Professional Documents
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"Each of our brands will be the overwhelming first choice for casino
entertainment of its targeted customers."
CEO - Gary Loveman
-Chairman, CEO, and President of Harrah’s Entertainment, Inc.
-Hired as COO in 1998, promoted to CEO in 2003
-A Former Professor at the Harvard Business School
-BA in economics from Wesleyan, PhD in economics from MIT
-Presided over a great period of growth including the $9.4 billion
acquisition of Caesars
-Named “Best CEO” in the gaming and lodging industry by
Institutional Investor Magazine 2003-2006
"He has a lot of very unconventional ways to look at the gaming business--looking
at it as a retailer, looking at the distribution points, taking a very macro point of
view toward the gaming industry. He's really brought a new and different
perspective to anything we've seen in the past." –Eric Hausler
Financials
2Q Ended June 30 2007
“As you might guess, Harrah's loves gambling—just not when it comes to managing their
relationships with their customers.”
Information Technology (Cont.)
Player Contact System (PCS)
– Manages/optimizes relationships with most profitable customers
Total Rewards System
– designed to build a central loyalty program that can be utilized throughout
Harrah’s Properties.
– offers subscribers a card that accumulates credits based on that
customer’s participation within any Harrah’s resort.
– allows customers with more credits to get shorter lines and greater levels
of service within the resort, thus giving customers incentives to increase
spending.
– The rewards program has data on more than 28 million participants
– 48,000-employee company with 2004 revenues of $4.5 billion.
Payoffs
Harrah’s same-store sales rose 18 percent in 1999, the year of
Total Rewards’ expansion.
Gaming from card-using customers rose 5.6% in 2003.
The company’s net income grew 23 percent from 2002 to 2006
to $538 million.
Since the program’s huge expansion in 1999, Harrah’s has
seen Total Rewards gain around 1 million new members each
year, for a total of 9 million members in 2006.
"We’ve been able to increase our share of customers’ gaming budgets from 36
percent in 1998 to 45 percent today," says Dave Norton.
Competitive Advantage
Switching Costs
– The Total Rewards program
Data
– Active Data Warehousing
Alliances
– Teradata
– Caesar's