3. 3
Syllabus 課程安排
• Pre-assignment: Harrah’s Entertainment Inc. (HBS 9-502-011)
• Week 1, Lecture 1
– 行銷溝通策略
– 資料庫行銷於傳統行銷理論的框架位置
• Lecture 2
– Harvard Case Study: Harrah’s Casino
– Case Study 的學習方式
– Case Study 重點擷取的訣竅
– Harrah’s Casino Case Study 導讀 I
• Week 2, Lecture 1
– Harrah’s Casino Case Study 導讀 II
• Lecture 2
– 分組討論
– 總結與分享
4. 4
Business Strategy 商業策略
市場佔有率 Market Share
Star Question
Ca$h Cow Dog
?
成
長
潛
力
HIGH LOW
HIGH
LOW
離開 EXIT
BCG (Boston Consulting Group) 矩陣SWOT 分析
外在影響因素
企業內部因素
Strength Weakness
Opportunity Threat
企業的「商業策略」是企業首先分析企業本身的特質與外在環境因素 ( 例如
SWOT) ，選定一個期望鎖定的市場位置 (BCG MATRIX) ，然後採取不同的策略（
包含行銷），讓企業達到這個期望的定位，並在這個過程中，從顧客中擷取經濟價值
37. 37
Harrah’s 企業策略的發展
• 1980 年代：
– 著重人員的培訓
– 發展常客獎勵方案
Initially, I focused on people more than anything else, and I thought that was a sustainable competitive position at that
time. The strategy seemed to be working in the early 1990s, as Harrah’s led the way to take advantage of legalized
gambling in many states beyond Nevada and New Jersey. These new markets provided Harrah’s with explosive growth
and a highly profitable business.
I also started a program to communicate with customers who won over a certain amount in our jackpots. I asked them
which other casinos they had visited and planned to visit. I was amazed at the amount of cross market visitation from
these customers and yet we received only a small fraction of their gaming dollars when they visited Las Vegas
and Atlantic City.
At the same time, we were developing rewards program based on tracking cards (akin frequent shopper cards) at each
of our different properties. The rewards took totally different forms at each property because each property was pretty
autonomous.
Satre frequently talked with John Boushy, the head of marketing/IT, about how much better it would be, if customers could
use the same loyalty card at every Harrah’s location, that way, Harrah’s would know more about customer play at each
property. (page 4)
41. 41
新策略所帶來的改變
• 新的組織架構 (page 6 and page 25)
架構 IT/ 品牌、行銷、客戶滿意三個集團總部部門於所有的賭場管理上層
• 新的品牌定位 (page 6)
• “Exuberantly Alive!” “Friendliest Employee”
• CRM 客戶管理系統及資料庫行銷的導入
– Database Marketing (DBM)
– Total Gold/Rewards program
– 藉著這個常客獎勵計畫所收集的資料，執行資料庫行銷、發展行銷策略、發展一個可以數據化
(quantified) 的顧客價值 (CLV) 預測模型
(Page 7)
To achieve this goal, Loveman launched three major
initiatives: changing the organization structure, building the
Harrah’s brand, delivering extraordinary service, and
exploiting relationship marketing opportunities. (page 6)
42. 42
The System (page 10)
顧客的每次光臨
Visit
低觀察頻率
Low Observed
Frequency
高觀察頻率
High Observed
Frequency
低預測頻率
Low Predict
Frequency
高預測頻率
High Predict
Frequency
低價值
Low Worth
Lifetime Value
高價值
High Worth
Lifetime Value
Low
Worth
High
Worth
Low
Worth
High
Worth
Low
Worth
Low
Predicted
Worth
High
Predicted
Worth
High
Predicted
Worth
機會切入點
常客獎勵計
畫最有效的
行銷投資群
預測公式
Theoretical Win from a
customer = A*B*N*H
A= % of winning B= Average bet
N=bets per hr H=number of hr
played
Harrah’s Proprietary prediction model
Total Reward Program for
cross market visitation
43. 43
The CRM Cycle: Harrah’s 客 管理循環戶
潛在客戶
首次客戶
重複客戶 忠誠客戶
頻率低
顧客群
預測消費低
顧客群
忠誠度減低
顧客群
以廣告、宣
傳、 DM 來引起興
趣
導入 (1) New
Business Program
執行 (3)
Loyalty Budget
Upside Program
執行 (2)
Loyalty Frequency
Upside Program
執行 (4) Retention Program
DATABASE MARKETING
44. 44
DBM 1: New Business Program
• The New Business Program was designed to improve the effectiveness at
converting new TOTAL GOLD members into loyal customers. The
program used predicted customer worth (theoretical wins) to make more
effective investment decisions at the customer level-thus allowing the
particular offer to be more competitive with what the customer was currently
receiving from their existing scenario of choice. The resulted in a more
effective and more profitable new business program. (page 10)
目的：
將剛剛登錄成為 Total Gold 獎勵計
畫的新成員變成忠實的顧客
戰術：
提供比現在客戶從競爭對手所收到更
好的優惠
45. 45
DBM 2: Frequency Upside
• This program was designed to identify customers that, Harrah’s predicted,
were only giving Harrah’s small share of their total spending in a particular
market. Harrah’s capabilities enabled property marketers to develop
programs that offered incentives for these customers to visit Harrah’s
properties more frequently- i.e. switch a trip from competitor to Harrah’s
目的：
• 吸引某一個市場中「高預測
低頻率」客戶群
• 鼓勵從競爭對手的賭場轉移
到 Harrah’s 集團賭場
46. 46
DBM 3: Budget Upside
• Harrah’s also identified customers with budget upside-customers who
were only giving a small share of their gaming budget to Harrah’s on
each trip. In most cases, a customer’s allocation of budget was directly
related to the order in which they visited casino on a particular trip-the
first stop received the largest share, the second received the second
largest and so on. Therefore, the objective of this program was to
encourage the customer to visit Harrah's first and thereby capture the
majority of the single casino trip. (page 11)
目的：
找出每次會到兩三家賭場客戶，
提供足 的優惠誘因，讓他們來夠
到 Harrah’s 賭場，藉以捕獲最
多的下注金額
47. 47
DBM 4: Retention Program
• The objective of Harrah’s Retention Program was to reinvigorate
customers who had broken their historical visitation patterns or
had demonstrated other signs of attrition.
目的及策略：
找出展現與過去歷史消費模式不
同的客戶，或者有動搖預兆的客
戶，適當地給予注入新的優惠刺
激藉此保持這個客戶以及重複消
費的機會…
48. 48
DBM 5: The Total Rewards Program
• The Total Gold/ Rewards Program was designed to facilitate and
encourage the cross-market visitation patterns of Harrah’s customers.
Through market research, Harrah’s realized that a significant share of
business was lost when Harrah’s loyal customers visited destination
market like Las Vegas, but did not stay or play at a Harrah’s during
their visit. Harrah’s estimated more than a 100 million of lost revenue
was generated by Harrah’s customers in Las Vegas alone. The Total
program was intended to capture this lost business by making it easier
for customers to earn and redeem rewards seamlessly at any of
Harrah’s properties across the country.
目的及策略：
Harrah’s 發覺很多他們的忠實客戶在到了另一個市場的時候，卻
往往不會去同屬 Harrah’s 集團的酒店或賭場 ; 這樣讓集團平白
損失了許多潛在的收益 . 據估計，光拉斯維加斯一地，原本可以
透過忠誠客戶帶來而未收到的潛在收益就達到 1 億美元，所以絕
對 得投資於值 IT 資訊技術科技來將這些潛在收益找回來
49. 49
The Total Rewards Program
• Total Gold Program 在 1999 年由原本單純的現金集點的
常客獎勵計畫進化成為 Total Rewards Program ，繼續
收集有用資料，完善他們客戶消費的預測公式，並測試
及開發新的刺激消費優惠
• 客戶現在可以集點並在 Harrah’s 全美各地的賭場兌換
– 賭場籌碼
– 免費的房間
– 免費第二份晚餐
– 旅遊假期
– 與航空公司兌換里程
– 參加各項抽獎活動… .
“The farther we get ahead and the more test we
run, the more we learn. The more we understand
our customers, the more substantial are the
switching cost that we put into place, and the
farther ahead we are of our competitor’s effort.
That is why we are running as fast as we can.”
Gary Loveman, CEO and Chairman
