...• Describe and comment on CRM at Harrah’s? Harrah’s organisation structure was decentralised with each property managing its own revenues, customer base and profitability. Satre, Chairman and Chief Executive Officer was keen to consolidate all CRM activities that would provide a centralised repository of customer information and help build loyalty. To achieve this goal, they came up with the Winner’s Information Network, a national database. They followed it up with a common card across all their locations and common analytical tools that would help them track consumer behaviour, spending patterns and preferences. With three options of cost structure, product innovation and building customer relationships laid down before Satre on achieving market leadership, he chose the last option as the most sustainable. However, by 1998, the company was not achieving as per expectations. This was attributed to the autonomous nature of operations with independent marketing activities followed by each property which had to be streamlined to centralize all marketing coordination without any hiccup at the strategic or operational level. With a major focus of changing customer preferences to only Harrah’s and nowhere else, they launched the three major initiatives of: • Changing the organisation structure • Building the Harrah’s brand by delivering extraordinary service • Exploiting relationship marketing activities The CRM consisted of two elements: Database marketing...
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...investment was towards a national database named Winner’s Information Network that allowed them to make decisions based on the data from tracking customers’ play. Post 1990 The industry wide competition increased after 1990 with the entrance of new players like Mirage and MGM. The new entrants took casinos beyond gambling by adding various different experiences. While Harrah was interested in building a similar environment for its customers, the capital investment for an existing company would be significant and could not be justified. Hence they decided to focus on their own core competency, which was customer loyalty. They also realized that while they had excellent technology and great operations they lacked effective marketing. Thus they focused on developing a more effective marketing strategy. In order to increase the customer loyalty they introduced ‘Total Gold Program’ in 1997. The program was intended to increase customer loyalty by giving customers enough reasons that think only about Harrah when they think casino. It had to be augmented with various marketing interventions. The 3 major changes that Harrah brought about were: * New...
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...that retains casinos, hotels, and golf techniques under several brands (Stutz, "Harrah's opts to hail name of Caesars"., 2008-04-10). The prime conclusion maker in the business is Mr. Gary William Loveman, leader, CEO, and head person of the Board (Harrah Entertainment, Company Profile of Harrah's Entertainment, 2001). Following is the Harrah’s operation statement: “Each of our brands will be the overwhelming first choice for casino entertainment of its targeted customers.” Loveman accomplishes its operation or mission statement through his policies and activities which profited him the credibility and respect interior Harrah’s after becoming CEO in 2003, as well as in the commerce (Harrah Entertainment, Company Profile of Harrah's Entertainment, 2001). He had escort Harrah’s in the course of a evolution to a more marketing-focused company and helped the business break out of a financial presentation plateau. And he had built a set of associations and an influential support so he could hold his aim on quality clients and development opportunities for its employees in the pattern of on-going training and vocation advancement programs. 2. Provide details of how Harrah segments its customers and a description of an advertisement from Harrah that targets one of these segments. This previous Harvard university lecturer had the considerations and abilities needed to analyze customer demeanor or behavior and fondness facts and figures and to put programs in location to capitalize on this...
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...rapidly expanded. One of the latest technological innovations has been the Internet. Harrahs Casino online casinos have been established to reach more customers. Harrahs Casino internet casinos are very cheap to build compared their land casinos. Some people prefer to gamble at home, because it is so much more convenient. Online casinos got $2.1 billion in bets in 2006, and $3.2 billion in 2007. The tremendous growth of virtual casinos shows that the casino industry has grasped technology as an opportunity and is using that opportunity to maximize their profits. To enhance the safety and comfort of land casinos, many security systems have been introduced. CDS’ OASIS casino management system was developed in the year 2000. This system is based on the Windows ® operating systems and OASIS extremely easy to use. It is accurate and fast. Using electronic monitoring, it is able to effectively keep track of every player. This provides safety for both casino and consumer, because both are protected from theft and cheating. Technology helps the casino industry to grow by providing access that is more direct to individual customers. New security and organizational systems help to run casinos more efficiently. Technology greatly improves growth and stability of the casino industry. Technology helps casinos decrease expenditures on once-costly practices. New technologies allow the Harrahs Casino to run business faster and more efficiently. Technological innovations are on...
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...White Paper: An Analysis of Harrah’s Total Rewards Players Rewards Program © 2006 Gaming Market Advisors December 2006 Prepared by Gaming Market Advisors 330 E. Warm Springs Rd Las Vegas, NV 89119 4340 E. Kentucky Ave. Suite 311 Denver, CO 8024 Table of Contents I. SUMMARY OF FINDINGS............................................................................................................................................1 II. PROJECT OVERVIEW..................................................................................................................................................4 Methodology ........................................................................................................................................................4 III. TOTAL REWARD PROGRAM OVERVIEW ..................................................................................................................5 Tiers and Tier Credits ............................................................................................................................................5 Reward Credits .....................................................................................................................................................7 IV. TOTAL REWARDS MARKETING STRATEGY .............................................................................................................11 V. TOTAL REWARDS TIER BENEFITS...................................................
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...Additional information, including supplemental material and rights and permission policies, is available at http://ite.pubs.informs.org. Vol. 9, No. 3, May 2009, pp. 169–179 issn 1532-0545 09 0903 0169 informs ® doi 10.1287/ited.1090.0031tn © 2009 INFORMS I N F O R M S Transactions on Education Teaching Note Revenue Management at Harrah’s Entertainment, Inc. Narendra Agrawal Department of Operations and Management Information Systems, Leavey School of Business, Santa Clara University, Santa Clara, California 95053, nagrawal@scu.edu Morris A. Cohen, Noah Gans Operations and Information Management Department, The Wharton School, University of Pennsylvania, Philadelphia, Pennsylvania 19104 {cohen@wharton.upenn.edu, gans@wharton.upenn.edu} D istribution: To maintain the integrity and usefulness of cases published in ITE, distribution of this teaching note to any other party is prohibited. Please refer interested instructors to ITE for access to the teaching note. Section 1, below, contains the suggested case questions. Section 2 provides some background on the case questions, as well as sample answers. Section 3 systematically walks through HarrahsInstructionSpreadsheet.xls, which is one of the two supporting files1 included in this Teaching Note (TN): HarrahsCaseData.xls—supporting data for the case analysis, which can be distributed to students. HarrahsInstructorSpreadsheet.xls—spreadsheet that includes case data, a bid-price linear program (LP), and a Crystal Ball Simulation...
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...Case Study - Harrah’s Entertainment, Inc.: Rewarding Our People Section I - Case Overview Harrah’s Entertainment, a fortune 500 and one of the largest casino entertainment companies had decided to move away from being a product based to more of a strategic marketingoriented company whereby tailoring its products and services based on customer data and creating a customer focused reward program. At the heart of Harrah’s reward program are its employees who would ultimately carry it out in the field. Therefore, to motivate and get employees energized, Harrah’s had instituted an incentive pay plan in order to rewardemployees in all its properties for improving overall customer service metrics. Harrah’s goals behind the said incentive plan were to implant a competitive mindset in its employees as well as to show that the employees are at the core of the company’s strategic customer focus plan. Through Harrah’s strategic customer reward program, the company gained the market share; however, it is not quite at the expected level. As such, employees in many properties did notget the incentive payout regardless of their tireless effort. This resulted in employees feelinglike their hard work was not recognized and that the management kept raising the bar on customer service goals. Harrah’s head of Human Resources was concerned that employeescould ultimately become discouraged which would result in a failure of the company’s new strategic plan on improving customer service...
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...Israel Lopez Professor Carmer September 24, 2014 HMD 253 Throughout my process of deciding which college to attend, I looked at various reasons why and why not to attend at certain universities. The dining commons, the professors, the level of the school, requirements, majors, etc. were all reasons that I took into consideration in picking the school that I wanted to attend. I decided to go to UNLV for the reason that it was in state and it would be cheaper for me and to be part of their Hospitality program. The University of Nevada, Las Vegas’ Harrah Hotel College is one of the best schools in the United States for hospitality for many reasons; however, it also has its negatives. I have been part of the Harrah Hotel College for 3 years and I have had tremendous experiences and disappointing ones as well. I completely understand that all schools have problems and can’t always be perfect, but there are problems with UNLV and its hotel college that aren’t tolerable. Aside from the negatives throughout the hotel college, it definitely also has its positive, which makes it one of the top schools for hospitality. One of the negatives that I feel like the Hotel College has is the amount of requirements that one has to complete in order to graduate. Aside from all our core classes, every hotel student also has to complete an internship, which also requires for you to a class with it and also 1000 hours work experience apart from the internship. The hotel college is the only school...
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...Q1: Briefly discuss Harrah’s marketing information system. Harrah’s Entertainment Company has won an edge over its competitors by investing more on its CRM (Customer Relationship Management) rather than on anything else. They use the technique of gathering data to get customer’s insight. They use the Total Reward System. It means that the “Total Reward Members” collect points based on the amount they spend at Harrah’s facilities. They can then convert the points into various advantages, such as into cash, food, merchandise, rooms and hotel show tickets. This makes the consumer use the card and when they use the card according to their needs, the data of usage of each individual consumer is given to Harrah’s. This information is the key and very important to help Harrah’s identify their consumers’ needs and to serve them accordingly. They clearly understand what is needed more and liked by the consumers. They not only take information from Total reward System, but they also identify which kind of people are coming. Such as middle class, doctors, teacher etc. With this psychographic segmenting information, they can provide the consumers with what they are really looking for. Then they improve those products which give more contentment and satisfy more consumers. Relating Harrah’s Marketing Information System to the Given Figure: * Assessing information needs is done by Total Reward System. * Internal database is collected specifically from each consumer. * Marketing...
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...Jake Wright HW #1 6/23/14 Answer the following two questions based on The American Express Card Case: 1. American Express was able to expand its merchant mix over time despite charging merchants a higher discount rate than Visa and MasterCard. Why were merchants willing to start accepting American Express cards? Merchants were willing to start accepting American Express cards because of the patrons that were associated with those cards. The case mentions that the annual average purchase volume for an AmEx card holder ($8,360) was substantially higher than that of Visa or Mastercard, $2470 and $1960, respectively. This meant that the AmEx card holders were more likely to spend more at locations. AmEx used the higher discount rates to study the purchase habits and inclinations of card holders. These studies led to more targeted promotions, which allowed merchants who accepted AmEx to bring in more patrons who were more likely to purchase more at their locations. 2. How does American Express create and sustain a key competitive advantage over major competitors such as Visa and MasterCard? In order to create and sustain a competitive advantage over its competitors AmEx targeted a certain customer and their “lifestyle.” Instead of targeting customers that were transaction oriented, AmEx targeted customers that were “high wallet” consumers, with spending of over $30,000. These consumers were identified as travelers, liked to be different and liked special...
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...Sales assignment Cover page MSc in Digital Marketing (Module code MKT42000) Module: Sales and Sales Management Lecturer: John Collins Assessment 1. (In no more than 1200 words) – worth 20% of overall course assessment as mentioned in the course outline Companies excel by practicing 1 of 3 strategies: Product leadership innovation and the best quality goods and services are offered Operational excellence – low cost and process efficiency are delivered Customer intimacy The best total solution (service/relationship building) Your brief Select a company for each strategy mentioned above. (i.e. one company per strategy) . (i.e. one company per strategy) Advise the sales manager of the sales method they should be using for each company. Explain clearly why you believe that this method is appropriate and why other sales methods are inappropriate. Advise the sales manager as to the type of salespersons they should be recruiting. For one company only Using the SPIN Model (i.e., Situation, Problem, Implications, Need) prepare a list of questions you would use if selling to a buyer. Finally, using the Formula Selling model prepare a list of questions you would use if selling to a buyer where this model is appropriate. Background Sales Methods Stimulus ‐ Sales/No Sales Formula Selling ‐ AIDAS SPIN – Situation, Problem, Implications, Need NAME- MARK FITZGERALD STUDENT NUMBER-12254208 E-MAIL- mark.fitzgerald@ucdconnect.ie Word count- 1,297 excluding...
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...of railroads and electrical power systems. He classifies technology broadly into two categories – Proprietary and Infrastructural. It has been proved over the course of time that IT services which used to be available only to the elite few has become commoditized hence making it an infrastructural technology. An infrastructural technology used by a company doesn’t give it any edge over their rivals but it’s the proprietary technology that does. Hence the relevance of IT as a medium to fight competition has declined. Mismanagement of data has been discussed in both the articles and that the company can gain only through effective handling of their data. While Brynjolfsson takes the example of Harrah to explain the advantages of IT, he also mentions about the ineffective usage of data at Harrah. According to Carr in most of the company’s a large amount of storage space is being wasted by storing unused and unnecessary data. A large amount of expenses can be saved if these can companies have better data...
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...close to 72 thousand dollars a year is not a defeating factor at all ( “Department of labor, occupational outlook Handbook”). It is important to understand the education or training requirements, skills or talents needed, salary and benefits offered and the duties for a particular career when making this decision. Dental hygienists mostly work in dental offices, but this does not limit them to one place of business; they can work in any place from a nursing home or a hospital, to a school or a prison. Having flexible schedules, only 47% of dental hygienists work 30 to 40 hours per week. Although there are millions of dental offices around the world, there are hundreds of offices that are in a local setting. In Harrah alone, there are at least six dental offices. Between Harrah, Choctaw, and McLoud, there are at least twenty known dental offices (Hartley). Beyond the normal requirement to elucidate the importance of dental hygiene, their jobs include setting up and cleaning the treatment room as well as the instruments. They stock all needed supplies, they greet patients and ask about any concerns they may have; they take dental x-rays with a digital sensor, look inside the patient’s mouth to examine the mouth and clean the teeth, then they record all data after the dentist is done with the patient. Some hygienists even do special treatments, depending on how bad of shape the patient’s oral health is at the time of their examination. One example would be gum disease treatments. Having...
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...1. Which group of customers should Harrah’s give the most rewards? The customers with frequency upside should be Harrah’s main targeted customers for the rewards program. From the attached data exhibits, we can see that by giving rewards and offers, this group of customers greatly increased their number of trips to Harrah, which also make them potential loyal customers of Harrah. So the rewards program works most effectively on this group of customers. 2. Harrah’s is on quite a roll. What are the pros and cons of Harrah’s acquiring one of its competitors? Are you in favor of one or not? Pros: By acquiring one of its competitors, Harrah’s has more opportunity to expand a diverse customer base served through a variety of properties, enlarge its company size and occupy larger market shares. Cons: To make a business acquisition, Harrah’s needs to carefully check the financial situation before doing so. Since Harrah’s manages their client’s information for more than thirty years and successfully build the management of customer relationship, acquisition would bring challenge of client management. Our team perspective: we are not in favor of Harrah’s acquiring one of its competitors. First, it’s money consuming. Harrah’s competitors are mostly leaders in gambling industry in the US. Instead of acquiring a competitor, it’s better for Hannah’s to build more casinos in major traditional markets either in the United States or in international markets. In this case, Harrah’s...
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...Universidad de la Sabana Escuela Ciencias Económicas y Administrativas Mercadeo 2013 – 2 Case 4: From “Expect More” To “pay Less” Agosto 23 - 2013 * Camila Andrea Pinzón Gómez 201213506 WHAT IS ALL THIS CASE ABOUT? The principal idea of the case is examine Target, a discount retailer who was always known for their ‘cheap chic’, “Expect More, Pay Less” value proposition. The evaluation between BACKGROUND: Target Corporation originally the Dayton Dry Goods Company and later the Dayton Hudson Corporation, 1902–61: 1902: Dayton Dry Goods Company was founded in 1902 by George Draper Dayton, a banker who built his wealth by buying farm mortgages in southwest Minnesota and an active member of the Westminster Presbyterian Church in downtown Minneapolis 1903: In 1902, Dayton, looking for tenants, convinced Reuben Simon Goodfellow Company to move its nearby Goodfellows department store into his newly erected building. Goodfellow retired and sold his interest in the store to Dayton.[8] The store's name was changed to the Dayton Dry Goods Company in 1903, later being changed to the Dayton Company in 1911. Dayton, who had no prior retail experience yet maintained connections as a banker, held tight control of the company and ran it as a family enterprise. The store was ran on strict Presbyterian guidelines, which forbade the selling of alcohol and any kind of business activity--opening the store, advertising, and business travel--on Sundays. It refused to advertise...
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