Panel Title

Session 1-3-E: Gaming Operations Research

Location

The Mirage Hotel & Casino, Las Vegas, Nevada

Start Date

7-6-2016 2:00 PM

End Date

7-6-2016 3:30 PM

Abstract

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 interviewees: convergent interviewing, and case research about four departments of a casino in Australia. Twelve themes were identified in the data and they led to the development of a model with seven core elements: vision, key challenge, objective, measure, strategy, initiative, and outcome. Our contribution was the development of this evidence-based model of links between the both of CRM and organizational change management, with an action checklist for managers. After the research project was finished, the model has been adopted and implemented in a casino in Australia for its VIP domestic segment, resulting in 25% annual growth, and the chief researcher’s career has advanced. Managers could use the checklist of actions about this research's integrated model to reduce the high failure rate of their own change initiatives.

Keywords

Organizational change management; CRM; Customer relationship management; Case study research; Convergent interviews; Casino

Disciplines

Gaming and Casino Operations Management | Hospitality Administration and Management

Comments

Attachment: PDF containing 12 slides

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Jun 7th, 2:00 PM Jun 7th, 3:30 PM

Integrating Organisational Change Management and Internal and External Customer Relationship Management in a Casino

The Mirage Hotel & Casino, Las Vegas, Nevada

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 interviewees: convergent interviewing, and case research about four departments of a casino in Australia. Twelve themes were identified in the data and they led to the development of a model with seven core elements: vision, key challenge, objective, measure, strategy, initiative, and outcome. Our contribution was the development of this evidence-based model of links between the both of CRM and organizational change management, with an action checklist for managers. After the research project was finished, the model has been adopted and implemented in a casino in Australia for its VIP domestic segment, resulting in 25% annual growth, and the chief researcher’s career has advanced. Managers could use the checklist of actions about this research's integrated model to reduce the high failure rate of their own change initiatives.