Am I really vulnerable?Ībsolutely! In fact, small businesses are being targeted more and more often in order to spread ransomware, since network security is often light. You don't know what you don't know, so don't be afraid to ask! Spread your net wider to sustain and grow business.FREEQUENTLY ASK QUESTION HOW CAN WE HELP? However, the most powerful revenuegenerating section of your database resides in the upper middle. There is great potential at the top of your worth segmentation. Comps and additional Free Play will erode margins faster than incremental visits will fill your bucket. But what will the customer say when the offers return to normal? When faced with new technologies:ĭoes a new technology create a new path for added reinvestment? Or can it bridge the gap between existing touch points? Can it add to the conversation? Can it deepen engagement or lengthen the relationship? When pressuring Player Development to be all things to your bottom line:Ĭonsider leveraging your existing programs to support Host endeavors. You can manipulate a player to respond to win a weekend, but what will it take to meet the numbers the following month? You can buy good redemption. This is a short-term means to buy the business. When faced with the pressure to send out more offers: Competition doesn’t have the historical data. Competition doesn›t have your employees. Competition doesn’t have the tenured customer. Is it made of straw or bricks? If you have been in business for twenty years, consider the customer base and the employee base that have stood with you over time. When faced with the new casino down the street:Īssess the strength of your structure. Player Development is not the answer to every growth expectation. Arm wrestle your Hotel to increase your room block on weekends.Spend more money on food in your VIP Lounge.Start sending VIPs additional Free Play in the mail.Invite the same people to more parties.To court and retain your best customers you … If you put all your eggs in the Hosts’ basket, all incremental revenue is dependent upon your best players. Most ideas fail in deployment because the new technologies or programs are additive, not integrative. Well-deployed technology connected to tactics that make sense within your existing loyalty program is even better. The added information and knowledge won’t necessarily have the tactic to go with it, the utility to drive change, or the simplicity to make sense to the player.The layered offers will give your CFO a coronary.Your initial results will glow, but subsequent returns will fizzle.All the features you bought will not be fully functional because you don’t have the right version of CRM system, kind of customers, or data warehouse.Your costs will shrink, your profits will soar, and your customers will thank you. Tuesdays on your floor will look like Saturdays. Your offers will be so tantalizing, your customers will drop everything and give you all their trips. Your intellect will blossom with data visualization that is so revealing, it will make you blush. It slices, it dices, and it doles out offers in a way that George Jetson never dreamed. With that in mind, I rewrote what a DEFCON system might look like to manage the readiness of a casino against internal and external threats: Though the United States has never declared a state of imminent nuclear war and reached a DEFCON 1 position of maximum readiness, the Cuban Missile Crisis in 1962 brought the country to DEFCON 2 with the Armed Forces ready to deploy and engage in less than six hours. As the threat stage amplifies towards nuclear war, the level counts down from 5 to 1. In my curiosity, I googled the DEFCON system …ĭefense Readiness Conditions, known as DEFCONs, are used by the Joint Chiefs of Staff and the Commanders of the Military to outline progressive states of readiness against military threats. Is this heightened state of awareness helpful or hurtful? What foe do we have to fight? What markets do we have to capture? What costs can we conquer? What profits can we maximize? Oftentimes, our effectiveness as leaders and marketers is based upon a sustained state of emergency. Do we need to operate in a constant state of emergency?
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