Subject category:
Strategy and General Management
Published by:
IBS Case Development Center
Length: 23 pages
Data source: Published sources
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https://casecent.re/p/20018
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Abstract
The casino industry in the US was considered to be one with a large number of fickle customers. The operators were forced to continuously change, renew, and rejuvenate themselves in order to survive in the industry. In this regard, players like MGM, Caesars and Mandalay resorts were concentrating on building replicas of the Eiffel Towers, volcanoes and sinking ships in order to lure customers. Harrah's on the other hand, focused on customer relationship management (CRM). Harrah's had developed a CRM programme way back in 1998, and in 2003, it saved $20 million a year in overall costs and earned $1.23 billion in cross-market play.
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Abstract
The casino industry in the US was considered to be one with a large number of fickle customers. The operators were forced to continuously change, renew, and rejuvenate themselves in order to survive in the industry. In this regard, players like MGM, Caesars and Mandalay resorts were concentrating on building replicas of the Eiffel Towers, volcanoes and sinking ships in order to lure customers. Harrah's on the other hand, focused on customer relationship management (CRM). Harrah's had developed a CRM programme way back in 1998, and in 2003, it saved $20 million a year in overall costs and earned $1.23 billion in cross-market play.