Business Commons^™

How The Great Recession Affected Casino Staffing In Nevada Casinos, Toni Repetti

UNLV Gaming Research & Review Journal

In service based industries, as revenue increases so does the need for employees to provide that service, but no known academic research has been conducted on what the most efficient level of that service should be for casinos. In Nevada casinos, significant results show that for each 1% increase in gaming revenue, casino employees increase 0.80%, salaries and wages increase 0.91%, and total payroll increases 0.95%. During fiscal years 2008 – 2010, what many consider the most significant recession to date for Nevada casinos, gaming divisions significantly decreased employees 11.6%, salaries and wages 8.7%, and total payroll 8.8% beyond that …

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 …

Nevada Gaming Revenue: A Comparative Analysis Of Slots And Tables, Scott Boylan

Occasional Papers

Throughout much of its existence, Nevada’s gambling industry has been dominated by table games. Historically, slot machines were of secondary importance because they did not generate much revenue and were costly to maintain and operate. Starting in the late 1970s, a series of technological milestones improved the form and function of slot machines, and fueled replacement cycles on casino floors. Nevada gaming revenue data provides evidence of the economic effects of these improvements. Since 1984, slots generally have produced larger revenue gains than tables, although those gains are distributed neither uniformly over time nor across gaming markets. In addition, slots …