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jerryking : casinos   4

In an Age of Privilege, Not Everyone Is in the Same Boat - The New York Times
By NELSON D. SCHWARTZAPRIL 23, 2016

When top-dollar travelers switch planes in Atlanta, New York and other cities, Delta ferries them between terminals in a Porsche, what the airline calls a “surprise-and-delight service.” Last month, Walt Disney World began offering after-hours access to visitors who want to avoid the crowds. In other words, you basically get the Magic Kingdom to yourself.

When Royal Caribbean ships call at Labadee, the cruise line’s private resort in Haiti, elite guests get their own special beach club away from fellow travelers — an enclave within an enclave....From cruise ship operators and casinos to amusement parks and airlines, the rise of the 1 percent spells opportunity and profit.
income_inequality  social_classes  social_stratification  exclusivity  affluence  luxury  high_net_worth  The_One_Percent  caste_systems  travel  airline_industry  airports  concierge_services  enclaves  theme_parks  Disney  casinos  delighting_customers  top-tier  cruise_ships  Royal_Caribbean 
april 2016 by jerryking
Diamonds in the Data Mine
May 2003 | HBR | By Gary Loveman.

Harrah's Entertainment has outplayed its competition and won impressive gains, despite being dealt a weak hand by the economy The secret? Mining the company's rich database to develop compelling customer incentives. in the Las Vegas Strip, and all of the neighbors are making spectacles of themselves. The $750 million Mirage boasts a Vesuvian volcano that erupts...
HBR  predictive_modeling  Las_Vegas  databases  gaming  CEOs  Harrah's  casinos  yield_management  data_mining  incentives 
january 2013 by jerryking
From Harvard Yard To Vegas Strip Article
10.07.02 | Forbes.com - Magazine | Carol Potash.

Through branding, cross-casino marketing, loyalty cards, and technology, CEO Gary Loveman has made Harrah's Entertainment, the most diversified of the big four gaming companies, a model of effective customer feedback. In an industry accustomed to relying on intuition, Harrah's has built a database of 25 million customers that drills down through all its activities. Digital profiles are based not on observed behavior of what customers have spent but on analysis of what they are capable of spending. The technology includes built-in marketing interventions designed to close the gap between actual and potential spending. In this new world of computer-generated predictions, the customers are willing participants. Harrah's may be the best example of this kind of ongoing feedback system that could be applied to theme parks, ski resorts, cruise lines, retailers, and subscription businesses such as AOL and satellite TV.
predictive_modeling  Las_Vegas  databases  theme_parks  gaming  CEOs  Harrah's  casinos  yield_management  data_mining  customer_profiling  loyalty_management  customer_feedback  variance_analysis  leisure  branding  Gary_Loveman  marketing  observations 
july 2012 by jerryking

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