December 31, 2007

For CFOs, Guest Advocates Boost Revenue and Drive Growth Higher

Casino guest advocacy is a proven tool that can help chief financial officers increase revenue and drive growth at their properties.  For casino CFOs, revenue is a key indicator of how their property is performing.  Revenue can be increased by working with other departments to create more guest advocates.  The fundamental connection between advocacy and revenue is that guests who are advocates play at a casino more often than traditional customers and they tell other people to visit, too.  Thus, guest advocates create repeat and new business.  That is one of the most profitable ways to drive growth.
 
Martin R. Baird
Robinson & Associates, Inc.
mbaird@casinocustomerservice.com
www.advocatedevelopmentsystem.com
www.casinocustomerservice.com
480-991-6420

Posted by Marty at 22:39:38 | Permanent Link | Comments (0) |

December 24, 2007

Marketing Builds Barrier to Entry By Helping Create Guest Advocates

Casino marketing directors that work with other departments to create guest advocates will realize a tremendous side benefit – an effective barrier to entry that makes it difficult for competitors to steal away customers.  A guest advocate is the ultimate customer at casinos.  Guest advocates are people who will not switch to a competitor just because the other property is running a buffet special or giving away new gifts.  Research has proven that advocates may visit and try other properties, but that they return to their favorite casino to play.  That creates a real barrier to entry that can’t be beat.
 
Martin R. Baird
Robinson & Associates, Inc.
mbaird@casinocustomerservice.com
www.advocatedevelopmentsystem.com
www.casinocustomerservice.com
480-991-6420

Posted by Marty at 03:57:10 | Permanent Link | Comments (0) |

December 17, 2007

HR Should Work With Mid-Level Managers to Encourage Advocacy

Casino human resources directors that understand the link between guest and employee advocates and their property’s success need to work closely with middle managers to ensure they also value advocacy.

Softness in the middle – this is a common theme at casinos.  The gaming industry has a potentially catastrophic problem with mid-level managers and supervisors.  The rapid growth of the industry has left this area sorely lacking.  The people who are outstanding front-line employees are being promoted to the next level with little or no organized training. 

This requires special attention from human resources because these are the people who have a high level of guest contact and they drive a casino’s employee advocacy.  Are they encouraging employees to provide the kind of service that generates guest advocates who, in turn, create repeat and new business?  Are they doing everything they can to create a work environment that turns employees into advocates who love their jobs and spread positive word about the casino within the community?
 
Martin R. Baird
Robinson & Associates, Inc.
mbaird@casinocustomerservice.com
www.advocatedevelopmentsystem.com
www.casinocustomerservice.com
480-991-6420

Posted by Marty at 21:52:01 | Permanent Link | Comments (0) |

December 12, 2007

Don’t Be A Casino Grinch for Guests, Employees This Holiday Season

If there’s one thing casinos should avoid this holiday season, it’s being a Grinch for customers and employees.  How can casinos be a Grinch?  It’s not that difficult.  All they have to do is fail to deliver on promises perceived or actual.

Following are some tips on how casinos can fail to deliver on expectations.

Tip No. 1.  Marketing messages don’t always match reality.  If your advertisements show customers and employees laughing and having extraordinary fun and your guests walk in and decide the place is incredibly dull, they will feel as though you did not honor your promise.  If your marketing talks about winners and they lose and don’t see a single person winning, you again have failed on your promise.
 
Tip No. 2.  Effective marketing exacerbates the problem.  Ample repetition of a key message is critical to effective marketing.  If your marketing department is doing its job, it is probably beating people over the head with a rosy promise.

Tip No. 3.  Promises also are created through guests and their experiences.  When a guest goes back to their friends and explains what an amazing time they had at your property, that is the promise their acquaintances will expect you to deliver.  That’s right, your guests can establish a promise for others.  People often put more faith in their friends and the message they share than they do in your marketing.  That’s not a problem if a guest’s direct experience and your advertising are a match.

Tip No. 4.  Hard work may be in order.  If your promise doesn’t match your guests’ perception, you need to do some hard work.  Finding a problem is often easy.  But investing time and energy to fix it is where most projects fail.  You need to fix the situation so you deliver the promise that either your marketing department is spreading or that your guests expect so they will come back more often and tell friends to come visit.

Tip No. 5.  Evaluate promises made to people who apply to work at the casino.  When they were hired, did you sell them only on the glamour of gaming?  Did you promise an open-door policy and opportunities for advancement?  Or did you explain that some guests become angry and mean when they lose money?  Did you say they will work crazy hours and every holiday without overtime?  A realistic job preview should be standard procedure.

Tip No. 6.  The outside world also offers a promise to casino employees.  When television sets show casinos and all the happy employees, that is what your new hires think it will be.  When they see the lights and excitement on TV, that is what they will expect.  I have yet to see a TV show about casinos that gives a realistic view of the “back of the house.”
 
There’s a price to pay for being a Grinch.  If you don’t invest in making your promise to customers and employees match their actual experience, you could have fewer guests to celebrate with next year and that revolving employee door will just keep spinning.
 
Martin R. Baird
Robinson & Associates, Inc.
www.advocatedevelopmentsystem.com
www.casinocustomerservice.com
mbaird@casinocustomerservice.com
480-991-6420

Posted by Marty at 05:32:19 | Permanent Link | Comments (0) |

December 10, 2007

Casino HR Must Foster Employees Who Advocate for The Property

Casino employees who are not advocates for their property are very costly and the human resources department cannot afford that.  Employees who are not advocates for their casino cost the property money every minute they are on the floor.  At casinos that do not have employee advocates, it’s not unusual for staff members to bad mouth the property and people they work with.  It happens every day.  That negativity can be overheard by casino guests and that drives customers away.  It also spreads to other employees in a very hazardous way.  Casino HR departments need to turn their property’s employees into advocates who love to come to work and who say good things about their casino in the community.
 
Martin R. Baird
Robinson & Associates, Inc.
mbaird@casinocustomerservice.com
www.advocatedevelopmentsystem.com
www.casinocustomerservice.com
480-991-6420

Posted by Marty at 05:20:10 | Permanent Link | Comments (0) |

December 03, 2007

Casino Marketing Directors: Drop Useless Guest Satisfaction Surveys

Casino marketing directors are expected to do more and more these days and one way to meet that challenge is to stop measuring guest satisfaction and start measuring guest advocacy.  Guest satisfaction surveys and comment cards are a waste of time, energy and money.  If marketing directors need to do more, the best way to start is by dropping activities that just burn time and generate no meaningful results for the casino.  Harvard University published research that shows that the concept of satisfaction is fickle and everyone in gaming knows how fickle guests are.  Casinos should measure how many guest advocates they have because advocates create repeat and new business.

Martin R. Baird
Robinson & Associates, Inc.
mbaird@casinocustomerservice.com
www.advocatedevelopmentsystem.com
www.casinocustomerservice.com
480-991-6420
Posted by Marty at 18:04:46 | Permanent Link | Comments (0) |