Business Commons^™

The Las Vegas Loyalty Battle Is Over. What’S Next?, Oliver Lovat

International Conference on Gambling & Risk Taking

The strategic mission by Las Vegas casino operators to capture customer loyalty over the past decade has been a success. In 2021, 57% of visitors were generally loyal to a particular resort, compared to 32% in 2011. Only 7% of visitors were not a member of any rewards program in 2021, compared to 16% in 2011.

This has consequences for new market entrants who face a greater challenge to capture customers in a more mature, consolodated and strategic business environment.

Moreover, the drivers of loyalty remain different within the various customer segments, with the new generation of visitors responding less …

Anti-Money Laundering Programs For Casinos - A Comparison Of Macao And Us Practices, Carlos Siu, Malcolm Greenlees

International Conference on Gambling & Risk Taking

Anti-Money Laundering Programs for Casinos: A Comparison of Macao and US Practice.

Recent world events have reemphasized the importance of controlling and reporting of terrorism financing – one of the major reasons for National and International Anti Money Laundering procedures since the early 1980’s.

Although initially focused on commercial banking operations, casinos have been brought under the scope of that legislation since 1990 – as “money service businesses.” The explosive growth of the Macao casino business on the world gaming since 1995 has led to implementation of new rules for the casinos operating in that jurisdiction.

The current research describes …

Integrating Organisational Change Management And Internal And External Customer Relationship Management In A Casino, Charlie C. Mai Dr

International Conference on Gambling & Risk Taking

Casinos operate in a global industry, so the development of online gaming and new casinos in the Asia Pacific has challenged casino managers in Australia and elsewhere with pressures about customer engagement. These external pressures have forced some casino managers to consider organizational change management initiatives and/or the implementation of customer relationship management (CRM) initiatives. However, the implementation of these initiatives has often failed. This research aimed to solve the problem: How can casinos manage organizational change programs, and internal and external customer relationship management (CRM) programs? To find a solution, it used two stages of qualitative methods involving 21 …