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Let's Define CRX, CRM & Loyalty

CRM, CRX, Loyalty

CRM, CRX, Loyalty. We throw these terms around every marketing boardroom and strategic planning session, but what do we really do to foster this type of relationship with our customers, in our case gamers?

Let’s define them to get started.

CRM/Customer Relationship Management as defined by Wikipedia is an approach to manage a company's interaction with current and potential customers. It uses data analysis about customers' history with a company to improve business relationships with customers, specifically focusing on customer retention and ultimately driving sales growth. [1]

CRM as defined by Salesforce – is a strategy for managing an organization's relationships and interactions with current customers and potential customers. A CRM system helps companies stay connected to customers, streamline processes, and improve profitability. [2]

But there is a problem.  “Too many CRM programs devolved into applications implementations rather than the intended customer relationship transformation.” [3]

None of the above truly speaks to the customer’s experience. 

There are three pillars to trust:

  1. Integrity is about the goodwill of the companies
  2. Reliability means companies’ words and promises can be relied upon
  3. Competence refers to the capability [4]

Now let’s take a closer look at what we do to erode these pillars.


Casinos create the hook.  That incredible and compelling attraction that drives hundreds of players to their threshold.  Only problem is how to process the crowds.  Long lines are the bane of a player’s trip and a sure sign that their play time is not being respected. We call it “anticapapointment”. Try a little tenderness to win and influence players.


Legendary casino operator Jack Binion used to say, “Let them eat their way back to even” and did not believe in so-called seafood, crab or lobster limits. F&B establishments will faint at the mere mention of unlimited lobsters because they look at costs of sales, but this customer will discuss your unlimited buffet for weeks to come, so what if they eat five lobsters? What did it take in losses to earn the comp? If you want to earn trust, remove the barrier of limits.  Let them eat their way back to even and enjoy an unbridled great experience.


In an age where every business has latched on to improving customer loyalty through the guest experience, customers judge us now more than ever on service. Players tell us they judge a great casino trip by how many times the cocktail server makes rounds. Many passes equals great service; few passes equal poor service. Players also tell us that more cocktail service makes it feel like “more time on device”.  Service is part of your brand promise.  Don’t save money by cutting service staff.


Vegas recently started charging parking fees while Atlantic City has been at it for decades. I recently went to a large casino on the strip and spent $110 on dinner and still paid $20 in parking. In Atlantic City that $110 dinner receipt at Morton’s would be my ticket to free parking at Caesar’s. Sure, the state mandates a $3 parking fee in NJ, but patrons don’t want to hear that. Could casinos forego the $10, $20, $50 parking fee from a player who has the potential to become a loyal customer? If you want to win trust, don’t nickel and dime your customers. Pave a pathway to free parking for all visitors.

The lexicon of gaming does not promote mutual trust. The house always has the advantage. The relationship is adversarial. Either you win or the house wins. Long lines, sold out rooms or entertainment run counter to a positive CRX.  Developing emotional attachment requires casinos to cultivate trust over convenience, point systems and sales promotions. 7 To get share of wallet, you must first get share of heart. You never really know what customers want until you ask them. So, ask them. If you want to win trust, make your players your partners by including them in your strategy.


[4] Wang, Liang, et al. “Consumer Trust in Tourism and Hospitality: A Review of the Literature.” Journal of Hospitality and Tourism Management, vol. 21, 28 Feb. 2014, pp. 1–9., doi:10.1016/j.jhtm.2014.01.001.

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