in their top five areas of risk, yet only 23% are confident in their ability to address it. To succeed in 2024 and beyond, you need to turn online reputation on its axis and think like an attacker.\
Key Takeaways:
- New framework for examining and safeguarding an online reputation
- Tools and techniques to keep you a step ahead
- Practical examples that demonstrate when to act, how to act and how to recover
10 Video Ideas Any Business Can Make RIGHT NOW!
You'll never draw a blank again on what kind of video to make for your business. Go beyond the basic categories and truly reimagine a brand new advanced way to brainstorm video content creation. During this masterclass you'll be challenged to think creatively and outside of the box and view your videos through lenses you may have never thought of previously. It's guaranteed that you'll leave with more than 10 video ideas, but I like to under-promise and over-deliver. Don't miss this session.
Key Takeaways:
How to use the Video Matrix
How to use additional "Lenses"
Where to source original video ideas
Mastering Multi-Touchpoint Content Strategy: Navigate Fragmented User JourneysSearch Engine Journal
Digital platforms are constantly multiplying, and with that, user engagement is becoming more intricate and fragmented.
So how do you effectively navigate distributing and tailoring your content across these various touchpoints?
Watch this webinar as we dive into the evolving landscape of content strategy tailored for today's fragmented user journeys. Understanding how to deliver your content to your users is more crucial than ever, and we’ll provide actionable tips for navigating these intricate challenges.
You’ll learn:
- How today’s users engage with content across various channels and devices.
- The latest methodologies for identifying and addressing content gaps to keep your content strategy proactive and relevant.
- What digital shelf space is and how your content strategy needs to pivot.
With Wayne Cichanski, we’ll explore innovative strategies to map out and meet the diverse needs of your audience, ensuring every piece of content resonates and connects, regardless of where or how it is consumed.
5 big bets to drive growth in 2024 without one additional marketing dollar AND how to adapt to the biggest shifting eCommerce trend- AI.
1) Romance Your Customers - Retention
2) ‘Alternative’ Lead Gen - Advocacy
3) The Beautiful Basics - Conversion Rate Optimization
4) Land that Bottom Line - Profitability
5) Roll the Dice - New Business Models
When most people in the industry talk about online or digital reputation management, what they're really saying is Google search and PPC. And it's usually reactive, left dealing with the aftermath of negative information published somewhere online. That's outdated. It leaves executives, organizations and other high-profile individuals at a high risk of a digital reputation attack that spans channels and tactics. But the tools needed to safeguard against an attack are more cybersecurity-oriented than most marketing and communications professionals can manage. Business leaders Leaders grasp the importance; 83% of executives place reputation in their top five areas of risk, yet only 23% are confident in their ability to address it. To succeed in 2024 and beyond, you need to turn online reputation on its axis and think like an attacker.
Key Takeaways:
- New framework for examining and safeguarding an online reputation
- Tools and techniques to keep you a step ahead
- Practical examples that demonstrate when to act, how to act and how to recover
Digital marketing is the art and science of promoting products or services using digital channels to reach and engage with potential customers. It encompasses a wide range of online tactics and strategies aimed at increasing brand visibility, driving website traffic, generating leads, and ultimately, converting those leads into customers.
https://nidmindia.com/
How to Run Landing Page Tests On and Off Paid Social PlatformsVWO
Join us for an exclusive webinar featuring Mariate, Alexandra and Nima where we will unveil a comprehensive blueprint for crafting a successful paid media strategy focused on landing page testing.With escalating costs in paid advertising, understanding how to maximize each visitor’s experience is crucial for retention and conversion.
This session will dive into the methodologies for executing and analyzing landing page tests within paid social channels, offering a blend of theoretical knowledge and practical insights.
The Pearmill team will guide you through the nuances of setting up and managing landing page experiments on paid social platforms. You will learn about the critical rules to follow, the structure of effective tests, optimal conversion duration and budget allocation.
The session will also cover data analysis techniques and criteria for graduating landing pages.
In the second part of the webinar, Pearmill will explore the use of A/B testing platforms. Discover common pitfalls to avoid in A/B testing and gain insights into analyzing A/B tests results effectively.
Videos are more engaging, more memorable, and more popular than any other type of content out there. That’s why it’s estimated that 82% of consumer traffic will come from videos by 2025.
And with videos evolving from landscape to portrait and experts promoting shorter clips, one thing remains constant – our brains LOVE videos.
So is there science behind what makes people absolutely irresistible on camera?
The answer: definitely yes.
In this jam-packed session with Stephanie Garcia, you’ll get your hands on a steal-worthy guide that uncovers the art and science to being irresistible on camera. From body language to words that convert, she’ll show you how to captivate on command so that viewers are excited and ready to take action.
The What, Why & How of 3D and AR in Digital CommercePushON Ltd
Vladimir Mulhem has over 20 years of experience in commercialising cutting edge creative technology across construction, marketing and retail.
Previously the founder and Tech and Innovation Director of Creative Content Works working with the likes of Next, John Lewis and JD Sport, he now helps retailers, brands and agencies solve challenges of applying the emerging technologies 3D, AR, VR and Gen AI to real-world problems.
In this webinar, Vladimir will be covering the following topics:
Applications of 3D and AR in Digital Commerce,
Benefits of 3D and AR,
Tools to create, manage and publish 3D and AR in Digital Commerce.
It's another new era of digital and marketers are faced with making big bets on their digital strategy. If you are looking at modernizing your tech stack to support your digital evolution, there are a few can't miss (often overlooked) areas that should be part of every conversation. We'll cover setting your vision, avoiding siloes, adding a democratized approach to data strategy, localization, creating critical governance requirements and more. Attendees will walk away with actions they can take into initiatives they are running today and consider for the future.
HARRAH's Entertainment - Case Study on Real-Time CRM
1. HARRAH’S ENTERTAINMENT INC.
Real time CRM in a service supply chain
Debarati Roy | Deep Mondal | Prashant Joshi |
Roshan Ravishankar | Srividya Pinapala | Sreejith Nair.
23rd June, 2018
2. INDUSTRY & COMPANY ANALYSIS
● Marketing Mix Factors
● SWOT Analysis
● Total Rewards Program Overview
3. PRODUCT
• Tangibles
• Lavish casino property
• Resort, spa, restaurants
• Riverboat, Indian
reservation, dockside,
conventional casinos
• Intangibles
• Entertainment destination
• Recognition & offers
• VIP treatment status
• 4 casino brands
PLACE
• 26 casinos
• 13 US states
• >14 Lakh sft. Space
• Good geographical
dispersion
• Regional & destination
properties
PRICE
• Assumed competitive
pricing compared to
other key competition.
• Patrons were visiting
multiple properties of
Harrah’s even before the
reward program was in
place.
PROMOTION
• Centralization – umbrella
program across locations
• Graded – customers
segmented into Gold,
Platinum & Diamond
• Programs like Millionaire
Maker moved customers
to destination properties
• Closed loop CRM for
machine learning
• Real-time offers
4. STRENGTH
• Strong brand identity for
Harrah’s casinos & its
sub-brands
• Seamless digital
handshake across
properties/brands/system
• Presence across
geographies, casino
types in multiple brand
formats
• Active enterprise
experience leading to
high customer retention,
revenues & shareholder
value
WEAKNESS
• Lower investments in
making properties more
lavish
• Est. 1937 – with data on
multiple non-migrated
technology platforms
• Complicated CRM-IT
infrastructure with
incremental modifications
• Reward program hinges
on data availability which
might antagonise data
secure VIPs
• First time users/impulse
users less targeted
OPPORTUNITIES
• Steady increase in
customer spending
• Availability of huge
database of demographic
& playing patterns of
customers
• Improvement in BI &
CRM to increase
differentiation from
competition
THREATS
• Vulnerability to online &
mobile gaming industry
• Taxation of close to 40%
eats into the profit margin
• Negative elasticity to
recession, trade wars,
terrorism
• Risk of competition
coming up with alternate
technology
• Data security &
confidentiality with 3rd
party service providers
5. SALIENT FEATURES OF TOTAL REWARDS PROGRAM
• Comprehensive program covering all touch points
• Only multi-branded loyalty program in the industry till 2000
• Tracks over 15 MN guests across properties
• Segmentation of customers into Gold, Platinum, Diamond
• Simple and easy to understand reward system
• Fungible rewards across sectors
• Data disclosure for rewards, recognition, offers & benefits
• Tracking customer playing patterns & in identifying attrition
• $65mn investment needed to set up
• 3 patents for its real time data technology
TAXONOMY OF CASINO CUSTOMER SEGMENTS
• Prime Customers: Visit the casino twice a week & play an
average of 3 hours per visit, avg. bet of $200
• Mobile Customers: Their relationship with any casino lasts
for 6 years. Visit every 48 hours & avg bet is $5,000
• Valued Customers of Tomorrow (VCT): HNI with avg.
relationship of 6 years. Visit a casino around twice a
month, play for about 3 hours on each visit & their average
bet is $25.
• Incidental Customers: Casual & curious gambler. Bet less
than once a month, average bet is $10.
PRIME CUSTOMERS
(RETAIN)
MOBILE
CUSTOMERS
(RETAIN
OPPORTUNISTICALLY)
VALUED CUSTOMERS
OF TOMORROW
(GROW)
INCIDENTAL
CUSTOMERS
(SERVE IF MARGINAL
REVENUES > SERVICING
COSTS)
Relationship Value
High Low
CustomerProfitability
LowHigh
Source: UNLV Gaming Research & Review Journal • Volume 7, Issue 2
7. FUZZY CRM: Bill Harrah speaks
to customers & collects feedback.
Free | Casual | IT independent
Adhoc | Bias Vulnerable | Unscientific
INDIVIDUAL CRM: Feedback
forms from Phil to slot winners.
Economical | Data based | No IT need
Small sample size | Biased | Hypothesis
oriented | No customer facing rewards
SEGREGATED CRM: Player Card
programs at each casino in PDBs.
Minor data based decision making & RR
Unleveraged & myopic | Inability to
handle large data volumes & complexity
LEVERAGED CRM: Customer info across stay, gaming &
transactions (IBM+UNIX); total Gold & Harrahs.com run on Winet
Leveraged data viewing | Segmented R&R | Targeted offers/discounts
Significant IT investment | Multiple queries overload network | Diverse IT systems
| Perception threat requiring training demos | Reactive analytics
CRM SUITE: Harrahs.com, Total Rewards relaunched. Warehouse
NCR Teradata & Cognos Enterprise Analysis tool track 20mn offers
Building customer profile | Micro-segmented R&R | Capability to handle huge
volume of data and process it | Predictive analytics
Significant IT investment | Multiple queries overload network | Diverse IT systems
| Perception threat requiring training demos | No machine learning
CLOSED LOOP & REAL TIME CRM: TIBCO messaging
Middleware & Teradata active data warehouse: ‘active enterprise’
Individualised profile & real-time offers | Contextual industry data | Prescriptive
analytics | Closed loop & bi-directional data | Lower transitioning costs | Reduced
network traffic | Centralised decision making
9. INSTANT RECOGNITION of a customer – not only by
name but also his/her choices and preferences & status
SEGMENTATION & PRIORITIZE customers basis factors
like profitability to identify patterns & offer targeted services
OFFSITE & ONSITE REAL TIME COMMUNICATION that
influences decision making & create top-of-mind recall
ACTIVE LOOP that learns from customer’s reactions &
choices about his changing preferences
ALTERNATIVE CHOICES on offer depending on matching
real-time availability of services with customer preferences
QUICK REMEDIES via additional offers or discounts or
compliments to make good for any dissonance
RELEVANT OFFERS and discounts based on
demographic, transactional, reservation or gaming data.
SIMPLIFIED COMMUNICATION of earn and burn methods
(how to earn the rewards that the customer wants).
SEAMLESS CUSTOMER EXPERIENCE across
geographies & even within departments of a casino
PERSONAL RELATIONSHIP & INDIVIDUALIZATION of
clients that allows isolated targeting at a one-on-one level.
QUICK RESPONSE solutions that values the time of
customers & gives them solutions within a short time frame
BOTTLENECKS & DOWNTIME minimised by having an
agile network that uses a single node messaging system
11. DIRTY DATA RISK
• Computation of customer profitability is the skeleton of CRM
• Profitability tracked via a rule engine. E.g.. of a profitability
rule:
(A x {TBV/ΣB} x N/hr. x H)
A = House advantage on a game;
TBV = Total Bet Value; ΣB = sum of number of bets
N/hr. = Number of bets per hour; H = Hours of play per client
• Incorrect data entry can upset the profitability calculation and
jeopardize the value proposition added by the CRM
• Pit managers enter players’ gaming data promptly after the
player leaves the table – the process is manual, based on
observation skills and prone to errors including simple typos.
• Can lead to dirty or incomplete data & hence incorrect
targeting – might take time for the system to course correct
RECOMMENDATIONS
• Minimise manual data entry touch-points.
• Move towards a NewGen Smart Table Management System.
• Capability to automatically & correctly capture players data at
the gaming table just as it is done in slot machines (Fig 1) Fig. 1
12. RISK OF BIG DATA IMPUTATION & ASSUMPTION
• Data captured is only demographic, transactional and gaming
– which is basically spend data patterns/averages
• Doesn’t capture customer lifetime events, viral consumptions,
supervening economical circumstances etc.
• Basically has a blind side on big data and its disruptive impact
on gaming patterns
• Milking profitability/monetization v/s destroying LTV
RECOMMENDATIONS
• Social Relationship Management to intercept additional
customer data about brand interactions, virality buy-ins etc.
• Cloud based architecture for fast data ingestion against
historical & pattern data (against stack tech solutions) (Fig. 3)
• Cloud would also help mobility and experience transgression
between offline and online for customers – (Slide 14)
• Cloud based integrated data analytics which supports quick
prescriptive analytics (Fig 4)
• Cost effective, flexible and secure.
Fig. 1 Fig. 2
Fig.3
Fig. 4
13. RISK OF IMPULSIVE & INSTANT DECISION MAKING
• Customer recognition can be divided into 2 parts: before
presenting the TRCard (info vacuum) & after(info overload)
• VIP customers need more seamless recognition and might
take offence at not being instantly recognised
• As soon as the TRCard is exercised, host is overloaded with a
sudden gush of (transactional and predictive) data.
• Host is forced to make on-the-spot sense of the data & make
impulse decisions in order to interact with the guest.
RECOMMENDATIONS
• Enablement to the host for more even & intuitive flow of
information than a sudden gush of data.
• Face recognition tech to identify customers intuitively for a
more coherent meet & greet experience. (Fig 1)
• Prescriptive analytics support that recommends action to be
taken – mostly determined by the self learning algorithms.
• Covert notification based information pass via wearable tech
that aids conversations without imposing on the guest. (Fig 2)
Fig. 1
Fig. 2
14. MOBILITY SOLUTIONS FOR NEW-TO-CASINO PLAYERS
• For existing customers:
• Since 1998 online gaming industry grew rapidly.
• CRM focus on bringing customer back to the casino.
• Discontinued experience once he leaves the casino.
• Need for offers to create top of mind recall value.
• Higher comm. volume can lead to more spam
• New customers:
• Millennials prefer virtual gaming on-the-go (Fig. 1)
• Need for social interaction or multiplayer gaming
RECOMMENDATIONS
• Mob. players convert 190% faster v/s web players (www.optimove.com)
• Close the experiential loop: online-casino-online. (Fig. 2)
• Continue the experience & earn points/rewards on Mob/Web
• Virtual reality casino for a more immersive experience & better
profitability (spends at VR Casinos are 7% higher) (Fig. 5)
• Server based games & other modern slots to attract millennials.
• Fungibility of TR Points across a larger spectrum of
products/experiences outside the casino world.
Fig. 1 Fig. 2
Fig. 5
Fig. 3 Fig. 4
