CASE STUDIES

The Challenge, Our Solution, The Result

CASE STUDY 01

A mid-sized Midwest casino was dealing with low and declining hotel occupancy and overall declining revenues. The casino is located in a competitive local market with competitors closer to major markets.
We developed a hotel strategy that utilized direct communication offers based on ADT and distance criteria to not only fill the casino, but to fill the hotel with gamers to boost overall revenue.
We helped the casino increase hotel occupancy from an average of 60% to over 95% each month, improved both on and off-peak seasonality, and filled the hotel rooms with gamers to fuel a monthly increase in revenue year over year.

CASE STUDY 02

A mid-sized Midwest casino was coming up short in guest service metrics with unhappy guests and low employee engagement. The company provided service training annually and in new employee orientation. They also had a guest e-survey, and yet, service levels were below expectations.
We developed and implemented a comprehensive guest service plan that corresponded with the casino’s brand and unique selling proposition. The plan was rolled out as a company-wide service program, tied not only into all other trainings throughout the year, but was supported by a meaningful measurement and employee recognition program, leadership development, internal communications plan and more.
The guest service plan greatly increased positive guest feedback and employee engagement was improved company-wide, as demonstrated through improved service scores and employee retention.

CASE STUDY 03

A small company had been in business for over 10 years and was having difficulty with hiring and retaining their employees, Their sales were dropping. The company had raised their pay rates and thought they had done everything they could to turn the company around. They were ready to give up.
We conducted 1:1 confidential discovery interviews with every employee. We then analyzed the information obtained and classified it into categories and determined the priorities to be addressed and how. Working with the owner and top management, meetings and coaching was conducted, including 1:1 training and coaching with the owner and top management. The employee handbook and policies were reviewed and updated, along with streamlining of various processes.
Six months after the process started, the company had new and compliant HR processes, including a new onboarding process, able to address employee performance issues effectively and were now fully staffed. Covid then took its effect and they were shut down for several months. Upon reopening, their staff was still together, and their sales took off.

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