Research Library

Be The Best Locals Casino You Can Be

As casino markets mature, there is a propensity among gaming operators and, in particular, Indian tribes, to diversify their businesses away from simple casinos. For some, the logical next step in the development process is to build full scale resorts, complete with golf courses, spas, elegant hotel rooms, ultra lounges and other amenities that appeal to new and different
customer segments. The basic assumption is that the local gaming markets are reasonably served and, in order for revenue to grow, a tribe must bring in new, different and far wealthier tourist segments.

The fundamental problem is that resort hotels are expensive to build and difficult to operate. They require a highly trained staff and an experienced sales team. A resort hotel stands a better chance of being successful if it is located within a resort community but that often means they must compete with branded hotel chains with international reservation centers. In addition, a resort hotel may alienate the very customers that made the casino successful as it often holds little appeal to local gamers.

View Full Article Read More

E-Marketing to Casino Customers

Email and the Internet have quickly become an integral part of the lives of most Americans. Most readers of this publication rely on the Internet and e-mail for daily communication with both friends and business associates. This behavior is no different for the general population.

Currently, it is estimated that 61.2% of adults use tl1e Internet regularly. While it is generally assumed that younger age groups comprise the bulk of Internet users, usage among older demographic groups has increased significantly. Today, the 47% percent of the US population over the age of 50 uses the Internet regularly and their usage rate is increasing faster than younger demographic segments. In 2000,45.8% of people aged 55-64 used the Internet. In 2003 that number jumped to 56.7%.

View Full Article Read More

Designing Effective Prospect Mail Programs

Casino operators have long understood the importance of using mail to communicate to various segments of their player databases. Direct mail has proven to be the most effective tool in the marketing arsenal to foster loyalty and encourage repeat visitation. However, direct mail can also play an important role in reaching prospective customers who have not yet visited the casino property.

The notion of using direct mail as a prospecting tool has long allured casino marketers. If designed correctly, the effectiveness of prospect mail programs can be accurately measured and
the end result can lead to a cadre of intensely loyal gaming customers. However, just like other forms of advertising media, without an understanding of the hazards inherent in prospect
mailing, the casino risks wasting precious marketing dollars and alienating its existing customers.

View Full Article Read More

The Best Way to Communicate With Your Customers

When conducting market assessments or feasibility studies for casino expansions, researchers often carry out qualitative research in the form of focus groups in order to gain a better understanding of the needs of the market. While not a primary objective of the focus group research , the effectiveness of advertising is often included as a secondary topic.

Researchers include this topic to better clarify any proposed marketing strategy that may be part of their market assessment. Advertising is a significant expense for any casino, particularly
for those properties that are about to introduce new gaming, dining, entertainment, lodging or other amenities. As such, researchers need to have an understanding of the advertising
tools that are most effective. A common question that researchers pose to casino customers in such settings is, “what is the best way a casino can communicate to you?” Invariably,
the answer is always the same. Mail is the most effective tool in the casino’s advertising arsenal to communicate with its customers.

View Full Article Read More

Casino Restaurant Pitfalls

It is a common sight. Tt is 8:00p.m. on a Thursday night and the casino is busy. Machine occupancy is at 60%; most of the table games are open but the restaurants are nearly empty. The buffet had a short line an hour earlier but the coffee shop is quiet and one of the waiters from the gourmet room is standing in front of the restaurant, rocking on his heels. His dining room is empty.

When this situation becomes evident to senior leadership and they ask for reasons why their restaurants are not busy, there is usually no shortage of finger pointing. The food and beverage director will complain that marketing does not give his restaurants enough advertising support. The casino manager will mention that his customers tell him that the restaurant prices are too high. Other managers who dine in the casino’s coffee shop will say that they see better quality and value at other restaurants in town and the service seems slow. More often than not, the solution is to discount the meals.

View Full Article Read More

The Problem with Host Programs

At first blush, casino host programs are an intriguing concept. Casino personnel are recruited to identify and develop new players, foster loyalty and offer premium gamers higher levels of service and recognition. Their collective actions are designed to endear players to a particular casino. However, adopting a concept and developing it into a successful program are two separate and distinct actions. It is far easier to commit to a host program than to design a successful program, implement it and measure its results.

Host programs were first developed in Nevada well before the era of sophisticated player tracking systems. New premium gaming customers would be identified by table game personnel
who would in turn inform a host. The host would introduce himself to tl1e new player and begin the task of developing a relationship with the customer. Hosts also conducted their player development activities in satellite offices in cities far removed from Las Vegas or Reno. They utilized an informal network of referrals to identify new potential customers and stay in contact with existing ones.

View Full Article Read More

Creating the Right Player Reinvestment Strategy

As ga1ming markets mature, and revenue growth slows, casinos struggle to find ways to remain competitive, grow market share and gaming revenue. Inevitably, casino operators are forced to increase the amount of marketing dollars that they spend in various forms of player reinvestment. As spending increases, marketing leadership is faced with answering such questions as “what is the casino’s player reinvestment rate” and “how much is the casino spending to reward and retain gaming customers?”

Unfortunately, these are not easy questions to answer. First, player reinvestment is an ill-defined term. Not all casinos define player reinvestment in the same way. Some use it as a catchall phrase to describe all marketing expenditures while others use the term only to describe comps issued through the property’s casino management system, bonus points redeemed for cash and redeemed mail offers. Others attempt to better define the term to describe all of those expenses that are expended to foster loyalty and encourage repeat visitation.

View Full Article Read More

The Marketing Dashboard

It is generally understood that the sum of all marketing and advertising expenditures is the second largest expense in U.S. casinos. However, despite their impact on a property’s profitability, it is difficult to easily identify all of the costs that make up marketing and advertising on a property’s profit and loss (P&L) statement and see their effects on both property revenue and cash flow performance.

Most casino P&Ls do an excellent job of detailing each operating department’s revenue and expenses. However, marketing and advertising expenses can be found on multiple pages of this report. For instance, system generated comps (those generated by the casino’s player rewards program) normally appear in the slot club department. In addition, comp expense can be found in slots, table games, hotels and on almost every revenue-generating department’s monthly operating statement. Thus, answering the simple question, “what is the ratio of comp expense to property revenue?” becomes a time consuming task.

View Full Article Read More

The Socio-Economic Impact Analysis as a Tool for Casino Development

Casino development is a long and complex process. After a suitable site is identified and is found to be in compliance with state compacts and feden1l regulations, a decision is made by tribal leadership to explore the feasibility of the project. Atthis point the tribe may engage the services of an architectural firm to develop an architectural program. Concurrently, a feasibility study is conducted primarily for the developer, in this case the tribe, and lenders who will finance the project in order to determine whether the project is financially feasible.

The feasibility study measures market demand and market supply. It determines the appropriate size and gaming capacity for the project and forecasts the project’s expected market share. Once this is determined, the feasibility study forecasts future revenue streams and expenses in order to determine the project’s cash flow and the project’s ability to meet debt service. If the project is deemed feasible, more detailed financial statements are prepared including balance sheets and pro forma income statements. The initial concept and capacity assumptions are then placed under greater scrutiny as is the project’s positioning and mix of amenities. The architectural programming is further refined to match the project’s size and positioning.

View Full Article Read More

Harnessing Demo Software to Improve Casino Marketing

In the casino industry, the process of querying and analyzing a market’s demographic composition has long been the function of consultants who conduct market feasibility studies or, in large multi-unit gaming companies, analysts who dedicate the majority of their time scrutinizing demographic data. T he vast majority of casino marketers conduct a cursory review of area demographics as part of their annual marketing plans. This is not to suggest that marketers do not recognize the value of analyzing regional demographics. Rather the cost of demographic software coupled with its limited applicability has restricted its application.

In recent years the costs of software that generate detailed demographic reports for any geography and demographic mapping software have dropped to the point where any casino can now justify their expense. More important, the contributions that these software products can make to a casino’s advertising and marketing efforts far outweigh their costs.

View Full Article Read More