Submitted by: Submitted by goodzilaaa
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Category: Business and Industry
Date Submitted: 01/19/2016 01:45 PM
Harrah's Entertainment Inc
Q.1 Discuss the factors that drove Harrah’s customer relationship
strategy.
Ans: When Philip Satre joined Harrah’s as CEO, he was focused on people
management as his main strategy. While this helped the company initially,
Stare found that a lot of crossvisits were happening in the gambling
industry, that is, customers who visited Harrah’s were not repeating their
visits. With rising competition and flashier properties, Satre realized the
need for a new customer relationship strategy. The company, being an old
player, could not replicate the kind of themed properties that were
sprucing up in Las Vegas and other parts of the US. Times were changing
with new capital investments happening in a crowded market to attract
new customers, and a limit on the jurisdictions that allowed gambling.
Harrah’s knew it had to come up with a new strategy to survive.
Satre identified that while the company was performing well on operational
parameters and technological brilliance, it was not able to retain customers
largely because of a poor marketing strategy. A friend advised him to tie
his marketing strategy with operations, in other words, connect all Harrah’s
properties with a single database and use insights gleaned from there to
implement customer retention strategies.
The aim was to implement marketing tools and programs across all
Harrah's properties. Company COO Gary Loveman disbanded the existing
marketing function and rebuilt it with experts who preferred quantitative
methods to qualitative inputs. Customer Relationship Management (CRM)
at Harrah's came to consist of two elements: Database Marketing (DBM)
and the Total Gold program. While DBM allowed Harrah’s to segment
customers and sell them offers based on analytical inputs, the Total Gold
program motivated customers to consolidate their play. The data collected
through the program allowed Harrah’s to execute direct marketing...