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2006|Case No.GS50. Marketing, Management. With 26 casinos in 13 U.S. states and $4.5 billion in revenue in 2003, Harrah's. In 2003, Harrah's was focused on building loyalty and value with its target customers. Learning Objective.


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In general, marketing and sales do not use data to create and test hypotheses in the marketplace.
Instead, they rely on intuition.
New ideas occur to people within organizations all the time--but rarely are they indian casino employee rights from the data and seldom are the marketplace results of these ideas captured to enhance the data.
By relying mainly on the gut-feel of marketers and salespeople, companies guarantee the perpetuation of shopworn beliefs.
Some of these ideas are right and some are dead wrong.
are casino de tigre tenedor libre consider do you know which are which?
The answer is to let the facts be your guide.
Gaining and using customer insight is a science not an harrahs casino case study />Companies seeking to improve their profitability will capture and systematically analyze data, create models, generate new ideas, run marketplace experiments, measure results, and adopt the things that work.
Successful companies back up their brands and sales and marketing approaches by creating an infrastructure of data, facts, and analysis behind the scenes.
They work to create processes, systems, and databases that ensure that every go-to-market idea and approach is grounded in measurable, provable business facts.
How Harrah's Used Customer Insight to Turn the Tables on the Gaming Industry Returning to an example introduced earlier, casino company Harrah's Entertainment Inc.
In fact, the approach was so successful that recent revenue growth and stock appreciation had far outpaced the gaming industry.
Harrah's now has 26 casinos in 13 states.
The results are so impressive that other casino operators are copying some of Harrah's more discernible methods.
Wall Street analysts are also beginning to see Harrah's--long a dowdy also-ran in the flashy casino business--as gaining an edge harrahs casino case study its rivals.
Harrah's stock price has risen quickly as investors have received news of the marketing results.
And the company's earnings have more than doubled in the past year.
Harrah's CEO explained how the company has dramatically improved customer loyalty, even during a challenging economy.
For Harrah's, CRM consists of two key elements.
First, it uses database marketing and decision-science-based analytical tools to ensure that operational and marketing harrahs casino case study are based on fact rather than intuition.
Second, it uses this insight, together with marketing experiments, to develop and implement service-delivery strategies that are finely tuned to customer needs.
Back in 1998, Harrah's decided that it wanted to change from an operations-driven company that viewed every casino as a stand-alone property to a marketing-driven company with a holistic view of its properties and customers.
In effect, it wanted to move away from an OE-driven organization to one with a clear value proposition please click for source competitive scope.
This allowed Harrah's to focus its activities throughout the enterprise and meaningfully more info its brand.
In 1997, it had already implemented a loyalty program called Total Gold, which was a frequent-player program based on airline industry loyalty schemes.
At first, the program was not highly differentiated within the gaming industry, varied across properties, and did not motivate customers to consolidate gaming at Harrah's properties.
However, customer data derived from the program began the process of building the company's data mine.
For example, Total Gold player cards recorded customer activity at various points of sale--including slot machines, restaurants, and shops.
Soon, the database contained millions of transactions and valuable information about customer preferences and spending habits.
Once the data-mining process started in earnest, the first fact that jumped out was that Harrah's customers spent only 36 percent of their gaming dollars with the company.
Also, they discovered harrahs casino case study 26 percent of customers produced 82 percent of the revenues.
Statistical analysis further revealed that https://chakefashion.com/casino/golden-moon-casino-choctaw-mississippi.html best customers were not the "high-rollers" so coveted by the rest of the industry.
In fact, the best customers turned out to be slot-playing middle-aged folks or retired teachers, bankers, and doctors with time and discretionary income.
They did not necessarily stay at a hotel, but often visited a casino just for the evening.
Surveys of these customers told Harrah's that they visited casinos primarily because of the intense anticipation and excitement of gambling itself.
Given this insight, Harrah's decided to consolidate its strategy around these choice customers and focus branding, marketing, and the types of products and services being offered on meeting their needs.
For example, Harrah's concentrated all of its advertising around the feeling of exuberance gambling produced for the segment.
It developed quantitative models to predict lifetime value of these customers and used them to center marketing and service-delivery programs on increasing customer loyalty.
It found that if a customer has a very happy experience with Harrah's they increased their spending on gambling at Harrah's by 24 percent a year.
In contrast, unhappy experiences led to 10 percent declines.
In an indication of success in capturing greater wallet-share, the programs dramatically increased the amount of cross-market multiple property play.
This harrahs casino case study from 13 percent in 1997 to 23 percent in 2000.
Harrah's spent more time integrating data across properties, developing models, mining the data, and running marketing experiments.
This, in turn, generated even more information on customer preferences and led to more insightful marketing and service delivery programs.
Harrah's realized that the data, coupled with decision-science tools that allowed it to predict long-term value, enabled it to target marketing and service programs at individual player preferences.
As Harrah's CEO said: The further we get ahead and the more tests we run, the more we learn.
The more we understand our customers, the more substantial the switching costs that we put in place, and the farther ahead we are of our competitors' efforts.
That is why we are running as fast as we can.
Strategic focus, customer insight and resulting continuous optimization of its unique approach has propelled it to the primary position within its industry.
The 7 Dimensions of Customer Insight As we saw with the Harrah's example, customer insight can come in many forms from many sources.
It may relate to the age or gender of a customer, and their specific behavior before or after purchase.
The information can be gathered electronically at the point of purchase, through face to face interactions, or emerge from analysis of a database containing customer-buying history.
In this section we provide a framework to help categorize the various types of customer information that organizations typically seek to capture.
We then lay out a process through which information can be gathered, analyzed and translated into action.
Note: We have found most organizations do https://chakefashion.com/casino/casino-night-christmas-party-london.html spend enough time assessing "share-of-wallet" information.
Usually, the first visibility they have into this is in market-share statistics gathered well casino maxbet the fact.
read article For business-to-business transactions it is often very useful to map out the customer's value chain in order to best learn how products and services are truly put to use.
This process creates opportunities to change the point at which the firm interacts with, or adds value to, the customer.
For example, some firms have changed their relationship point with the customer by taking over inventory management or replenishment using pre-agreed rules.
It is clear that a tremendous amount of useful information can be captured about customers.
Yet one of the most common mistakes made in building comprehensive data gathering processes is assembling too much data and organizing it poorly.
When this occurs, the data becomes difficult to analyze and is accessible only by IT-skilled resources.
However, when data gathering is implemented properly, it yields easily-understood information that can be put to use in ways that improve the effectiveness of both operations and strategy.
Most firms find realized price is well below expectations.
Pricing rules and discipline can be improved based on better insight into individual and customer segment performance.
Resource deployment is rigid and political within most firms, meaning that at any given time too few resources are focused on the best opportunities.
When customer-performance data is part of regular management reviews resource deployment usually improves.
Millennials show the highest increase in participation.
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Harrah's The Wall Street Journal, Thursday, May 4, 2000 Lucky Numbers Casino Chain Mines Data on Its Gamblers, And Strikes Pay Dirt 'Secret Recipe' Lets Harrah's Target Its Low-Rollers At the Individual Level A Free-Meal 'Intervention' By CHRISTINA BINKLEY, Staff Reporter of THE WALL STREET JOURNAL TUNICA, Miss.
Maranees, who admits that once in the casino door, she is bound to spend much more than what Harrah's has given her.
That is exactly what the Las Vegas-based company is banking on.
Over the past two years, Harrah's has quietly conducted thousands of clinical-style trials to determine what gets people to gamble more.
Based on its findings, Harrah's has developed closely guarded marketing strategies tailored individually to the millions of low-rollers who make up its bread-and-butter business.
The results are impressive enough that other casino companies are copying some of Harrah's more discernible methods.
Wall Street analysts are also beginning to see Harrah's-long a dowdy also-ran in the flashy casino business-as gaining an edge on its rivals.
Harrah's stock price has risen quickly in recent weeks as investors have received news of the marketing results.
And the company's earnings have more than doubled in the past year.
At the center of Harrah's strategy is a former Harvard professor named Gary Loveman and a vast mathematical model much like the ones that economists use to predict the gross national product or that airlines use to fill seats with the highest paying fliers.
But this one scores gamblers on how profitable they can be to Harrah's.
Richard Mirman, the company senior vice-president who refined the model, boasts that it is Harrah's "secret recipe" — on a par with the famous unrevealed formula of Kentucky Fried Chicken.
The model tells Harrah's marketers how to appeal to gamblers such as Ms.
Maranees, based on data tracking their previous behavior in casinos.
Spitting out "behavior modification reports," Harrah's computers suggest that Ms.
Maranees-an avid slot-tournament player-will respond best to a cash offer, while Tina Montgomery, a real-estate agent from nearby Oxford, Miss.
Montgomery gambles downstairs, she explains, "My husband stays in the room.
When a gambler wagers less than usual-by skipping a monthly visit https://chakefashion.com/casino/genting-casino-verification.html instance-Harrah's "intervenes" with a letter or a phone call offering a free meal, a show ticket or a cash voucher.
https://chakefashion.com/casino/sugarhouse-casino-rv-parking.html are trained to get customers to talk about their earlier casino experiences, and then to listen for trigger phrases such as "hotel room" or "steak dinner" to come up with the most alluring offer.
This "Pavlovian marketing," as Mr.
Mirman calls it, is a far cry from the traditional methods gambling companies have used to go here customers.
Casinos have long depended on the inherent sexiness of their product to reach the low-rolling public.
Until Harrah's, they have eschewed go here kind of quantitative analysis employed to great effect by other consumer-oriented industries such as airlines and banks.
Instead, they have focused on high-rollers, doling out VIP perks such read article free flights and fine champagne.
The masses have been courted with gimmicky contests and, increasingly, with fantastical top-this-one resorts.
This has cost the gambling industry.
Over the past decade, the billions of dollars lavished on hotels, malls and marble bathrooms have cut casino investment returns in half.
So Harrah's, with its solidly proletarian properties in places like Topeka, Kan.
The marketing push was born when Phil Satre, Harrah's chairman and chief executive, was struggling to recover from what appeared to be a gross strategic error in the early 1990s: After leading the way among casinos into new jurisdictions as legalized gambling spread across the country, Harrah's got creamed whenever competitors put up flashier properties next door.
The only way out was to squeeze more business from existing customers.
But the first round of "loyalty" marketing and technology programs, with names such as Marketing Workbench and WINNET-which generally relied on blanketing gamblers with freebies-not only failed to keep them coming, but also cut into the company's bottom line.
Morgan spoke of sizing up gamblers "psychographically"-rating them according to characteristics such as their careers.
Morgan also identified a small group of Harrah's customers who produced most of the company's profits.
Among themselves, Harrah's officials referred to these customers as "grazers" for their steady casino habits.
Publicly, the company settled on another term for its core audience: "avid experienced players.
The company began collecting intimate details on these players when it launched its Total Gold frequent-gambler card in 1997.
The electronic cards, inserted in slot machines or handed to casino supervisors, gathered minutiae on gamblers' habits in exchange for letting them know how to harrahs casino case study the free drinks, hotel rooms, show tickets and other "comps.
But this web page didn't work out that way.
Freebie levels differed from one Harrah's casino to the next, confusing customers.
Casino managers balked at sharing the data with their colleagues at other properties.
Getting them to cooperate "was like herding cats," says Mr.
Morgan, who left Harrah's in 1997 and is now a business consultant in Boulder, Colo.
Meanwhile, Harrah's executives were swimming in information they didn't know how to use.
It told Harrah's how fast people pull a slot-machine lever and what their favorite games are.
It harrahs casino case study them a gambler's age and gender.
It helped the company to identify which neighborhoods around the country produce the most lucrative customers.
A few weeks before Christmas 1997, Mr.
Satre made a pilgrimage to Atlanta to see Sergio Zyman, Coca-Cola Co.
In a two-hour conversation in an executive lounge at the airport, Mr.
Zyman talked while Mr.
Zyman recommended that Mr.
Satre hire a chief operating officer with a marketing background.
With authority over all of Harrah's properties-which now number 21-and over the company's operating vice presidents, the executive could make marketing the driving force at Harrah's.
In what he calls a "Eureka moment," Mr.
Satre thought of Mr.
Loveman, the Harvard Business School professor, who had consulted for Harrah's about marketing and training.
A year from becoming eligible for tenure at Harvard, the affable and rumpled Mr.
Loveman says he was "dumbstruck" by the offer.
Satre presented the hiring to his board as a fait accompli because, as he puts it, "if I said I was looking for permission, they'd have said I was crazy.
Loveman decided that a lack harrahs casino case study customer loyalty was Harrah's biggest weakness.
Loveman says, "like the Ladies' Temperance Movement.
Loveman began his push by recruiting outside help.
That's a rarity in the insular gambling industry, which tends to promote from within.
One of his early hires was Mr.
Mirman, a former University of Chicago math whiz who favors conservative blue suits over the kind of wide ties and pinky rings often found in casino executive suites.
Mirman says, he shrugged off the reactions of colleagues, as when a senior partner asked if he was "Comfortable with harrahs casino case study morals of this.
Mirman grouped together the 16 million gamblers in Harrah's database according to characteristics such as age, how much money they are likely to lose and how frequently they gamble.
Then Harrah's started testing hypotheses against control groups.
One example: Harrah's chose two similar groups of frequent slot players from Jackson, Miss.
The more modest offer generated far more gambling, suggesting that Harrah's had been wasting money giving customers free rooms.
In another test, Harrah's focused on a group of monthly gamblers whom the company suspected could be induced to play more frequently because they lived nearby and displayed avid-gambler traits such as hitting slot buttons quickly playing at "high velocity" in Harrah's parlance.
To entice them to make two back-to-back visits, Harrah's sent cash and food offers that expired in consecutive two-week periods.
The group's average number of trips per month quickly rose to 1.
Harrah's has dropped some old casino standards, such as giving customers bonus points that can be spent in Harrah's gift shops and restaurants.
In its trials, the company is also studying the widely held belief that gamblers notice slight changes in slot-machine odds.
If that's wrong, as Mr.
Loveman suspects, casinos could slightly lower the odds of winning and reap even bigger profits.
This experimentation is helping Harrah's gain market share around the country.
Here in Tunica, chosen as a key test site because of the "average" characteristics of its gamblers, Harrah's revenue has risen at nearly double the rate of nearby harrahs casino case study since the new targeted marketing was introduced last June.
Not only that, the higher volumes came cheap.
Profits at the Tunica casino rose sharply, according to Harrah's executives.
Rivals are trying to follow suit.
Harrah's has taken a different tack than everyone else, and they've been really smart about it," says Marc Grossman, head of investor relations for Hilton Hotels Corp.
The approach is also winning some fans among Harrah's old-timers.
Tom Jenkins, who oversees Harrah's Las Vegas flagship, calls Mr.
Loveman and his crew propeller heads.
There are more pitches to come.
Harrah's last month launched frequent-gambler cards with gold, platinum and diamond thresholds, which offer escalating rewards for gambling more.
Maranees, a Memphis retiree, is a proud diamond echelon player.
Maranees says she's not put off by Harrah's "Pavlovian" marketing.
LAS VEGAS, Sept 4 Reuters - Harrah's Entertainment Inc.
Satre, 53, who has led the company through its expansion across Nevada and throughout the country, will remain chairman of the board, Harrah's said.
With Loveman, 42, serving as the company's CEO and president, Harrah's Eastern Division President Timothy Wilmott, 44, will assume Loveman's COO duties, the company said.

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Organizational Behavior response on Harrah's Casino
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Such opulence, he says, offers the kind of muted elegance that God might have designed.
That is, if God's tastes ran to 9,000-square-foot layouts, private Jacuzzis, towel warmers, remote-controlled drapes, and personal butlers.
The suites were intended to lure billionaire baccarat players from Asia.
But the marble floors are mostly empty now, rendered vacant in the current Darwinian world of Vegas economics.
Harrah's Entertainment has ceded pursuit of the highest of the high rollers to such wow-the-crowd hotels as Bellagio and the Venetian.
High-end gambling "is a very sexy business," concedes the 42-year-old Loveman.
But with the major casinos competing for the same top-500 gamblers, baccarat became Harrah's loss leader--too much loss and not enough lead--a glamorous stepsister to the lowly slot machines, Harrah's true glass slipper.
In 1997, when Harrah's bowed out of the trend toward faux Eiffel Towers, Cirque du Soleils, and erupting volcanoes, analysts questioned whether the company could continue as a long-term industry player.
But Harrah's had a plan, embraced by Loveman, then a consultant, to grow the company without expanding into saturated markets or concocting replicas of the Statue of Liberty.
So far, that plan seems to have worked.
Through branding, cross-casino marketing, loyalty cards, and technology, Loveman and company have made Harrah's Entertainment, the most diversified of the big four gaming companies, a model of effective customer feedback.
In an industry accustomed to relying on intuition, Harrah's has built a database of 25 million customers that drills down through all its activities.
Digital profiles are based not on observed behavior of what customers have spent but on analysis of what they are capable of spending.
The technology includes built-in marketing interventions designed to close the gap between actual and potential spending.
In this new world of computer-generated predictions, the customers are willing participants.
Harrah's may be the best example of this kind of ongoing feedback system that, Loveman contends, could be applied to theme parks, ski resorts, cruise lines, retailers, and subscription businesses such as AOL and satellite TV.
With customers wielding "Total Rewards" loyalty cards, Harrah's patented a tracking system to shadow them-syncing up name, sex, age, zip code, playing time, money won and lost, and a history of each gambler's behavior at Harrah's properties.
Data gushed in from the slot machines, which require almost no labor and as a result are the most profitable part of the business.
What Harrah's lacked, and what Loveman could contribute, was analysis of that data and marketing to take advantage of it.
Loveman had taught a case study on Harrah's to his students and had harrahs casino case study some work for the company when he sent an unsolicited letter to CEO Philip Satre proposing ways to expand the business without incinerating capital.
A year after analysts questioned the company's viability, Satre https://chakefashion.com/casino/geant-casino-montelimar-contact.html been advised that he needed a marketing maven for COO.
He settled on continue reading choice so unconventional that he didn't tell his board about it until it was a fait accompli.
The choice surprised Loveman as much as anyone.
He was then just a year away from tenure at Harvard and knew that his wife and kids wouldn't want to leave the venerable culture of Massachusetts for the neon desert.
But the professor was https://chakefashion.com/casino/merit-royal-premium-casino.html over when Satre said he could commute from his home in Massachusetts.
Concerned board members pointed out the obvious: That for all his academic credentials, Loveman completely lacked any experience that qualified him to manage 26 casinos, 15,000 hotel rooms, more than 100 restaurants, and 40,000 employees.
Until then, Loveman had managed only one secretary and one research assistant.
But years orchestrating discussions at the B-school, where his course was one of the most popular electives, had prepared him to make smart decisions on the fly.
Showing a guest around the Rio, one of two Harrah's properties in Las Vegas, Loveman laughs as a parade of harlequin jugglers, stilt walkers, and mimes snakes through the crowded aisles.
It's as if he's compensating for the solitude of his youth.
Loveman grew up in Indianapolis, Indiana, the child of harrahs casino case study, frugal parents.
His father was a factory worker, his mother a homemaker.
His brother and sister were already out of the house by the time he started school.
The family rarely went on vacations, or even to restaurants.
Outings were limited to drives to relatives' houses.
As a kid, Loveman was driven and competitive.
He attended Bobby Knight's basketball camp, where he could outshoot the other boys, not, he says, because he was a natural player but because he had practiced for hours in the rain, the dark, and the cold.
When he wasn't chosen harrahs casino case study the camp's all-star team, Loveman took up tennis.
By the time he reached his senior year in high school, he was the top-ranked player in Harrahs casino case study />On the public courts he met his wife, Kathy, a formidable athlete herself with 11 varsity letters.
He moved on to Wesleyan University, where the work for a kid from an average public school was "so hard, so voluminous" that it threatened to overwhelm him.
But once he caught up with his peers, he surpassed most of them, graduating Phi Beta Kappa with honors.
Similarly at MIT, his modest training in math proved insufficient for basic economics courses in his doctoral program.
Sloan Doctoral Dissertation Fellowships.
However, the roots of his thinking were far from academic.
When Loveman was 12, his father took him to "family night" at the Western Electric Plant in Indianapolis.
He was shocked at the roar of the machinery and boot who hill casino owns oppressive and dehumanizing environment his father had worked in for 40 years.
Much of his thinking about the harrahs casino case study world, which he taught in his standing-room-only Service Management course at Harvard, was derived from that factory visit.
Simply put, his message has been that great employees deliver great service, which makes money for a company.
The leap from Harvard to Harrah's was clearly the road less traveled.
But the fit has been right for Loveman.
Loveman and his family are building a large home in the same Massachusetts community he's lived in for years.
Loveman clearly relishes his job.
Aside from a little dabbling at the tables while on holiday in Monaco, he'd never gambled until he was 32 and already working as a consultant for Harrah's.
I like the hotels, restaurants, and the entertainment and complexity that comes with trying to deliver those services all the time.
I like the mathematics--and the fact that at its base, gambling is a statistical activity.
With tiered Total Rewards cards and a Harrah's property in nearly every gaming market please click for source the U.
For all his ease at fitting into the Vegas scene, Loveman, who will take over as CEO on January 1, 2003, continues to value academia.
To fill the job of Harrah's senior vice president of marketing, he hired Richard Mirman, a math genius from the University of Chicago and consulting firm Booz Allen Hamilton.
And he has lured Harvard Business School grads who, had their professor not been doing the hiring, would sooner have joined a band of gypsies than sign up with the gaming industry.
Together they are deciphering human nature.
They introduced the tiered Total Rewards system, encouraging customers to migrate up the pyramid of rewards.
When players alter their pattern and don't visit as often, Harrah's continues to pitch specials to them, but it shortens the deadline.
And when loyal customers--tired of losing--consider skipping to another casino, Harrahs casino case study makes a preemptive strike: Spend more and be rewarded with a steak dinner or free cash the following day.
In this tiered system, services are segmented.
Harrah's Diamond customers have separate, no-wait restaurant lines, special wines, and lower prices.
Some Harrah's restaurants offer a Diamond cardholder-only dish, which, in Harrah's-speak, is considered "creating aspirations.
One of the reasons Harrah's has steered clear of the new Vegas trend of theme hotels is resolutely pragmatic.
The next word out of your mouth isn't gaming.
Late one night, Loveman sweeps by the line of visitors at the Rio reception desk, past posh rooms where Diamond customers are greeted by white-gloved receptionists.
He moves into the sprawling, carpeted football field of slot machines.
The system of Pavlovian marketing isn't visible, except for one lit sign that reads "Bathrooms" and "Total Rewards.
Shortly after he became COO, Loveman told his managers they could pay more productive workers a higher wage.
The "terrific employee" theory seems to be paying off.
A Las Vegas driver dropping off someone at the Rio succinctly explained what's going on: "They treat their people good," he says.
This streamlined system, currently available only in Nevada, cuts down on labor costs while letting Harrah's discover which customers respond to which pitches, enriching the database.
Pretty soon, Loveman and Co.
Everything but the gambling, that is.

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Add Remove Case study on Harrah's Casino's and rewarding it's employees.
However, just because the company is the largest in its industry does not mean the company has not faced challenges.
During the 1990s Harrah's started losing market share and profits decreased.
In 1999, Harrah's changed its company harrahs casino case study from its long time approach of competing by building bigger and better buildings to focusing on customer satisfaction.
Over the past few years Harrah's has invested dolphin pearl casino harrahs casino case study two major issues: increasing customer satisfaction and improving employee motivation.
Harrah's knows that employees are critical to customer satisfaction and thus to the success of the business.
Currently, Harrah's is struggling with balancing employee motivation with increasing customer satisfaction.
Profits are down, the economy is sluggish, and it is more important than ever to insure employees are happy and customers are satisfied.
Harrah's has always given a lot of attention to its employees' feelings harrahs casino case study thoughts and continues to do so today.
Nevertheless, too much employee loyalty through the years has led to some employees not wanting change.
Some employees still want to complete tasks the way harrahs casino case study were done years ago.
The mentality of some of the employees is not focused on customer satisfaction.
The employees are focused on the prior ways of competing, which is on the aesthetics of the casinos.
Change is necessary and getting employees to adapt to being motivated to improve customer satisfaction is a must.
The Harrah's HR manager, Marilyn Winn, is under pressure to make the employees feel valued while motivating them to change.
In 1999 a new reward system was initiated to help employees focus on customer satisfaction.
Employees were rewarded money for improving customer service.
There were a lot of controversies to whether the incentive plan to improve customer service was working.
Some managers expressed they did not like that 30% of their bonus was made up of employee feedback and 40% customer service metrics.
If managers had to take disciplinary action on an employee, that particular employee could have given a poor assessment of the manager or acted poorly toward a customer.
Other managers liked the incentive plans and thought it brought a lot of excitement to the employees.
On the other hand, employees who worked hard to meet the goals and improved customer satisfaction without meeting the target were frustrated.
The employees thought the goals were too aggressive and were getting discouraged.
The bonus payout program is an effective motivator but should be harrahs casino case study />As shown throughout the years since the program was first introduced, there has been some positive improvement.
The turnover harrahs casino case study is down, how fast employees get to customer when called has improved significantly, and lower-level employees are ecstatic that they have the potential to get a bonus.
Nevertheless, since there is still room for improvement; there are several suggestions that we offer to Marilyn Winn on how to address revising the incentive plan.
We also have additional suggestions on getting employees to feel appreciated.
We asked Scott Langser, a person familiar with casino bonus systems, what he thought about the current situation with Harrah's and bonus systems in general and he replied, "During my 24 years as Sr.
VP, Treasurer and Secretary with See more Kerkorian and MGM MIRAGE, my experience was a the bonus harrahs casino case study for upper level executives was based only upon profitability, whereas b the bonus system for the rank and file was based upon the development of a company-wide bonus pool.

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Such opulence, he says, offers the kind of muted elegance that God might have designed.
That is, if God's tastes ran to 9,000-square-foot layouts, private Jacuzzis, towel warmers, remote-controlled drapes, and personal butlers.
The suites were intended to lure billionaire baccarat players from Asia.
But the marble floors are mostly empty now, rendered vacant bonus rome sign up vip casino harrahs casino case study current Darwinian world of Vegas economics.
Harrah's Entertainment has ceded pursuit of the highest of the high rollers to such wow-the-crowd hotels as Bellagio and the Venetian.
High-end gambling "is a very sexy business," concedes the 42-year-old Loveman.
But with the major casinos competing for the same top-500 gamblers, baccarat became Harrah's loss leader--too much loss and not enough lead--a glamorous stepsister to the lowly slot machines, Harrah's true glass slipper.
In 1997, when Harrah's bowed out of the trend toward faux Eiffel Towers, Cirque du Soleils, and erupting volcanoes, analysts questioned whether the company could continue as a long-term industry player.
But Harrah's had a plan, embraced by Loveman, then a consultant, to grow the company without cafeteria casino 33 into saturated markets or concocting replicas of the Statue of Liberty.
So far, that plan seems to have worked.
Through branding, cross-casino marketing, loyalty cards, and technology, Loveman and company have made Harrah's Entertainment, the most diversified of the big four gaming companies, a model of effective customer feedback.
In an industry accustomed to relying on intuition, Harrah's has built a database of 25 million customers that drills down through all its activities.
Digital profiles are based not on observed behavior of what customers have spent but on analysis of what they are capable of spending.
The technology includes built-in marketing interventions designed to close the gap between actual and potential spending.
In this new world of computer-generated predictions, the customers are willing participants.
Harrah's may be the best example of this kind of ongoing feedback system that, Loveman contends, could be applied to theme parks, ski resorts, cruise lines, retailers, and subscription businesses such as AOL and satellite TV.
With customers wielding "Total Rewards" loyalty cards, Harrahs casino case study patented a tracking system to shadow them-syncing up name, sex, age, zip code, playing time, money won and lost, and a history of each gambler's behavior at Harrah's properties.
Data gushed in from the slot machines, which require almost no labor and as a result are the most profitable part of the business.
What Harrah's lacked, and what Loveman could contribute, was analysis of that data and marketing to take advantage of it.
Loveman had taught a case study on Harrah's to click to see more students and had done some work for the harrahs casino case study when he sent an unsolicited letter to CEO Philip Satre proposing ways to expand the business without incinerating capital.
A year after analysts harrahs casino case study the company's viability, Satre had been advised that he needed a marketing maven for COO.
He settled on a choice so unconventional that he didn't tell his board about it until it was a fait accompli.
The choice surprised Loveman as much as anyone.
He was then just a year away from tenure at Harvard and knew that his wife and kids wouldn't want to leave the venerable culture of Massachusetts for the neon desert.
But the professor was won over when Satre said he could commute from his home in Massachusetts.
Concerned board members pointed out the obvious: That harrahs casino case study all his academic credentials, Loveman completely lacked any experience that qualified him to manage 26 casinos, 15,000 hotel rooms, more than 100 restaurants, and 40,000 employees.
Until then, Loveman had managed only one secretary and one research assistant.
But years orchestrating discussions at the B-school, where his course was one of the most popular electives, had prepared him to make smart decisions on the fly.
Showing a guest around the Rio, one of two Harrah's properties in Las Vegas, Loveman laughs as a parade of harlequin jugglers, stilt walkers, and mimes snakes through the crowded aisles.
It's as if he's compensating for the solitude of his youth.
Loveman grew up in Indianapolis, Indiana, the child of older, frugal parents.
His father was a factory worker, his mother a homemaker.
His brother and sister were already out of the house by the time he started school.
The family rarely went on vacations, or even to restaurants.
Outings were limited to drives to relatives' houses.
As a kid, Loveman was driven and competitive.
He attended Bobby Knight's basketball camp, where he could outshoot the other boys, not, he says, because he was a natural player but because he had practiced for hours in the rain, the dark, and the cold.
When he wasn't click to see more for the camp's all-star team, Loveman took up tennis.
By the time he reached his senior year in high school, he was the top-ranked player in Indianapolis.
On the public courts he met his wife, Kathy, a formidable athlete herself with 11 varsity letters.
He moved on to Wesleyan University, where the work for a kid from an average public school was "so hard, so voluminous" that it threatened to overwhelm him.
But once he caught up with his peers, he surpassed most of them, graduating Phi Beta Kappa with honors.
Similarly at MIT, his modest training in math proved insufficient for basic economics courses in his doctoral program.
Sloan Doctoral Dissertation Fellowships.
However, the roots of his thinking harrahs casino case study far from academic.
When Loveman was 12, his father took him to "family night" at the Western Electric Plant in Indianapolis.
He was shocked at the roar of the machinery and the oppressive and dehumanizing environment his father had worked in for 40 years.
Much of his thinking about the business world, which he taught in his standing-room-only Service Management course at Harvard, was derived from that factory visit.
Simply put, his message has been that great employees deliver great service, which makes money for a company.
The leap from Harvard to Harrah's was clearly the road less traveled.
But the fit has been right for Loveman.
Loveman and his family are building a large home in the same Massachusetts community he's lived in for years.
Loveman clearly relishes his job.
Aside from a little dabbling at the tables while on holiday harrahs casino case study Monaco, he'd never gambled until he was 32 and already working as a consultant for Harrah's.
I like the hotels, restaurants, and the entertainment and complexity that comes with trying to deliver those services all the time.
I like the mathematics--and the fact that at its base, gambling is a statistical activity.
With tiered Total Rewards cards and a Harrah's property in nearly every gaming market in the U.
For all his ease at fitting into the Vegas scene, Loveman, who will take over as CEO on January 1, link, continues to value academia.
To fill the job of Harrah's senior vice president of marketing, he hired Richard Mirman, a math genius from the University of Chicago and consulting firm Booz Allen Hamilton.
And he has lured Harvard Business School grads who, had their professor not been doing the hiring, would sooner have joined a band of gypsies than sign up with the gaming industry.
Together they are deciphering human nature.
They introduced the tiered Total Rewards system, encouraging customers to migrate up the pyramid of rewards.
When players alter their pattern and don't visit as often, Harrah's continues to pitch specials to them, but it shortens the deadline.
And when loyal customers--tired of losing--consider skipping to another casino, Harrah's makes a preemptive strike: Spend more and be rewarded with a steak dinner or free cash the following day.
In this tiered system, services are segmented.
Harrah's Diamond customers have separate, no-wait restaurant lines, special wines, and lower prices.
Some Harrah's restaurants offer a Diamond cardholder-only dish, which, in Harrah's-speak, is considered "creating aspirations.
One of the reasons Harrah's has steered clear of the new Vegas trend of theme hotels is resolutely pragmatic.
The next word out of your mouth isn't gaming.
Late one night, Loveman sweeps by the line of visitors at in rosa nm santa casino Rio reception desk, past posh rooms where Diamond customers are greeted by white-gloved receptionists.
He moves into the sprawling, carpeted football field of slot machines.
The system of Pavlovian marketing isn't visible, except for one lit sign that reads "Bathrooms" and "Total Rewards.
Shortly after he became COO, Loveman told his managers they could pay more productive workers a higher wage.
The "terrific employee" theory seems to be paying off.
A Las Vegas driver dropping off someone at the Rio succinctly explained what's going on: "They treat their people good," he says.
This streamlined system, currently available only in Nevada, cuts down on labor costs while letting Harrah's discover which customers respond to which pitches, enriching the database.
Pretty soon, Loveman and Co.
Everything but the gambling, that is.