Apparently we humans are wired to both hunger for and shy away from change. As we gaze longingly into the world(s) beyond and dream of what we might find there, we remain solidly planted in the tried and true; the more familiar environment from which we muse. So when things aren’t too painful for us, we rarely look outward with the purpose of implementing change, no matter how beneficial those changes might potentially be.
We have spoken with scores of casino properties about their Casino Marketing and Player Development operations, and when someone is talking to a technology vendor, it seems they are considering making some changes to the way they do business. This change is not necessarily representative of a big shift in the company’s processes, but often heralds an adjustment to the way they look at things as a starting point for improvement. In other cases, a total rebuild of a department’s function is under way, or at least being considered.
Shifting marketplaces, tightening competition for discretionary dollars, and an increasingly entitled customer base, among many other factors, make it tough for casino marketers to continue with the status quo today. Now, more than ever, we have to identify and pick up any dollars left on the table. Finding efficiencies in order to get more done in less time (and with less money) has become a normative practice in nearly every kind of enterprise. All of these realities mean that change is inevitable. Our best move now is to manage the change and make it work smarter for us now and into the future.
In speaking with casino operators, I have learned that the reasons for making changes are as varied as the markets in which these fine folks do their work, yet they remain somewhat universal. For example, properties who have traditionally had host teams who hug rather than hunt are looking to shift the team to a more sales-focused function. Casinos whose core marketing mailer has traditionally been mailed to *everyone* in the database are taking a more nuanced approach in determining what offers go to whom. Heck, even slot manufacturers are coming up with fresh new spins on old favorites to broaden their appeal. Markets tighten, customers churn, and the same “been there, done that” methodology just isn’t cutting it any more.
These changes are happening all around us. Spreadsheets are being replaced with dynamic tools that make it easier for middle managers to see the effectiveness of the casinos’ programs. Executives can shift their time from analysis to observation of the property’s operations. Front-line employees have been empowered to really take care of their customers. Processes are being scrutinized and modified for increased efficiency and effectiveness. All of these represent a fundamental change in the way business is being conducted. The hard truth? None of these beneficial adjustments will occur unless change is embraced. Even if implemented, lack of commitment to the change will result in less than optimal results.
The key is finding a solution to your business problem(s) that allows you to maintain control over the change process, empowers you to implement the changes you identify as your best practices, and improves the overall efficiency and effectiveness of your programs. As you begin to distill your wishlist, the actual work of finding the right solution for you will become easier.
Embracing the need for change is only the first step. Determining the course the change must take is obviously a much more involved process. Make the process easier by finding a technology vendor who wants to be a technology partner. Choose someone who understands what you are trying to accomplish and can help you get there. There is a better way.