ADM1370 – Case Study #1, Winter 2012 Harrah's-Gambling Big on Technology
The large investment made by Harrah's Entertainment Inc. in its information technology strategy has been tremendously successful. The results of Harrah's investment include:        10-percent annual increase in customer visits. 33-percent increase in gross market revenue. Yearly profits of over $239 million. Highest three-year ROI (return on investment) in the industry. A network that links over 42,000 gaming machines in 26 casinos across 12 states. Rated number six of the 100 best places to work in IT for 2003 by ComputerWorld magazine. Recipient of 2000 Leadership in Data Warehousing Award from the Data Warehousing Institute (TDWI), the premier association for data warehousing.

The casino industry is highly competitive (rivalry among existing competitors is fierce). Bill Harrah was a man ahead of his time when he opened his first bingo parlor in 1937 with the commitment of getting to know each one of his customers. In 1984, Phil Satre, president and CEO of Harrah's, continued that commitment to customers. In search of its competitive advantage, Harrah's invested in an enterprisewide technology infrastructure to maintain Bill Harrah's original conviction: "Serve your customers well and they will be loyal."

Harrah's Commitment to Customers
Harrah's recently implemented its patented Total Hewards' program to help build strong relationships with its customers. The program rewards customers for their loyalty by tracking their gaming habits across its 26 properties and currently maintains information on over 19 million customers, information the company uses to analyze, predict, and maximize each customer's value. One major reason for the company's success is Harrah's implementation of a service-oriented strategy. Total Rewards allows Harrah's to give every customer the appropriate amount of personal attention, whether it's leaving sweets in the hotel room or offering free meals. Total Rewards works by providing each customer with an account and a corresponding card that the player swipes each time he or she plays a casino game. The program collects information on the amount of time the customers gamble, their total winnings and losses, and their betting strategies. Customers earn points based on the amount of time they spend gambling, which they can then exchange for camps such as free dinners, hotel rooms, tickets to shows, and even cash. Total Rewards helps employees determine which level of service to provide each customer. When a customer makes a reservation at Harrah's, the service representative taking the call can view the customer's detailed information including the customer's loyalty level, games typically played, past winnings and losses, and potential net worth. If the service representative notices that the customer has a Diamond loyalty level, the

service representative knows that customer should never have to wait in line and always receive free upgrades to the most expensive rooms. "Almost everything we do in marketing and decision making is influenced by technology," says Gary Loveman, Harrah's chief operating officer. "The prevailing wisdom in this business is that the attractiveness of property drives customers. Our approach is different. We stimulate demand by knowing our customers. For example, if one of our customers always vacations at Harrah's in April, they will receive a promotion in February redeemable for a free weekend in April."

Business Analysis with an Information System
Over 90 million customers visit Harrah's each year, and tracking a customer base larger than the population of Germany is a challenge. To tackle this challenge, in 2008 Harrah's began developing a system called WINet (Winner's Data Network). WINet is an integrated information system that WINet links all Harrah's properties, allowing the company to collect and share customer information on an enterprise wide basis. WINet collects customer information from all the company transactions, game machines, and hotel management and reservations systems and places the information in a central database. Information in the database includes both customer and gaming information recorded in hourly increments. The marketing department uses the database to analyze customer information for patterns and insights, which allows it to create individualized marketing programs for each customer based on spending habits. Most important, the database allows the company to make business decisions based on information, not intuition. Casinos traditionally treat customers as though they belong to a single property, typically the place the customer most frequently visits. Harrah's was the first casino to realize the potential of rewarding customers for visiting more than one property. Today, Harrah's has found that customers who visit more than one of its properties represent the fastest growing revenue segment. In the first two years of the Total Rewards program, the company received a $115-million increase in revenue from customers who gambled at more than one casino. Harrah's also uses data analysis to determine gaming machine performance. Using the database, Harrah's examines the performance and cost structure of each individual gaming machine. The company can quickly identify games that do not deliver optimal operational performance and can make a decision to move or replace the games. The capability to assess the performance of each individual slot machine has provided Harrah's with savings in the tens of millions of dollars. CIO, Tim Stanley stated, "As we leverage more data from our database and increase the use and sophistication of our decision science analytical tools, we expect to have many new ways to improve customer loyalty and satisfaction, drive greater revenues, and decrease our costs as part of our ongoing focus on achieving sustainable profitability and success."

Harrah’s has also added some additional features to WINet. A feature called the innovation platform was added where employees from across Harrah’s properties could suggest marketing or promotional ideas. Employees from any of Harrah’s properties can see ideas generated by other employees and can comment on ideas. WINet also incorporates Microsoft Collaboration Tools, including Sharepoint Online for ad-hoc team collaboration and content management, Live meeting for Web conferencing and Office Communications Server Online for unified communication. The Microsoft tools have enhanced communication and collaboration. Employees can schedule Live Meeting web conferences using Microsoft Outlook or engage in a chat session using office Communicator’s instant messaging tool and turn it into a phone call. Share point also provides industry news and audio and video content. Harrah’s is also experimenting with social networks like Facebook and Twitter. “Happy Times at Harrah’s” combines Facebook friendships and mash-up photo technology to allow customers to post comments about their trips to Harrah’s properties, become friends with Harrah’s properties and customers, and upload photos or videos of their experience. The hashtag #Harrahsfun was created to encourage customers to Tweet about their experiences. The Future of Harrah's Harrah's current systems support approximately $160,000 in revenue per hour (that's almost $29 million weekly). In the future, Harrah's hopes to become device-independent by allowing employees to access the company's database through mobile devices such as smart phones. "Managing relationships with customers is incredibly important to the health of our business," Stanley says. "We will apply whatever technology we can to do that."