The purpose of this article is to convey marketing experiences and successful solutions that may benefit you in your work, and to dispel a common myth.
Preparation for this article was conducting interviews with the top marketers at Harrah's, IGT and the Reno Airport.
In one interview a common, even mythical statement came out that is pertinent.
The myth: "Our industry is totally unique.
Marketing practices that work in another industry do not translate to mine." Sound familiar? The lessons from these leading local marketers interviewed help dispel this myth and provide some great tips in the process.
In the end you decide, so here is some advice from the following top Nevada marketers.
Harrah's Reno Dean Richard, director of sales (formerly director of marketing, Circus Circus) International Game Technology Ed Rogich, vice president for marketing Reno Tahoe Airport Krys Bart, executive director Not surprisingly, all three organizations share the same business goal of increasing revenue, either by growing the size of the sales "pie" (Reno airport and Harrah's) or by increasing their share of the pie (IGT).
Here is how each marketer applies its own strategies, which can have applications to you.
Dean Richard believes Harrah's is the strongest brand in the gaming industry.
One reason is that all Harrah's properties share the same name, a commitment to service and delivering a quality product.
Much of their success stems from the consistency of one-on-one interaction with customers at all contact points.
They consciously "personalize" the brand experience with regular mail, e-mail or in person throughout their casinos, whether you are checking in or just getting change.
They also earn trust, an essential branding ingredient, by standing behind their "100% satisfaction guarantee." Ed Rogich of IGT has the unique challenge of a "closed" market, meaning the company cannot expand sales to establishments, states or countries where gambling is illegal.
As a result, growth must come from gains in share-of-market or share-of-customer.
As a pure business-tobusiness company, IGT sells primarily to casinos and does very little marketing direct to consumers, called "ingredient branding," as does Intel (Intel Inside), Dupont (nylon) or Dolby (stereo).
Its leadership position (70 percent market share) is built upon customer service and adapting new technology to its product line.
Krys Bart and her team at the Reno Airport have been successful in raising air traffic to and from Reno in a down market an accomplishment most airports cannot claim.
They have also doubled more profitable business travel from 22 percent to 45 percent.
She credits these successes to being able to demonstrate a business case of profitability to airlines when they use the Reno airport.
And she attributes this to the credentials of key hires, such as her chief financial officer and industry analyst, who holds a doctorate.
Besides the common goal of these companies wanting greater revenue, there is one business practice that makes them even more similar.
They all rely upon industry collaboration to excel.
For example: Dean Richard of Harrah's actively collaborates with competing casinos and noncasino entities to build tourism for northern Nevada.
Collectively, they are redefining northern Nevada beyond the traditional perception of gaming and headliners.
The broader definition also includes a destination for business and conventions, a destination for art and culture and adventure sports.
The collective energies are organized by the Reno-Sparks Convention & Visitors Authority and the Regional Marketing Committee.
Harrah's and the other entities know that by supporting the common goal
in their marketing they will also improve their own businesses.
IGT's collaboration is with the technology industry that drives its product development.
According to Ed Rogich, its engineers are proactive with outside software, semiconductor and other technology companies in seeking competitive advantage.
Their reputation for technology leadership shows up in innovations such as their paper "ticket" system and "embedded bill acceptor." Looking forward, they see applications of the Internet, 3D and "smart card" technologies in future IGT products.
Krys Bart at the Reno airport has a collaborative style that extends both internally and externally.
As the executive director, her style is very "hands on," working closely with staff who have ready access to her.
Externally, she and her team work with local business building entities such as Economic Development Authority of Western Nevada, RSCVA and the Regional Marketing Committee.
Last year she accompanied Lt.
Governor Lorraine Hunt and a task force to China to promote highly profitable cargo traffic direct to Reno.To help airlines operate more profitably in Reno, her team encourages hotels and casinos to reduce emphasis on the "cheapest cost per seat" in negotiating air travel packages.
In short, Reno airport management adopts a "whole market" approach to building airport traffic.
I hope you can see that business in these times is truly global and that we need to reach outside of our companies to other industries and even collaborate with competitors to be successful.
Also, hopefully you obtained some practical marketing ideas that will help you in your business.
Let me know what you think.
Dave Roberts is principal of Strategic Marketing Consortium3, a Reno-based branding consultancy.
You can contact him at dave@smc-frogpond.com, at www.smc-frogpond.
com
