Is Your Barista Your Banker?

Nick Ippolito's latest post has sparked quite a variety of pros and cons into the various perspectives on the matter of merging of rewards clubs and the cashier cages. The post highlights the potential pitfalls of such a merger and advocating for a more distinct approach to managing customer interactions. While the intention behind this blend might be to streamline services and reduce labor costs, the implications for customer experience and brand identity are significant.

Ippolito begins with stating that identifying the concept of a rewards club is integral to the casino player experience. It serves not just as a program that showcases their level of play but as a landmark for all players, providing them with a sense of identity and blueprint for rewards and offers within the casino. My analogy "Is your banker your barista?" resonates well here. Just as these two roles serve different functions in our daily lives, so too should the roles of rewards club representatives and cashier cage personnel be distinct.

Todd Moyer Chief Marketing Officer at Peninsula Pacific Entertainment (PE) brilliantly flips the perspective by simply and powerfully stating, "Our Rewards Center is our Cage!

Many industry experts agree that merging these roles dilutes the essence of what a rewards club represents. Jeffrey Pletcher, a marketing and hospitality executive, emphasizes that while technology improves efficiency, the emotional connection provided by a dedicated rewards club is irreplaceable. He articulates concern over how this merging impacts card sign-ups and usage, which are often low. Instead of enhancing guest experience, this approach risks alienating players by stripping away their club identity. Technology is indeed a double-edged sword in the casino environment. On one hand, it provides the tools necessary for operational efficiencies.

On the other, it can lead to a disconnect between the players and the service they expect. Pletcher suggests that rather than consolidating roles, casinos should leverage technology to empower every employee as a player club representative. This way, technology can facilitate customer interactions without losing the personal touch that comes from dedicated service.

The idea of transforming every employee into a player club representative aligns with the modern approach to customer service. By making it easy for any employee to assist with card sign-ups and rewards, casinos can create a more inclusive environment that caters to player needs without overwhelming the staff.

Agustine Trevino, player development director, underscores the need to rethink the merging of the players club with the cashier cage. His perspective revolves around the observation that while this practice became common during the pandemic, it does not mean it is right or sustainable. The players club is the foundation of a casino's identity, and merging it with a transactional environment can lead to a host of issues.

Trevino stresses the importance of dedicated player club services, especially as the pandemic's impact wanes. The responsibilities of cashiers, who often deal with significant amounts of money, can be compromised when they also have to manage the complexities of a rewards program. This dual responsibility can lead to errors and diminish both service quality and customer trust.

Julie Rounds, Director of Marketing at Hollywood Casino, who has experience managing loyalty desks, shares her insights on the detrimental effects of merging these roles. She argues that while there may be short-term cost savings, the long-term costs in terms of customer service and brand knowledge are far greater. When customers interact with a cashier, they expect a swift and efficient transaction.

Conversely, interactions at a loyalty center should foster relationships where representatives take time to educate guests about the benefits of the rewards program.

Merging these two functions inevitably leads to longer transaction times, increased customer frustration, and overwhelmed employees. Julie aptly notes that the two job functions-rewards club representatives and cashier cage personnel-are fundamentally different. The consequences include poorer customer experiences, diminished employee satisfaction, and an overall decline in the quality of guest interactions.

Micheal Kipper, a director of casino marketing at River City Casino in St. Louis, echoes Rounds's sentiments, emphasizing that the distinct roles are crucial for maintaining high service standards. The blending of roles not only hampers efficiency but also dilutes the customer experience, ultimately affecting the casino's brand perception.

Anthony Bunch, an executive casino host for Isle of Capri in Iowa, advocates for their separation, recognizing the economic and staffing pressures that influence decision-making in the industry.

In an ideal world, he believes that the rewards club should operate as a distinct entity, with representatives also available to assist with floor promotions. While analytics play a crucial role in evaluating casino performance, they often fail to capture the nuances of customer relationships. Bunch emphasizes the difficulty of tracking emotions-how can casinos gauge whether a patron felt happy, content, indifferent, or angry during their visit? Surveys may offer some insights, but response rates tend to be low unless customers have had exceptionally positive or negative experiences.

Every front-of-house employee serves as a representative of the casino brand, and their demeanor, tone, and helpfulness significantly influence the patron experience.

This underscores the need for specialized training and support for rewards club representatives to ensure they can effectively engage with guests.

Tom Marsden, casino shift manager at Grey Eagle Resort and Casino, advocates for utilizing floor staff, such as shift managers or pit managers, to sign up players for rewards clubs. This approach not only fosters relationships but also keeps players engaged without requiring them to make a trip to the cashier cage. By incorporating rewards club sign-ups into their interactions, floor staff can enhance the guest experience and encourage continued play.

Glen Espina, Shift Manager at Galaxy Resort Club, says "Let the job description function itself. From the invites, advertising of promotions, arranging transport, rooms, menu preferences by guests, and even the tables that the guest normally played were known by the host/marketing/member-reward team. The extending of cheering and chatting to the guest was part of them. The cage will not do and walk out from their department to do all those things. The cash in/out and commission transactions are handled by them. But yes, they can recommend, with the ability and power of the guest table activities confirmed by gaming management. For some, it's a cost-saving measure, but for those well-versed in running this business, do they recall the data on the number of visits, the longer hours of play, and the experience?

Ippolito takes a strong stance on challenging casinos and marketing departments to give a close evaluation at the promotion and celebration of the rewards program. All too often in his vast travels he notices limited signage and propaganda on the benefits and importance of joining the reward program.