Casino Customer Service

As a frequent flier, many of my customer service experiences involve airlines.  These days, I think airlines are quite similar to casinos. 

Airlines and casinos are both highly competitive.  They both work very hard to attract customers.  The business environment is tough for airlines and casinos because people have less and less disposable income to enjoy the services they offer.

I was an elite frequent flyer with America West, now US Airways.  I was at their top customer level for about six years.  My guess is that over the last 15 years, I have flown more than a million miles with them.  I know in today’s world a million of anything doesn’t sound like much, but I think that amount of air travel puts me in the top 20 percent of all people who fly.  Look at it this way – if I frequented your casino to that extent, I would be among the top 20 percent of your guests that generate 80 percent of your revenue.  For most casinos, that would make me one of your better players.

One would think such a customer would be considered extremely important.  Perhaps not.  Last year, I had an issue with US Airways and I told them I was going to spread my business around with other airlines.  I wish casino guests would do that when they decide stop playing at a particular property.  Now I fly almost exclusively on United.  They have provided consistent, friendly service and they treat me well. 

Here is the part that I find amazing:  US Airways doesn’t realize that, for all practical purposes, I’m gone!  Last year, I went from more than 100,000 miles with them to about 25,000 miles.  This year I have flown 5,000 miles with them.  I don’t think they even realize this.

If I were consulting with US Airways on their guest service, I would ask the marketing department to run a report on their best customers that are no longer patronizing them.  Can your casino’s management comb through data and see which of your top 20 percent of guests is playing less or not playing at all?  I know it’s easy to say the economy is in the tank and, therefore, people are not playing.  Don’t use that excuse.  That is not what has happened to me and my travels.  The fact is, I’m flying and if US Airways was smart or had the technology, it would know that I’m racking up all my frequent flyer miles with United.  That should be a huge warning to US Airways that it has a problem.

During these tough times, it’s easy to blame slow casino play on the economy, but could it be something else?  This is the time to re-connect with your guests.  Do the hard work of digging into data and guest experiences to find out how you can serve them better.  Use mystery shops to see where you are lacking and fix it.

I know some of you are thinking your casino doesn’t have the money to do this because it’s cutting costs.  I understand the need to spend wisely, but for a moment think about how much revenue you lose when one of your 20 percent leaves.  The time and money invested to find out why they left and what it would take to get them back is money well spent.

The reason I switched to United is simple.  They do a better job of serving me.  Flying is a commodity.  The airplanes are the same, the seats are the same and the airport hassles are the same.  So why do I select one airline over another?  Because of the service experience.

The same logic applies to your casino.  You are a commodity, too, and your guests have many choices for entertainment.  So why would they select you?  Are you serving them in such a way that they say they need to go to your casino?  The idea of providing outstanding guest service is simple, but doing it is another matter.  If it was easy, every casino would provide amazing service.  When President Kennedy announced America would go to the moon, he said it would be done “not because it is easy but because is hard.”  Our lives today are greatly enhanced by the technologies that evolved from the Apollo program.  What could you reap by doing the hard thing?

Finally, investing in your guests and the service you provide them is a smart move in this economy.  It may not generate financial rewards in the short term but it will long term.  Down the road when your players have more money and are less worried about their jobs and the value of their homes, they will come to you with their entertainment dollars.  The time to sharpen your saw is before you need to do it.  Now is that time.

The title to this article mentions “racing to the bottom.”  If businesses don’t invest in their employees and their service, they are racing to the bottom.  US Airways will need to improve their service companywide and offer heavy enticements to lure me back as a customer.  I don’t know why their service has declined, but it has.  From my point of view, United is better and US Airways is on a downward spiral that will be very difficult to stop.

There’s a better way.  Race to the top with amazing service and great guest experiences every time.

This article originally appeared in Native American Casino.

To read other articles by Martin Baird, go to www.casinocustomerservice.com./post.htm

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

One of the truths I remember from high school and college basketball is that the teams that win do it with defense.  Yes, offense gets the glory and makes it on the news, but it’s the “stops” that make a team win.  Without defense, teams rarely succeed at the highest levels of the game.

I think great casino guest service and great defense are one and the same.

Yes, the fun and excitement of new casino games and buildings are like offense.  They provide the sex appeal that generates trial and gets people through the door of your property the first time.  The challenge is that after guests see what you have to offer, do you make the entire experience so attractive that they can’t wait to come back or tell their friends about your casino?

Great service is what creates the “stop” for your casino.  It makes guests not want to leave and, if they do wander away, it makes them want to come back for more.  Does every person on your staff know that for you to succeed at the highest level, they need to provide amazing service to each and every guest?  Do they know that there are no exceptions to this rule?  Do they know this at the core of their being or were they simply told about it a long time ago during orientation or perhaps at a team meeting?

I went to school at Purdue University and our number one rival was Indiana University.  When I was in school, IU’s coach was none other than the infamous Bobby Knight.  I’m not and never have been an IU fan, but I know that coach Knight preached defense at every practice.  He was known for sitting down star players when they missed defensive assignments.  I’m not saying to follow in his footsteps, but he was very successful and his teams were, too, because they knew what was critical.

Great casino service takes a high level of repetition, just as basketball players and other athletes practice, practice, practice.  Your team needs to be reminded daily – and I do mean daily – of the importance of providing a great experience for each guest.  I’m saddened when I visit properties and see that some of the employees understand this while others are clueless.  In Bobby Knight’s world, those who didn’t get it were benched or kicked off the team. 

As casino leaders, you need to make some decisions about benching people or removing them from your team.  I’m not suggesting that being punitive is the best approach.  My first choice always is positive reinforcement and helping people learn what is expected of them, as well as how to do it.  In the area of what is expected, do you have written guest service standards for the property as well as for each department?  If you do, when were they last reviewed and updated?  If you don’t have standards or can’t remember when they were last revised, then put that at the top of your to-do list right now.

Having written standards gives the team needed direction and accountability.  For example, what does it mean when you tell floor employees to greet each guest?  Some of your people might think that means a nod and nothing else because that is what they do with friends when they see them.  If a simple nod is not your definition of a greeting, then you need to lay it out.  Other employees may greet guests with eye contact, verbal recognition and a smile.  That is certainly much better, but not necessarily the only way to greet someone.  My point is that a proper greeting must be tailored to your guests and your team and then clearly explained.  And that’s just one element of good service.

Few people are born with the guest service gene.  Usually, if they appear to be a “natural,” it comes from years of practice with past coaches who could include family, friends, schools, the military or even other companies.  Now is the time to set expectations and manage them.

Great service is what keeps your guests coming back day after day in good times and bad.  Just like great defense, stellar service can win the day.  This will require each of your employees to get back to the basics of outstanding service and put them into action every day with every guest.  Memorable service is what creates casino champions.

This article originally appeared in Native American Casino.

To read other articles by Martin Baird, go to www.casinocustomerservice.com./post.htm

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

What kind of business are you in?  Did I hear you say the casino business?  Or did you say the job creation business, the entertainment business, the escapism business, the food-and-beverage business?

In the more than 15 years I have been working with casinos across the United States, I have heard all of those answers to that simple question.  It’s almost as if a certain term or phrase comes into vogue and that’s what people say.

I’m all for creating jobs and opportunity, but let me ask you another question.  Is that why guests come to your casino?  Do your guests patronize your property because you create jobs?  I doubt it.

Entertainment is probably a better answer.  People do come to your casino to be entertained.  In his song “Piano Man,” Billy Joel wrote, “It’s a pretty good crowd for a Saturday and the manager gives me a smile, ‘cause he knows that it’s me they’ve been comin’ to see to forget about life for awhile.”  That is often true with casinos.  People come for distraction from the real world.

But there’s another way of looking at my question and it has to do with the difference between service and hospitality.  You may think you are in the service business and it’s true that you should always provide great service.  But from a big picture point of view, you are in the hospitality business. 

CNBC’s “Mad Money” recently had a guest who said that “service is doing what you say you will do.”  That is simple and to the point.  To me, this means the personnel at a restaurant are friendly, timely and appreciate my business.  But this person also went on to say that “hospitality is how good you make your customers feel.”  I think this distinction is huge.  Service means you delivered on what you promised, whether it’s written or implied.  In blackjack, for example, the promise is that the guest will be dealt cards and given a chance to win.  But hospitality goes way beyond the promise of cards to the feeling that the casino and its employees create.  You’ve got the atmosphere of the casino, employees doing the best job they can and players trying to have a good time.  Add it all up and what kind of feeling does that create for your guests?  If it’s a good feeling, you’ve got excellent hospitality.

My company deals mostly with the people side of the hospitality equation.  Sure, when we do a 360-degree evaluation of a casino, we look at the physical plant as well as the staff.  But for the most part, our focus is on people improvement.  We want every casino employee that we work with to understand that they have the ability and responsibility to help guests have a great feeling when they walk into and leave the casino.

Now one more point about service.  Many casino employees think that tossing cards or delivering drinks is service.  Well, it isn’t.  That is doing your job at its lowest possible level.  If I visit a casino and I ask for a drink and someone brings me that drink, I don’t feel all giddy and warm inside.  I don’t feel like running out and telling all my friends and family that they need to go to that casino. 

What will make me giddy is wonderful hospitality, and the commitment to establishing a hospitality standard must start at the top with senior executives.  Everyone at the casino needs to know that their job is to positively affect how each guest feels on each and every visit.  This isn’t easy because all too often management focuses on ways to write employees up or fire them.  Less thought is given to providing guests with an amazing feeling.

I know what some of you are thinking.  I can hear you grumbling.  How can I talk about improving service and how guests feel when you, as general managers and human resources executives, are spending most of your day deciding what cuts need to be made?  I understand.  I truly do.  These are not fun or easy times.

Think about this, though – now is the best possible time to improve your hospitality.  You can do training and help create a hospitality mentality.  Your front-line people will see the need for it because they want to earn more tips so they can survive.  For a change, perhaps everyone would be pulling in the same direction.

Commitment to hospitality is not easy to make, but true leaders will jump at the chance and they will do it now.  I was always told that the best time to do maintenance on tools is when you don’t need them.  In other words, you have the time.  The same is true with creating a hospitality culture at your casino.  I believe you have the time to do that today.   Doing it now also leads to a quicker turn-around for you and your people.  The companies that continue to invest and improve during tough economic times are the ones that come around the quickest when the recession is over.

What business are you in?  If it’s not hospitality and creating an amazing feeling for your guest, would your casino and your people be better served if it was?  Now is a great time to make the changes that are easy to put off.  Now is the time to move to the hospitality business.

This article originally appeared in Native American Casino.

To read other articles by Martin Baird, go to www.casinocustomerservice.com./post.htm

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

As I write this article, I’m sitting in a hotel in California.  My family and I are on vacation and, considering the fact that we have two young boys, we have plunged into the complete Disneyland experience. 

I’ll bet some people have stopped reading this article because I mentioned Disney.  They jumped to the conclusion that I’m one of the mindless people who thinks everything Disney does is perfect and that it represents the service standard that every business and casino should aspire to emulate.  For those of you who didn’t move on, I’ll let you in on a little secret.  I like Disney, but I’m not in love with it.  The Disney organization does many things very well, but even it has room to improve.

Nevertheless, our Disneyland vacation offers many lessons for casinos that aspire to give their guests a great experience.

For example, like most Americans, I have used my credit card more than a few times while at Disneyland over the last few days and, without exception, each person has handed it back to me and used my first name.  Think about this for a moment.  I’ve been to hundreds of casinos and used player club cards as well as credit cards and my name has been mentioned less than 2 percent of the time.

So does Disneyland have a customer service standard that requires all employees to use a guest’s name whenever possible?  I’m a huge fan of standards.  They make it crystal clear what is expected of each casino employee during every guest interaction.  Casino employees have free will and that means you need to explain, measure and monitor the specific service standards that your property expects staff members to follow.  Disney employees are so consistent in using customers’ names, I suspect they are indeed implementing a rule.

Now let’s consider the hotel where we are staying.  It’s less than a mile from the entrance to Disneyland and it’s an older property that doesn’t have a big brand name on the front of it.  As soon as we drove up, we knew that the hotel had been there awhile.  But when we walked in, we saw that it had been renovated.  It has the look and feel of a fun, modern California hotel.  It’s fun because one quickly forgets that it’s an older facility.  The first people we interacted with were at the front desk and they were GREAT.  They made us happy that we chose to stay at this property.

When we entered our room, we saw more evidence of renovation.  The old bones still looked like those of many dated rooms, but the modern colors, large flat-screen television and great bedding yelled out that this is a new hotel.  But it’s not!

The best part of the hotel is its people.  As we come and go, the staff takes every opportunity to be warm and welcoming.  They say hello and ask how our day is going.  If we are heading out for the Disneyland park, they share little-known ideas and suggestions.  When we return tired and spent, they smile and ask if we had fun.  I think the service they provide was best exemplified on our first afternoon there.  I called down and asked if I could get a shuttle pass to the park.  This very nice woman said sure and that I should come and ask for her by name.  It took me a minute to get ready to go.  But before I could make it to our room’s door, we heard a knock and when I opened it, there was the lady I had talked to.  She explained that she was going on break and wanted to make sure I got my pass.  Now that’s service!

Give our hotel experience some thought.  This is not a new, sparkling Disney hotel, but an older property that has been updated physically to look more current.  The decor is great, but the service is even better.  The people truly make the difference.

I’m sharing these thoughts because they mirror the opportunities that many casinos have.

First come standards.  If you want to achieve long-term success, you must decide what you expect of your employees and put it in writing.  Assuming everyone knows what is expected will not lead to greatness.

Next, use the standards to create a memorable experience for your guests.  Casino management and employees often think they are too busy to provide a great service experience.  I know your casino is busy.  On Friday, Saturday and Sunday, you have people standing three deep just to get on a machine.  That is great!  But at Disneyland, people wait in line for 30 minutes just to order barbecue ribs that are over priced and not particularly good.  To me, that is busy.  But when I order, the Disney employee still interacts with me and thanks me – by name – for visiting.

Finally, it comes down to people.  The hotel we are staying at is fine, but the people are special.  My guess is that many of them have worked at Disneyland because the service they provide is exceptional.  Understanding the importance of the people factor is critical for all casinos.  It is especially so for many rural casinos because they don’t have the newest property or all the amenities that some others may offer.  But they can more than make up for that with their people.  They can hire and train the best of the best.

Well, it’s time for me to head back to Disneyland where I will stand in long lines and pay crazy prices for bottled water and ice cream.  And love every minute of it!

This article originally appeared in Native American Casino.

To read other articles by Martin Baird, go to www.casinocustomerservice.com./post.htm

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

As fall looms on the horizon, a few thoughts keep going through my head.  The first is that, good grief, the year can’t be three-fourths over already.  I thought it was just getting started!

When I get beyond how fast the years fly by, I then start thinking about change.  The passing of time brings change and we seem to be in the fast lane these days in that regard.  Indeed, I believe we are in a time of change.  Great change.

This is no amazing discovery on my part.  Everyone knows the economy has been crushed.  The recession’s negative impact on the casino industry has been like a punch to the gut.  Who hasn’t noticed that?  We are all aware of what has happened to local economies and gaming.  I understand that, and it’s no fun at all.  As a matter of fact, it’s very painful.  It’s hard to see friends forced to make tough decisions about reducing staff and cutting hours.

The headline for this column is “Change Happens.”  Usually, the first word in that phrase starts with an “s” and some people would say that these are s-word times we live in.  I say it’s time to get beyond all that because change is always happening. It’s how life works.  Change simply happens.  As usual, we must adapt by understanding that a time of change is also a time of opportunity to do things better.  The great news is that you and your team get to define what “better” is.  That could mean smaller with amazing guest service or huge with entertainment choices for children and seniors and every group in between.  Better could mean finding new talent that can deliver on the vision or brand promise you have for your casino.

Adapting and finding better ways requires being proactive.  As change happens, are you in front of the curve or behind it?  When I was a child, every home had a telephone line and a telephone (known today as land-line service).  Each household paid the phone company monthly for the privilege of having this modern miracle.  Today, many of my friends only have cell phones or use Internet-based telephone service.  Land lines may not die out as quickly as the dinosaurs, but they are headed for the same oblivion.  Don’t ask me the name of my local telephone company.  I have no idea because I don’t use them.  All of this is a big change and a lot of phone companies didn’t see it coming.

Many people in the non-tribal side of the industry did not foresee the power of tribal gaming.  They said it would never be more than a nuisance to them.  Now they know the power tribal gaming has and most are very respectful of it.  Tribes brought change to the industry, and some people were behind the curve. 

Now that change is roiling gaming again, it’s time to be proactive and ponder not only those changes but the ones yet to come.  Changes that are 5, 10, 15 or 20 years over the horizon.  That will help you establish a better way.  What changes do you need to prepare for now?  How can you use the current economic crisis as a catalyst for change and improvement?  How can you make things better for your employees?  How can you make things better for your guests?

First, it’s critical to do real research of your current level of guest service.  I’m not trying to sell you on using my company, but to get a good picture of where your service is today, it’s critical that you use a third party that is non-biased and has real casino experience.  This exercise won’t cost hundreds of thousands of dollars, but it could easily help you save that much.  People are always amazed at what we see and hear when we are on their property.  These simple yet powerful observations are so important when it comes to moving forward and making necessary changes. 

I’m also a huge proponent of service standards.  Over the last few years, policies and procedures have become an extremely popular tool.  Usually, they focus on the regulation and management of the casino.  But what about service?  Service standards are designed to help employees know exactly what is expected of them when they interact with guests.  That point of contact is extremely important to the success of your business.

For example, think about how you are greeted at different businesses during your average day.  Are any of these greetings actually appealing?  Is any one of them the right one for you?  I live in Boise, and the greetings at the Starbucks I patronize are very consistent and friendly.  This doesn’t happen by accident.  Starbucks has specific standards for greetings.  They put these standards in writing and work them into employee training.

If you have greeters who shudder at the idea of smiling, making eye contact and welcoming your guests, they need to know that this is not an acceptable attitude.  If they understand the standard for greeting guests and fail it, you can find them a new role at your casino.  Switching to a different job could be better for these people in the long run.  I can’t imagine how hard it is to come to work each day knowing I will be asked to do things that I either can’t or won’t do.  Such a change is certainly better for the casino and its guests.

I wrote this column after returning from a gaming conference in Phoenix.  Change was everywhere at that gathering.  Some of it is good and some concerns me.  But as I talked with casino GMs, I was heartened to hear that they were embracing the changes they need to make so they will be ready for the future.

So please remember this … change happens.  Will you use today’s changes and anticipate the new ones to grow and make things better for your guests?  Change is inevitable but growth is a choice.

This article originally appeared in Native American Casino.

To read other articles by Martin Baird, go to www.casinocustomerservice.com./post.htm

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

The simple answer to the question in the headline for this article is “no one.”  At least that’s the case for some casinos the past year or so.  Because of the tough economic climate and their own financial situation, many casinos have avoided some layoffs by simply letting people leave and not replacing them. 

But please look beyond today’s economic situation and give serious thought to that question.  It could have very complex answers.  When  you do sign on new people, who do you hire?

As many of you know, I’m an expert in the area of casino service and the guest experience, so I fully admit that human resources is not my area of study.  But when it comes down to giving guests a great, exciting experience that compels them to tell their friends about it, well that experience is delivered by employees.  I know some of you call them team members or stars, but no matter how you spin it, they are the first line of contact with guests and a significant reason for why customers do or don’t come back.

To all the general managers that have given the speech about machines are machines and tables are tables, I thank you!  But the harsh reality is that no matter how big you build your casino or how amazing and challenging your golf course is, the place where the real action happens is the confluence of your employees and your guests.  That’s where employees work one on one with guests to provide service.

So take a moment and go back to my question:  who do you hire?

If you are like some people, you hire people who are like you because, after all, you like yourself.  As self-centered as it sounds, many of us like to be around people who are like ourselves.  If a person tells me they like to fly fish, they immediately go up several points in my book.

On a more serious note, I see today’s labor pool as a real hiring opportunity.  With many people out of work or looking for a better career fit, this is the time to get out there and buy talent while it’s on sale.  A couple of years ago, people were making demands before they were even hired.  Today, those same people are thrilled to simply have the opportunity to talk to anyone in a position to give them a job.  Not everyone has been smacked by today’s economic difficulties, but many have.  They are more appreciative and more willing to talk from a realistic point of view.

Some well known and highly developed casino markets are struggling.  This means you can find talented and experienced people.  I also suggest seriously looking outside the gaming talent pool.  For example, many well educated people in the area of finance are looking for jobs.  They may never have worked in a casino, but they are real chief financial officers who know the importance of accurate data in the decision-making process.  I use financial as an example because the available warm bodies in that industry are almost limitless.

But be careful!  You need to do more than just find good talent.  You need to find the right people for the right job.  You need a good fit and that good fit is not always obvious.  For example, just because a person has shown great service skills doesn’t mean they will be an amazing beverage server or, worse yet, a good guest service manager.  Having the skills to provide great service means just one thing – they are good at service.

So as I look at the question about who casinos hire, I’m drawn to the very critical role of selection.  It’s about choosing the people who have the right characteristics for the job you have open.  Sounds simple doesn’t it?   Here’s a person who has been a beverage server for 20 years and you need a beverage server.  It’s so easy!  Or is it?  Does this person have the right skills and personality traits to do the job the way you need it done in your casino?  Just because they have done a particular job doesn’t mean it was a good fit for them and their employer.  I do employee training on a regular basis, but I’m an introvert with low interpersonal sensitivity.  Not exactly the first choice for facilitators.

So what can you do?  If you are not using a third party to do pre-employment assessments of your possible new hires, you are shooting yourself in the foot at best.  The assessments take all the hope and guess work out of it.  I know some of you are thinking human resources doesn’t have money to spend on assessments.  Actually, they do if you look at the terrible cost of employee turnover.  According to research from Cornell University, it costs $5,000 to replace the average hospitality employee.  For the cost of making one bad guess and creating one wrong fit, you could pay for almost 200 assessments and possibly create multiple good fits.  Are pre-hire assessments guaranteed?   Of course not.  But they are much better than believing what comes out of the mouth of someone who is hungry for a job.

Simply put, you need to think about who you hire and if you are not using pre-employment assessments, you are making a bet that will not pay off over time.  If you don’t know how your pre-employment system works, please ask.  This is a very important step in building a long-term, championship-caliber team.

This article originally appeared in Native American Casino.

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

For years, consultants have told casino managers that their employees are a valuable resource that must be respected and nurtured.  Now someone with considerable clout is saying the same thing.

Anyone who has stayed at a Four Seasons hotel knows what a great brand it is.  The hotel chain’s founder, Isadore Sharp, has published a book titled “Four Seasons:  The Story of A Business Philosophy.”  In a review of the book, the Wall Street Journal wrote:  “The core reason for the Four Season’s staying power, Mr. Sharp believes, is a credo that may sound almost quaint.  Follow the Golden Rule.  Workers, he says, are vital assets who should be treated accordingly.  At most hotel companies, he notes, housekeepers, cooks, bell staff, waiters and clerks … were the ones ‘who could make or break a five-star service reputation.’”

Sharp knows how to provide good customer service and all he has to do to prove it is open the doors of any Four Seasons hotel.  If he believes something as simple as treating employees with respect can lay the foundation for outstanding service, then let’s hear it for quaint and corny. 

All casino employees who have direct guest contact are on the front lines of making or breaking their property’s service reputation.  Indirectly, the same applies to employees who never rub elbows with guests.  For example, the chef who grills a guest’s steak to order also helps polish the casino’s reputation.

So here’s a challenge.  If your casino wants to offer five-star service, pay as much attention to your employees as you do to your guests.  Employees are the ones who actually deliver the service.  This is more important than ever today because of layoffs that have swept through the gaming industry.  Even after layoffs, there are still employees working the casino floor, the restaurant and the resort.  They need respect and support.

Here are three keys to following the Golden Rule with employees.

Key No. 1.  Show Your Respect With Training.  Yes, money is tight, but setting aside dollars for employee customer service training accomplishes two things.  First, it shows employees that the casino values them.  They will see that the casino made an investment in them and that will inspire them to generate a return on that investment by giving guests an outstanding experience at your property.  Second, training gives employees the skills they need to provide stellar service.  Few people are born with the service gene.  This is something that must be learned.  Give them the skill sets they need.

Key No. 2.  Empower Your Employees.  Once employees have the skills to provide great service, turn them loose and let them do their thing.  Again, Isadore Sharp shows the way.  The Wall Street Journal review went on to state:  “Turning the top-down management philosophy on its head, Mr. Sharp authorized every Four Seasons employee to solve service problems as they arose and to remedy failures on the spot.  Managers were told ‘Keep your egos in check and let the people who work for you shine.’”  What a concept – teach people how to do something and then let them show you they can actually do it!  That gives employees a sense of empowerment and empowerment is a potent motivator.  Motivation leads to success.

Key No. 3.  Reward Employees for A Job Well Done.  We all crave recognition and casino employees are no different.  When an employee is observed providing great service, let them know they got it right.  Simple praise is greatly appreciated.  A formal reward-and-recognition program is another option.  The critical thing here is to provide the reward as soon as possible after the appropriate service behavior occurs.  That helps the employee connect the two mentally.  A reward losses its punch if it comes a week later.

The founder of Four Seasons is right.  Employees are absolutely critical to maintaining any company’s reputation for service.  Therefore, treat them the way you want to be treated.  Follow the Golden Rule and your guest service will shine.

Martin R. Baird

Robinson & Associates, Inc.

mbaird@casinocustomerservice.com

www.casinocustomerservice.com

www.advocatedevelopmentsystem.com

480-991-6420

Las Vegas is trying to shed its anything-goes image by focusing instead on stressed out Americans and their need for a well-deserved break from daily life.  The marketing campaign encourages hard-working folks to come to Vegas and take a break from it all.

This campaign is tailor made for casinos and casino employees everywhere.  What have casino staffers been doing night and day for a very long time?  They’ve been helping people unwind and enjoy themselves.  They’re ahead of the game if they simply keep doing what they’ve been doing all along.

Which raises a simple question.  Are casinos actually doing everything they can to help people relax and forget life’s challenges for awhile?  There is one sure-fire way to do that and it involves providing outstanding guest service.  Now more than ever, that service must be cranked up. 

Middle management can start on the road to stellar service by insisting that their casino provide realistic employee orientations.  Good service starts with what new hires are told.  Don’t bludgeon new staff members with the 10,000 ways they can get fired.  Give them a realistic job preview and a solid understanding of management expectations.  Give new hires credit for being intelligent people.  Clearly explain what it’s like to work on the casino floor and how they can do a good job there. 

If half the attendees at the orientation head for the parking lot, so much the better.  Those who head for the floor are probably up to the challenge and more likely to succeed.  When they succeed, the quality of service rises.

Employees and managers can boost service by watching their casino’s ads on TV.  Most likely, those ads show guests having the time of their lives because they are winning.  Everyone knows the odds favor the house, so employees and managers need to hold a brain-storming session to come up with ideas on how to make sure guests are smiling and laughing for other reasons.  It is critical that employees be deeply involved in this creative process because they are more likely to implement ideas they suggest. 

If employees and managers know their guests, they should be able to develop solutions custom-made for their property.  The operative word here is “custom-made.”  This makes their casino stand out for specific reasons and encourages people to visit again and again to relive the experience they can get only at that property.  When guests want to unwind, they know to go to XYZ Casino because that’s where they can have the kind of fun they desire.

The brain-storming session should generate an action plan with employees assigned to do specific things to polish service and give guests a memorable gaming experience. 

The next step is critical and falls squarely on the shoulders of middle managers.  Managers must offer praise and encouragement every time they see employees doing things outlined in the action plan.  Don’t wait a few days or a week to give someone an “attaboy” or pat on the back.  Do it the moment the employee does what he or she is expected to do.  That way, the employee makes the connection at the right moment in time.  This is called reward and recognition.  Believe it or not, but most people respond to praise.  It spurs them on to try to do even better.  People like being recognized for doing a good job and it’s no stretch to say that casino employees actually crave it.  

Casinos everywhere should want to be the get-away-from-it-all destination of choice.  This is a golden opportunity for casinos to do their fair share to make that happen.  If they step up to the plate, they will also do themselves a favor by giving people a reason to unwind in a casino.

Martin R. Baird

Robinson & Associates, Inc.

mbaird@casinocustomerservice.com

www.casinocustomerservice.com

www.advocatedevelopmentsystem.com

480-991-6420

There’s a movement afoot to make immunizations as routine a part of health care for adults as it has long been for children.   Apparently adults don’t think about inoculations as much as they should.  Casinos need a booster shot of something they don’t often consider – referrals.

That’s right, referrals.  For the sake of their own health, casinos need new business now more than ever.  Referrals can give them precisely that.

According to Wikipedia, approximately 80 percent of companies obtain 70 percent of their business through “word of mouth from satisfied customers and contacts.  Word of mouth is generally spontaneous and is achieved by businesses without any form of structured strategy.”  Referrals are a gold mine for any commercial enterprise.  They are a source of new money, and the business doesn’t need to do anything because customers make referrals without being asked.  Why wouldn’t casinos want referrals and the benefits they bring?  There’s no reason casinos shouldn’t have referrals just like a restaurant or a hardware store.

So if a casino’s revenue is looking anemic these days, if foot traffic is noticeably sluggish on the floor, employees should give their property a shot in the arm by looking at their guests in a different way.  Those players at table games and slots are more than a source if income.  They are a potential source of new revenue streams. 

How do businesses generate referrals?  By giving customers what they want.  At casinos, that means giving guests an outstanding gaming experience and making sure they’re having fun.  Those who patronize casinos don’t have to win every time in order to enjoy themselves.  They don’t have to walk out with fatter wallets in order to consider their time and money well spent.  If they had a great time, if they had fun at the machines and tables, they probably will come back (repeat business) and they are more likely to tell friends they should go to XYZ Casino and play (a referral that may generate new business). 

But don’t stop there.  Guests don’t have to win at all to have a good time.  Make sure guests enjoy their meal at the buffet or in the restaurant.  Make sure they enjoy the golf course.  Make sure they receive nothing less than impeccable service at the resort.  Make sure they have a whopping good time at the shows.  Every guest should be treated like a king or queen, but employees absolutely must be sure to give repeat guests extra-special attention.  Think of the word “win” from a different perspective.  It’s not about how often guests win, it’s about winning guests over, winning their respect and admiration.  The gaming experience is a package deal, folks, and employees help deliver the goods.

Some people equate referral generation with salesmanship and there are few people who like sales.  Instead, think of it as a referral mindset.  Interact with every guest as if the sole purpose of that contact is to generate a referral.  The employee who does this is not a sales person, he is a service person. 

The gaming industry’s era of “build it and they will come” is over for the time being.  Now it is up to casino employees to give existing guests a reason to give their favorite casino a referral.  Employees need to show a little entrepreneurial spirit and think of the casino as their own company.  If they owned the casino and its success depended entirely on how well they took care of their customers, every customer would get red-carpet treatment.  If employees owned the casino, they likely would understand that it is far easier to get new and ongoing business from referred customers than it is from customers generated by marketing.  They probably would know that referrals help keep marketing expenditures under control.  Employees likely would understand that referrals create a self-perpetuating cycle in which referred customers become satisfied customers who make their own referrals.  They also would know that not every guest will be a patron for life but that referrals keep the pipeline open.

Employees don’t own their casinos, of course.  But if they help management run the property like other businesses and create referrals, then foot traffic should pick up, tips should increase, revenue should improve and everyone will be better off.  All it takes is a little shot in the arm.

This article originally appeared in Casino Connection

Martin R. Baird

Robinson & Associates, Inc.

mbaird@casinocustomerservice.com

www.casinocustomerservice.com

www.advocatedevelopmentsystem.com

480-991-6420

So you think you’re good at providing outstanding service to your casino’s guests.  The kind of service that encourages them to return to your property again and again.  Well, maybe you are and maybe you aren’t.

One way to settle this is for you to take the following true-or-false customer service quiz.  All it requires is honesty and a few minutes of your time.  By the way, all employees with any degree of customer contact should take the quiz – from general managers to beverage servers.  After all, everyone who works at a casino should consider themselves to be in the customer service business.

Answer the following questions by circling ”True” or “False.”

1.  When a guest walks in the door, I smile and welcome them.  True/False.

2.  I offer to get a fresh drink when I see a customer’s glass is empty.  True/False.

3.  When I see litter on the floor, I pick it up and dispose of it.  True/False.

4.  I consider each guest to be of the utmost importance to my casino’s success.  True/False.

5.  I casually observe guests to anticipate their needs and then step forward to meet those needs.  True/False.

6.  I arrive for work on time.  True/False.

7.  I arrive for work prepared to start my shift.  True/False.

8.  I familiarize myself with the buffet menu each day so I am prepared to make recommendations for guests who ask.  True/False.

9.  I maintain a positive, can-do attitude as I perform my job.  True/False.

10.  I greet repeat customers by name when I know they appreciate the recognition.  True/False.

11.  I leave my personal problems at home so I can focus on doing my best for each guest.  True/False.

12.  I maintain good posture so I look approachable.  True/False.

13.  When a customer speaks to me, I closely listen so I understand what they are communicating.  True/False.

14.  Consistently good service is one of my top priorities.  True/False.

15.  I am courteous to guests at all times.  True/False.

16.  I understand that gaming is a form of entertainment for guests and that I am part of the entertainment.  True/False.

17.  I strive to make each guest’s gaming experience a fun one.  True/False.

18.  I am genuinely interested in my guests and the kind of gaming experience they want to have.  True/False.

19.  When a guest asks for something, I respond immediately.  True/False.

20.  When a guest looks as if they are trying to find something, such as the restroom or the buffet, I ask if I can be of assistance.  True/False.

21.  When it comes to guest service, I take pride in a job well done.  True/False.

22.  I am kind to my guests.  True/False.

23.  I help co-workers who are struggling to provide good service.  True/False.

24.  There are no exceptions to providing great service.  True/False.

25.  I am patient with guests who are older.  True/False.

26.  I praise co-workers who provide great service.  True/False.

27.  I ask questions when communicating with a guest to make sure I understand them.  True/False.

28.  All casino employees must work together as a team to provide great service.  True/False.

29.  When talking with guests, I make sure my voice has a calm, friendly and welcoming tone.  True/False. 

30.  Providing great guest service is my opportunity to shine.  True/False. 

So how did you do?  It’s up to you to decide whether your answers reflect that you are truly good at providing great service.  Even if you think you came off looking pretty good, it’s likely you found a few ideas that will help take your service skills to a higher level.  And if you think you could do better, these questions certainly provide an outstanding foundation for becoming a guest service superstar. 

This article originally appeared in Casino Connection

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