Casino Customer Service

Casinos that offer special deals to lure guests during these slow economic times are making the mistake of renting players instead of emphasizing superior guest service that can generate repeat and new business.

Casinos may attract guests with specials, but those people will fade away once the specials are gone.  That’s the same thing as renting guests and that does not create future growth.  Only stellar service can help a casino cope with today’s economy and lay the foundation for future success.

Following are some tips on how casinos can keep guests playing today and tomorrow.

Think of Players As Guests.  Try to think of the people who play at the casino as guests rather than customers.  A customer is someone who buys a good or a service.  A guest is a person who receives hospitality or is entertained.  In the gaming business, your goal is to have guests.  It’s important that you think of people who walk through your door as guests.  If it helps, think of them as people who are coming into your home.

Make Guests Happy.  Everyone wants to be happy and casino guests are no different.  Sometimes you have to go above and beyond to make them happy, but that’s not necessarily difficult.  Above and beyond is simply remembering a guest likes two olives in their drink or that they prefer a specific game.

Make Guests Welcome.  All guests should feel welcome so they can enjoy themselves.  Every guest is welcome to play, eat, stay in the hotel and swing their clubs on the golf course.  They should feel welcome, not out of place or uncomfortable.  Your job is to monitor your attitude and actions so you don’t give the impression that guests are a bother.

There Are No Exceptions to Providing Service.  Casino employees cannot get away with failing to provide great service to everyone.  Players who sit at nickel slots for an entire evening are not an exception to the rule of offering good guest service.  They deserve a great experience as much as guests who play tens of thousands of dollars per hand.  Every guest deserves a great gaming experience each time they visit your casino.  No exceptions!

Be Knowledgeable.  It is critical for casino employees to be knowledgeable about their job responsibilities and how they can better serve guests.  You also want to be knowledgeable about what’s happening around your property so you can help guests when they have questions.  Knowledge gives you the power to make things better for your property, your guests and yourself.  The more you know, the better.

Martin R. Baird
Robinson & Associates, Inc.
www.advocatedevelopmentsystem.com
www.casinocustomerservice.com
mbaird@casinocustomerservice.com
480-991-6420

Casinos interested in having an outside company review their internal operations for areas of improvement should not overlook an evaluation of the property’s new employee orientation.  A casino’s ultimate success all starts with what they tell their new hires in orientation.  Are new employees encouraged to give guests great service?  Are they pumped up so they are excited about their jobs?  Or are new employees bludgeoned with the 10,000 ways they can get fired?  Are they overwhelmed with rules and regulations?  Discouraged employees are more likely to quit not long after they start.  Cornell University research shows that it costs $5,000 to replace the average hospitality worker.

Martin R. Baird
Robinson & Associates, Inc.
mbaird@casinocustomerservice.com
www.casinocustomerservice.com
480-991-6420

I’m not sure if you watch “What Not To Wear” on TLC, but the premise is very simple.  The program takes average people who think they have good looks and style and shows them why their choices may not be working.  Participants get a whole new perspective of themselves and learn how to get it right.

One of the tools they use on the show is a 360-degree mirror that allows people to see how they look from all angles.  It’s funny to watch their reaction as they get a good gander at themselves.

Here’s my point.  In a casino, you have a number of operational areas that you don’t or can’t see very well.  You use anecdotal information as real data and believe you know what is happening.  For example, people show up for your latest promotion, so your marketing must be working.  Employees tell the GM they had fun at the guest service training session, so it must have been successful.

It takes perspective to truly understand your casino and that information often comes from afar, meaning a third party that has no vested interest in your property.  It’s very difficult for most people to do their own post-mortem.  We see two critical areas of your casino that should be fully evaluated by fresh eyes.  The first is marketing and the second is your guest service improvement.

Steve Karoul, president and CEO of Euro-Asia Casino Consulting, is an expert in casino marketing and player development.  His company has developed a “Casino Marketing Tune Up.”  It’s a great program that brings Steve’s years of experience and perspective to your casino to look at what is working and what could be improved in your marketing.  Yes, I know you have an ad agency that you pay big bucks to every month, but do you really think they can do an unbiased analysis?

Marketing is a critical part of a casino’s long-term success.  If the marketing is off target or off message, it’s a huge waste of money, much as a poorly running car gobbles gas at an alarming rate.  Investing in a 360-degree evaluation of your marketing is money well spent.  It helps you see what you may be missing and provides recommendations on how to make your marketing better.  After all, looking in a mirror doesn’t give someone the information they need to dress better.  It’s helpful to know you have a style problem, but you also need advice on what to do about it.

We suggest you launch your evaluation process with marketing because that’s where business starts.  Marketing makes a promise to your guests and prospective guests.  It could be that they will win, be excited, have fun or even meet beautiful new friends.  The promise isn’t as critical to us as the actual delivery of it.  We think that if a casino is going to improve its guest experience, it should start by matching the promise to the reality of the casino floor.

I often laugh when I visit a casino for the first time.  Before I arrive, I browse their Web site or look at their ads in local magazines so I know what to expect.  Yeah right!  I have walked into some casinos and thought I was in the wrong place.  The marketing people took some creative license, if you know what I mean.

Now let’s shine the not-always-flattering light of perspective on guest service.

Before I go on, I want to make it clear that I think the training managers and trainers at most casinos are great people who give 110 percent each and every time they take employees under their wing.  The work they do often goes unnoticed and under-appreciated.  It’s not easy teaching people new and better ways of doing things, especially with employees who have been in their jobs for years and know they are doing it right because they “get good tips.”  (The operative word here is “get.”  I hear it all the time.  Casino employees must realize they “earn” tips from the service they provide.)

Here is a challenge we often see.  A casino develops a guest service training program and is very proud of it.  The property does more than invest a significant amount of time in the program.  It pours its heart into it.  The training is the best the casino has ever created.  This is a wonderful accomplishment that should not be taken lightly.  But that doesn’t mean the training couldn’t be better if experts with the right perspective reviewed the information and presentation. 

A guest service improvement assessment has three critical areas:  employee orientation, guest service training and the employee reward/incentive program. 

It all starts with what you tell your new hires.  Cornell University research shows that it costs $5,000 to replace the average hospitality worker.  That’s $5,000 PER employee!  This means orientation is critical.  Don’t just bludgeon your new staff members with the 10,000 ways they can get fired.  They need a realist job preview and a solid understanding of management expectations.

Next is the guest service training you provide.  I know most casinos are proud of their training.  But most of the people on “What Not To Wear” think they look dazzling in some atrocious outfits.  It often takes a critical eye to see what needs to be improved and, just like with marketing, provide ways to do it better.

The last part is your employee reward program.  All too often, this is an entitlement program that happens the same way year after year for no other reason than that is how you have always done it.  It should be reviewed.

Borrowing from Steve’s, tune-up theme,  I remember seeing television ads as a child that promoted a particular brand of motor oil.  The ads encouraged people to get an oil change.  The mechanic said you could pay him now or pay him later.  An investment of a few dollars today could save thousands of dollars in major repairs tomorrow.

Getting a 360-degree view of your marketing and guest service today could be much smarter than waiting until you are losing market share.

This article originally appeared in Native American Casino.

Martin R. Baird
Robinson & Associates, Inc.
mbaird@casinocustomerservice.com
www.advocatedevelopmentsystem.com
www.casinocustomerservice.com
480-991-6420

There are many resources available today to help casinos improve their internal communication, but the best lessons are often learned from knowing what not to do.

Most casino executives would agree that effective internal communication is one of the most important factors in maintaining a sustainable competitive advantage.  Typically, casinos get help with learning how to polish their communication.  But much can be learned from knowing what to avoid.

I suggest casinos steer clear of the following communication pitfalls.

Do Not Say “Yes” to E-Mail.  E-mail is often perceived as a productive and convenient form of communication, although it may take five e-mails to complete the task of one five-minute phone call.  E-mail may be more comfortable for casino employees to use, but it often clouds the waters and creates confusion.  E-mail communication lacks the auditory and visual cues that help the recipient understand the message’s context.  E-mail also eliminates opportunities for feedback and idea sharing.  When you have a question, concern or comment, pick up the phone.

Mouth Says “Yes” but Eyes Say “No.”  Do not rely on words alone in communication.  Body language must be consistent with your message or you will undoubtedly give the wrong impression.  Body language, including facial expressions, helps clarify and create effective communication.  When you are discussing an issue with a colleague, meeting with your executive team or presenting at a gaming conference, relax, speak carefully and slowly and make eye contact to assure your message is understood.

Aren’t We On the Same Page?  Never assume that communication has happened.  It is vital that the speaker and listener ask questions and gain feedback to confirm mutual understanding.  Also, do not rely on jargon to highlight your communication.

The Department of Redundancy Department.  Redundant communication fails to produce desirable results.  It is not productive to state your message over and over.  Your listener will most assuredly become confused and have no idea what you’re trying to say.  Once it is said, put it to bed.  Listeners will thank you.

“Blamestorming.”  “Blamestorming” is a common occurrence that is completely ineffective.  A meeting is called and everyone knows it won’t be pretty.  Your casino’s guest feedback is negative and revenues are down,  no ideas will be shared and no strategies will be formed.  It is simply a gathering to discuss shortfalls.  “Blamestorming” creates hard feelings, discourages communication and damages employee morale.  Maintaining an environment of open communication, acceptance and active participation will lead your casino to greater success and give employees the motivation to excel.

Miscommunication is an unfortunate byproduct of common business practices that are inappropriate, overused or completely ineffective.  Whether it’s excessive use of e-mail, failure to gain feedback or perpetual use of meetings to spread negative energy, there are a remarkable number of lessons to be learned in observing communication strategies and learning what not to do.

Martin R. Baird
Robinson & Associates, Inc.
www.casinocustomerservice.com
mbaird@casinocustomerservice.com
480-991-6420

Casinos should have an outside third party review their operations to identify areas for improvement, and the review should start with the property’s marketing.  Begin with marketing because that’s where business starts.  Marketing makes a promise to your guests and prospective guests.  It could be that they will win, be excited, have fun or even meet beautiful new friends.  The promise isn’t as critical as the actual delivery of it.  If a casino is going to improve its guest experience, it should by matching the promise to the reality of the casino floor.

  
Martin R. Baird

480-991-6420

I’ve read the research that says gaming is countercyclical, that when the economy goes down, the amount of gaming play goes up.  The problem I have with this concept is that the gaming world has changed dramatically in the last 10 years.  I don’t think countercyclical necessarily applies anymore.  It would be foolish for casinos to count on it.

Ten years ago, the majority of gaming was in Las Vegas, Reno and Atlantic City.  The world flocked to those markets to play.  Thus, if the U.S. economy was struggling and other countries’ economies were strong, overseas players perceived America’s problem as their opportunity.  They read the weak U.S. economy as a signal to come and play to their heart’s content. 

But in today’s gaming environment, there are casinos in just about every country on the planet.  No matter where you live, the games with the latest bells and whistles will soon be at a casino near you, if they aren’t there already.  Why fly halfway around the world to the U.S. when you can hop in your car in Paris and drive half an hour to a nice casino?

Countercyclical doesn’t even apply anymore to American players.  In previous economic downturns, Americans took their cash reserves to places like Las Vegas with hopes of winning big so they could pay their bills.  With gaming’s amazing expansion, why would anyone in Detroit go to the expense of traveling to Vegas when they can drop by a local casino with the same hopes and dreams?  Las Vegas, Reno and Atlantic City shouldn’t expect countercyclical play on the home front.  On top of that, staying and playing in Detroit is not new money for Michigan properties.  Locals are already spending their dollars at those casinos and, with the way the economy is going, they just might spend less.

OK, enough said.  If countercyclical is now a fond memory, what can casinos do to keep their performance strong in a weakening American economy?  What should they avoid?

One step all casinos should take is a serious inventory of what they do well.  What do you do best that contributes to your success and how can you make sure you continue to do those things at the highest possible level?  You may need to peer into the past.  During times of rapid growth and great success, it’s easy to drift away from those things you do well.  What was it that got you where you are today?  Did you lose your focus in flush times and simply forget about it?  Perhaps senior management ordered a deliberate strategic shift that shoved those initial drivers of success aside.  This happens when people think they are smarter than the economy or local market.  If improvements are needed to ensure you continue to roll out those best business practices, then so be it!

The next step is simple but not easy.  You must move from a guest service focus to an emphasis on the gaming experience.  This is not for all casinos.  I still visit properties that need to work on their service because they have none.  They’re clueless about the most basic elements of service, such as smiling and eye contact.  But most casinos have the basics well under control.  The next step is to develop your employees so they move to the level of creating a wonderful guest experience.  Customer service is a fundamental part of what I’m suggesting and when you step it up a notch to mold an experience, you move the guest to an even higher level.  Most guests will not tell their friends about service, unless it’s horrible.  But they will tell them about their amazing gaming experience.

Of course, you have a business to run in the midst of all this.  So the third and final step is making intelligent business decisions during tough economic times while developing your people so they understand the importance of creating an amazing quest experience.  It all has to makes cents as well as sense.

One course of action I certainly don’t recommend is cutting back on spending.  I know the numbers people like to stash the checkbook in a secret vault during tough times.  The problem is I have never seen a company cut its way to growth.  Granted, I’m not an accountant, but when you cut budgets, you tend to slow or stop growth.  Sure, cuts are sometimes needed.  If cash flow doesn’t support the current business, something must give.  But that is not a strategy for growth.  That is a short-term solution for survival, and casinos are not struggling to stay alive.

With the years I have in and around the gaming industry, it’s obvious to me that it’s easier to generate an additional dollar in revenue than it is to cut that same dollar.  Give your guests a wonderful casino, outstanding service and tons of fun and they will be more than willing to reward you with additional revenue.  Notice I said reward.  You have no god-given right to your guests’ money.  The money they spend at your property is a reward for doing things better than your competitors.

Gaming has changed dramatically since the last economic downturn.  Casinos must understand that they can’t rely on past player behavior and the same old level of service.  They must do more this time around.

This article originally appeared in International Gaming & Wagering Business.

Martin R. Baird
Robinson & Associates, Inc.
mbaird@casinocustomerservice.com
www.casinocustomerservice.com
480-991-6420

Employee advocates at casinos can be a source of new business for their property during these trying economic times.

Employee advocates like the casino where they work so much, they encourage friends and relatives to play there. 

They spread positive word about the casino in the community, possibly encouraging other people to play there.  New players represent new business for the casino and they can become repeat business if they like the casino so much they visit it again and again.

Martin R. Baird
Robinson & Associates, Inc.
mbaird@casinocustomerservice.com
www.advocatedevelopmentsystem.com
www.casinocustomerservice.com
480-991-6420

You may think what you are about to read is a bit of a change from my usual guest experience focus.  But by the time you reach the end, I think you will see how it all ties in.

I participate in a lot of casino conferences and executive meetings, and I’m often surprised at how poorly important information is communicated.  The passing along of info ranges from data dumps to rambling rampages.  The information could be critical to the long-term success of the casino, but the way it’s presented makes it very difficult for the recipients to process and absorb it.

Let me talk about “data dumps” for a moment.  I’m sure all of you have been in one of these meetings and the data could come from any number of departments.  But the culprit is usually a department that has a large amount of information to share.  I’m smiling right now because I can see myself in a board room squinting at a PowerPoint slide that has the world’s smallest spreadsheet.  It contains years of data and more columns than the Parthenon.  The people in the room are having an exceedingly hard time reading the slide, let alone figuring out what it means to them.

Data sharing is more effective if you follow the K.I.S.S. system – Keep It Simple for Success.  Data is far better presented in small doses that have direct meaning.  For those of you who have participated in my company’s presentation skills training, you know how we stress that less is more.  It’s a simple concept that needs to be followed when dealing with data.

The next thing is those taxing “rambling rampages.”  You know what I mean.  I’m talking about the person or people who have something to share, but the presentation (and I use that word loosely) lacks clarity and direction.  They talk about and around a variety of things without ever getting to their point.  Arrggg!

The real problem with dumps and rambles is the loss of opportunity and the waste of time.  The opportunity is what people may have learned from the presentation.  Someone felt that this information was of value or they would never have suggested that they do a presentation.  And oh the horrid waste of time!  When you have several key executives in a room for a non-productive hour, you have wasted thousands of dollars.  The average attorney probably bills at $175 per hour.  I guarantee casino executives’ time is worth way more than that!  Let’s say there are 10 executives in the meeting.  That’s a minimum of $1,750 spent for absolutely nothing.  This doesn’t include the hours the presenter spent getting ready for their show and tell.

These are basic challenges, and I’m not even addressing what I would say is the greatest challenge of all – the fear of standing in front of people and giving the presentation.  It’s commonly said that most people fear giving a speech more than they fear death.  Sweat glands start pumping at the mere thought of doing a presentation or even being in charge of a small meeting.

People cringe at the notion of giving a presentation mainly because they have never learned how to do it.  They may have given a speech in a high school class or may have attended a Toastmasters meeting or two, but they have no formal training.  I like Toastmasters.  I believe it provides real value.  But it’s not a great way to learn how to do a business presentation.  Toastmasters sessions spend too much time counting “ums” and ringing bells if you are 30 seconds over your allotted time.  People say “um” as a filler when they don’t know what to say next.  They use fillers because they have not prepared their presentation or information in a way that is easy for listeners to follow. 

educing the use of fillers is not a big deal.   It usually starts with just knowing that you use them and then understanding why you do it.  Giving presentations is a skill that is learned and practiced.  The people who are good at it have worked hard to be that way.  Very few people just get up in front of a group and make a great presentation.

Yes, lousy presentations waste opportunities, time and money.  The flip side is that good presentation skills offer great side benefits.  Think for a moment about being able to make a professional and informative presentation and what that does for you.  The people who present information and ideas clearly are the ones who are visible and get recognized and promoted.  You may not aspire to be a GM, but it could mean a little more money for you each year. 

Wouldn’t it be nice to present your ideas and have them get the attention they deserve?  It would be very frustrating to have great ideas and know that they are dismissed because of the way the information is shared.

I know that casinos invest significantly in their people to help them develop.  They teach them guest service skills and how to be managers.  The concept of developing casino employees isn’t new by any means.  But when it comes to quality presentation skills, I think many casinos don’t understand the value they have for the casino long term.  Not only in presentations but in day-to-day communications with employees and guests. 

And there you have it.  Solid presentation skills can boost customer service and, ultimately, your guests’ gaming experience.  If an employee is comfortable giving presentations, then they are often more comfortable dealing directly with guest issues. 

If you sometimes wonder if you could do a better job at giving presentations, my hunch is that you need help.  Now that you see the value in improving your presentation skills, you can make it happen.  You will benefit and so will your casino and its guests.

This article originally appeared in Native American Casino.

Martin R. Baird
Robinson & Associates, Inc.
mbaird@casinocustomerservice.com
www.advocatedevelopmentsystem.com
www.casinocustomerservice.com
480-991-6420

Casino executives are expected to have numerous skills, but there is one that eludes many of them – they don’t have the ability to give an effective presentation.

Casino executives and senior managers shouldn’t feel bad about this.  They have lots of company.  But there are many good reasons for why they should learn how to give effective presentations.  Executives have much to gain and so do their casinos.

Following are some tips about the importance of strong presentation skills.

Buy-in for new ideas.  Executives who want their ideas taken seriously must be able to present them convincingly.  Time and again, I’ve seen casino executives have great ideas but, due to their lack of presentation skills, the ideas are discounted and never acted upon.  People are influenced more by the delivery of a presentation than they are by the actual information.

Potential for promotions for senior managers.  A study by AT&T and Stanford University shows that the top predictor of professional success and upward mobility is one’s enjoyment of and skill in making presentations.  Those who are good at delivering information to others are the ones who get noticed.  The ones who get noticed are the ones who have opportunities sent their way.  Strong presentation skills can help senior managers move up the ladder.

Overcoming one’s fear.  Facing and overcoming a fear offers a strong boost in self-confidence.  Most people fear giving a presentation more than they fear death.  If being comfortable with making presentations is the top predictor of professional success and giving presentations is the No. 1 fear, then there is an advantage to be had here.  Overcome this fear, become an effective presenter and good things will happen.

Strength in the information age.  Presentation skills are one of the most important skills to have in the age of information.  Casinos should want their executives and senior managers to do well in this area.  Public speaking development should be part of the property’s strategic business plan.

Motivated employees.  A high-quality presentation skills training program will increase employees’ motivation, self-image and confidence while also sharpening their organization, planning and communication skills.  Every casino should want to have staff members with those qualities.  It can give the casino a leg up on competitors that don’t appreciate the value of presentation development.

Cost savings.  Many casino executive meetings are a waste of time because the speaker does such a poor job of organizing the presentation and delivering it.  Time is money.  Think of how an executive’s pay breaks down hourly and how many hours are wasted in these meetings.  Imagine what could be accomplished if the presenters at the meetings captivated their audience and made convincing arguments.  Work would get done.  Money would be saved.

Martin R. Baird
Robinson & Associates, Inc.
www.advocatedevelopmentsystem.com
www.casinocustomerservice.com
mbaird@casinocustomerservice.com
480-991-6420

Casinos can possibly generate new business during uncertain economic times by creating guest advocates who say positive things about their property. 

Guest advocates are far more than just satisfied customers.  They are advocates for their favorite casino.  Because they are advocates, they encourage friends and family to play at the casino.  They spread positive word about the casino of their own free will.  This can result in new business for the casino as new players give it a try.

Martin R. Baird
Robinson & Associates, Inc.
mbaird@casinocustomerservice.com
www.advocatedevelopmentsystem.com
www.casinocustomerservice.com
480-991-6420