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Sudhir H. Kalé
Over the last fifteen years or so, much has been written about the primacy of customer experience to bolster organizational growth and profitability. Pretty much every large organization claims to compete on the basis of customer experience (CX). Yet, the organizational competencies required to deliver a superior guest experience are seldom understood, let alone aligned.
The role of branding in the marketing of casino properties has somewhat lessened in significance over the last two decades. One major reason for this decline in significance are the mergers and acquisitions which have gathered steam during this period. Yet, from the vantage point of the customer, branding remains as important as ever. I would go so far as to argue that despite the consolidation and the consequent rebranding of properties, it behooves casino operators to use the power of individual brands as a key ingredient in their marketing strategy.
Australasian gaming businesses typically spend between 15 percent to 40 percent of their revenues on marketing. Yet the return on marketing expenditure often defies measurement. Part of the difficulty lies in effective delineation of the marketing function.