Casino Host Basics

So you’re a casino host.  Now what?  There are tasks and goals and guests and procedures, and some of them seem to be at odds with one another.  Simply put, it’s a host’s job to balance all these things.  Your primary objective is to drive more trips or get more play from the best players at your property.  The tasks and goals and guests and procedures are all parts of the whole role, which is to build relationships with players on behalf of your property in order to secure their loyalty and limit the amount of their gaming wallet that goes to your competitors.

As a rule, the relationships you build with your players will become second nature after a time.  They may begin to feel like your actual friendships.  You’ll learn which of your players are interested in what sort of events at your casino.  You’ll figure out which ones want more comps than their play warrants (manage them carefully!) and which ones would rather just be left alone to play.  It won’t take you long to remember what brand of smokes your best players prefer, and which restaurants each of your better players frequent.  Who golfs, who owns his own business, who takes care of their grandchildren on weekends, who gets all worked up if you don’t return their call within a couple of hours…you get the idea.7K0A0523

But you have to start somewhere.  Begin with a letter to any “new” players, meaning ones you haven’t yet met face-to-face.  After a few days, give each guest a call to inquire whether they’ve received your letter and whether there is any service that you may offer to them.  Have a calendar or list of upcoming events handy so you can tell them what’s going on, and note the events in which they seem interested.  (That way, you know which ones to contact them for in the future.)  Explain the services you can provide and ensure that the guest knows how to reach you when they need you. As a host, it’s your responsibility to provide the guest a touchpoint for your casino.

A player’s host is his “inside man.”  You should be able to get him a room or dinner reservations or show tickets or registration for a tournament or other event without him having to do more than ask you to take care of it.  Afterward, relentless follow-up is required.  Always return a guest’s call as soon as humanly possible and do what you say you will do.  If you’re making reservations, call back with confirmation that the task is complete, no matter whether the reservation is for today or in three weeks.

Work within the guidelines you’ve been provided, and remember that when you break a rule for a guest, you are, in fact creating a new rule.  Players will share with one another what you’ve done for them, and others will begin to expect the same sort of consideration.  Be diplomatic, and learn to say “no” and make it sound like “yes,” using the phrase, “what I CAN do for you is…”  It’s never a good idea to create an expectation for something you cant deliver.

Learn how to read player accounts well enough to quickly determine whether a guest will still be profitable after redeeming all his or her offers before providing additional incentives.  If she redeems her room and meal coupons, downloads all her points for free play AND you give her a comp, how much of her play is left over as profit?  Let that be your guide.  As a general rule of thumb, don’t comp someone more than 10% of their average theo (or loss, if that’s a bigger dollar amount.)  When you DO provide an extra incentive to a guest, be sure they understand whether or not such an incentive may be provided again in the future.  Tell them what they need to do to get what they want.

Ask the other hosts on your team (particularly those who are more experienced) how they handle certain situations and take the best practices from among them to make your own.  Every host is different in some ways from his or her counterparts, and because of that, your own signature approach will often serve you well.  Learn from your mistakes and always ask someone you trust for help when you need it.

Remember always that your job is to get more visits or more play from the best players at your casino. The best hosts find a way to accommodate their guests without creating unrealistic expectations, learn to anticipate their guests’ needs, and accurately report on their activities so the property’s leadership understands the Player Development team’s contribution to the bottom line. The tasks and goals and guests and procedures are how you get there.




10 Tips for Casino Hosts

A couple of recent e-mails from casino hosts gently pointed out that many of my blog posts are aimed squarely at those who lead casino player development teams and that there wasn’t a lot of content for those who actually ARE casino hosts.  With this post, I am addressing casino hosts directly in order to help them streamline their efforts to drive more visits from their property’s most profitable players.  The following guidelines may be applied as needed in order to help hosts accomplish more during a shift.

  1. Understand who your customers are and what they want.  This sounds pretty simple, but is , in fact, as complex as each of the players themselves.  Think for a moment about the things you hear over and over again in conversations with your players.  These are common themes, and it’s likely that your players have discussed their feelings about your program with one another as well.  Are they getting more free play from your competitors?  Since there’s not much you can do about that, remind them that you provide them extra “value” for their visits by making it easier for them to make room or dinner reservations.  Do they tell you that they don’t like your promotions?  Get specifics and pass them along to the pertinent associates in your marketing department in order to provide those folks the direction they need to make those promotions more appealing, which makes them more profitable when better players participate.  Talk with the [layers and share what you ‘ve learned in order to keep your casino ahead of the curve.
  2. Know how to say “no” and make it sound like “yes.”  This concept suggests that you can share with them what they need to do in order to get what they want.  Rather than shut them down as soon as they ask for something not warranted by their play, tell them how much they’ll have to play in order to earn the thing they want.  Remember to look at spouse play or other mitigating factors (how frequently they customarily visit, whether they likely visit competitor properties, recent illnesses or bad weather, etc.) in your calculations.  Then tell them how many points or trips or comps they will have to earn (or make) to qualify.  Put the ball back in the player’s court, so to speak, and then the “no” doesn’t have to be spoken.  Empower the guest to earn what’s necessary to have their wish fulfilled.
  3. Understand how your property’s direct mail program works.  This single accomplishment will enable you to more profitably manage your player list.  If the guest has hotel coupons that haven’t yet been redeemed, offer to make the reservation for them using the coupon.  (If your property requires that the actual coupon be surrendered upon check-in, remind the guest to bring it to the hotel desk.)  When the guest asks for a steakhouse reservation, look at their offers and determine whether they want this meal in addition to what their coupons provide and decide if the comp is warranted on top of the other offers they might redeem during the trip.  If they’ve got an offer for 2 (two) show tickets and they want 4 (four) seats for an upcoming show, look at recent play to see if the add-on is warranted.  (Maybe they had a big loss since the offers mailer…or maybe they didn’t.)  Understanding your mail program helps you better address player concerns when their offers change, too.  And you’ll get that question a lot.
  4. Make breaking (or bending) a rule a last resort.  Once you’ve broken a rule to accommodate a guest’s wishes, you’ve actually established a new rule.  The guest will likely come to expect a similar accommodation in the future unless you tactfully communicate to him that this is a one-time only situation.  As other players hear about the special favor you’ve done (and they will!), some of them are likely to ask you for similar consideration due to their own extenuating circumstances.  It can be a slippery slope, so it’s probably best to avoid the trip down the hill.
  5. Pass along player comments to your team leader.  Whether you know it or not, your team leader is probably going to follow up on the information you share.  Often, managers and directors are so busy with the day-to-day tasks of their own jobs, as well as the occasional firefight, that they don’t get to talk with guests and learn what is important or vexing to them.  In your role as a host, players will often share their frustrations or delights with you.  Close the feedback loop by sharing this information with your boss in order to ensure the guests concerns are at least within his awareness.
  6. Always maintain confidentiality.  It may seem like a no-brainer, but it’s easy to forget who is around you when you are speaking with co-workers or even other guests.  If you are going to be talking about specific player patterns or proprietary company information, always ensure you are in an area away from guests as well as employees who do not have access to the information you are sharing.  Never reveal things like ADT ranges or levels, customer losses, company policies and procedures, or sensitive information like room numbers or addresses.  When speaking with a customer directly, use generalizations or anecdotes to share pertinent information without going into specifics…unless you are talking about that guest’s own play patterns.  Even then, only use points or another metric which the customer can plainly see for himself to make your point.
  7. Never let ’em see you sweat!  Even when you’re running around the casino like a madman on a Saturday night, take your time to walk through the gaming areas, keeping in mind that the guests may take a cue from your behavior.  Walk with a purpose, but like you own the place.  Even when you’re on your way to a firefight, take advantage of opportunities to briefly “touch” players you know and make a mental note to get back to them when you have a moment.  Be calm and plan your next move instead of being buffeted by the tides of a busy casino floor.  Better yet, plan your day ahead of time.  Build in a buffer to accommodate the unexpected, and you’ll accomplish more.
  8. Don’t come out of the gate with an offer.  When you approach those players on the gaming floor, or when you reach one by phone, don’t automatically offer free play or a buffet comp.  Player development is about relationships, and it isn’t your job to be Santa Claus.  Talk with the guest.  Learn why he visits your property instead of a competitor’s.  Find out why he doesn’t like the buffet or never brings his wife with him.  Make a connection instead of an offer.  When you do this via telemarketing, you’ll often find that the overdue or inactive guest will make a visit to your property within a couple of weeks even if you didn’t sweeten the deal with something extra in the way of perks.  Just having you as their host will often keep your property top of mind, so touching base will sometimes generate a visit on its own.
  9. Share your ideas.  One of the best hosts I’ve ever known is also once of the most creative people I’ve met in my lifetime.  She is great at decorating, throwing parties, and generating ideas for casino promotions that drive revenue.  Fortunately, she is also a “sharer.”  She’s put together game shows, suite parties with hors d’ouvres and an open bar, slot tournaments, and countless other engaging events for her coded players.  She included other hosts in these events when they were interested, and they worked together to make the events memorable.  At the suite parties, they even set up a photo “booth” and took pictures with their players.  Those photos were featured at future events to show those who’d missed the parties just how much fun they’d had.   The hosts who opted out of participating in these events generally didn’t drive as much revenue in the same time period, and all of these great ideas were profitable.  Brainstorm with the creative minds at your property and provide your coded players another reason to come have fun at your casino.
  10. Never forget who you work for and who provides the dollars in your paycheck.  These entities are not one and the same.   You work for the casino, but the players provide the dollars in your paycheck.  It can create a balancing act for you, because sometimes what the player wants is at odds with what the company says you can provide.  Making sound business decisions is the hallmark of a good casino host.  Therefore, you must always balance the guest’s needs with the company’s success.  Paying a player to patronize your casino is never a good idea, because you haven’t actually secured their loyalty…and that’s ultimately what your job really is.

Being a good casino host takes a lot of varied skills.  You have to be a god communicator, both written and verbal.  You have to quickly weigh circumstances and crunch numbers to make decisions, the results of which your players will take personally.  You have to develop real working relationships with people around the casino to help you meet your guests’ needs in addition to the relationships you’ll need to build with the guests themselves.  You have to be ever mindful of the policies, procedures, regulatory concerns, ethical considerations and other guidelines by which you have to conduct your business.  While thinking like an entrepreneur, to manage your book of business, you have to abide by the rules your casino has for reinvesting in its players.  Often, you’ll have to do this on the fly without access to all the tools available to you, do it in addition to other tasks, or do it with so much data you can’t wade through it all.  It’s not a job for the faint of heart.

But you are a people person, and likely have casino player development in your blood, like I do.  That means you’ll come back again and again in an effort to get your guests to do the exact same.  7K0A0246

Why do we comp?

In preparation for my session at the 2014 Southern Gaming Summit, I spoke with lots of Casino Player Development experts and team leaders, and one subject keeps bubbling up to the top: host comps.  Some properties have eliminated their hosts’ ability to issue player comps, and many people wonder exactly what it is that the hosts are supposed to do in that situation.

In my blog post entitled Player Development Doesn’t HAVE to Be Expensive, I cover this topic just a bit, but here’s a point I missed: hosts are predisposed to write comps because players expect them.  We have created this expectation ourselves, because “that’s the way we’ve always done it.”  Hosts know that players expect to be comped in addition to the direct mail offers and mass promotions the casino offers. Savvy players know they’re worth more if they’re hosted, and they (like everyone else) want maximum value for their gaming dollars.

I have done the math on some pretty high-worth players and found them to be unprofitable due to the comps they demanded and received.  I have also found great players who almost never received a comp because they were satisfied with the offers they received in the mail, or they never knew they could ask for something more. (Sadly, the latter are a minority, particularly in this economy, where everyone feels compelled to wring every dime out of every possible source.)  Most players, fortunately, fall somewhere in the middle: they understand the player rewards systems at their favorite casinos and receive benefits commensurate with their play.  They receive these perks for a number of reasons, but at the core is one driving force: to secure their loyalty to a particular casino.

That brings us to another pertinent question: does comping buy a player’s loyalty?  Steve Browne said years ago in a training session for Wheeling Island that players are promiscuous.  He’s not wrong.  I’ve spoken with players who were treated quite well by a host at one of my properties who were made the proverbial “offer they couldn’t refuse” because a competitor had an idea of the player’s worth…and they went for it.  Whispering sweet nothings to me and the hosts the whole time, telling me how satisfied they were with our ability to compensate them for their play, they told me later about their visit to my competitor’s casino.  Breathless with the brand new-ness of the property, describing with delight the free steakhouse dinner or entertainment or VIP lounge, they wrap up their description of my competitor by telling me how little money they spent there so they could spend some with me.

The reason hosts are expected to issue comps are numerous: to compensate a player who lost a fair amount of money, to get a return visit from a “lost” player, to supplement mail offers the player isn’t likely to use, to mark a special occasion in the player’s life (anniversary, birthday, etc.), or to placate a high roller whose service expectations weren’t met.  Ultimately, the goal of a comp is to get a player to return to your property.  All of the reasons listed above have that goal in common.  The host, with the comp, is asking the player, “Please come back!”

But what if the host can’t issue a comp? My friends at properties who have forbidden comps tell me they’ve had to helplessly watch players walk out the door simply because the host couldn’t provide them with dinner. What is a host in this situation to do?

The answer is simple: Do Your Best. Don’t break the rules; don’t make promises you can’t keep. Don’t grouse about your inability to write a comp for a soft drink. Tell the patron how to get what he wants, let him know what you CAN do for him, and let the chips fall where they may. Be helpful, genuine, professional, and available to the guest. You are still an ambassador for your property.

Happily, the words, “Please come back” are almost as effective on most people as the buffet comp would have been.

If you are a host who CAN comp, thank your lucky stars, make the best business decisions possible, and never take for granted the tools you have been given to take care of your patrons.

Is your Player Development team on target?

There is so much player data available in casinos today that very few operators are able to fully utilize it.  It’s a fact of life that analysis paralysis overcomes us all at some point, but that same information can make us better marketers.  And knowing which players to contact in order to achieve a particular goal will make your casino hosts better at player activation, retention and acquisition.

Reviewing host goals and determining whether they are the right ones often requires a deep dive into an analysis of your database.  Before you can adjust what the host’s targets should be, you have to know which of your players should be coded to a host (and how existing host lists need to be adjusted), how much play you can expect from the player in question, and whether your hosts need more or different tools in order to drive that play. Use your review to determine what tasks must be done to achieve the goals and when, then compare that with what the hosts are doing each day. Perhaps an exercise in time management will provide everyone with a better understanding of the activities that make up your hosts’ shifts.  If they’re spending very much time on tasks that aren’t directly related to driving more visits or play from your very best players (defined however your property defines the very best), something needs to change.

Along the way to finalizing any adjustments you decide to make to the hosts’ goals, it’s important to take a moment to plan how you will measure them.  You’ll want to be able to share updates as the goal period progresses.  Ideally, everyone on the team should know where they stand daily in terms of achieving both theoretical and performance targets. If your database team can’t manage daily updates, then at least have a process in place to get weekly reports on the relevant metrics to keep the team on pace.  It really stinks to think you’re doing alright and then barely miss the target, particularly if you or your team are bonused for achieving (or exceeding) goals. Use benchmarking through the entire goal period to determine whether each host is on pace for each of the elements of his goals.  Compare the time elapsed or remaining in the goal period to the amount of progress made toward reaching the goals.  If you’re eight weeks into a quarterly goal period, your hosts should have achieved about 67% of the theoretical, trips, increased activity levels, frequency, new members, reactivations, bookings, contacts, etc. that you asked them to at the beginning of the quarter.   If you’re at week eight, you should have a good idea who’s going to make it and who’s not, and you should have a pretty solid lead on why.

Regular updates (again, ideally daily) will quickly guide you to the areas where progress is lagging behind.  If this information can be provided directly to a host who will be motivated to respond accordingly, then get it to him and let him loose!  In other cases, however, the team leader is going to have to sit down with someone who’s not making the grade and determine a course of action to get both the host and his numbers back in line.  (Harvest Trends’ one-to-one coaching series offers some assistance, should that be necessary.)

If it turns out that your host team isn’t on target to achieve their goals, don’t despair.  Take a good look at the situation and figure out how to turn it around.  Use the tools at your disposal to make the necessary changes to get your team back on track.  Guide your Player Development pros daily to keep them on the path to success.  You can do it.  They can do it.  Harvest Trends can help.

Effective Player Development Doesn’t HAVE To Be Expensive

Is it necessary for a host to make an offer to a player in order to generate a trip?  It is, after all, standard behavior for hosts to comp players.

The industry’s earliest Player Development efforts started this way, even before anyone used the term “player development.”  Pit bosses traded free and discounted meals for player loyalty long before slot club cards were in wide use.  As the technology grew, methods shifted and what we now recognize as modern PD was born.


In the current gaming climate, it is becoming more difficult to retain the loyalty of a player; it has become a player’s market in many regions of the US.  When every casino they’ve visited within the last six months is sending them comparable offers, players really can pick and choose where and when to visit a casino and maximize the value of that visit.  So, does that mean a host has to sweeten the deal in order to get the player to visit HIS property instead of going to a competitor?  I say emphatically, “No.”

I propose an experiment.  Do a split test for host-initiated visits in exactly the same manner you would for direct mail.  Determine which two of your hosts have lists which represent the same sort of cross-section of your database and which have similar player frequency and worth.  Give them each the same time frame and number of players to activate.  Have one host make an offer with every call; a free buffet, a night’s stay for free (if you have a hotel), a small free play amount, or something similar.  Then have the other host do nothing more than make contact and chat with the guest without making a specific offer.  (If the guest asks for something, the host should use his or her customary decision-making process to assess and respond to that request.)  Then at the end of the test period, see who was more successful and, more importantly, who was more profitable.

Ultimately, hosts need to keep in mind that their players are accustomed to receiving some pretty comprehensive offers via your direct mail and rewards programs already.  While the players will certainly not (in most cases) turn down an offer of additional freebies, your property is already spending a fair amount on them in overall reinvestment.  This fact is sometimes overlooked as players share with their favorite casino employees the details of offers made to them by competitor casinos.  They do this to gauge their worth to your property in comparison.  It’s subtle, but effective, psychological posturing.

Over the years, savvy players have learned to work the system.  Your host team should not be a point of weakness that players may exploit.  I’m sure everyone who reads this post can come up with a war story or two: the guest who booked a suite and handed it off to her newlywed daughter (who never spent a dollar on your gaming floor), the table games player who came to the invitational golf tournament and ate in your steakhouse with a comp but never played a hand of blackjack, hotel guests who stayed free for a week by combining coupons and discounts and points, you know the ones I mean.  The way to prevent that sort of player behavior is through communication.  Information flows from your hosts and your database team to understand what’s going on with your players, and the PD team leader should communicate what the hosts and database specialists should be doing to get that incremental visit from your guests.

In my experience, an “overdue” guest will make a visit to your property within two weeks of a call from his or her host, whether or not an offer has been made.  The call puts the property top of mind and the guest remembers why he or she enjoys playing there.  If there are no obstacles to the trip (health concerns, travel arrangements, financial woes, etc.) the player might even show up within a day or two of the call.  Most of the time, the host only needs to remind the player of an offer he or she already has: an upcoming show, hotel coupons for a weekend stay, a VIP event or tournament to which he guest has been invited.

What about times when an offer is warranted?  How is the host to know whether or not he should make an offer over and above what the marketing department has already provided?  Consider whether or not you’d make an exception for players like these: new members whose initial mail offers have expired, players with significant loss and low theo, overdue guests who don’t have current offers, players who have a special occasion in the near future, or those who are high-frequency mid-worth guests whose offers don’t last them through the month.  These are the sorts of players who hit up hosts for “extras.”  Consider carefully how you want them handled and maintain clear two-way communication between hosts and team leaders to keep everyone on the same page and keep costs down.

For some event ideas, check out this post.  The best benefit your players can have is the service of a good casino host.  That benefit, like so many of the others your property offers, doesn’t have to be expensive.

The Guest Experience MUST Be Paramount

I visited a local casino yesterday.  It was not the pleasant experience I’d anticipated.  This thought actually occurred to me as I was heading back to my car, “I changed into a nice outfit and did my hair & makeup for THIS?!”

Online reviews for this property are mixed, with a slight edge to more positive opinions.  I wasn’t a hotel guest, and I certainly wasn’t going to dine there once the atmosphere had so negatively affected my mood.  If I’d read them before I went there, I would still have been let down.  Perhaps my experience was more disappointing because of my years in the industry and because of my tendency to look through the lens of an executive who wants everything to be perfect.  Honestly, I went to the casino yesterday for the same reasons any guest does: to be around other people, soak up some of the fun and excitement one expects to find in a casino, and to play some slots for a little while.  Instead, I left feeling as though I chose the wrong property to visit because the employees I encountered didn’t seem to care very much about me or the other guests I saw.

First of all, the security guard at the door didn’t greet me. At all.  I’m pretty sure she gave me no more than a cursory glance to ensure I appeared old enough to be on the gaming floor.  Second, security was the department I saw represented most heavily on the gaming floor.  There wasn’t a single “suit” on the floor outside the pit. No hosts in sight, and I saw only one slot attendant and one cocktail server. Next, the only employee who spoke to me at all was the club rep who replaced my card…and she only said exactly as much as she needed to determine what I wanted and take care of my request.  My attempts at small talk were met with silence.  I even spoke directly to one employee, who did not respond at all.  The one bright spot was a slot technician who smiled at me as I approached an abandoned bank of machines.

I saw other things that concerned me about the guest experience at this casino: doors open to the back of the house, employees who appeared actively grumpy in direct guest contact, backs turned to patrons at more than one service area, and guests who looked as though they’d rather be anywhere else.  On the plus side, the place was exceptionally clean and chairs had been pushed up to the machines when they weren’t occupied.  On a previous trip, the floor was very smoke-filled and that wasn’t the case this time, but it also was a lot less busy on this winter weekday afternoon

Clearly the atmosphere in the casino I visited was not conducive to extending a visit or even enticing the player to return.  I might have stayed a while longer (and spent more money) had the place had a fun feel to it.  There was a slot tournament going on, and I might have liked to give it a try, but the people standing in line waiting to sign up looked just as grumpy as the employee who was signing them in.  Oh, and there was a HANDWRITTEN sign attached to the stanchion sign at the registration table.  Sadly, the handwritten message didn’t even make sense to me.

Folks, I guess the point I’m trying to make here is this: the guest experience has to be more important than anything (with the exception of compliance).  Period.  If you work in any service role, you have to check your baggage before you enter a guest area.  Whether there are rumors floating around that affected your mood, or if you’re just having a crappy day, that is not a thing your guests need to know.  They didn’t come to the casino to make you feel better.  They came so YOU could make THEM feel better.  A trip to the casino is supposed to be entertaining.  It is not supposed to make you wonder why you left home in the first place.  Don’t let what happened to me happen to your guests.  Please.

I promise, if it does, they will feel the same way I do: disappointed.  And they might not come back.




Player Development Job Descriptions

Back when I got my first director’s job, I was asked to review and revise the job descriptions for everyone in my areas of responsibility.  I thought at first that the task would be easy: read through the documents sent to me, make sure they reflected what the team was supposed to do, change what didn’t make sense, then send them back to HR.  Done!
As it turns out, some of them were a little more difficult to quantify.  To save you the trouble, I’ve compiled here a list of the most basic and important responsibilities in Player Development.  I left them generic, so you can use them anywhere.  Many of them could be used for other roles, too.  Feel free to copy, paste, add, revise, or none of the above.

Summary of Responsibilities

The main responsibility of a Player Development professional, regardless of title, is to develop and maintain effective working relationships with a casino property’s very best players and provide services to them to build player loyalty and increase the number of visits or amount played (or both) from among those guests.  In order to do this, a PD pro must also develop and maintain strong working relationships with key allies throughout the property and in the community to ensure players have the experience they expect while gaming and to generate leads for new business.

A Player Development Manager is, in addition, expected to set and monitor achievement of goals and measurable metrics for the team in alignment with the property’s business objectives.  Providing information relevant to the operation in a 360 degree direction is part of the manager’s role, so analysis and report preparation is imperative.  A manager is also a resource for guests whose issues must be escalated for satisfactory resolution and hosts who are having trouble finding their own way to goal achievement.

Here are the basic job functions in for everyone in Player Development (not necessarily in order of importance):

  • Establish and maintain positive customer relationships with players who meet property criteria (and with those identified to have the potential to reach that level of play)
  • Maintain contact with coded players as appropriate to generate return visits and provide exemplary service.
  • Interact with players in person on property, as well as via telephone, e-mail, text message, and written correspondence
  • Learn about and tailor services to guests’ preferences, likes and dislikes
  • Resolve player issues, whether real or perceived, to the guest’s satisfaction
  • Strive to achieve goals and metrics/objectives provided
  • Find the right balance in every situation between the guest’s desires and the property’s rules, regulations and guidelines  (Amy’s note: There is always a way.)
  • Invite players to events, tournaments, shows, etc.,  according to their interests
  • Make hotel, show, dining and other reservations and communicate same to guest
  • Issue complimentaries or other offers to guests as play and property guidelines warrant
  • Host special events, player parties, property promotions and other activities as needed
  • Provide information to team and property leadership related to guest feedback, suggestions, concerns or issues
  • Maintain confidentiality of information about both customers and property; share carefully
  • Represent the property as a role model of customer service and professionalism
  • Participate in brainstorming and planning sessions for Player Development program
  • Network among coded players to build relationships among the best customers and to generate leads for new high-worth players
  • Prepare and submit reports on activities as directed, complete and on time

If you are a Player Development Manager (or other team leader) you are also responsible for:

  • Setting SMART (with a stretch!) goals and metrics for each host and for the team
  • Monitoring pace toward goal achievement
  • Analysis of coded and potential high-worth player data
  • Assigning/coding players to hosts
  • Coaching staff as needed
  • Regular and consistent communication with all direct reports
  • Preparing and submitting activity and departmental reports as assigned
  • Attending meetings as a representative of the Player Development team
  • Participating in brainstorming and planning sessions for marketing
  • Implementing programs, events, promotions, etc. for the Player Development team
  • Providing assistance for marketing events as required
  • Resolving player issues, real or perceived, when host is unable to do so
  • Setting an example of excellent customer service

Tell me what you think.  Did I miss something?

Grow Your Casino Host Program and Improve Goal Setting

Grow Your Casino Host Program and Improve Goal Setting

Player Development can already use the Daily Action Plan from Harvest Trends to enable each casino host to reach and exceed their goals. Now Harvest Trends adds affordable, focused, 1:1 consulting to Player Development Executives on setting Casino Host Goals and coaching each Host to Success.

Press Release: Biloxi, MS (PRWEB) Dec 2013

Harvest Trends now offers the consulting, 1:1 coaching, and tools that you need to grow your casino host program. The coaching series covers everything from “Setting Host Goals” to “Coaching a Casino Host for Success”.

“Every General Manager and CFO has an interest in the structure of the casino host goal program, and should consider offering the “Setting Host Goals” program to their PD manager/director” said Susan Kesel, CEO. “The casino host goals must align with the overall property revenue goals and have the appropriate focus on acquisition, retention and reactivation, within the broader context of profitability. A General Manager is prepared to pay a bonus for a well-designed casino host program that drives results to the bottom line”.

“I know what it’s like to set goals, stay on top of the results each day, coach your hosts, run your events and respond to guest needs” says Amy J. Hudson of Harvest Trends. “We’ve designed these 1:1 phone/Skype based coaching programs to fit into the rush of the working week while helping the manager to grow the program and coach the hosts to success”

Amy has 17+ years experience in the player development and marketing arena including Delaware North Companies and Ameristar’s Cactus Petes Resort Casino, and she brings this experience to bear in this coaching program.

Setting goals for casino hosts is both an art and a science. The creative side of setting goals is to think outside of the box and create a program that provides an incentive for each host to focus on the activities that will bring results to the bottom line. The scientific side of setting goals is to create a measurable program with supporting assumptions and metrics, and without any loop holes!

“Every new skill is wasted unless you have the tools to do the job”, said Jackie Parker, President of Harvest Trends. “We already send a Daily Action Plan to each casino host, with the daily results and their pace to goals. More importantly, the Daily Action Plan is sliced and diced so each Host knows exactly who to call and why! Now we have added the skills training”. Travis J. Hankins, Senior Director of Marketing, Jumer’s Casino & Hotel, said “This is cool. I wish I had the player development daily stats and action plan when I was a host!”.

With the Daily Action Plan, the manager can quickly and easily identify coaching opportunities and proactively reach goals. Curtis Patnode, Player Development Manager at Clearwater Casino Resort said “This is a very exciting time for me, I enjoy going to work every day and looking at my daily action plan to see what is happening with my players and hosts.”

Curtis has leveraged the Daily Action Plan as a daily opportunity to monitor and coach the host team to success based on individualized results before it is too late. Under his leadership, Clearwater Casino Resort have implemented a rolling 90 day acquisition program with great success. On a daily basis, Curtis allocates high potential guests to individual hosts. The host has 90 days to qualify the player. Because the manager is alerted to the status of a player who is not pacing sufficiently, they can coach the host, or reassign the player if needed to assure success in activating the player before they are lost.

The latest innovation from Harvest Trends is the creation of these 1:1 coaching programs for “Developing Player Development” because they add that layer of interpretation and structured approach that comes from many years of experience in managing casino host programs. Because the structured coaching is offered via phone/Skype, a new Player Development manager or director, can participate as soon as they take on their role, and not have to leave the property for training or wait for a conference. This saves the cost of travel and conference fees. Amy sees particular value for a Director of Marketing who is assigned Player Development, or for an individual contributor who is promoted into management of casino hosts.

In most teams, there are some hosts that consistently beat their goals and others that under-perform. The Coaching a Host to Success is a unique 1:1 coaching program that helps the Manager to coach a host to success. It takes the Player Development leadership through the detailed steps of addressing and improving casino host performance with practical management experience and based on detailed metrics that they just don’t have the time to prepare. In addition to improving host performance, they learn new tips and techniques to enhance their own effectiveness as a manager.

Each coaching program is laid out in a structured approach over a number of weeks, but there is flexibility to meet the property’s specific needs. The program also includes the use of the HostMAPP tool kit during the course of the coaching program, to analyze the daily results and refine the goals.

“I am thrilled,” says Amy Hudson, “because for the first time, managers of Player Development can have the infrastructure to actively manage their book of business and take proactive steps to coach their casino hosts to meet and exceed their goals.” Amy writes daily about Developing Player Development and you can learn more at her blog where Amy regularly posts on topics related to Casino Host Goals and player development in general.

About HostMAPP

HostMAPP is an award winning casino player development tool that provides customized Daily Action Plans allowing Casino Hosts to be on floor interacting with patrons instead of sitting in their office pouring through spreadsheets. The HostMAPP tool kit enables a manger of Player Development to proactively Manage the Activities, Profitability and Performance of your host program. Together, the consulting, coaching and daily action plans from the HostMAPP toolkit can drive increased revenue to the bottom line.

About Harvest Trends, Inc.
Harvest Trends provides innovative, cross-platform, hosted business analytics solutions for the gaming industry. There is no capital outlay for hardware or software and you only pay a monthly subscription fee that is appropriately priced for casinos of all sizes. For more information, contact Amy Hudson at 304.218.1265 or

How do I set up and track Casino Host Goals? (Part 5 of 5)

Interestingly, your work here is not yet done.  You have accomplished quite a lot if you have followed all the steps I’ve suggested, but there is still more…refining work, if you will.

As suggested in the last post, you may have noted some patterns emerging from your analysis of the team’s work.  Some hosts may have a knack for spotting and responding to changes in player behavior and others may need a gentle nudge.  Some segments in your player base may generate a stronger showing for certain kinds of promotions or events, or you may even see declines in some groups of your guests, requiring you to assess the effectiveness of parts of the program.

The next step, logically, is the constant review and course corrections that enable you to continue posting positive results from the team.  Clearly, there will be things that work against you, but if you are paying attention to the way your best players react to the best efforts of your Player Development team you will have the information you need to decide how to proceed.

Do you have a new competitor opening its doors soon?  Focus your team on Preemptive Reactivation efforts.  Do you see a normal downturn in visits and spend during the winter months?  Look at the best players from your inner market to determine whether there are opportunities to drive an extra visit from those who live close enough to safely travel to you.  Or, team up with the motorcoach staff to bring better players in by the busload. (Book fancy buses, of course!)

Begin looking at goals and objectives for the next 3 or 4 goal periods instead of one period at a time, and imagine the adjustments you may need to employ to ensure that they are in alignment with the property’s plans.  Put together a Player Development plan with input from hosts, property operations leaders, and guests.  Think about ways you can quickly turn the tide when the team’s (or the property’s) numbers don’t look so great, then come up with some concrete plans to do so when needed.

Use both successes and failures to learn how to do it better as you move forward.  After all, the gaming business is evolving at a faster rate these days than ever before, and with tighter margins and less room for error.  Understanding why your team is successful or not and having the information you need and the plans in place to maximize the results is key.

Ma Market Planning 06
Ma Market Planning 06 (Photo credit: nancydowd)

Coaching a Host to Success

Coaching a Host to Success is a unique 1:1 coaching program that helps the Manager to coach a host to success. Do you have some hosts that beat their goals and others that under-perform? This program takes you through the detailed steps of addressing and improving casino host performance with practical management experience and based on detailed metrics that you just don’t have the time to prepare. In addition to improving host performance, you will learn new tips and techniques to enhance your own effectiveness as a manager.


Sign up for this 1:1 Coaching program for managers of Casino Hosts. The program is delivered by phone and/or Skype. The charge is an hourly rate and the program follows this structure but is adjusted to your specific needs:

Assess (8-12 hours)

  • Send host goal achievement and summary of disciplinary history, if any
  • Include summary of hosts’ interactions with guests and co-workers
  • Meet with consultant and begin to talk about strengths and shortcomings

Recommend (16-20 hours)

  • Determine action to take with host and draft plan agreement
  • Sit down with host and discuss plan, ask host for input
  • Finalize document and get signatures; communicate 360 degrees

Implement (16-20 hours)

  • Use agreement as guide; set 6 (min) weekly one-on-ones with host
  • Print host pace for goal and discuss with host weekly; ask for ideas
  • Write notes and sign at end of weekly meeting to document discussions and progress

Monitor (3-6 hours)

  • Determine at end of agreement period whether new agreement is needed or if host has made sufficient improvement
  • Draft new agreement and repeat Recommend and Implement steps -OR-
  • Finalize original agreement, compile all follow-ups, sign and file

Contact Amy Hudson at 304.218.1265 or for a confidential discussion without obligation. Or learn more about Amy’s style and experience via her blog at