Tag Archives: casino host software

Why Being Customer-Centric is Important

No matter what business you’re in, it pays (literally!) to be customer-centric. Whatever you do, you have customers, and understanding their needs and preferences is part of your responsibility to them. Why? Because part of any customer’s expectations of someone with whom they do business is that their needs will be met and that they won’t be disappointed unnecessarily throughout the process. This is implied, of course, but those businesses who fail to meet their customers’ needs and who disappoint them will not keep their patronage for very long.

In the casino industry of late, there has been a lot of talk about how to engage The Millennials in bricks-and-mortar gaming. Most of the articles I’ve read on the topic say something like this: ‘The adults of the digital age have come to expect a personalized experience. They prefer interactive entertainment and seem more likely to play table games or forgo the casino entirely and play on a mobile device. These preferences seem to be based on their online experiences in an increasingly connected world.’ So it follows that understanding this generation and meeting their expectations and preferences would give the savvy, customer-centric casino operator an advantage over his competitors who do not. This is true of many businesses who find themselves striving to remain relevant to a younger generation.

In retail, buyers and sales clerks need to be customer-centric in order to understand what their customers hope to find in their stores and provide that. Salespeople anticipating a shopper’s needs by observing body language and actively engaging them in conversation is a customer-centric practice with real value. Unlike in casino gaming, a retail operation with a customer-centric focus is not appealing to just one desirable segment of their potential customer base. Stores benefit from successfully engaging with patrons of all ages and socio-economic strata…and will earn their repeat business.

In B2B settings, being custom-centric is even more important, because providing the product and/or service you offer is an act of faith in your business on the part of your clients. Being both proactive and appropriately reactive are beneficial in this world, by first offering the best product or service you can at a reasonable price and then by understanding the business problems of the customers you serve. Doing this well will keep them with you even without long-term contracts…they will stay because you “get” them. (Again, the principle applies to most kinds of ventures.)

For those who work in service industries, much like in the casino world, understanding the individual in front of you and providing them the best possible experience is a game-changer. Whether it’s in a hotel, a restaurant, a sports arena or a movie theater, each of your customers has come to you with an expectation of their very own. It’s up to you to meet that expectation. Automatic assignment to one’s favorite room, a sample taste of a new dish, acknowledgement of the next person in line, treating people with professional familiarity when you’ve learned who they are, all these kinds of behaviors will set your operation apart from those of your competitors if you’re doing it right. It’s basic customer service, but with the personal touch.

So why is customer centricity an important component of any business? Because it buys you more business. Inexpensively, easily, manageably bought repeat business. It gains you customer loyalty because you have shown that your operation is worthy of it. I agree (in part) with Sir Richard Branson’s assertion that creating happy employees make it easy to create happy customers. I suggest this addendum: Empower and encourage your employees to conduct your business in a customer-centric way. Reinforce positive outcomes, address performance weaknesses, and you’ll have a winning combination.

Customer centricity is important because it is the best way to get, delight, and keep your customers. If they know you are willing to understand and accommodate them, they will reward you with their ongoing loyalty. Use analytics to ensure you’re applying this appropriately across your enterprise, and your customers will reward you with greater profitability. Then everybody wins. Happy employees, happy customers, happy stakeholders. Everybody wins.

Do you love what you do?

Like some of the people I’ve met in my career, I ended up in Casino Player Development almost by accident. I never intended to apply for a job at a casino, but I heard they had a job opening for talkative social types, and I had to know more. After being hired, I fell in love with the atmosphere, the guests, the giveaways (they gave me a microphone!), the tournaments, and especially all the hugs. We were a family, the guests and employees, and I was hooked. So hooked, actually, that I worked my way from host to supervisor to manager to executive before going to “The Dark Side.” (It’s my affectionate term for having left the industry to work for a casino technology vendor…and I love that, too!)

There are people I’ve worked with over the years who were naturals at casino hosting, and I’ve worked with some for whom another vocation was their true calling. Both groups can harbor Rock Star hosts, for sure. Some members of both groups have moved on to other career opportunities for a variety of reasons, and some of them are still in the trenches in a casino operation somewhere. Obviously, the choices these friends and acquaintances made revolved, at least in part, around doing something that makes them happy.

So, why do you do what you do? My years in a casino operation meant I went to work every day knowing that the day would present me with unanticipated challenges, small victories, and only rarely would I be bored. There was always something new to learn, interesting (or baffling) problems to solve, guests to meet (or placate), and often a crisis brewing. It was hardly ever boring. I did what I did because it was fascinating, challenging, and rewarding. I did it because I am a social creature, and I spent my workdays surrounded by people from all walks of life. It was, particularly in the beginning, my dream job.

Now, I do what I do because I believe Harvest Trends can make the lives of Player Development pros easier. We have assembled the tools I wish I’d had when I was running a Player Development team. To be able to quickly spin a list of players who fit a certain profile that the property had determined was our target, assign those players to hosts for contact, and track their progress as they worked toward completion is a dream come true for most of the folks I know who are taking care of the best players in properties around the US.

I do what I do because I fell in love with an industry that provides entertainment with the chance for a life-changing prize. I do what I do because somewhere out there is a good player who wants to know why no one appreciates his business, and I want him to know his “home” casino is glad he plays there. I do what I do because I am happier when I am feeling accomplished and fulfilled, and I want my children to see that making a living can be rewarding and is not always a drag. I do what I do because there are untapped resources available for casino marketers and player development professionals, and I want them to know about those resources.

So, tell us: Why do you do what you do?

Critical Components of Casino Player Development

Is your host team doing everything it should be to secure (as best they can) the loyalty of your patrons? There is quite possibly something more that can be done to ensure the continued visitation of your Players of Interest.

My experience, as well as the thoughts of many experts in the industry, have led me to believe that lots of hosts spend too much time on retaining players who have already demonstrated their loyalty to your casino. Many of your high frequency patrons know folks in every department and come in with treats and trinkets for lots of your associates. While they certainly need to be able to depend on your property’s premiere customer service team from time to time, it’s important to ensure that these players don’t take up too much of the of the host team’s time. Why? Because your property’s premiere customer service team should also be (1) finding out why good players have not visited recently and (2) getting new members of worth to return. In fact, there is probably more opportunity for increased revenue from the acquisition and reactivation functions your host team performs.

While competitors right-size, my money’s on spending time building relationships with your players of interest on an ongoing basis. Certainly every employee should be doing this whenever possible, this is a task perfectly aligned with what a PD team is supposed to do. These components of a successful Casino Player Development program are critical to its continued success. Ensuring that you hit all these points and hold your hosts accountable for them should result in continued profitability from your PD team.

Identification
Identifying these particular “players of interest” to your property is the fist step. Taking a somewhat granular look at your database will help you identify the new and at-risk players in your database who present the most opportunity for you in terms of long-term loyalty to your operation. It’s not difficult if you have the right tools and someone to ask the right questions. Where do our most profitable customers live? From where are our most promising new club members coming? When do the players of interest come to the casino? How often? Are there times when they don’t visit? Or do they sometimes come in and play less (or better yet, more)? Are there fight zones with competitors where profitable players are equidistant to you and another property? Are any of those patrons at risk of defection? What can you do to keep them from visiting the other casino? If they decide to stray, how will you get them back?

Planning
Once you know who you’re going after, decide on your plan. There will certainly be mail components and, if you’re really on your game, some form of digital marketing as well. But we’re talking about critical components of PD here. Ensuring that the hosts know who they need to reach out to and with what offer(s), if any, is the most critical component at this stage. The players of interest have been identified, and now the hosts have to do their stuff. Phone calls and handwritten notes and greeting cards and gift baskets delivered to hotel rooms, reservations at spas and golf tee times, steakhouse dinner parties and special gifts are all examples of critical components the hosts may bring to sweeten the deal to bring back even reluctant players of promising worth. Sometimes you have to be armed as though for battle, particularly in increasingly crowded regional gaming markets.

Acquisition
As a baseline, new players need to make 3 trips in order for a casino to recoup its reinvestment and turn that new player into a profitable one. Ideally, the patron will return twice more within 30 days. While an aggressive new player incentive and generous mail offers combine to increase the odds that a new patron will return, for those who play to a higher level there is nothing as effective as a personal “touch” from a casino host to provide an incentive to come back right away. In this capacity, the host becomes the new player’s “touchpoint,” or his “inside man,” so to speak. When the host offers to make a reservation or some other consideration for the player, he feels important and is more likely to return to the casino whose host made him feel this way. A personal connection is certainly a host’s strength, and this connection begins the journey by which a player can find his “home” casino. The patron may well return sooner than he might have if he’d only received a mailer.

Reactivation
For players who have gone quiet and haven’t returned in a while, a host may be the most effective method for getting that return trip. While a robust mail program targeted at reactivation can have a great response rate, having the hosts call the top levels of guests in that mailing can certainly provide a profitable boost to the results. Some of the players who receive your Where have you been? mailer will appreciate the opportunity to tell someone why they haven’t returned, as many of them are just looking for a reason to feel valued enough by your property to come back. A host can deliver the personalized experience that these players (rightly) feel they deserve. I’ve seen players who remember a host (“Oh, Bobby! Hi!”) return within two weeks of a “personal” call…at a rate of about 30%. (The host I’m referencing marveled at how effective simply calling and asking how people were doing really was in getting them to make a visit to see him.)

Retention
While I believe that many hosts spend too much time in this role, it’s still a vital part of the work they do to ensure your property has patrons coming through the doors with regularity. Divided equally, a host should spend roughly 30% of his or her time in contact with familiar faces, guests you know you’ll see on a predictable basis, and recognizing when those patrons are off their visitation and/or play pattern. As always, balance is key…and retention is a function that is necessary to maintain your expected levels of activity and revenue from these dependable patrons.

Analysis
Sometimes you’ll have to change direction, as markets change and people move on for one reason or another. New challenges will always be ahead, so having the ability to spot trends and apply the principles of preemptive reactivation, particularly when paired up with a robust view of your database, all combine to provide you with the ability to find a new path almost as quickly as your favorite GPS app. See what happens, keep identifying patrons who deserve host attention for whatever reason, and look for ways to stay ahead of the game using analytics.

Tracking
It’s important that you have a clear view of your host team’s productivity. When you assign new or inactive patrons to your hosts for contact, you may want to include a qualifier for the hosts to achieve before they can “claim” the patrons in question. Perhaps you will set a threshold for theo and a number of return visits so the hosts can have the players coded and see the benefits (extra theo toward my goal!) of bringing those players back. See who they’re contacting, what the conversion rate is, and how much they’re adding to your overall reinvestment in the way of comps and other freebies. Review this information at least once a week. Daily is better. Use your tracking data to keep each individual host on track throughout the goal period.

Measurement
Now that you’ve honed your identification and targeting skills, it’s time to see how well your plans have worked. The tools you use to locate your players of interest should be of use in determining your success rate as well. How many new players in which areas did we convert to our monthly mail program? Are they visiting us with regularity, and is there a pattern in the play that indicates we may be able to get more of their gaming wallet? What offers move them? Which ones do they ignore? Will something else work?

And repeat. If you’re not sure you have the resources to pull off the identification, analysis or measurement components, let us know. Harvest Trends is continuously refining its tools for casino marketers…we may have just what you need.

Did I forget anything? Are there critical components in your PD program that we didn’t list here? Please sound off in the comments below.

Don’t Settle

One of our clients kindly allowed us to do a case study on their player development program because they had seen such success with their rolling 90-day prospecting program, we wanted to share it with the world. The property’s partnership with us enabled them to implement an idea their leadership thought would drive incremental revenue, and they saw a 25% increase due to this new program! (They even saw increased play among hosted players when unhosted carded play was down.) They chose not to settle for the status quo.

The key to their success is two-fold: (1) the team leader’s idea for identifying, contacting and creating loyalty among their players of interest utilizes a key strength among their hosts, and (2) their daily updates (to hosts, host manager, director and VP) ensure that they know exactly how things are progressing. There’s no waiting until IT or database can run a new set of reports, there’s no sorting through excel files to track host progress or identify players, therefore there’s no roadblock to putting a good idea to use and no need to settle.

For too many properties, it is difficult for a player development team leader to receive necessary information in a meaningful way or in a timely manner. Weekly reports mean that the leaders and their hosts won’t know every day how they are progressing to goal, so adjustments are difficult to make during the last month of a quarter…especially if they have to wait for a spreadsheet to be generated and sent via e-mail to be massaged into something useful. This struggle makes it difficult for the leader to properly manage a host team to drive the best possible numbers.

Like their leaders, host teams at lots of casinos take care of the regulars and the players with whom they are best acquainted, but rarely have the bandwidth or inclination to dig deeper into the new player data or reactivation lists to find worthy “new” guests who require their attention. When there are rooms or showroom seats to be filled, many hosts call the same folks who had come to the last show instead of finding new patrons to reward with the freebies. (Nick Ippolito of Player Development Systems, Inc. shared that in a recent survey conducted by his company, 90% of casino host respondents stated that they prefer talking with players they have met or already know.) Without the right support, there is little a team leader can do to motivate their hosts to do more.

Equally frustrating to many PD team leaders are the delays in getting host results at the end of a quarter. When the end of a quarter and the end of a week don’t line up (assuming that even weekly reports are the norm), the quarterly host report might seem to be an afterthought to the database team. So these PD pros often run reports and cobble together some numbers for themselves to find out they had missed achieving their theoretical goal by only a few thousand dollars.

It is not necessary, given the current resources available for Casino Player Development, to settle for weekly numbers or hosts who aren’t accomplishing all that they can. There are some properties with advanced teams who are putting up good numbers despite the fact that most gaming markets are not enjoying the same recovery that the rest of the economy seems to have. There are also many teams who are talking with the same guests and accomplishing the same things every day, not progressing or growing incremental revenue. Then, there are the teams who aren’t focused on driving revenue; they are glorified promotions attendants who work at the club or in the VIP lounge sometimes. This doesn’t have to be the case, however. Technology in the gaming world is growing in leaps and bounds, and some company somewhere has just the solution your property needs. Whether you purchase a server and install an enterprise edition or access the software via the internet, you can likely find something that will help your team drive more revenue, just like the property in our case study did. If it’s training you need, there are a number of great options available for that as well.

The BNP Media & Raving Casino Marketing & Technology Conference in 2015 will provide a golden opportunity for marketing and player development pros to find the resources they need to grow their incremental revenue. Since the technology conference will, for the first time, take place as part of the Casino Marketing Conference, gaming marketers will be able to find answers to most of their questions or concerns all in one place. Start with some basic research on the exhibitors, decide which ones may have the solution you need, then make an appointment to meet with the ones you’ve chosen during the conference (but be sure not to schedule over an important breakout session).

Don’t settle for getting information whenever database or IT can get it to you. Don’t let your PD team languish or miss goals by only a couple thousand dollars. Don’t wait to begin doing research to find the right software, consultant, or other solution for making your team more efficient, effective, and confident. Don’t spend another year wishing you had a casino marketing partner, more data, or the ability to bring your vision to life. Walt Disney famously said that if you can dream it, you can do it. He forgot to mention that you might need some help to pull it off…but he was right, in any case. Bring your dream player development program to life in 2015. You’ll be so glad you did. (And so will your boss!)

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.

 

 

Casino CRM: What’s on your wish list?

Not long ago, I (triumphantly!) found a document for which I’d been searching.  During my years in Casino Player Development, I’d searched for a contact management system that did everything a host team would need it to do in order to best manage the casino’s high rollers.  I’d written my wish list to address the perspectives of the hosts, the player development team leader and the property.

I’m sharing my wish list here because Harvest Trends is THISCLOSE to completing development work on our first version of the CRM we’ve built specifically for Casino Player Development.  I searched for this product for more than a decade, as I’ve shared in this blog post and this one, too.  What features for Casino CRM are on YOUR wish list?

From a host’s perspective, the CRM should:

  • Allow quick data entry and quick review of past contacts both by player and by user
  • Provide a detailed player snapshot, including things like player worth and visit history, interests, bookings, preferences, and associations with other players
  • NOT restrict hosts from viewing one another’s players to enable them to tag-team problem resolution and bookings
  • Be flexible enough to reflect changes in programs, lists, and offers
  • Provide views to progress in terms of bookings, goal achievement, player frequency, faders, inactives, new players, etc. based on individual host and/or player parameters
  • Generate a “tickle” when a player needs to be contacted for any reason, to include birthdays, anniversaries, frequency drops, tagged events, and user-set parameters (e.g.: “call back with confirmation”, “call in XX days”, “send a Get Well card”)
  • Notify the host when certain events occur with coded players
  • Be flexible in use on the floor, in the office, or on a mobile device
  • Be quick to load, update, and accept input

From a management perspective, the CRM should:

  • Be easy to use to boost user adoption and acceptance
  • Provide insights related to host contacts and the effects of those contacts on player activity
  • Allow identification of “Players of Interest”  to include faders, inactives, new players of worth, and others as defined by the property
  • Include a dashboard or daily flash to show individual and team progress to goal (pace), achievement of assigned tasks, contacts, and success in responses to tickles and other notifications
  • Generate Top 20 (or 50 or 100) lists for Players of Interest based on property parameters
  • Allow for the assigment of tasks and follow-ups on the same
  • Automatically update and e-mail standard reports and updates to specific parties each day, week, month or quarter

From a property perspective, the CRM should:

  • NOT require extensive resources to keep running smoothly
  • Inspire confidence in its ability to provide timely and accurate direction and information
  • Be readily adopted by any and all users
  • Come with reliable training and support

Now, Player Development pros, tell me what I missed.  Comment with features or elements that I didn’t include on MY wish list…things that are on YOURS.

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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.

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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.

Casino Host Reporting

For just a monthly fee, your casino hosts can be sent a Daily Action Plan!

  • Daily results against casino host goals
  • Coded players who visited yesterday
  • Comp exceptions
  • Upcoming birthdays
  • Valuable players who are due back

The casino hosts can quickly place relevant phone calls to congratulate the winners, commiserate with the losers, celebrate with the birthday players, and invite back the valuable players who have not been on property.

Contact Jackie Parker at jparker@harvesttrends.com or (716) 514 6788 for a 30-minute demo.