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3 Harrah’s Entertainment Inc

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Group 3
Harrah’s Entertainment Inc
Session 5
Muthu
1. Why is Database marketing very important for Harrah’s? What
would have happened in case Harrah’s do not use a database?
I
Muthu
2. Why does Harrah’s use “customer worth” rather than the observed
level of play?
GDA
3. Customer Relationship Management (CRM) is a core competency of
Harrah’s. What type of IT infrastructure did the company use to implement
its’ CRM and related strategy in the entire organization? (1/2)
Harrah’s first investment toward this goal was the Winner’s
Information Network, a national database. The plan was to follow up
with both a common card and common analytical tools for making
decisions that were based on the data from tracking customers’ play.
Harrah had accumulated a huge warehouse of data from customer
transactions at the many Harrah’s casinos scattered throughout the
United States. Management decided to use it in a different way to
customize the experiences in their casinos based on what we know
about them.
Realizing that this customer information was our key asset, in the mid1990, the company started collecting even more transactional data on
customers through new Total Rewards Program. Customers who
joined the program agreed to divulge detailed data about their
activities.
GDA
3. Customer Relationship Management (CRM) is a core competency of
Harrah’s. What type of IT infrastructure did the company use to implement
its’ CRM and related strategy in the entire organization? (2/2)
The data is collected through cards inserted into slot machines and hotel and
restaurant cash registers, as well as through handheld devices used at
gaming tables. The program has about 40 million members – roughly 80% of
our customer base.
Company implemented Decision Analytics, which refers to both the practice
and the software and technologies that enable it.
Company leveraged technology solutions such as dashboards to provide
insights to those on the front lines of the business. It enabled company to
identify actionable information to adjust processes accordingly. Beyond
traditional business intelligence, decision analytics became core to strategy
execution.
With data on 40 million people available, testing and refining process goes
on constantly. And it has enabled Harrah’s to take some counterintuitive
steps to increase profitability- not only through tailoring marketing efforts in
new ways but also through managing assets differently.
SPG
4. Explain why the CRM implemented in Harrahs is an EIT.(1/2)
SPG
4. Explain why the CRM implemented in Harrahs is an EIT.(2/2)
Swati
5. Explain the process of how Harrahs collected data from different
sources and converted it to insights or intelligence. (2/2)
Collection of Data:
★ Quantitative models to predict ‘customer worth’ based on level of play rather than on
observed play.
Theoretical Win from a customer/day = A * B * N * H,
★ Total Gold Cards used to track the following ○ Tracking play preferences
○ Betting patterns
○ where they liked to eat in the casino
○ Lodger/Non-lodger
○ Frequency of visits
○ How much & how long they played.
★ Basic information - birth date & home address, combined with above to form a
sophisticated customer profile.
Swati
5. Explain the process of how Harrahs collected data from different
sources and converted it to insights or intelligence. (1/2)
Data modelling for insights/intelligence:
★ I) Predicted worth of the customer used for
Segmentation. (Ref. Graphic B aside) and
communication
Helped rationalization of investments on
customer re-acquisition & retention.
★ II) Marketing Experiments- helped identify right
marketing instrument for right behaviour
modification.
○ Free rooms vs. Extra chips.
○ Elimination of ‘same day cash’
★ III) Developed customer centric approach to
Direct Marketing
○ New Business
○ Loyalty
○ Retention
★ IV) Total Reward program - customer worth
used as criteria for earning membership into the
program at different levels.
Ipsita
6. Are the actions and strategies of Harrah’s sustainable? Justify your
answer. (1/2)
Ipsita
6. Are the actions and strategies of Harrah’s sustainable? Justify your
answer. (2/2)
Thank You
Project Analysis
ANALYSIS
IMPLEMENT
TESTING
SPECIFICATION
PROJECT
DESIGN
DEVELOP
Project Analysis
MARKET
ANALYSIS
TECHNICAL
ANALYSIS
FINANCIAL
ANALYSIS
ECONOMIC
ANALYSIS
ECOLOGICAL
ANALYSIS
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Project Analysis
Tasks
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Management
Objectives
Customer
Objectives
Project
Objectives
Implementatio
n Plan
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Schedules
Resources
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Project Analysis
25
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5
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LOREM IPSUM
LOREM IPSUM
LOREM IPSUM
5,980
-1.19
$ 113,200.50
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Project Analysis
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Project Analysis
5,980,650.32
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Project Analysis
EXTERNAL
INTERNAL
POSITIVE
NEGATIVE
STRENGTH
WEAKNESS
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OPPORTUNITY
THREAT
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Project Analysis
Project Risk Analysis
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