Submission Title
Session Title
Session 1-3-E: Gaming Operations Research
Presentation Type
Event
Location
The Mirage Hotel & Casino, Las Vegas, Nevada
Start Date
7-6-2016 2:00 PM
End Date
7-6-2016 3:30 PM
Disciplines
Gaming and Casino Operations Management | Hospitality Administration and Management
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
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.
Comments
Attachment: PDF containing 12 slides