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Many marketing initiatives will fall short if they are executed in a strategic vacuum​. I realize working on marketing strategy is not as dazzling as.


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We maintain our competitive advantage by using our human capital and technology systems to get to know our customers better. In the past, we had no way of knowing why customers chose to play at certain machines. We decided that great service would allow us to build—just as Home Depot, Four Seasons, and other great brands do in their fields—the capacity to brand ourselves as the only nationwide consumer gaming business. The information we found in our database indicated that a loyalty strategy based on same-store sales growth would work. By enveloping customers in reasons to be loyal—cultivating intimately friendly relationships with them. Understanding the lifetime value of our customers would be critical to our marketing strategy. It turned out that our customers—I would venture to say all customers—actually enjoy aspiring to higher levels of achievement and reward. Our telemarketers were trained to listen for responses to specific offers—a certain percentage of our customers responded positively to offers of a steak dinner; others would respond to offers of two free nights in the hotel. Instead of emphasizing how much people spent during one transaction, calculate their potential worth over time. So we decided to act on a radical idea: We would reward customers for spending in ways that added to their value. Or because other machines were occupied? Let the neighbors lure tourists with knights on horseback, fiery volcanoes, pirate ships, and mini-Manhattans. It was essential for our customers to see the perks that others were getting. The hairdresser and the mechanic envelop the client in reasons to be loyal, primarily by developing a friendly relationship. Seeing the perks others had, customers spent more to earn the higher-tier cards. We implemented a bonus plan to reward hourly workers with extra cash for achieving improved customer satisfaction scores, which we culled from very detailed customer surveys. In , one property had record-breaking financial results, but employees did not receive bonuses because their customer service scores were mediocre. Or was it because we had signs on top of them proclaiming the odds? Reward employees for prioritizing customer service. Because its customers were loyal, thanks to great service. Our experience with customer service has shown us that meeting budget at the expense of service is a very bad idea. Same-store sales is a classic measurement of a simple retail-loyalty strategy: The goal is to get a customer to visit your store regularly, just as she might routinely visit her hairdresser and mechanic. Customers inserted their Total Gold cards into slot machines and earned credits as they played. Related Topics:. As it turns out, marketing that appeals to customer aspiration works wonderfully. But our competitors continue to focus largely on facilities, while we keep combining improved facilities with breakthroughs in marketing and customer service. Because they enjoyed playing slots, they welcomed free casino chips more than rooms or dinners as rewards. By tracking millions of individual transactions, the information-technology systems that underlie the program had assembled a vast amount of data on customer preferences. But there were three problems with the program. Deep data mining and decision-science marketing would be worth little in driving same-store sales growth were it not for another simultaneously applied and extremely critical ingredient—an absolute focus on customer satisfaction. A smiling valet greets her by name. Customer service is something most organizations say they focus on. Next door, at Treasure Island, a faux British frigate battles a pirate ship at regular intervals. Instead, they turned out to be former teachers, doctors, bankers, and machinists—middle-aged and senior adults with discretionary time and income who enjoyed playing slot machines. If we learned that he lost money during his last visit, we invited him back for a special event. Our customers simply took their free rooms and dinners and drifted across the street to do their gambling. Every experience in our casino was redesigned to drive customers to want to earn a higher-level card. Second, we deliver the great service that consumers demand. Was it because of the way the machines looked? Before we could persuade customers to come back time after time, however, we needed to take a hard look at them and understand how much value each of them brought to us. Take, for example, our casino in Laughlin, Nevada. Platinum customers would stand in still shorter lines, and Diamond cardholders would rarely ever have to stand in line. So we decided to make a point of routing our customers into three different lines. We decided to link employee rewards to customer satisfaction. A version of this article appeared in the May issue of Harvard Business Review. To do that, we clearly needed to slice and dice the data finely enough that we could develop effective marketing programs. When he goes off duty, the Laughlin general manager tells employees to call him at home—anytime, day or night—whenever they see five people waiting in any line. Once we divided the lines this way, we watched as our customers did what they could to earn the higher-tiered cards. Reward customers for spending more, which increases their lifetime value. Rather, we made a point of treating our millions of regular customers differently depending on their value to us. Fortunately, Satre had two important arrows in his quiver. They were rewarded with the standard fare that all casinos offer—free hotel rooms, dinners, show tickets, gift certificates. This knowledge allowed us to configure the casino floor with a mix of slot machines that benefited both our customers and our company. Instead of having to wade through a crowded lobby to reach the casino, she steps quickly into the gaming room and sits down at a slot machine. Gary W. The better the experience the guest had, the more money employees stood to make. To us, this is living proof that our same-store sales growth in tough markets has been driven by sustained attention to great customer service. It continually enhances the benefits of choosing its casinos over flashier rivals. We were surprised to find out who our best customers really were. Further down the Strip, the Bellagio sports a lake festooned with sparkling, dancing fountains that beckon to passing tourists. Accordingly, we chose to measure all employee performance on the matrices of speed and friendliness. Most companies do the opposite: design grand marketing schemes, then adjust their databases to those strategies. Acquire a rich repository of customer information. Combining transactional data from all our sites was so important that we developed and ultimately patented the technology to do it. Second, our customers earned different rewards at different properties; there was no uniformity in the program. We also learned that these customers typically did not stay in a hotel but visited a casino on the way home from work or on a weekend night out. But, in fact, they often fail to institute systems to use customer service to reinforce loyalty with carrots and sticks. Instead of focusing on how much people spent in our casinos during a single visit, it became clear that we needed to focus on their potential worth over time. Our transactional database told us exactly what the patterns of play were in our casinos. Identify core customers by predicting their lifetime value. The database was a very rich repository of customer information. The more we appealed to these preferences, the more money the customers would spend with us. Not billion-dollar facilities boasting fiery volcanoes and sparkling fountains. Meeting budget at the expense of service is a very bad idea. May Issue Explore the Archive. Suddenly, we saw how we could differentiate our brand. When I came to the casino business, there was an insufficient focus on customer service. Platinum and Diamond cardholders receive greater levels of service, which adds an aspirational element to the program. Our data told us that our customers want friendly and helpful attention in addition to fast service.

The secret? Unlike many companies, we decided to let the data suggest the specific marketing ideas to us. This presented an opportunity. This created a visible differentiation in customer service. Slice and dice data finely to develop marketing strategies. Once entered into our database, these responses provided fodder for more slicing, dicing, and experimentation.

Instead, its employees dazzle customers with exceptional service. Common practice calls for defining marketing strategies apart from database strategies—that is, the casino business strategies comes up with a grand marketing scheme and then tries to adjust the database to its strategies.

But Satre casino business strategies that competing largely on the basis https://elina-bustier.ru/casino/boomtown-casino-map.html billion-dollar facilities in the face of new casino business strategies was not the most prudent use of capital because the returns on such buildings often weaken when the novelty wanes.

So he opted to invest in development of the intellectual and technological capabilities needed to assemble and analyze data about https://elina-bustier.ru/casino/list-of-casinos-in-oregon-state-symbols.html customers.

Understanding this, we split our customers into three tiers: Gold, Platinum, and Diamond cardholders, based on their annual theoretical value. Partner Center.

They emphatically were not the gold cuff-linked, limousine-riding high rollers we and our competitors had fawned over for many years. Companies such as Mandalay Resort Group and MGM—Mirage invested heavily in constructing costly must-see casinos offering a wide range of amenities—fabulous spas, high-end shopping malls, dazzling shows—designed to appeal to a broader audience than simply gamblers. Database managers fed that information into our enterprise data warehouse, which contained not only millions of transactional data points about customers such as names, addresses, ages, genders but also details about their gambling spending and preferences. Basically, we needed to do what the Starbucks and Nordstroms of the world had done—change the way consumers made decisions about our merchandise. First, we use database marketing and decision-science-based analytical tools to widen the gap between us and casino operators who base their customer incentives more on intuition than evidence. Their hope was that such facilities would attract an ever-growing number of new customers. This score-driven customer satisfaction measure has allowed properties—even those in troubled markets—to continue to grow.