Tag Archives: Personal development

Embracing (the Need for) Change

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.

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!

How a (PD) idea became a reality

Once upon a time, a Casino Player Development Manager had an idea. He was using spreadsheets to run his host team and measure their achievements. Parts of his program were working just fine, but other parts had room for improvement.

“My hosts are good at prospecting and identifying good players on the gaming floor and in the database because of our Casino Management System technology,” he thought. “But how can I make a change so that they are more proactively qualifying those players and making them loyal to our casino?” Because the hosts wouldn’t benefit from the theoretical generated by their prospective players until AFTER they had qualified to be coded, there was no urgency to work toward getting these players to come in more often and/or play more…and that’s what hosts are supposed to do.

He was only able to “code” players to the hosts at the change of the quarter, because his property’s lone database analyst spent so much of his time and resources on keeping the mail moving (and analyzed) that he didn’t have time to provide PD reports more often than once each month. This limitation was also responsible for the property’s inability to give the hosts “credit” for the theoretical generated by the prospect players.  The idea was to use a rolling 90-day qualifying period that would run concurrently with the goal period.Unfortunately, when he had this idea, restructuring the reports and other processes used to run the PD program just wasn’t an option.

To get anything more than once-a-month reports, the PD manager had to run his own canned reports, export the data and crunch the numbers into something he could share with the team. Doing this took as much as 40% of his week; all to provide weekly updates to keep the team on track. Hosts, too, could run and export some canned reports, but they spent too much precious time massaging the lists into something they could work with. The PD Manager and his boss knew there had to be a better way.

Fortunately, the property was just about to subscribe to a service that would allow them to streamline and optimize their direct mail program and free up some of the database analyst’s bandwidth for ad hoc reporting the Marketing Director wanted to see. The PD Manager began building a relationship with this new service provider, and he explained his idea to his account representative.She worked with him to set up the program based on his hosted player qualifications and the details of the program. Then, the idea became a reality.

Today, each host receives a Daily Action Plan automatically, and knows exactly how he is pacing to goal, which of her players was on property yesterday, which of their prospects have qualified, and why the ones who haven’t didn’t. The PD Manager (who has since been promoted, but still runs the PD team) receives his own Daily Action Plan, which provides a snapshot of his PD program. It lets him know how each of his hosts is doing in terms of goals and objectives, which players need to be coded to which host, and which ones weren’t activated. (Players don’t sit dormant on a host’s prospect list any more after 90 days, so someone else can give them a call!)

In addition to the Daily Action Plan for PD, the Manager receives a handful of additional daily updates on overall profitability, day/week/month trends, and a few others he and his coworkers “designed. If he wants, he can also log in to a dashboard and see how his rewards program is doing in terms of new players and tier churn, how each of his specified markets are performing, and what sort of mail redemption they’ve had, among (a LOT of) other things.

He gets all of this automatically, or in the case of the dashboard, whenever it is most convenient for him. He doesn’t have to ask the database analyst, the database analyst doesn’t have to stress over when he can get to it, and the Manager has the information he needs to run all of his programs more efficiently and effectively. They can arrange to have automated updates sent to specified property recipients, make and monitor changes to any of their programs, and have a much wider and more granular view of their database with this subscription.

The moral of the story? All things are possible. You can bring your ideas into the real world. You just need the right tools and the right partners.

So. What would you build if you could make your ideas reality?

 

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.

 

10 Biggest Mistakes Casino Hosts Make

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It is my habit to be positive, but that outlook hasn’t always served me well.  Giving everyone the benefit of the doubt certainly helps me seem more likable, but I don’t always see when someone’s motives are suspect.  On the other hand, the things people do wrong aren’t always motivated by bad intent.  So, continuing both myarticles specifically targeted to casino hosts and my tendency to be positive, I’ll provide some examples of things hosts should NOT do, and I’ll even explain why.  As we look toward 2015 with hopeful hearts, here are some behaviors to avoid to make the new year a great one.

For more host advice, please see my post entitled “10 Tips for Casino Hosts” and also check out “Casino Host Basics.”

  1. Sticking to the “tried and true” without considering the adoption of new methods or prospects is a mistake that can manifest itself in many ways. Some hosts always call the same players for every event (without going a bit deeper into their player lists) to fill a quota. Others do the same kind of player party or gathering, or work with a trusted handful of event types or themes. There are hosts who recycle an old letter to one’s players with updated information and instead of writing one from scratch every time. Spread your wings!  Embrace the creativity!  If you’re in a rut, get yourself and your players out of it. If not, don’t fall into one. Ask for ideas if you need to; just don’t be boring or predictable all the time.
  2. Being less than truthful is always a no no. Obviously, you can’t tell your guests everything , but if what you say has truth at its base, you’re staying on the moral high ground. If you have to deny a request for a comp exception, please don’t tell the player, “My boss said I’ve given you too much already and I’ll be written up if I issue you the comp you asked for” even if that’s exactly what your boss said. Decide before you contact the player how you will tell them a truthful reason for your denial of their request. I would start with something like, “I would love nothing more than to give you what you requested, but because I comped you *insert comp info here* and *another example,* I am unable to grant your most recent request.” Have some responses to protests all prepped and ready to go, too.  “I know it’s your *insert special occasion here* so I can offer you *something less than what they asked for* based on your most recent play.” Don’t use excuses. Tell it to them straight. They will know if you lie to them and they will talk about it if you do.
  3. Adopting a “one-man-band” attitude is detrimental to the department as a whole and doesn’t serve your players well. Hosts are usually part of a team, and they should ideally behave as such. When you’re off property, someone else should be empowered and comfortable taking care of your players. When you’re on property, you should be taking care of other host’s players. That way the whole team is more successful overall, and guests don’t fall between the cracks when their host is unavailable.
  4. Failing to listen, whether to your boss, your co-workers, or your guests means you aren’t a very good host. When someone is talking to you, pay attention to what they say and how they say it. Instead of thinking of how you’ll reply, read body language and consider the words and tone of voice you hear. Then stop and formulate an answer based on all the available information instead of just reacting. This habit will serve you well in all your relationships.
  5. Going rogue and disregarding rules or policies will do no more than get you into trouble. If the comp guideline is 10% of theo or loss don’t issue more than that without an easy-to-communicate justification. If you break a rule, you have, in fact, created a new rule…and if it is unsustainable, you have also created a problem. Ask questions if you don’t understand a policy or procedure, and follow your property’s rules, even if you don’t entirely agree with them.
  6. Voicing your dissenting opinion in the wrong company can get you into some really deep hot water. I’m not suggesting that you should always keep your opinion to yourself whether it’s in agreement or not, but always consider your audience. I’ve heard stories of hosts who were overheard (by guests) exclaiming  their disdain for certain situations or changes, then the word was out on the floor. Before you know it, tongues are wagging and the host’s name is being muttered in the executive offices. (NOT the best way to get attention from the C-Suite, mind you.) Always be tactful and kind, but firm if you must be. Pick the right audience and the right venue before sharing your thoughts.
  7. Becoming unprofessionally close to your players is a minefield. Allowing a work relationship to become too personal can be a slippery slope. Refrain from getting too close to a particular player because it opens the door to the appearance of impropriety, even if none exists. This kind of conflict of interest could be damaging to the host’s career, emotional state, and well-being. It’s best to keep things businesslike, but friendly. Find the balance. (I know of a few hosts who have had successful long-term relationships with patrons, but they are the exception rather than the rule. Tread carefully.)
  8. Believing that you know all you need to know can be a dangerous trap. In this new gaming reality, knowledge is power. Learn about new technologies, your competitors’ programs, your players preferences, how your own property’s programs work, and how to best use the tools at your disposal. There is always something new to learn and leverage to take the best possible care of your players.
  9. Depending on a small, core group of your players to drive the bulk of your list’s revenue is simply shortsighted. Keep looking for worthy prospects, especially if they aren’t supplied to you. Carve out some floor time and use the hot player screens to identify players who seem to be spending well and introduce yourself to them. Keep in contact with all of your players and prospects to drive additional trips or find problems that may prevent them from coming in. It’s your job to smooth the way for your guests to visit your property more often than they visit any other. That principle applies to every player of worth. Don’t forsake them for your “pet” players.
  10. Keeping player feedback to yourself is another way to set yourself up for failure. When a player shares something with you, it is entirely likely that they expect some action on your part to either resolve or share their experience with someone who can make it right. Whether positive or negative, it is part of your role to represent the players’ interests with your boss or other departments as necessary to ensure everyone concerned knows as much about the situation as you do. Keeping players happy within the guidelines your property has set is, after all, what hosts do.

Remember, your success is related as much to what you don’t do as it is to what you accomplish. If you have additional traps or host mistakes to share, please do.

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.

How Do You Know How You’re Doing?

A host I know lost his job because he failed to meet his goals in his first quarter at a new property. Sadly, he says he was never told that he had only one quarter to prove that he could achieve goals. Not only that, he added that no one gave him a progress update during that first quarter. Not once. Can you believe it? It’s bad enough to feel as though you’ve failed because you missed a target, but imagine losing your job due to your very first failure to achieve your goals.

Let’s imagine for a moment that you are an Ace Casino Host. You do the work you have been asked to do: you return calls, host player events, talk to people, resolve issues, make reservations, answer questions and represent your property like a pro…but how are you doing?

Can you confidently say, at any point in any day, how you are tracking to achieve the goals you’ve been working toward? Do you have to rely on a gut feeling that you’re generating enough revenue to hit your theoretical target? Do you have a way to look it up or calculate it? Are you supposed to bring back folks who haven’t visited lately? How about new club sign-ups or high-worth recent new members? Have you signed up or brought back in enough players to reach the goal? Can you check?

During your team meetings, are you asked how you’re doing? Does someone tell you? Do you write it down, track your activity, and see the ebb and flow of your guest’s visits and play history? If someone asked you to demonstrate your contribution to the company’s goals, could you do it? Do you know which of your daily tasks are the most important or upon which ones you should focus today to remain on course to achieve your goals and objectives?

In order to understand how to reach your destination, you must first be aware of where you are and how best to navigate your way. Then, you can know what obstacles are in your path, use the right strategies to circumvent them, and make steady progress to the finish line. Do you have these essential touchpoints? If not, how do you keep yourself on target?

In order to have a productive day, an Ace Casino Host needs to understand which players should be his priority contacts. To do his job most effectively, that host needs context for each contact. You handle each player differently because they are individuals, and you approach them differently based on the reason for the contact. Right?

So, would any of the following be useful to you, Ace Casino Host?

  • A daily update on your theoretical for the goal period to date
  • A progress report on metrics upon which you could earn a bonus
  • A list of players who haven’t made a trip recently and need a call
  • Players who haven’t made trips as frequently as they used to
  • Newly coded players with whom you haven’t yet made contact
  • Brand-new club members who played well when they signed up
  • Players who have a birthday or other occasion coming up soon
  • Good players who haven’t played as well lately
  • Okay players who have played better recently

Wouldn’t it be awesome if this information was available to you every day? What if it was delivered automatically, waiting in your email inbox, without your having to lift a finger? Or, even better, what if you could log in and see this information whenever it’s convenient for you, and you could quickly note that you had made the call or booked the guest?

It can be.  Harvest Trends can help your property configure a PowerHost program specific to your goals and objectives.  Ask us how.