2015 - ELEMENTOS BASICOS DEL SERVICIO AL CLIENTE                                                                  DESCARGAR COMENTARIO 
Gaming Views served with Cookies and Cream   


Muchos somos los que catalogamos nuestra industria de casinos como una industria de copias, repetición y poca originalidad. Cuando un casino de la competencia adquiere una nueva máquina tragamonedas, genera un concurso, realiza un evento con un artista, presenta una promoción o ejecuta alguna remodelación, en muy corto tiempo los demás lo siguen.

Nuestros planes de mercadeo y presupuestos para el nuevo año parecen no hacer nada más que “copy-paste” del año anterior y ajustar al alza los ingresos y a la baja los costos. Al menos sobre el papel, que lo aguanta todo, parece nos hace sentir satisfechos.

Lo peor de todo es que el público en general es el único ganador en estos casos y, muy raras veces, percibe o valora la creatividad u originalidad inicial. Es como si fuese insensible a estos cambios. Bien por ellos!!

Durante el 2014, la mayoría de los casinos trataron de “sobre gastar” la competencia mediante grandes eventos artísticos y rifas de cada vez mayor valor. Solo los operadores que las ejecutaron saben los verdaderos resultados de dichas promociones pero, de algo si estamos seguros: casi todos se olvidaron de los aspectos básicos de la experiencia del jugador y, aun menos, maximizaron el uso de las informaciones disponibles para conectarse de manera más personal con sus clientes. De hecho, creo que en el 2014 la atención sobre los clubes de jugadores y programas de lealtad disminuyo en comparación a años anteriores donde este aspecto del mercadeo tuvo tanto empuje: Regístrate, toma una tarjeta, la insertas cuando juegas y gana puntos para que luego lo conviertas en Cashback o juegues aún más con dichos créditos. Toma aquí bonos de Free-play. Ese parece haber sido el lema!! De ahí en adelante, La Sra. De lentes oscuros, con nombre y apellido, pasó a ser “01024”.

En la mayoría de las jurisdicciones han pasado más de 10 años desde el “boom” o época de oro de los casinos. Física, tecnológica y humanamente muchas cosas han cambiado y no podemos seguir utilizando las mismas técnicas y herramientas de mercadeo. Ya no funcionan o resultan en una productividad decreciente. La disputa por el ingreso disponible, cambios generacionales, la cuasi-saturación del mercado del juego en múltiples jurisdicciones y la monotonía generada por la falta de novedad y entretenimiento de algunos casinos, está llevando la industria no solamente a una consolidación de unos pocos financieramente hábiles operadores sino también a una riesgosa tendencia a disminuir la cantidad y calidad del servicio al cliente y el mantenimiento de las facilidades.

Al igual que lo ocurrido en algunas áreas de la industria de la hospitalidad, operaciones basadas en costos y mal llevadas tiende a generar una espiral decreciente con menos servicios adecuados, menos personal, obsoletas opciones de juego y casinos cada vez más aburridos lo que, a su vez, genera menos tráfico y volumen de juego y así continuamos. Contrario a hoteles y restaurantes que parecen ser más creativos en sus habitaciones, facilidades, comidas y bebidas, y otras actividades, al final casi todos los casinos terminan con las mismas maquinas, los mismos juegos de mesa y las mismas actividades. Es hora de cambiar de estrategia!!

Si su operación y marca desea crecer, o al menos mantenerse, en el 2015, deberá enfocar la atención y servicio al cliente como base para obtener un apropiado nivel de lealtad, compromiso y volumen de clientes. Es necesario lograr que los jugadores verdaderamente deseen y reconozcan nuestra marca (Brand) y, para ello, es necesario comenzar por las reglas básicas de interacción jugador-empleado y mantener unas facilidades y estructura físico-ambiental apropiadas al juego y al entretenimiento.

Resultado de múltiples análisis de sentimiento en jurisdicciones de diversas culturas, los jugadores parecen estar de acuerdo en algunos aspectos de significación para una satisfactoria experiencia  Veamos algunas áreas donde podemos mejorar:

Ø  Contacto Humano y Empleomanía. Es difícil entender como algunos de nuestros empleados y miembros de la gerencia que tienen contacto con los jugadores ni siquiera ofrecen una sonrisa ni un saludo. Desde la seguridad en la puerta hasta la cajera que realiza pagos, son puntos de contacto vitales y definen el tipo de experiencia que el jugador mantiene de nuestra operación. Que no decir de hostess, camareras, supervisores, dealers,….? Recordemos que una gran parte de nuestros jugadores van a las salas de juego a “entretenerse y salir de la rutina” por lo que necesitan conversación, reconocimiento y contacto humano. Caras largas y aburrimiento hay ya bastantes en nuestras vidas. Énfasis en escuchar, la cortesía, amabilidad y contacto humano serán vitales en la diferenciación y generación de verdadera lealtad.

Ø  Comunicación y Tecnología. Cada día más, presenciamos un cambio generacional de impacto y como, aun los de mayor edad entre nuestros jugadores, se adaptan a tecnologías más y más sofisticadas. Si en el 2015 no logramos comunicarnos mejor y utilizamos multicanales adaptados a cada individuo, nos quedaremos muy atrás. Sin embargo, debemos recordar que la tecnología debe ser un medio para lograr la lealtad del cliente y mejorar el servicio, no un fin en sí misma. No basta con tener tablets, smartphones, Iviews y el más sofisticado y costoso sistema de información de la industria si con estos “gadgets” no tenemos la voz del cliente ni promovemos calidad de servicio.

Ø  Organización, Mantenimiento, Limpieza e Higiene. Es deplorable el estado de muchos casinos y salas de juego en algunas de nuestras jurisdicciones. Y pueden estar seguros que los jugadores lo notan. Horribles y poco productivas organización de piso (mesas y maquinas,…) que no optimizan la disponibilidad de espacio o no facilitan el acceso a lavabos, caja, áreas de servicios o “mi juego favorito”; poca proactividad en la limpieza de máquinas, ceniceros, alfombras,…; oscuridad o demasiada luz; lavabos sucios, falta de papel higiénico o los artefactos no funcionan; olores que no promueven el necesario estímulo para permanecer jugando lo suficiente. Y qué no decir de la apariencia física de algunos de nuestros empleados.

Ø  Servicio al cliente. Han visitado Uds. otros casinos como simples jugadores o solo los visitan para “evaluar la competencia y copiar”? Que tal el servicio al cliente? Le ofrecieron alguna bebida o comida? Cuanto tardo para que le hicieran un pago? Si tenía alguna pregunta, encontró a quien hacerla? Que tal la respuesta que recibió? Encontró un centro de atención al cliente? Le promocionaron el casino y sus facilidades? Encontró algún panel o display informativo de las actividades, juegos, promociones? O acaso fue Ud. solo uno más para el headcount? Qué opinión le merece las actividades de entretenimiento y otros servicios adicionales?

Ø  Seguridad y Accesibilidad. Cuantos de nosotros hemos sentido “aprehensión” de visitar algún que otro casino pues no estamos convencidos de la seguridad del parqueo?, Observamos muchos paseando de un lado a otro sin jugar y tememos por nuestras carteras y tickets?, el lugar luce oscuro y no logramos diferenciar personal de seguridad? Tenemos que caminar un largo trecho por áreas poco agradables para entrar y salir del casino? El sentimiento de seguridad es fundamental para tener una positiva experiencia del juego.

Ø  Menú de Juegos. Es aburrido para muchos entrar a un casino o sala de juegos y ver las mismas maquinas, los mismos juegos de mesas y los mismos temas que en los demás. Acaso no se sienten de manera similar cuando van al restaurant de su preferencia? El 2015 requerirá de mayor creatividad a la hora de elegir y presentar nuestras ofertas de juegos. Variedad y entretenimiento, adaptabilidad a los gustos, Informativos y transparentes. Y esto no significa invertir más en sofisticados equipos que son poco atractivos para los jugadores y poco rentables. Tampoco significa que se deba sacrificar la productividad de los mismos.

Ø  Precio de los juegos. Clave aspecto que muchos parecen ignorar. A medida que hemos ido perdiendo ingresos y volumen, hemos optado por aumentar nuestros límites de jugos de mesa y las alternativas de denominación de nuestras maquinas. Otras muchas veces, aumentando los niveles de retención, eliminando o limitando progresivos o cambiando las reglas a nuestro favor. El resultado ha sido totalmente opuesto al deseado. Cada día más tenemos a nuestros visitantes buscando formas de entretenimiento alternativo y casi todos tratan de maximizar el tiempo de máquinas.

Ø  Cortesías y “Free-Plays” ya no son suficientes y, si se hacen los análisis correctos sobre el gasto total de reinversión en jugadores y su retorno(TPROI) se observaran resultados decrecientes. Nueva vez, es necesaria una diferenciación y buena administración de estas herramientas de mercadeo pues “todos las ofrecen” y, al igual que cualquier producto, el exceso de oferta no genera demanda adicional.

Ø  Valor Percibido y Valor Real. Muchos operadores entienden que colocar nuevas máquinas y unos juegos de mesa en un ambiente distinguido es suficiente y, deben prepararse para grandes sorpresas. Estas acciones no son suficientes para ganar la lealtad de unos demandantes jugadores. Dentro de su respectiva operación, los casinos tendrán que convertirse en “mini-plazas” donde haya variedad, diversión y servicios de apoyo a la vida diaria. Desde cargadores de celulares y wifi hasta cómodas áreas para fumadores y lounge de espera y descanso. No, ya no es solo juegos!! Ofrecer Valor Percibido atrae jugadores, ofrecer Valor Real los retiene.

Si bien es cierto que cada jurisdicción tiene una cultura particular a la que debe adaptarse, tenemos que admitir que en las condiciones económicas de muchos mercados locales y/o competitivos, estas estrategias tradicionales y muchas veces oligo/monopólicas no funcionan. El volumen se desvía a operaciones que podríamos considerar como menos atractivas y lujosas. Además, hay que reconocer el cambio de un mundo globalizado y “plano” donde nuestros jugadores tienen acceso a múltiples experiencias extranjeras, locales y “online”.

Como mejor forma de diferenciación, en el 2015 los casinos y salas de juego deben de focalizar sus esfuerzos en fortalecer los aspectos básicos del Servicio y la Experiencia del cliente. Sobre todo, el contacto humano y el servicio personalizado. Ninguno de los dos implica mayores costos pero si mayor concentración y esfuerzo de la administración. Sobre todo un apropiado departamento de Gestión de Asociados (mal llamado Recursos Humanos) para que realice adecuada selección, entrenamiento y promoción de aquellos que operan puntos de contacto con los clientes. Lo más difícil: dejar de escucharnos a nosotros mismos y prestar más atención a las voces de nuestros jugadores. De igual manera, preguntarnos día a día como puede nuestra operación convertirse en parte del diario vivir de nuestros jugadores? Solo una respuesta positiva genera lealtad y buena experiencia de juego.  

Cuales otros aspectos del Servicio al Cliente considera Ud. básicos y entiende que debemos volver a ellos? Me encantaría escucharlos. Tomamos un café? Yo invito!!


 

 

AGL360CG, SRL es una empresa de consultoría dirigida a dar servicios a la industria del juego y la hospitalidad con énfasis en las áreas de Analítica de Juegos, Analítica Mercadológica, Inteligencia de Negocios, Estudios de Mercado, Optimización de Operaciones y desarrollo de cuadros de mando, métricas e indicadores clavos de gestión (KPI)-Aníbal Garcia, Presidente y  Fundador puede ser contactado vía cel. al (809) 545-4213, tel. (954) 640-8221o a su correo electrónico agarcia@agl360cg.com-



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SUSTAINABLE CASINO OPERATIONS Traffic, Volume and Business Cycles



You don’t need to be good all the time. Just when it matters’ (Beowulf, 1999)

With a small change of words, something similar could be said about casino traffic: You don’t need to be packed all the time. Just when it matters’. But the decision as to when it matters should be based on careful analysis as to how much of a volume (drop, coin in,…) is required to at least make the operation sustainable and somehow guarantee its continuity.


Casinos around the globe have different business models and, even two casinos with same products, similar location and design, would show different traffic flows, frequency and game volume. Many times,  the result of intangible sentiments and not-so clear variables. Yet, they are all subject to activity cycles of different lengths and frequency: Daily cycles represented by the traffic received during the hours and daily shifts, weekly cycles with traditional increases on weekends, monthly cycles sometimes based on paydays, number of weekends or special holidays and, surely enough, seasonal cycles at some jurisdictions and destinations with predominant conditions of weather, school-is-out periods, holidays, special celebrations, etc. Operators refer to these cycles in different ways: low-high seasons, Graveyard shift, garbage time, primetime hours,…

In each case, casino management must try to obtain the best business model to adapt to those cycles as well as to the particular lifecycle of the operation. Whether it is a start up casino, one in a maturing process, a stable operation or a decaying one needing urgent revamp. Casinos are a living entity addressing human beings. Consideration and attention to business and life cycles are, therefore, a must.  

This is when optimization tools take front stage and priority: Yield Analysis, Floor and Revenue  Optimization, Service Profit Chain, CRM and other marketing tools, Market Research and Analysis, Employees Scheduling, HR Analytics,….and, most importantly, Line Item Analysis on which the costs and expenses sides of the profit formula is deeply reviewed and weighted.

In the real world of casinos, skills and attitudes required to approach many of these analytical and management techniques, particularly  line item analysis, are not normally present in operations and marketing managers and, many times, it is left to CFO and Accountants who, after large difficulties to establish communication end up being blamed by many for limiting floor management and marketing which, reduces even more traffic and volume by creating a vicious circle and so,  we move along until  sometimes is too late or too costly to overturn it. Continuity and Sustainability suffer. Casinos close or end up being white elephants!!

It is true that, many times, this cycles and traffic patterns can be unpredictable and depend on external variables which are out of control for the casino. Examples of these variables do include what is going on at other competitive operations (shows, promos, raffles,..), is it raining or just too cold? Is there an important event in town? Maybe a long weekend or holiday and players just decided to go with their families.  Although several circumstances can affect you traffic, it is management’s and marketing’s responsibilities to keep track of those variables, alertness and quick reaction to them is mandatory. You can never emphasize enough the importance of constant business intelligence and right-time information.

Other important considerations are the specific market catered to by the operation as well as the lifecycle stage of the casino: Is it a new casino trying to penetrate the market or an established brand with a good players’ base? Or maybe a mature casino trying to reinvent itself. Planning and adapting to business cycles will require different approaches and tools for each lifecycle stage.    

Another significant problem seems to be the deeply rooted confusion between quantity traffic (visitors,
 entrance) and quality of traffic. At one time you could have a significant amount of visitors to your operation and your volume results less than the one with much less people in or with insignificant increases. This is the result of low end or non-playing visitors attracted by a promotion not well design or a special event or show. Management must be very careful not to confuse the following metrics: Visits/admissions, headcounts, gross  and net occupancy percentages with strong consideration to the quality of the different customer segments which visit and play their devices in direct relation to the type and amount of revenue they generate. Be it gaming or non-gaming revenue.

The hospitality industry is a good example of how metrics and KPIs can be derived and used to perform useful revenue optimization. The casino industry has taken a little bit more time to incorporate systems and analytical techniques to design productive strategies. We need to catch up!!

But what happens when a casino does not optimizes its whole operations to the business and market cycles? The answer is obvious: Resources are wasted and financial burden compromises the continuity and sustainability of the business. Some typical examples :

v  24/7 OPERATION. Without proper market research and intelligence, results could be very negative and damaging to an otherwise productive business. Market for early morning hours and mid-day hours  could be unavailable or too limited to even cover extraordinary and additional expenses required to sustain a continuous activity.  Of course, any incremental revenue would help to minimize the effect of fix costs but increases on operational expenses must be considered and compared.

v  STRONG WEEKENDS BUT MINIMUM TRAFFIC REST OF THE WEEK. This is frequent at several operations. Even at those with a limited set of working hours. They subsist and live with the expectation of a strong weekend but the place looks like a desert rest of the week except for some late night and primetime hours.

v  LOCAL CASINO - LIMITED HOURS. Most local casinos tend to understand the need for maximizing their hours of operations since they usually have a consistent players base. Unless they try to copy-cat others with very negative results. 14 and 16 hours operations are common with increasing volume, resources and staff.

v  LIMITED HOURS RESORT CASINO. It is common to see some small resorts limiting the operations hours to accommodate for visitors to use the beach, city tours and other activities during morning and afternoon hours, but many times those same casinos do not seem to understand the seasonal cycles of the resort industry or fail to optimize their table games by opening them all at once and maybe every day.

v  LOW SEASON AT THE RESORT. This condition sometimes requires difficult management decisions. Including reduction of labor and limiting devices and areas. Also limited entertainment. Constant and positive interaction between hotel and casino marketing and management is vital.

It is difficult to admit that you might be operating in excess of hours, staff or gaming devices. Specially, when you think you can overcome the existing competitors or when pride affects your decision making process and you just do not want to cut down hours or devices afraid of “negative word-of-mouth”. In all cases, you must be careful not to forget that investors expect sufficient profitability and yield to justify their investment. Sometimes a smaller and limited-time operation would yield higher ROI than and expanded but unsustainable one.

Here are some suggestions that you can implement to optimize you operation by adapting to business cycles.

ü         BREAK EVEN POINT. Always be aware of this significant metric and how revenue sources contribute to it. As much as possible, calculate breakeven points by operation areas (slots, tables, bingo, sport book, poker rooms…). Remember, Breakeven is a dynamic amount or percentage and not a static one.

ü  PL  PLANING OPERATIONS TO OPTIMIZE TRAFFIC CYCLES. Promos, tables closing and openings, hours of operations. It is somewhat surprising to see everyone basically marketing only for weekends like everybody else and precisely when more traffic is expected instead of concentrating on leveling the whole week and hours of the otherwise very slow days.

ü           MARKET RESEARCH AND BI. Know your business cycles and that of your competition. Including the one from other non-gaming activities competing for the disposable income of the population.

ü  K   KEEP A PLAYERS’ BASE AS WIDE AS POSSIBLE. DIVERSIFY. Different segmentation could provide you with traffic and volume in different hours of the day and days of the week. Make sure to address each segment in a proper way and as personalized as possible.

ü  AADAPT YOUR TABLE LIMITS AND GAMES TO THE CYCLE. If you already know that your early and mid morning visitors have limited gaming budget, why not adjust the table limits to them or just open the games which your research shows are most attractive?

ü  DO   DO NOT BE AFRAID TO LIMIT HOURS OF OPERATIONS AND/OR GAMING DEVICES.  

ü  A   ALWAYS DO THE MATH AND KEEP ON TIME INFORMATION AND ANALYTICS. Do not wait for end of month or quarterly financials to find out your revenue was improved but your bottom line was not enough to pay interests and provide reserves.

o   Keep constant observation on Cost and Expenses (Line Item Analysis)

o   Make sure your EBITDA and ROI are in line with your budget and strategic plan.

o   Keep on-time and actionable information and analysis on appropriate metrics and KPIs

o   Do not confuse Revenue and Cash-Flow with Profits

ü WOR  WORK AND PLAN FOR OPTIMUM TRAFFIC BUT DO NOT BUDGET BASED ON MAXIMUM. Very common mistake. Specially for new properties. It is better to be conservative to gain and maintain traction and sustainability than to overspend in resources to attract maximum traffic which your market sometimes cannot provide. Even worst, overinvest and have low or negative ROI

ü  P   PLAYER DEVELOPMENT. Develop plans and strategies to improve your players’ current frequency of visits, average amount of play, monetization and retention programs.

ü  K   KEEP CONSTANT COMMUNICATION WITH THE FLOOR PERSONNEL they have the feeling for the market. They represent your casino’s at all touch points

Remember, all you need to do is to find a little space into the life of your costumers. A space than he or she can fill in with visits to your property. As I have said many times, having the best gaming devices and the nicest casino helps but being open does not assures players will come with the frequency and game time you need to sustain your operation.

We want to help you evaluate, implement and develop these ideas.

Let us hear from you!!

 

AGL360CG, SRL is a gaming consulting company addressing its services to the Caribbean and LatAm areas and with strong emphasis on gaming and marketing analytics studies, metric and KPIs development to be used by Management to support sound decisions.

Anibal Garcia, President and Founder, can be reached at agarcia@agl360cg.com or by phone at (809)545-4213 and (954) 640-8221.        

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10 TIPS to help you stop guessing who is coming to dinner tonight?  
                        DOWNLOAD GAMING VIEW               

In the 1967 hit movie “Guess who is coming to dinner tonight?”, Sidney Poitier plays the role of a fiancé who challenges the traditional attitudes of Matt and Christina because he is black. Times are different and casino management should not have to guess or receive surprises as to who eats their food servings. Shouldn’t they?

Providing food to your players as a compliment, for a price or as a result of a calculated amount of play, should be the result of careful planning and attention to service and  important part of your strategic planning. It should be part of the total experience your place has to offer.  It should be pleasurable and entertaining.

In the early seventies and for some years to follow, casinos would give complimentary food and beverage to their patrons based on discretionary valuation about their worth as players. As food and beverage costs increase, management slowly switched to stricter rating methods and would only give buffet tickets to those players who earned them. Your food comp was to be determined by a machine calculation in the case of slot machines or by human calculations of ratings in the case of table games. With the addition of popular Food Outlets adjacent to the casino floor or within the resorts they are located at, comp slips or points could also be redeemed at those locations.

For many observers and seasoned managers, that step took a wrong path and eliminated, or severely limited, the human contact between customer and management also the capacity of floor management to be proactive marketers. However, at small local casinos within competitive markets, things did not change so drastically. Furthermore, in recent years, providing ‘free’ food has become a competitive edge for many or, to say the least, a valuable differentiation tool. At many markets, some casinos provide at least dinner or lunch to playing customers while others go as far as giving all 3 daily meals and a couple of snacks to almost everyone on the gaming floor.

Some arrange ‘free buffets’ on selected days while others organize a popular daily menu which changes with the seasons. A small group prefers to keep an ‘open a-la-carte’ selection for qualified players and provide very attractive meals to patrons who earn them either by amount of play, frequency of visitation or other reasons. A full spectrum of alternatives is available but, one way or another, they all serve the same purpose: give something more in return for player’s discretionary income.

As the provision of food to customers expanded, even casinos which were not ready to do it jumped in the wagon and used the ‘follow the leader’ marketing strategy thinking that if they didn’t, players would not come in or go to the competition. At the same time, players assumed these servings as an entitlement of their own: “If you want my play, you have to give me food and beverage among other comps” some would say. Casinos then felt forced to give more and more free food and spend significant amount of their revenue in cost of food and investing in adequate facilities and labor for its preparation.

It is assumed that those which do not give free comp meals usually suffer from lower traffic, But do they? Several operations continue to use small discretionary food comps – mainly sandwiches and hors d’oeuvres - and still maintain significant traffic while reducing their overhead costs. Another theory is to consider the cost of food as part of the marketing cost but not too many operators have really done their homework and determine how productive these expenses are? Do they add any true value? Or are they just another mean to have a good headcount and traffic flow but with similar volume as they would have with less or no food?

As could be expected, research shows that headcount and traffic increases at standard serving hours and decrease rapidly after meal is served. This is a problem difficult to control because you need some sort of schedule for meal preparation and serving hours. Players know this and will come in right before evaluation is done as to who deserves a plate.  As a result, casinos usually do not get their expected incremental revenue from this type of comp/reward and its associated costs become part of the ‘regular operational expenses’ This approach proves to be totally wrong.

Decisions as to how much? Menu? And when to provide complimentary food should be based on facts and attainable goals which are specific to each market and jurisdiction. Not the results of ‘everyone is doing it’ gut feeling. In any case, providing meals to patrons should be carefully and constantly evaluated correlating cost/benefit and incremental revenue from added traffic. Most of all, it should be properly managed by professional in the food and beverage with positive integration with casino management.

Here are 10 tips which should be always considered to help you make a better guess as to who is coming to dinner tonight:

1.    Clearly define the criteria as to who gets the meal. Have a system in place. Enforce it and do not be afraid to change it if necessary. Do visitors have to play certain amount or have a buy in of ‘x’ before getting a plate? Or, do you prefer, out of simplicity, to give food to everyone who is playing at the time?

2.    Not everyone has the same life-time-value(LIV). Make sure to provide VIP differentiation even when you serve the same for everyone. Others should notice what VIP Players get so they can question why? Have them understand how they can get more and better quality food servings.

3.    Leave margin for your floor management team to approve serving food to customers who might not qualify for it when your standards are applied. The gaming floor is very dynamic and several circumstances could determine how appropriate this decision could become.

4.    Keep Constant evaluation of your cost of F & B in relation to revenue and the incremental revenue it brings.  Audit the system, review analytics and metrics from this operation. Serving bad food will give you enough negative word-of-mouth to destroy all your efforts, but the same will happen if high cost of food, no additional benefits are present or the system is abused by the inside or outside client.

5.    Make sure your cost of food is part of your Total Reinvestment Strategy. It should be part of the marketing and players development plan. Never something given out of routine.

6.    Do not become a follower and do the same that your neighbor is doing because you are afraid that, if you don’t, players will leave you- Always consider innovation, differentiation and caring for special occasions and events.

7.    Keep your food creative, healthy and savory within your budgetary guidelines. Give high importance to how is served to patrons. Remember, you are on the service and entertainment industries, make sure presentation, timing and actual delivery of food items is appropriate.  

8.    Try to personalize your food offers as much as possible. Go the extra mile to offer your best customers their favorite dishes. Just like with drinks, make sure your hosts know them and offer it to your players at proper time. They will appreciate it more. Furthermore, try to cater different segments of customers with diversity and selections.

9.    If food has become an entitlement for your customers, maybe they are not so loyal. Dare to make some A & B tests to see the effect of not providing food and evaluate results. Try using those hard earned revenue some other way.

10.Take proper care of preparation and serving procedures as well as cleanliness of your preparation and serving areas, If you deliver your food directly to your game tables and slot machines, make sure to carefully clean afterwards.



hatever you decide to do and which system to use, consider the food you offer to be a vital part of your business and marketing differentiation strategy, make sure people know about it.  Don’t keep it to yourself. Promote it and make sure it becomes an event not a routine. Market it for the value it adds. Use it as a tool to expand recognition of your brand.

 
 

 

Bon appetite!!

 

AGL360CG, SRL is a gaming consulting company addressing its services to the Caribbean and LatAm areas and with strong emphasis on gaming and marketing analytics studies, metric and KPIs development to be used by Management to support sound decisions.

Anibal Garcia, President and Founder, can be reached at agarcia@agl360cg.com or by phone at (809)545-4213 and (954) 640-8221.        

 

You can download previous Newsletters from Gaming Views with Cookies and Crems cliking on the appropiate link:

March 10/14 - Generational Changes and the land-based casino industry: Are you in good hands?


November 26/13- Unsung Heroes of the Gaming Industry

July 8, 2013 - Gaming Industry : Do you know where you are going to?

July 1, 2013 - 'Creating a Dysfunctional Casino - 7 lucky tips'



June 20, 2013 : 'In Pursuit of Fun Casinos'

June 13, 2013 :'Walmart-Casino' Style