Tag Archives: HostGPS

When Hosts Don’t “Adult”

A former colleague reached out to me via Facebook a few days ago and asked me to blog about hosts who steal other hosts’ players.  My reply to her suggestion was that I needed to think about it a bit, because I always addressed it on an individual basis when allegations of such behavior occurred on one of my host teams.

The first idea that came to me as I gave this some thought was: this behavior is immature, to say the least. Then, when following that train of thought to circumstances during which I’d seen this type of thing happen, I remembered that often, the hosts who would poach other hosts’ players also had other behavioral “quirks” that provided clues to the motivation behind some of their other problematic habits. So, here we are, discussing “non-adult” conduct that might be making waves among the members of your host team, and how you should address them.

Player Poaching

Honestly, this just isn’t cool. When one host has already been working with a patron, unless the two aren’t getting along, the other hosts should simply make themselves available to assist that patron if needed. Under no circumstances should any host suggest to a player that they “ask if you can be coded to me instead of insert other host’s name here.” Not only is it a pretty underhanded way to gather worthy new coded players, it undermines the team’s effectiveness in a number of ways:

  • It gives rise to mistrust, which begins as suspicion among the rest of the team, then turns into gossip. (And we all know how helpful gossip is…) Later, there is open discussion among the hosts and any other associates who care to listen, all while the host in question is out on the floor looking for more good players to approach. As a team leader, I have walked into a shared host office and seen the informal gathering that indicates a deep discussion about something…and learned that they were drawn in when a co-worker started complaining about another host. No phone calls are being made, maybe one of them was on the floor, and nobody is listening to the radio or responding to alerts.
  • It creates retaliation and reduces the efficiency of the team. While everyone is speculating and talking about how upset they are at this person’s behavior, how much work is getting done? Not a lot. Even when they are on the floor or responding to alerts, they’re still half-absorbed by the drama.
  • The retaliation splits the hosts into Survivor-style “teams.” Everyone takes a side (the best abstain from participating), and the sides snark at one another. Teams refuse to take care of “their” players, and generally work to derail any sort of progress they might make as a cohesive team. (Now, maybe nobody is acting like an adult.)
  • It confuses players. Like in any new relationship, players need to take some time to consider what it means to them and how they feel about this new person. Having more than one host courting a patron can start a comp bidding war between the hosts to secure the patron’s loyalty to him or her…instead of remembering that the patrons’ loyalty should be to the property first. Relaxation players may just skip the real-life drama and take their money to a competitor.

In order to prevent this situation, have a clear and concise prospecting process. Clarify for the entire team when a player is “up for grabs” or when he has been secured (more or less) by a single host and should only be approached when there is a reason for another host to provide that patron assistance. When the guidelines are clear and enforceable, it’s much more difficult for the hosts to find opportunities for poaching.

Complaining To Players

When talking with patrons, hosts should always remember that they are a representative of the casino. First, this suggests that the host shouldn’t be unloading his or her burdens on the guests. Casino patrons are entertainment seekers. They didn’t come to your casino to hear about employees’ problems. Personal concerns may come up during the course of conversations over time, but those of the property’s team members shouldn’t be discussed with guests. (The exception is when a personal experience of the associate’s can provide comfort or empathy that the guest will recognize as genuine.)

It also means that when a player complains about something, the host should not respond with anything like, “Yeah, I don’t know why they do that…” While it’s understandable that a host might want to agree with, and thereby validate, the patron’s source of unhappiness, this is not at all helpful in the larger scheme of things. The host’s response should be one that helps the player understand what he must do to get what he wants. For example, if the property doesn’t allow hosts to issue comps but requires patrons to redeem points for free buffets, the host might suggest that the player take advantage of point multipliers to make the most of his play, or invite him to a VIP dinner instead. Hosts should think of themselves as leaders, or as managers of their book of business. Good leaders don’t gripe to customers about the company’s rules. They also don’t use them as excuses for guests’ disappointments.

If this is happening at your property, you will hear about it at some point, and it would be best if it’s not from one of the players who has had his or her concerns validated by a host or been regaled with a host’s personal drama. Good or bad, hosts are still representatives of the property, after all. Invest a few hours each week to talking with both hosts and patrons to discover sooner rather than later if this is happening so you can nip it in the bud…and do address it as quickly as possible.

Going Rogue

I’ve addressed this in another post, but it bears repeating and fits this category quite nicely. It’s a running theme in every bad cop movie: the down-on-his-luck veteran police detective says in a growl, “I work alone!” Just like those fictional detectives, your hosts really do their best work when they’ve got the rest of the team available to provide backup when needed. A host who has gone rogue is likely to be wherever the rest of the hosts aren’t, and he’s asked “his” players to contact him directly, day or night. While this level of service is commendable, it’s really fueled by a desire to keep the other hosts away from those guests whenever possible. Your Rogue may also be poaching players from the other hosts and keeping a distance to avoid conflict. Either way, your team isn’t a team when one host stands alone.

A frank one-on-one discussion is the best way to approach this situation. Get to the root of the host’s concerns about the others backing him up when he’s not available for his players. Realistically, there is  no valid reason for your premiere customer service team NOT to all work together to ensure a seamless experience for your hosted players. Obviously there are situations where one host is preferable to another, but ideally all your hosts should be able to provide the same level of service to all your worthy players. Understanding and addressing exactly why your Rogue doesn’t want the other hosts talking with and serving his players is the key to settling this one peacefully. As a bonus, you may uncover information that will enable you to improve your team.

Shirking Responsibility

Every parent has experiences this. Many supervisors and managers have heard it, too. “But, it wasn’t my fault!”

As the leader of a host team, providing clear expectations and regularly checking in with each host to determine why they are successful or not will help you to keep these hosts on task and on track. When they know you will be asking the questions and that you expect reasonable answers, the irresponsibility has to take a back seat to preparedness. Knowing what your hosts are doing (and what they are not) is key. Holding them accountable for their effectiveness is going to help you move them up or move them out.

How would you handle these “non-adult” behaviors? Let us know in the comments!

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Who is it that you seek?

Before you can begin a journey, you must have a destination in mind.  Sure, we’ve all jumped in the car and driven aimlessly on a journey of discovery, but usually if you’re going someplace, you are, well, going to some place.  In Casino Marketing and Player Development, the same is true.  In order to get somewhere, you have to know where you’re going.

So how does this relate to the title?  Well, this is a blog about goal positioning, after all, and usually the biggest component of casino hosts’ goals is related to their players and the revenue those players generate.  It follows, then, that finding the right players makes it easier to set the right goals.  Right?  Right.

Take a look at the profile of your hosts’ player lists.  Is the average trip frequency pretty high?  Is the average ADT on the higher end of your target range?  Do you (and more importantly, do your hosts) know enough about these players to put faces to the names when you see them on the lists?   If so, to some degree, this is a good thing because it means you know your players.  But, if most of your coded players are known to you and your team, there are probably players in your database who are underserved and worthy of your hosts team’s attention.  Assigning those players to your hosts instead will drive increased revenue.

Look next at your host team’s theoretical targets for the last few quarters.  Has there been growth or are they struggling to achieve? If there has been some growth, from where did the growth come? Prospecting worthy new and unknown players is key, and I suspect that you have some hosts who are aces at finding and activating those players…and some who aren’t.  Identifying the sources of additional revenues will allow you to target similar players and increase your team’s growth even more.

You can give those hosts who are skittish about prospecting  a nudge in the right direction by providing prospective players for them.  Do some digging and determine what kinds of players are in your database who offer some potential for increased visitation and/or play, then assign them to your hosts for contact and activation. We call them “players of interest,” and understanding the typical player of interest in your database (particularly in terms of potential worth to your property long term) is the first step in turning those folks into loyal patrons.

Look for players of high worth and low trip frequency first and foremost.  Odds are they’re playing someplace else and your host team can steal a trip or two simply by establishing contact and starting to build a relationship with them.  Scoop up players with a minimum of two trips in the recent past and whose ADT is promising.  The specifics are going to be unique to your property and market, but don’t shoot too low.

Do you have some numbers in your head already?  Good!  Now decide how much activity the hosts have to generate from these players in order to have them coded.  How many trips must they make in how much time?  What must their ADT or cumulative theoretical or actual loss be in that time?

Once you’ve done that, you can set new theoretical targets for the team based on the activation of these prospect players and drive more revenue for your property.  That is, after all, what your host team is supposed to do.

Harvest Trends can help you with this task, particularly if you are short on database resources.  The HostMAPP dashboard and the Daily Action Plan will allow you to identify, assign and track the activity of these valuable guests from beginning to end. Our new host-dpecific DRM (named BoB, for BOok of Business) enables you to see in real time whether or not your hots are contacting the players of interest you’e assigned for them. It alerts you and your hosts every day to their success and pace to achieving the goals you’ve set for them.

Contact Amy for a 30-minute demo (or to ask questions) today!

Relationship 101 (7 Timeless Principles)

After many years in the casino business, and having known lots of people in both my personal and professional lives, a handful of solid relationship-building principles have clarified themselves to me. Fortunately, these principles are universal in their application.  They work whether the relationship in question is a personal or professional one, and their usefulness is evident after only a short while. The Golden Rule is golden for a reason; treating others the way you would like to be treated makes perfect sense, even if not everyone follows it.  These simple principles are all tied to the Golden Rule at their core, but it seems that they just don’t come naturally to everyone.  In Casino Player Development, however, the diligent use of these principles may well make the difference between failure and success.

  1. Be truthful.  Always.  Fortunately, this principle doesn’t require you to automatically blab everything you know about anything.  It DOES, however, preclude you from telling an outright lie.  For example, when you have to tell a guest something he or she doesn’t want to hear, find a way to say it that is truthful and polite without over-sharing.  Say something like, “Sally, I am so sorry you weren’t invited to the VIP event we had last weekend.  The qualifications for the invitation were very particular, and I couldn’t get permission to include you.”   The first part is true because nobody wants to have this conversation in the first place, and the second would be true even if you didn’t ask for permission to include her, knowing her play didn’t meet the criteria.  You didn’t have to tell her the criteria, and she understands now (even if she doesn’t like it) that her play is the reason she wasn’t included.   See how that works? Even if you don’t really like Sally, you owe her an honest response. This applies to everyone.
  2. Accept people as they are.  Don’t try to change people.  They are who they are, each and every one of them, and it’s not up to you to decide whether that’s okay or not.  Even the most difficult people are that way for a reason, and to build an effective relationship with someone, you have to know and accept who he is.  You don’t have to understand why, but you DO have to accept it.  I learned this lesson as a step-parent, and it’s one I have to remind myself to do daily.  Sure, it’s my responsibility to help raise these children, but that doesn’t give me the right to ask them to be someone other than who they are.  I can guide them to what I believe to be a better path and set them upon it, but ultimately it’s up to them to choose which one they’ll take.  It’s the same with guests or co-workers, friends, significant others, and every other person with whom you interact in the world.  As Popeye told us, “I am what I am.”
  3. Don’t take everything personally.  Sure, sometimes that nasty comment was meant personally, but not every upsetting thing you hear was intended to hurt you.   Think about how upset your guests sometimes get over the perceived value of their offers, and you can see how people can get all worked up over something that was never meant as a statement of their personal value.  Don’t let that happen to you.  People who are angry often lash out in unnecessarily hurtful ways, and you will almost certainly get caught in the crossfire at least once in your life.  Keep your wits about you, take a deep breath and respond to the issue instead of the barb.
  4. Learn to anticipate the needs of others.  I see this in action every time I walk into my local Walmart on a rainy day and note the umbrella bag display.  In this case, as in so many others, there is a smidgen of self-preservation involved, as the floor will undoubtedly stay drier (and safer) if wet umbrellas are encased in plastic bags as they accompany their owners throughout the store, but it’s also a way the reviled retailer has anticipated customers’ needs.  As a host, this is an invaluable skill, and it will certainly make you happier in all your relationships.  It’s not even difficult to do.  Note the things that matter to your guests and your bosses, then strive to meet their expectation before it’s been announced. (I’m pretty sure the cup of coffee my husband gently wakes me to drink whenever I have to get up early makes his day nicer too, but mostly because it makes my day start with more civility.)
  5. Place blame appropriately and tactfully.  It is a simple fact of life that things will go wrong, and according to Murphy’s Law, it will happen at the worst possible moment.  The aftermath can be so much better if the blame game can be handled with some diplomacy.  In the workplace, a postmortem review is often used to learn from what went awry, and they can be difficult at best.  I’ve been involved in a few that were excruciating, and I couldn’t help but think that they might have been more productive if they had been handled with a bit more grace.  Don’t rail at someone for a mistake (or the results thereof), and try to remember that none of us is perfect, so bad things do indeed happen to good people.  In fact, if possible, worry less about blame and put the emphasis on learning from what went wrong instead of who flubbed in the first place.
  6. Own your mistakes.  This is such an integral part of a solid relationship that it could make or break one  all by itself.  When you make a mistake, it is ultimately up to you to take responsibility for it and immediately take steps to make things right.  Don’t hedge, don’t play the martyr, just own it.  If you forgot to make the reservation, tell the player the truth.  Then, in your next breath, tell him what you can do about it.  If you have a good reason for the error, include it if it is relevant, but don’t if it’s not.  (To test relevancy, ask yourself whether it would make any difference if you were the one hearing about it.)  People will learn that they can trust you if you can accept responsibility for your failures.
  7. Listen.  I’ve saved the most important one for last.  Because I’m a talker, this one is difficult for me.  I always have something to say, but I have come to realize that I learn more when my mouth is firmly shut.  Learning more about someone is an essential part of building a relationship with them, because it can’t be a true relationship if it’s all about you.  Think for a moment of your best friend.  Could you tell me about his or her favorite color, food, style of hat, animal or hand gesture?  Sure you could.  Now think about the last time you talked together.  Was the exchange closer to a 50/50 in terms of time spent talking?   That’s how you know those things.  Whenever you talk with someone, talk WITH them.  Take turns.  Listen and learn.  With everybody.

What relationship-building essentials have I left out?  Tell us in the comments.

 

Getting With the Program

Host goals should be in alignment with the property’s overall marketing direction. Hosts should have an understanding of the profitability of their players, and their authority to supercede or supplement a player’s existing offers should be dependent upon their understanding of the total reinvestment in that guest.

It sounds like common sense, right? How often, though, do the “traditional” marketers and the Player Development team join forces to ensure that their goals and objectives are in alignment? When it’s time to establish or update the host team’s goals, it’s also time to communicate with marketing team leaders to determine whether what seems obvious is in fact still the right direction for the hosts. As you review your results each goal period and launch the next, it is a good time to look back at the team’s benchmarks, assess the goals and objectives of both the team and the property, them determine whether any adjustments are needed for the next couple of quarters.

If your host team is killing it, and they are surpassing their goals pretty readily (bless them!), then it may be time to up the ante, so to speak. Do some database mining and find the players who aren’t visiting as often or playing as much as they should, decide how much revenue is left on the table, then set new theo targets. Or, if you aren’t doing it already, round-robin assign new members of worth and include the anticipated play and trips in your hosts’ next set of goals.

If your host team is struggling to achieve the targets they’ve been given, perhaps a realignment with marketing is overdue and would be beneficial for everyone.  Take a look at how the hosts are spending their time, evaluate their player lists and see if there are some players who need to be replaced with those of higher worth and lower frequency, and let marketing handle the maintenance for a quarter while the hosts drive some revenue and taste success again.

Honestly, there is never a bad time to step back and take a higher-level look at your Player Development team’s contribution to the overarching marketing program. It also seems there is never enough time, either.   Make a list of your questions, get them answered, and set aside some time to make sense of what you learn.  stablish your processes for measurement and follow-up before making changes to the host program, set the new targets, communicate them to the team, and you’re good to go.  You don’t have to wait until the end of the goal period to get started.

In fact, there are several consultants and technology companies who can provide you an objective view of your operation. FInding the right partner to validate what you believe to be true, point out things you might not have known, and hand you a list of low-hanging fruit may be just what you need to refine your efforts and set the team up for success. Harvest Trends offers both the technological assistance and consultant’s view to benefit our partners to the fullest. Want to know more? Visit our website at www.harvesttrends.com, call us at 877-277-5661, or sign up for our newsletter to learn how we can help you.

Does your Player Development team have the right goals?

It’s of paramount importance in today’s marketplace that goals and objectives are in alignment across the enterprise regardless of the business you’re in.   Obviously, it’s more than beneficial to have everyone in the boat rowing in the same direction; these days it’s critical in maintaining ever-slimmer margins and productivity levels. It is a stark reality that the security of people’s jobs are often depend upon prudent management and the best possible use of a company’s assets.

There is never a bad time to take stock and evaluate whether or not the course you set in your earlier plans is still the right path to reach your destination.  It’s worth considering your original destination as well, while you’re at it. Talk with your counterparts in other departments and determine whether your team’s longer-term objective is still the one that best serves the enterprise.

For Casino Player Development, that means it’s time to look at all the elements of the team’s goals and determine whether or not changes should be made to either the financial or performance-related accomplishments the team is expected to make.  It’s important to take a step back and look at the big picture from the property’s perspective, do some analysis, and determine how PD can best support the overarching  role marketing is being asked to play in the property’s success.

Reactivation

Are there a large number of good players who haven’t made a visit to your property in the past 90+ days who need to be contacted by a host to generate some return trips?  If so, your host team should have goals to reactivate some of those guests.  Getting these players back before they defect is a concept I call preemptive reactivation.  Learn more about it here. Identify the players in question and assign them for a host to call, then credit the host with the play he generates as a result.

Acquisition

Maybe the property is focused on signing up new players.  To support that effort, your host team’s goals should include targets based on the number of high-worth new members they get back to your property within a month of their club enrollment.  Establish a minimum ADT and number of trips a worthy new player must make before he can be coded to the host and credit the host with the activity generated by his new players.

Retention

If the hosts’ coded lists have an activity level of less than 75% during a quarter, perhaps a retention goal is in order. Determine whether the coded players are on pace to maintain their average frequency, identify players who aren’t playing to their tier status, and get the hosts working on those folks to generate visits at a higher frequency or ADT.  For more on generating visits from loyal players without spending a lot of money, check out my blog post on that topic here

Host Potential

If your market is in flux (as are so many regional operators’ today), you may or may not still be targeting the right players.  Do some digging and figure out where the Player Development team’s “sweet spot” is in terms of minimum ADT.  There are undoubtedly players at your property who are coded to a host but shouldn’t be.  Conversely, it’s almost a certainty that there are also players who should be coded to a host but who aren’t.  While you’re ensuring that the team’s goals are aligned with the property’s expectations of marketing, doesn’t it make sense to be sure the hosts are reaching the right players to achieve their goals?  Decide whether re-coding is in order, and make sure the hosts know how to communicate with your guests about any changes you make.

Activity Measurement

For each of the larger objectives, set and measure the host’s targets any number of ways: # of guests contacted, % who returned, add uncoded players of worth and reward more for their visits, total # trips generated, # hotel bookings, # event bookings…the possibilities are limited only by your ability to track the results.  Each goal should include any associated offers or instructions the hosts may need. Communicate things like event details, upcoming shows, and guidelines for comps and handling exceptional guest requests at the same time as the new goals.  If you do the whole thing in writing, that’s even better.

Do a check of resources before finalizing any changes to the host’s goal structure, too.  Getting approvals for your new goals may turn out to be easier than quantifying the results at the end of the goal period.  Gather the resources (both human and otherwise) and make sure you and the hosts will have everything you need along the way to be sure you’re still on track.   Then you and the Player Development team will be ready to show ’em how it’s done.

Assessing a Player Development Team

In most companies, employees receive annual evaluations to document their performance over a year’s time.  Some companies also require team leaders to evaluate their workers periodically (monthly, quarterly) to ensure they are on track and that their job performance is meeting certain milestones along the way.  I have long believed that an annual evaluation should never hold surprises for the recipient, as ongoing feedback and course corrections are beneficial to both the individual and the organization.  Wouldn’t it be even more beneficial, then, to have the ability to see on a daily basis whether a single employee or the entire team are on pace to achieve their goals?

In Casino Player Development, hosts sometimes miss out on bonuses by a few thousand dollars of theoretical.  When one has a goal of around a million dollars in theo over the course of a quarter, a miss of $5196 is a huge disappointment.  In the same way, it is embarrassing to miss a new member target by only a handful of active players…you see where this is going, right?  Knowing on a daily basis how each member of the team is trending makes it easy to provide ongoing feedback and encouragement to help them avoid that disappointment.

Establish reporting to give you an update every day on which hosted players were at the property, what you spent on them and what they spent with you.  Aggregated according to your department’s goals, see how many new members joined or returned, how many overdue guests have come back, how much theoretical has grown, and how many trips the regulars have made.  Every day.  As soon as someone is off course, both the host and team leader are aware of it so corrections and adjustments can be made.  Now.

If you aren’t already tracking the achievements and pacing to goal for your PD team (or if you’re a host who is flying blind) please allow me to recommend that you begin by taking a look at past achievements in order to plan for the future.  Setting a benchmark allows you to look back at past performance to show growth or where efforts are lacking in comparison.  In my series about setting and tracking host goals, I suggest that breaking a goal down into equal parts spread over the course of the goal period allows one to track whether one is on pace or not for each goal and objective.  That way, it’s easy to determine where the hosts’ efforts should be concentrated on any given day in order to ultimately achieve the goals he’s working toward. If you are a team leader, you are already responsible for reporting on the achievements of your team, and you need to be able to speak to their individual achievements as well as the aggregated accomplishments of your team.  So it makes sense to track how the hosts perform over time and note trends, how often they reach objectives and goals and which ones present a challenge to the team.

Using the benchmark, it’s a simple matter to show either the host or the C-suite what the strengths and weaknesses are for the team as a whole or as individuals, and where daily information has had an impact.  Along the way, be sure to compare the PD team’s results to property performance amid any market fluctuations, weather issues, construction, etc. that may have affected numbers.

Your host team should be driving play at a higher frequency, activity percentage, average theoretical and profitability than the direct mail program does.  Ideally, you’d be able to compare and contrast hosted players with unhosted players of similar worth, as in a split test.  If the hosted players aren’t spending more time and money at your property than those who don’t have a host, figuring out why can have a positive impact on your property’s bottom line.  Individual hosts who understand which players to move and why will also see their bottom line increase if your program includes bonuses for goal achievement.  That way, everybody wins!

Specialists or Generalists…What’s Best for Your Property?

In Casino Marketing, there’s really no such thing as “one size fits all.”  Every market, property, and guest is distinctive and should be treated as such.  But what does that mean for your Player Development program?  Do each of your hosts handle retention, reactivation and acquisition, or are some of your hosts focused on one of these areas exclusively?  Should you make the switch?  Your property’s objectives and your market should be your guide.

If you are in a mature market with fairly stable competition, your host team should probably be generalists.  Why?  Because you aren’t likely to have a ton of new sign-ups, so acquisition is not a big area of focus for your hosts (though you obviously want to capitalize on the good new players you DO get).  The entire host team probably knows “the usual suspects” pretty well and is attuned to their patterns, at least somewhat.  That leaves reactivation, which you likely have a system in place to address.  As long as the hosts know which players to contact and why, they are presumably good at all three aspects of the player life cycle.  In this case, it might be best not to rock the boat.  Or you could limit any specialization to new hosts or those who are struggling to build relationships with your existing player base.

If your market is experiencing major changes, though, whether it’s because your property is a new one or if it is being surrounded by new competitors, you might want to consider specialization among the hosts on your team.  A market in flux is one in which specialization may be an advantage.

All that Glitters...
All that Glitters…

Making the decision to specialize your hosts’ areas of focus is not for the faint of heart, however.  It is a structural change, necessitating major shifts in how  your hosts do their jobs each day.  Specialization means an overhaul of how player lists are coded.  It also dictates substantial changes to the department’s and the host’s goals.

So, before making the leap, you’ll want to do some analysis and careful planning.  Use your analytical tools to identify what your new member program is doing for you.  How many players in your target ADT range are making a second trip?  What do they look like in terms of market and demographics?  Are you losing good players to your competitors?  Which ones?  How many?  Where do they live?  Are they still coming to your property but less frequently?  Are they playing less when they are visiting you?  How can you leverage the talents of your host team to maximize the number of trips and value from your best players?

Do you have a dynamo who is great at initiating contact and convincing people to sign up for and use a player card?  Is there a host on your team who can crank out calls and generate visits from the guests he contacts?  How about the one who is the life of the party and can make contacts on the gaming floor who proclaim they’ll never go to another casino because they love her so much?  Consider playing to the strengths of these hosts by having them focus the majority of their energies on the thing they do best.  Determine which of your hosts will specialize in which areas based on those strengths.

Start by assessing your team’s individual strengths using questions like those just posed to you.  Expand upon your thoughts about each host, similarly to the way you’d begin to write annual evaluations for them.  Next, consider how those strengths can be used to target a particular segment of your player base.  If a host is better suited for in-person contact, they wouldn’t be the most effective in a reactivation role; you’d want him to work in acquisition or retention.  Alternatively, a host who is able to connect with players over the phone or via compelling written communication would be great for reactivating your more dormant guests.

To re-build player lists and establish goals for your newly specialized team, you have to go back to the analytics.  Set a handful of targets for each group of specialized hosts and their associated players: acquisition, reactivation and retention.

You know the idiosyncrasies of your particular market better than anyone, so this post won’t get into a lot of detail about how to set goals.  (Besides, you can see that at our casinoplayerdevelopment.wordpress,com blogs on host goals.)  Making the decision is a big one, but one which could have a beneficial effect on your host team’s productivity, which translates to a better bottom line for the property.  If that’s the case, everybody wins.