Transcript BRAND IDENTITY GUIDING PRINCIPLES

‘Engaging retail customers in multi-channel play in
casinos & on the move’
Simon Beacham – Head of Electronic Gaming / Grosvenor Casinos
Context
Mecca Bingo retail
Grosvenor
Casinos - retail
grosvenor
casinos.com
meccabingo.
com
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Rank Group 2013 – 14 FY. Approximate proportions of customer play by brand & channel
16/07/2015
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Technology & behaviour – Grosvenor customers
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1.8 Million ‘casino ready’ retail customers
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75% of retail customers own a smartphone
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20% of retail customers own a tablet device
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15 - 20% of retail customers already play online
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A single digit % of retail customers play online with grosvenorcasinos.com
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Pace of change ever faster….& customer expectations increase exponentially
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Technology challenges – Grosvenor brand
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Disparate legacy systems in retail & online
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Historically, few casino systems suppliers focussed on UK – limited commercial
opportunities, due to regulatory restrictions
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History of silo development , both us & suppliers / manufacturers……
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Technology time lag – adoption of server-based slots a pre-requisite for costeffective multi-channel offer
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Network capacity was inadequate for new technologies
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Lacked skills & systems to handle ‘big’ data
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Retail management averse to online – suspicion of cannibalisation of spend, rather
than overall growth
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External perspective
Interesting that no respondents explicitly identify cost or lack of funds !
With thanks to Econsultancy & IGT Multi-channel Convergence survey
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Gaming industry – the two ‘c’ words
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Consolidation
 Fewer suppliers & more integrated approach to delivery – death of silos ?
 Protectionist policies diminish – content is king
 UK attractive as potential proving ground for future bigger, more valuable markets
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Convergence
 Generation X & Y customers expect to consume gaming without barriers
 For greater efficiency, systems development is increasingly multi-channel
 Cream rises to the top – ‘Best in class’ games dominate, regardless of delivery channel
 Social gaming may prove to be useful ‘nursery slope’ for increased engagement with casino
gaming (still < 7% of UK adults visit casinos)
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Maturity progression
Basic marketing convergence (simple promotions bouncing customers
from retail to online & vice versa)
Gaming convergence (games & gaming experience)
Account convergence (single view of customer)
Advanced marketing & content convergence (personalisation,
bespoke offers & content)
With thanks to Econsultancy & IGT Multi-channel Convergence survey
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Execution – lessons learnt
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Robust, secure wifi in retail critical
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Streaming media from web to retail & vice versa an opportunity, subject to
regulatory & fiscal constraints
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Integrated loyalty proposition between retail & online vital – PlayPoints (using
Bally CMP software) was first in the UK
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Joined-up approach between different business units crucial :
Multi-channel game launches
Marketing & promotional activity
‘Single view’ of customer – a barrier until implemented
Development of brand loyalty
Branding the online ‘live casino’ offer increased customer engagement
dramatically
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Execution - tablets
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Now
 To sign-up retail customers for online
 Trial to replace ETGs – connected to live AR games, so customers are not obliged to
sit at a physical terminal
 Fixed versions to enable customers to register at grosvenorcasinos.com; check
their PlayPoints balance; make restaurant & show bookings etc.
 At Mecca Bingo, c.9500 ‘Max’ tablets in place – hugely popular……
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Future
To reduce paperwork / increase labour efficiency
Extend tablet trial to include live baccarat content
To play slots remotely eg in licenced external smoking areas
BYO – to connect to in-house games, subject to regulatory & technical approvals
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Data analysis – challenges
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Early stage integration between retail & .com in place, but not yet true ‘single
view’
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Disparate legacy systems still to integrate &/or replace
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Potential value add of BI team (perhaps) not yet fully appreciated & may be underresourced
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Established retail operators less agile than web-based gaming providers, but POC
tax may prove to be a significant leveller
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Social responsibility considerations – the more you know about your customers,
the more holistic a view operators need to take……
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Data analysis – benefits
 LTV of retail customers is higher than non-club customers
 CPA and CPD of a retail customer is 5 x cheaper than a non-club customer
 Typically, a retail customer is worth more than one acquired via SEO or PPC
 Of ‘crossover’ customers, slots players are the largest proportion & some of the
highest spenders
 Average revenue uplift per customer playing multi-channel is 38%
 VIP management teams can successfully migrate their customers between
channels, dispelling ‘fear of the unknown’ both ways
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Any questions or feedback ?
Many thanks for your time & attention
Feel free to contact me:
[email protected]