Winners and Losers: Segmenting a Casino Loyalty Programme

Palmer, Robert M.; Mahoney, Edward M.

doi:10.1080/14459790500303501

Cited by 28 publications

(18 citation statements)

References 9 publications

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“…The mean number of games played during the last 12 months was 2.55 (SD = 1.71). The range of total dollar amount spent per gambling session was $1.00 to $689.20, with M = $66.20 and SD = $102.37, which is comparable spending found in studies recruiting active gamblers (Nower & Blaszczynski, 2010;Palmer & Mahoney, 2005) but greater than general population studies (e.g. 2014British Columbia Problem Gambling Prevalence Study, 2014Orford, Wardle, & Griffiths, 2013).…”

Section: Demographicssupporting

confidence: 63%

Influence of perceptual factors of a responsible gambling program on customer satisfaction with a gambling firm

2018

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Using data collected from customers of a Canadian provincial government-owned gambling firm, this study explores the relationship between gamblers’ perception of the organization’s commitment to responsible gambling programs and satisfaction with the firm. Results of a principal components analysis suggest that many value based judgements are closely related, and a multivariate regression model suggests that perceived adequacy of responsible gambling programs and perceived firm motives are predictive of customer satisfaction scores. We conclude that corporate social responsibility, and in particular, a commitment to responsible gambling programs, are closely related to customer satisfaction with gambling firms.

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Section: Demographicssupporting

confidence: 63%

Influence of perceptual factors of a responsible gambling program on customer satisfaction with a gambling firm

2018

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“…Loyal big spenders are particularly desirable as they not only focus more of their trip spending on gambling, they also have a higher level of trip expenditure (i.e., above USD $120 per trip) and annual expenditure (i.e., more than USD $2,100) in a casino (Palmer and Mahoney, 2005). Watson and Kale (2003) apply the customer lifetime value concept to casino gamblers and show that increasing customer retention and upgrading players in the middle-tier to high-volume betting tier significantly increase the lifetime value of these patrons and hence, improve a casino's long-term profit.…”

Section: Customer Satisfaction Loyalty and Casino Profitabilitymentioning

confidence: 99%

“…These studies provide more valid measures of relationships among casino marketing efforts, gambler behaviors, and casino revenues. Other research discerns casino profitability through a combination of survey and secondary data that are drawn from the public domain or from gambling establishments (Palmer and Mahoney, 2005, Tanford and Baloglu, 2013, Vong and Wong, 2013. The advantage of this approach lies in its ability to use both primary and secondary data to build more complex analysis in understanding the gambler-profitability link.…”

Section: The Missing Link and Recommendationmentioning

confidence: 99%

Uncovering the service profit chain in the casino industry

Prentice

Wong

Lam

2017

IJCHM

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Purpose-This paper, from a marketing and management perspective, reviews the relevant literature germane to casino studies. The review discusses the major findings from previous studies, provides a critique and identifies research gaps for future studies. In particular, the research foci presented in this paper rest on the service profit chain (SPC) model. The review involves studies relating to the constructs of the chain model and comprises sections that are categorized based on the internal link between management and employees, the interaction between casino service employees and customers, and the profitability link. Design/methodology/approach-The approach employed in the current study involves a systematic review of the relevant academic literature with a focus on SPC studies in the casino industry, along with critical evaluation and analysis to identify research gaps. Google Scholar, EBSCOHost, Science Direct, Emerald, and other academic databases were used to search relevant studies relating to casino and gambling research streams. Findings-The review identifies several research gaps on the basis of the SPC link. Specifically, internal service quality needs more attention from both the practice and research points of view. Casino employee research should be extended to include personal traits and characteristics that may contribute to employee performance and loyalty. In the interaction between casino service providers and gamblers, more studies should be undertaken on the efficiency and effectiveness of marketing initiatives and promotions. Externally, the paper points out that more appropriate measurement of customer loyalty and casino profitability should be explored. Implications-This review provides references to focusing on key competitive advantages and presents guidelines on improving business growth and profitability for casino managers. The paper also identifies research areas that future studies should attend to. Originality-The paper is the first thorough literature review of gaming research on marketing and management with a focus on the service profit chain model. This review represents a new era of gaming research, extending the problem gambling research focus into a broader scope embracing other disciplines.

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“…The perceived high value of loyal customers has led many organizations to create often expensive loyalty programs, which grant benefits and incentives to repeat customers, for the purpose of encouraging repeat patronage and establishing long-term relationships with customers (Dowling & Uncles, 1997;Stauss, Schmidt & Schoeler, 2005). This trend is widely adopted in the hospitality and tourism industry, including airlines, hotel chains, restaurants, casinos, cruises, and theme and amusement parks (Bai, Buxton, Sammons & Shoemaker, 2006;Klophaus, 2005;Mattila, 2006a;Palmer & Mahoney, 2005;Wirtz, Mattila & Lwin, 2007). Interestingly, the concept of loyalty programs has begun to attract the attention of destination marketers as well.…”

Section: The Value Of Loyalty: the Debatementioning

confidence: 99%

The Value of Destination Loyalty: Myth or Reality?

Croes

Shani

Walls

2010

Journal of Hospitality Marketing & Management

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Given the growing appeal of the concept of destination loyalty in tourism marketing, it is highly important to investigate the travel expenditures of loyal vs. non-or less loyal visitors. Adopting the behavioral approach to loyalty, this study examines the spending patterns of visitors to Kissimmee-St Cloud, while comparing between the different loyalty segments: no previous visit, one previous visit, and multiple visits. The analysis is based on an intercept survey conducted by the Kissimmee-St Cloud Convention and Visitors Bureau, which yielded a sample of 4,301 visitors. In contrast to the prevalent concept, the results show that first timers spend more than the more loyal segments, both in per-trip and per-day total expenditures. However, the loyalty segments are distinguished in their spending patterns at the destination, when first timers spend more on lodging, food and restaurants, and car rental, and the those with one or more previous visits spend more on gasoline, activities and entertainment, and shopping. The paper ends with an assessment of the contribution of the findings both to the literature on loyalty and to tourism destination marketers.

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Winners and Losers: Segmenting a Casino Loyalty Programme

Cited by 28 publications

References 9 publications

Influence of perceptual factors of a responsible gambling program on customer satisfaction with a gambling firm

Influence of perceptual factors of a responsible gambling program on customer satisfaction with a gambling firm

Uncovering the service profit chain in the casino industry

The Value of Destination Loyalty: Myth or Reality?

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