Gaming Concepts Consulting Services

Management Consultants

Gaming Concepts Consulting Services

Consultant to Solaire Manila (under Spectrum Gaming)

February 2010 – July 2011

26 years experience – 19 years in SE Asia

Gaming Concepts Consulting Services

Partnering with PAGCOR to provide Solutions…..

Welcome to Today’s Seminar

23rd July 2012

PAGCOR SEMINAR

Customer Service Excellence & Brand Strategy in a

Competitive Landscape

Let’s React Now !

What does PAGCOR stand for ?

What is our BRAND ?

What are our VALUES ?

As seen from the Competition

Common Perception 1.  Government Outlet

2.  Regulator & Operator 3.  Slow to React to the Competition 4.  Need for Improvement to Compete 5.  Not really a Competitive Concern

1.  Multiple Outlets 2.  Large Numbers of Employees 3.  Mixed Value Proposition 4.  Products 5.  Services

Key Issues

So where so we need to look?

COMPETITIVE LANDSCAPE

Home & Abroad

What does the competition have in stall for us?

ü  Quality Products & People ü  Quality Customer Service ü  Quality Systems & Procedures ü  Quality Integrated Resort Venues

COMPETITIVE LANDSCAPE

COMPETITIVE LANDSCAPE

Venetian Macau Integrated Resort with American Pizazz Galaxy Macau Asian Expertise (Cultural Awareness) Wynn Macau 6 Star Quality over all Products & Services

Macau

COMPETITIVE LANDSCAPE

Resorts World Sentosa Integrated Resort Marina Bay Sands Integrated Resort

Singapore

COMPETITIVE LANDSCAPE

Resorts World Manila Integrated Resort Clarke Fontana

Casablanca Widus Oxford

Philippines

COMPETITIVE LANDSCAPE

Examples of Different Types of Leading Strategies

Case Study: Solaire Manila

Case Study: Solaire Manila §  Opens: 1st to 2nd Quarter 2013 §  Standard: Wynn Macau §  Staff: Majority of executives will be expat Filipinos §  Operations: International standards adjusted to local

requirements

Case Study: Resorts World Manila

Case Study: Resorts World Manila

§  Integrated Resort §  Family Atmosphere §  Several Target Markets §  Asian & Global Expertise §  Unlimited Capital Budgets

Case Study: Wynn Macau

Case Study: Wynn Macau §  6 Star §  Refined Elegance §  Limited Promotions §  Customer Service Excellence §  Operations: International Standards

How do we see Ourselves ?

Where can we make the improvements ?

Understanding What Industry Are We In ?

Gaming NO Entertainment YES….

Creating Value to Set Us Apart

1.  Clean & Safe Environment 2.  International Operational Standards 3.  Clear Marketing & Branding Strategy 4.  World Standard Loyalty Programs 5.  High Quality Customer Service 6.  High Quality Product (Equipment)

Key Take Outs from our Branch Managers

1.  Tenants, not Landlords 2.  Limited outlets such as hotel rooms, restaurants, retail 3.  Limited CAPEX budgets 4.  Procurement process are very long 5.  Majority of front line staff are not young or enthusiastic 6.  Need to hire the right people 7.  Need to create a high standard boutique chain of

casinos to compete 8.  Need to observe religious protocols

The Gaming Experience

High Quality Product & Excellence in Service

The Gaming Experience

Attitude

Every day is NOT the same !

The Gaming Experience

Make Every Day Memorable for the Staff and Customers !

Key Take Outs from Branch Managers

1.  Need to create an exciting & dynamic work environment 2.  Introduce daily meetings and give everyone a sense of being 3.  Need to have young, energetic staff (hire the right people) 4.  Branch Managers to lead by example 5.  Customer Service programs should not fail 6.  Excellence in service is a mental attitude

Value Creating Service

How to set PAGCOR apart from the Competition

Value Creating Service

Solutions

1.  Create a Brand throughout all Properties 2.  Understand that Customer Service is the Key 3.  Provide the Technology to Succeed 4.  Implement the Strategy

Implementation

Introduce a Brand, Create a Customer Experience... and

Stick to it Every Day!

Introduce the Process

Example of Customer Service Excellence

1.  Always solve problems quickly, worry about procedures later 2.  Treat the customer as well as your best friend… every time 3.  Provide complementary services starting at dealer level 4.  Reduce problem solving authority thresholds 5.  Act quickly at all times (turnover means profits) 6.  All positions should be a standing position, except seated

dealers 7.  Introduce Valets and Host at entry points. First impressions

do count

Key Take Outs from Branch Managers

1.  Have had many customer service programs before… that haven’t worked

2.  Branch Managers need to implement and measure. Not HQ 3.  Need to know what is excellent customer service and

implement the strategy and not let it fail 4.  Customer Service is a mental attitude. Can not be taught

Measuring Success

1.  Repeat Business (Increased turnover at the tables/slots) 2.  Recognized Loyalty Programs 3.  Happy Customers – Win or Lose 4.  Utilized and Effective Technology (CMS) 5.  Continual Change

§  Entertainment §  Games §  Floor Configuration §  Food & Beverage §  Promotions

Key Measurements of Success

Key Take Outs from Branch Managers

1.  Customers like to come to PAGCOR branches for the personal service levels but need to be improved

2.  Repeat visits are common but reducing 3.  Some Loyalty Programs in place. (Need to be implemented

as a matter of urgency with rewards being DYNAMIC) 4.  Game analysis not overly emphasized 5.  Branch Managers must take overall responsibility

Questions

When do we Start ?

Four integrated resorts will be in Manila Bay Entertainment City within 5 years… so…

Start Now !

Thank-you

Presentation available for download at:

www.gamingconceptsgroup.com

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