A customer-focused summer camps Monmouth county casino culture doesn’t happen in a vacuum. By definition, in the gaming industry an internal corporate culture is interdependent with the external “customer culture.” This symbiotic relationship is a dance where the partners hold each other close, where movement by one should be matched by complementary response from the other.
In concrete terms, this means that the investment a casino makes in creating a corporate culture that emphasizes customer service should be reflected in a corresponding improvement in customer satisfaction. Yet, in the authors’ experience, it’s surprising how few gaming companies really know what their customers’ perceptions are, let alone the changing dynamics of these perceptions over time. For that matter, only some of the more progressive casino companies bother to find out for certain what their employees think and feel, either.
Few casinos have any systematic process in place for regularly monitoring what their customers are happy or unhappy about. For the most part, casino managements rely on hearsay, general impressions, and instinct. In the fickle gaming marketplace, trusting to gut feelings about what’s on the customer’s mind is a good way to be fooled or misled.
Yes, there are those customer comment cards. Every casino has them. Yet surprisingly few casinos have systems in place to aggregate, monitor, and analyze them regularly to identify and isolate specific issues and their causes. In any event, customer comment cards tend to be filled out by people at the extremes, either gushing with elation over their experience or bitingly angry about perceived shoddy treatment. The great mass of customers in between rarely bothers to fill them out. Customer comment cards are useful only to the extent that this extremism is taken into account. The information extracted from them can be useful as an anecdotal thermometer recording the highs and lows of customer experience, but reveals little about the true overall temperature at a given moment.
Moreover, what if analysis of the cards yields low customer satisfaction ratings? How do you interpret the cause? The “why” is usually revealed in employee research. Many service and hospitality companies say that if they had to forego either consumer or employee attitude research, they would always go with the employee surveys. They reason that, in a service business, employee attitudes (and behavior) drive customer satisfaction — cause and effect.