Canadian Gaming Business

Canada's Premier Gaming Industry Magazine

Vol. 13 No. 3

www.CanadianGamingBusiness.com

Fall 2018

ENGINEERING LOYALTY PM 40063056

Using data and communication to create the most loyal customers

CanadianGamingSummit.com

June 18-20, 2019 Edmonton, AB

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everi.com

Fall 2018

Volume 13 No. 3

Publisher

contents

Chuck Nervick chuckn@mediaedge.ca 416.512.8186 ext. 227

8

Editor-in-Chief Kavita Sabharwal-Chomiuk kavitas@mediaedge.ca Advertising Sales

Chuck Nervick chuckn@mediaedge.ca

Senior Designer

Annette Carlucci

www.CanadianGamingBusiness.com

22

30

annettec@mediaedge.ca

Production Manager

Rachel Selbie

rachels@mediaedge.ca

Circulation

circulation@mediaedge.ca

Product Specialist

Danielle Stringer

danielles@mediaedge.ca

Proudly owned and published by:

President Kevin Brown

President & CEO Paul Burns

kevinb@mediaedge.ca pburns@canadiangaming.ca

Senior Vice President Chuck Nervick chuckn@mediaedge.ca

5

EDITOR’S NOTE

6

MESSAGE FROM THE CGA

8

COVER STORY

Engineering loyalty Using survey data and communication to create the most loyal customers

14

INDUSTRY Q&A

Captivating the customer Industry insiders discuss how to leverage customer engagement to increase traffic

Canadian Gaming Business is published four times a year as a joint venture between MediaEdge Communications and The Canadian Gaming Association

18 EXECUTIVE PROFILE

To advertise: For information on CGB’s print or digital advertising opportunities: Chuck Nervick 416-512-8186 ext. 227 chuckn@mediaedge.ca

20

INDUSTRY SPOTLIGHT: DATA ANALYTICS

Analysing player patterns Making responsible gambling a part of your loyalty strategy

Copyright 2018 Canada Post Canadian Publications Mail Publications Mail Agreement No. 40063056 ISSN 1911-2378

22

FOOD AND BEVERAGE

Come for the games, stay for the food Industry experts explain how F&B amenities can keep customers coming back

Guest editorials or columns do not necessarily reflect the opinion of Canadian Gaming Business magazine's advisory board or staff. No part of this issue may be reproduced by any mechanical, photographic or electronic process without written permission by the publisher. Subscription rates: Canada $40* 1 yr, $70* 2 yrs. USA $65 yr, $120* 2 yrs. International $90* 1 yr, $160* 2 yrs. *Plus applicable taxes.

Postmaster send address changes to: Canadian Gaming Business Magazine 5255 Yonge Street Suite 1000, Toronto, Ontario M2N 6P4

30

CORPORATE PROFILE

Michael Dominelli, Executive Vice President & Chief Marketing Officer, NRT Sightline

MT>Play

Providing solutions, insight and knowledge to clients in the gaming industry

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The integrated casino Combining gaming with new and exciting entertainment options

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GAMING SUMMIT HIGHLIGHTS

2018 Canadian Gaming Summit Highlights

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editor'snote

Loyalty is not a gamble, but it’s definitely a reward LOYALTY IS DEFINED as a strong feeling of support or allegiance. Business owners know how important it is for their customers to feel a sense of loyalty with their brand, and how that feeling may be difficult to come by, at least initially. Plus, loyalty can very subjective – while the aforementioned definition remains accurate, it can range from a customer including a brand on their list of several go-to brands, to using one brand exclusively, to actively recommending that one brand to their friends.

I’m bringing this to your attention because the topic of this issue is marketing and loyalty, and how to encourage a feeling of loyalty towards your brand from your customers.

In this issue’s cover story, Dr. Stowe Shoemaker, Dean of the William F. Harrah College of Hospitality at the University of Nevada, Las Vegas, discusses how traditional marketing has transitioned into loyalty marketing, and how asking the right questions and actively solving problems can ensure a casino operator’s guests keep coming back.

Also in this issue, we spoke with casino executives to discuss how a unique entertainment program helps not only create loyalty with existing customers, but also assists in bringing in new ones.

In addition to these features, you’ll be able to find our usual comprehensive lineup of industry-focused articles and profiles, including: • An interview with Michael Dominelli, the Executive Vice President and Chief Marketing Officer at NRT Sightline; • An industry roundtable discussion with five marketing experts to discuss customer and social media engagement; and • An overview of the 2018 Canadian Gaming Summit, which took place in Niagara Falls, Ont. in June.

If you have any feedback on this issue or future story ideas, please drop me a line at kavitas@mediaedge.ca. For sponsorship or advertising opportunities, please connect with Chuck Nervick, Publisher of Canadian Gaming Business, at chuckn@mediaedge.ca.

Until next time, Kavita Sabharwal-Chomiuk Editor-in-Chief Canadian Gaming Business

Canadian Gaming Business | 5

messagefromtheCGA

Get to Know the Benefits of the Canadian Gaming Industry

BY PAUL BURNS, PRESIDENT AND CEO, CANADIAN GAMING ASSOCIATION

THE CANADIAN GAMING industry periodically makes headlines in the media, however too often these stories are sensational in tone and lacking in understanding of the highly regulated and integrated nature of our industry.

As the Canadian Gaming Association (CGA) puts the finishing touches on our latest Economic Impact Study, I am more inclined to call it an Economic Benefit Study because of the benefits that gaming provides to employees, communities and charities. I continue to be impressed by the depth and breadth of our industry’s reach into the communities where we operate.

This industry is known for working cooperatively with a broad array of stakeholders, most notably in communities.

As I’ve mentioned before, thanks to our 2016 Opinions of Community Leaders Survey, we know that almost 71 per cent of community leaders who are currently living with a casino in their community would accept a casino again today, a powerful endorsement of the benefits that gaming brings to cities across Canada.

It helps that the Canadian gaming industry’s commitment to social responsibility is rooted in the philosophy that information is power.

The Canadian gaming industry prides itself on being responsive and accountable by balancing entertainment options with socially-responsible measures, as the core objective of our industry is to deliver first-class entertainment experiences in leading-edge facilities, with access to the world’s best responsible gaming programs.

Our customers continually challenge us to meet their evolving tastes and the results from the 2017 Economic Benefits Study show that we have risen to the challenge: • Industry revenues were just over $17 billion in 2017, which includes non-gaming revenue just over $1 billion annually.

• Direct purchase of goods and services amounted to over $4 billion to support operations.

• We spent $2.6 billion in labour income. I’m especially gratif ied by how the gaming industry is committed 6 | Fall 2018

to helping build strong communities through quality employment and career paths. The national average annual wage is $50,000.

• While provincial governments are the primary beneficiaries of gaming revenue in Canada, the industry annually shares more than $450 million with First Nations and $850 million with charities across the country and contributes almost $350 million to municipalities in which we operate.

Not to be forgotten is the role of operators as strong community partners. The 2106 Opinions of Community Leaders Survey also revealed that 85 per cent of community leaders said casino operators are strong corporate citizens. In Ontario, operators are entering into a period of significant capital investment that will bring unprecedented employment and development opportunities.

While the data points to a strong industry, which is a story I intend to tell far and wide, we still have a lot of work to do: removing barriers to sports betting; finding solutions for the growing online grey market; keeping pace with and fostering innovation; and educating stakeholders about the benefits of the Canadian gaming industry.

I would like to welcome several new members to the CGA Board of Directors who are ready to roll up their sleeves and pitch in. This group includes our new Chair, Carrie Kormos, SVP Marketing & Communication, Gateway Casinos & Entertainment; Danielle Bush, Partner, Miller Thomson LLP, as well as the CGA’s Corporate Secretary; Ilkim Hincer, VP Canadian Strategic Affairs, Hard Rock; Robert Scarpelli, Managing Director, HLT Advisory Inc.; and Shelley White, President & CEO, Responsible Gambling Council.

Thank you to the entire CGA Board – I look forward to the year ahead.

Paul Burns President & CEO Canadian Gaming Association

Strength in Numbers

coverstory

8 | Fall 2018

coverstory

ENGINEERING LOYALTY Using survey data and communication to create the most loyal customers

BY STOWE SHOEMAKER

For many years, hospitality firms practiced conquest marketing where the goal was to create as many new customers as possible. While marketing executives understood that it was important to satisfy their guests’ needs while they were on the property, they believed that guest satisfaction was the overall responsibility of the operations team. In their view, the marketing department’s sole responsibility was to continue to find new customers.

Canadian Gaming Business | 9

coverstory Marketing has changed, and executives now realize that the role of marketer does not end when the customer walks in the door. Instead, marketing needs to be concerned with the entire guest experience to ensure that guests will not only return to the property, but also provide positive word-ofmouth once they leave. This emphasis on the encouragement of repeat business is what is now called loyalty marketing; some even call it engagement or experience marketing.

Whatever the term, the goal is to create repeat customers that become brand advocates.

Loyalty occurs when the customer feels so strongly that your property can best meet his or her relevant needs that your competition is virtually excluded from consideration and the customer buys almost exclusively from you – referring to you as “their casino,” “their hotel,” or “their restaurant”.

It is a well-known fact that loyal customers are more profitable than non-loyal customers because they spend more money, are more likely to serve on advisory panels, tell management when problems occur and talk to many people about their experiences.

VALUE CREATION

THE LOYALTY CIRCLE

In order to underst a nd value, it is impor t a nt that management have answers to the following questions: • W hich members do business w ith us (directly or indirectly)?

• What do they buy or use and what actions must they take to do so?

• What are the best alternatives they perceive? If they did not do business with this organization, what business would they likely use instead?

• What is the overall value of my offer to the member?

• Which product attributes have the biggest potential to increase the value?

• W here do I rea l ly i nc rea se va lue by i nc rea si n g performance and which improvements are simply “nice to have”?

One way to think about creating customer loyalty is via the ‘Loyalty Circle’, as shown in Figure 1. The three main functions on the circle are Process, Value and Communication. Different points along the circle indicate points where the customer might exit the circle (or leave the relationship). The goal of operators is to keep the customer in the circle by executing equally well the three functions of the circle. Equality is the key to the Loyalty Circle. If operators are great at one thing but not others, then customers tend to leave the relationship.

On one side of the Loyalty Circle is the process, which is how the service works. It involves all activities from both the guest’s perspective and the operator’s perspective. Ideally, there should be no gaps in this process. For the guest, the process includes everything that happens from the time they begin using the service (e.g., calling to make a reservation) to the time that they leave the property (e.g., picking up their car from a valet.) All interactions with employees are part of this process.

For the operator, the process includes all interactions between employees and guests and everything the firm does to make sure this interaction is perfect. This includes the design of the service operations, the hiring and training of service personnel and the collection of information to understand customers’ needs, wants and expectations.

10 | Fall 2018

A second component of the Loyalty Circle is value creation.

Value creation is subdivided into two parts: value added and value recover y. Value-added strategies increase loyalty by providing guests with more than just the core product; that is, for casinos, offering more than just a place to gamble. Value-added strategies increase the longterm value of the relationship with the service f irm by offering greater benefits to customers than can be found at competing firms.

There are six t ypes of value: f inancial (e.g., saving money); temporal (e.g., saving time); functional (e.g., making the process easier); experiential (e.g., enhancing the experience such as by getting an upgrade); emotional (e.g., more recog n it ion, more plea su rable ser v ice experience); and social (e.g., interpersonal link with a ser vice provider). Temporal value is important for all travellers. If your guests have stated that they value their time at $100 per hour, then anything that saves them time, saves them money.

One way to get this information is to ask your members both how important a proposed feature (for example, a golf course) is to them and how well the casino performs on this feature. Ask your members why they are visiting a specific casino and ask them to rate their answers on a scale of one to 10, with “one” being not at all important, and “10” being very important. A sample question to ask is, “How important is a golf course in your decision to choose one casino to visit over another?

Next, ask your members to rate the proposed feature as it appears at other facilities. Using the above example, you could compile a list of features that may or may not describe some of the golf clubs in the area, and have members use the number scale to determine how well each item on your list describes a particular golf club in the area. For example, “Even if you have not been to the club personally, please base your answers on what you have heard or believe to be true. How well does this feature describe _____?”

Once the data is collected, it is possible to create an importance versus performance chart. The chart below (Figure 2) was developed for a casino company in Las Vegas. The Y-axis is importance and the X-axis represents the performance.

employees to solve problems and offering a 100 per cent guarantee are examples of value-recovery strategies. The key to value-recovery strategies is that the complaints be taken seriously by the casino and that processes be put in place so that the same mistakes do not happen repeatedly.

Whenever member-employee interactions do not go well – that is, there is a service failure – there is an opportunity to provide service recovery.

On member surveys, always ask whether guests reported any problems during their visit, and if so, what the problem was and how it was resolved. This question allows one to create a Problem Impact Tree (PIT). An example of this appears below:

Creating Loyalty

Example: Casino

Process

high

Exit Exit

Communication

Value (Added and Recovery)

Level of Importance

Value of Promotions

low

Exit Fluid

Friendly Staff

Slot Club Brand

Feel Safe

Service Package

Price

Non Smoking

Good Entertainment

Relative Performance Figure 1

Figure 2 reveals the following pieces of information: • The value of promotions is important to guests, but the firm does poorly on this feature; the same can be said for the service package.

• The characteristics of the slot club are important to members and the f irm does well on this feature; the same can be said for the guests’ feeling of safety.

• Notice the feature good entertainment. While the casino performs very well on this feature, it is not that important to the customer. The lesson is that instead of spending money on this feature, the casino would do better if it spent money to increase the value of its promotions.

Value-recovery strategies are designed to rectify a lapse in service delivery. The goal is to ensure that the guest’s needs are taken care of without further inconveniences. Empowering

Figure 2

Notice that in Figure 3, 86.4 per cent of the respondents did not experience any problems, which means 13.6 per cent experienced a problem. Of those that reported the problem to management (69.1 per cent), 73.9 per cent claimed that the problem was resolved in a friendly and effective manner.

However, a total of 26.1 per cent claimed that their problem was not solved in a friendly manner. Even more concerning is the fact that 31.9 per cent had a problem, but it was not reported.

What is great about this analysis is that one can combine this question with either satisfaction questions or intent to return questions. This will illustrate to staff the impact of not effectively handling complaints. For instance, consider the following chart, which examines how members’ evaluation scores change depending upon whether they have complaints and how complaints are handled. The three questions that should always be asked on a survey Canadian Gaming Business | 11

Total sample (n=2241, 100%)

Problems During Last Visit: Overall a place I am very satisfied with

No Problems Experienced (n=1937, 86.4%) Experienced Problems (n=304, 13.6%)

A place I will visit frequently

(a)

A place I will definitely tell my friends about

(b)

(c )

Problems experienced during last visit to casino

Problems Not Reported (n=97, 31.9%)

Problems resolved in a friendly and effective manner (n=153, 73.9%)

Problems Reported (n=207, 69.1%)

Problems resolved in a friendly and effective manner (n=54, 26.1%) Figure 3

are (1) measures of satisfaction, (2) intention to visit and (3) intention to tell friends about the visit.

Let’s first look at satisfaction scores. Notice that when problems are reported and solved in a friendly manner, overall satisfaction is almost equal to the score if no problems occurred. Now examine what happens if a problem is reported but not resolved in a friendly and effective manner.

Satisfaction scores are lower than if the problem had not been reported to staff. The moral is, “if you cannot solve the problem in a friendly and efficient manner, it is better that you do not ask for the member to complain.”

COMMUNICATION

Now let’s examine the third component of the Loyalty Circle – communication. This side of the circle involves all areas of how the casino communicates with its customers.

Communication can happen with members in a variety of places. A few examples include membership sales, various outlets on the property (e.g., golf club, restaurants, pool area, etc.), reservation operators, direct marketing pieces – whether they be printed or electronic, e-mail correspondence with individual members and correspondence with individual members via text.

The critical questions that firms must ask themselves include the following: • Is the same message being communicated throughout the property? That is, does the lowest level employee understand the vision and mission of the casino in the same way senior executives do? And can they explain them to the customer, if asked?

• Are all employees aware of the marketing communication pieces being sent to members? For instance, if a restaurant promotion is sent to all members, is all staff 12 | Fall 2018

Sample size

2228

2218

2177

No problems experienced

1902

7.62

1892

7.83

1862

Problems reported and were resolved in a friendly effective manner

153

7.57

153

7.91

149

7.47

Experienced problems, but didn’t report to staff

97

6.19

96

7.03

95

6.63

Problems reported and were not resolved in a friendly, effective manner

24

5.85

52

6.68

48

6.12

7.78

Figure 4

aware of the promotion so if a member asks an attendant about the promotion, she or he will be able to answer the question? The worst thing that can happen is the employee says, “I do not know, as that is a different department.”

• Do the external communications overpromise what the service can actually deliver? In other words, are we describing a luxury item when, in fact, we are selling a basic item?

• Does the communication ref lect the needs of the member? Specifically, is the firm communicating the information that members want to receive, when they want to receive it and in the way they want to receive it? For instance, some members may prefer a newsletter that is printed and mailed while others may want the newsletter electronically. Some members may want e-mails to arrive in their in-box on a Wednesday, while others may want to receive it on a Thursday. Communication is more likely to be effective if the receiver of the message gets it in a time and place and form of their choosing.

If marketers can focus on these components, they will create loyal customers who will return over and over again.

If they do not focus on the components of the Loyalty Circle, they will be forced to focus on getting more customers to replace those that have left.

Dr. Stowe Shoemaker (Ph.D., Cornell University) is the Dean of the William F. Harrah College of Hospitality at University of Nevada, Las Vegas. He has an extensive background in pricing, revenue management, consumer behavior and customer loyalty programs. Dr. Shoemaker has helped game developers test market new casino games, developed programs to measure customer satisfaction, modelled the success and failure of marketing promotions and developed segmentation strategies based on motivations for gambling.

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CAPTIVATING THE

CUSTOMER

Industry insiders discuss how to leverage customer engagement to increase traffic Customer engagement is a vital part of any industry. Engagement helps create loyalty for your gaming offerings, whether it’s a facility, technology or lottery product. Canadian Gaming Business recently asked executives from across the gaming industry about customer engagement trends, how these trends have changed over the years, and how it continues to evolve. Here is what they had to say.

Participants:

Byron Bridger, Director of Marketing, Destination, Atlantic Lottery

Deanne Carson, Vice President, Marketing and Communications, Manitoba Liquor & Lotteries

Jennifer Johnson, Vice President, Loyalty Marketing, Foxwoods Resort & Casino

WHAT ARE SOME OF THE BIGGEST CHALLENGES FACING CUSTOMER ENGAGEMENT AND HOW IS YOUR ORGANIZATION POSITIONING ITSELF TO BEST DEAL WITH THESE CHALLENGES?

BB: One of the biggest challenges that Atlantic Lottery faces is expanding the amount of information that we have about our customers. As an organization, we conduct research to better understand our customers’ lottery and gambling needs. We also benefit from a marketing and sales team with a great depth of knowledge around our players, their habits and how to best position our experiences to maximize their benefit. But a very small segment of our player community are truly known entities to us. That generally means that 14 | Fall 2018

Paige Schoenfeld, Associate Vice President, Canada, Ipsos Marketing, Lottery & Gaming

Charlene Nielson, Director, Marketing & Product Management, Casino and Community Gaming, BCLC

we are taking very informed guesses whenever we design a product, promotion or campaign. Establishing a direct relationship with our players will enable Atlantic Lottery to build more personalized and rewarding experiences for the player community.

DC: The single biggest challenge with customer engagement is

truly understanding your customers and knowing what they want. We have spent the greater part of a year taking a deep dive into customer intelligence to better understand them as people: their demographics, their psychographics, their media and entertainment preferences and their specific gaming patterns and preferences. As a result, we are embarking on a refreshed approach within our casino programming. While we are doing everything we can to take care of our base

industryQ&A customers, we are also trying new things that appeal to specific customer segments. We like to define programming as the combination of discreet customer experiences in order to create bundled end-to-end customer journeys.

JJ: Customer engagement needs to be as fluid as our guests’

behaviour. I think this is the challenge for any marketer in any industry. We need to be able to interact with our guests in a multi-channel environment. Discovering how guests want to be communicated to and how often they would like to be communicated with is critical information to accomplish this. We will be using testing and surveys to attain this information and augmenting it to our player profiles.

CN: Some of the challenges we face are competing for share of leisure time, having relevant products or gaming experiences that are appealing to our current player base as well as attracting nonplayers. We continually look for content or opportunities that will entice customers to visit our casinos.

WHERE DO YOU SEE THE GREATEST GROWTH OPPORTUNITIES FOR CUSTOMER ENGAGEMENT IN 2018 AND BEYOND? BB: In continuing to leverage our digital assets across the business to drive more relevant content and experiences for our customers to consume. We are vesting ourselves deeply in the digitization of the business and have established a new Digital Index on our corporate scorecard. This index tracks digital engagement with our players across social media, unknown digital touchpoints and fully known entity status.

Encouraging our players along this digital spectrum provides greater experiences for the player and deeper knowledge of what makes them happy for Atlantic Lottery. We then dig deeper into these insights to transition these learnings across to our existing land-based businesses.

DC: In our segmentation analysis, we learned that our

“bystander” segment, our youngest segment composed primarily of weekend warriors, has the highest average income level within our data set. They also spend the least on gaming and the most on other engagement experiences including concerts, drinks and food. Some interesting growth opportunities exist within this segment, particularly in the interactive gaming space. There are also some great opportunities to do different things that appeal to the core: glow bingo was a big hit for us this year, as well as “dust off your dabber” retro bingo nights. Interestingly, they did a remarkably good job at attracting customers across our segment spectrum.

JJ: As more and more guests are becoming technologically

savvy, I feel we are still going to see modest growth in mobile, social and web engagement using geo-fencing or geo-targeting over the next few years. Once these foundational communication tools are set, the focus w ill go toward more personalized ex periences and communications, perhaps using aug mented realit y.

Personalized augmented reality could allow guests to experience the property before they arrive.

PS: Building engagement is multi-pronged; be it increasing visitation, increasing spend, improving upon the number of games played or amenities used, or enhancing the emotional connection visitors have before, during and after visitation.

Building engagement in the following areas would provide the greatest opportunities for engagement growth: • Focus on the right mix of relevant and experiential amenities for core and peripheral visitors in each market.

• Build on the U.S. Sports Betting legalization momentum.

Evaluate which bars, facilities, or games can build on this drastic change in the market.

• Data mine current loyalty members for behavioural characteristics for targeted promotions (i.e. $5 for a specific new game that is similar to a game they already play).

• Establish stronger relationships with other partners outside the casino to further revolutionize the brand image of casinos with certain segments.

CN: We need to speak to our players in a way that is relevant to them and culturally appropriate as well as providing an experience that is competitive for their entertainment dollar. We are developing experiences that attract light and casual players that address barriers they may have when it comes to casino games. An example of this are destination areas/gaming lounges that are designed to create a social atmosphere on the casino floor, featuring game titles that have strong brand awareness.

HOW MUST GAMING ORGANIZATIONS AND CASINOS CONTINUE TO EVOLVE IN ORDER TO ADDRESS CHANGING DEMOGRAPHICS AND CUSTOMER PREFERENCES? BB: We need to continue to evolve our experience to find more relevant forms of gambling entertainment for the next generation of players. We need to include more experiential elements into content design, bring a greater degree of skill into the chancebased experience, and become more digital to be relevant to younger potential players. All of these things will need to evolve for us to continue to have a sustainable and growing industry.

On top of this, our view of success metrics needs to shift, as does our understanding of player value. Skill-based, experiential experiences will not deliver the same type of daily revenue that a slot machine does. If we expect that to be the case, we’re never going to evolve the experience for the next generation of player.

DC: Casinos that find a way to be both gaming centres as well as gathering places will have the widest customer appeal. With the right customer experience strategy, a full casino is a great place to be. Organizations that commit to innovation with the understanding that sometimes taking calculated risks that may not pay off the very first time will find it is worth it once they get their new experiences right. Committing to continuous improvement through active customer dialogue and engagement is a journey.

Listening to customers, being in touch with relevant trends and technologies will all be important.

JJ: Gaming organizations are going to need to find ways to create enhanced guest service experiences. Guests expect us to know what language, game, drink and type of dining experience they prefer based on their past behaviour or whatever information they Canadian Gaming Business | 15

industryQ&A have given us. We need to be able to act on that in real time. There will always be traditional table games and slot machines. I do see a new generation of gaming that will be more interactive: group play, set in a room where guests can do multiple activities in one location, not just gaming.

website by location and serve up the property as an alternative either before, during or after the event. Targeting these local events that casual or semi-casual players may attend with an offer is a good way to get traffic back to the property.

PS: Future proofing your brand (i.e. remaining relevant) is an

WHAT KIND OF IMPACT WILL NEW TECHNOLOGY, THE INTERNET AND SOCIAL MEDIA CONTINUE TO HAVE ON CUSTOMER ENGAGEMENT?

ongoing challenge as consumers are constantly inundated with choices, especially as choice relates to entertainment. North America’s demographics are changing rapidly along with customer preferences so gaming organizations and casinos simply need to try and keep up with some flexibility or nimbleness.

Remaining relevant can be done by building engagement, although having an ongoing evaluation of the gaming and amenity mix is critical. Understanding what games and amenities are appealing or attracting certain peripheral segments while appeasing the current core customer is very important. This needs to be done regularly as the right mix today may not be the appropriate mix five to 10 years from now. Evolving the product portfolio also goes hand in hand with this. Pilot new games or concepts and see what does or doesn’t work.

CN: Having a comprehensive understanding of your players

utilizing data and analytics is critical in order to effectively use your resources and to focus efforts.

WHAT GENERAL ENGAGEMENT TRENDS CAN CASINO OPERATORS LEVERAGE TO INCREASE TRAFFIC? BB: Continuing to utilize adjacent experiences to drive

visitation and finding increasing ways to leverage potential players across from non-gambling experiences into soft gambling ones. This means trying to have play areas and products that have more brand recognition and less intimidation than the majority of the gaming f loor. This can also include different gaming zones that are near to experiences that appeal to low volume players. Again, a shift is required! Digitizing the overall experience, in particular social media, as a method of generating awareness for the experience, but then also in immersing the player in the experience, will become a growing trend.

DC: While our traditional bucket of contesting, direct mail offers,

digital out-of-home, web, social media, print and on-site signage continues to engage our customers on a regular basis, we think organizations should consider spending more time on publicity.

PR can generate amazing earned media opportunities and is an excellent tool for social media and social sharing as great PR often creates fantastic content. Another important element to engagement is the team. Staff that actively interact with customers, engage with guests and go above and beyond to meet needs have a significant impact on customer experience. Every team member is a character in the story of a casino’s brand. Investing in training is a key differentiator in entertainment.

JJ: A thought out and strategic plan around your geo targeting

and geo fencing would be a good way to drive traffic to your property. Using geo targeting, you can customize your

16 | Fall 2018

BB: They should all make engaging the player much more seamless

and personalized, which in turn will drive greater adoption of our experiences. As technology adoption grows, so too does the ability for marketers to understand consumer behaviour and to build better experiences for those consumers. Traditional casino players may not readily adapt to these trends, however the next generation of player absolutely requires them to fully engage the experience.

DC: It’s no surprise the majority of our customers interact with

our digital platforms on their phones. The challenge is to deliver a personalized mobile experience that customers can share to create advocacy and develop loyalty to our brands.

Organizations must make appropriate investments in their infrastructure to ensure their data can be used to create and deliver the right message to the right customer at the right time. The service expectations of internet customers continue to increase and organizations must be proactive in setting up their digital services and protocols to ensure they can deliver timely, relevant customer service seamlessly.

JJ: Guests need to have the time, a discretionary income and a

good experience. If we can use the internet and social media to remind them of how close they are to the property and what a great experience they had when they were last here, we can use them to drive traffic. If we can further personalize that engagement by adding their favourite slot machine or letting them know we have a table waiting for them, guests will just need to be willing to play.

PS: In the last five years, we have seen a significant rise in the Omni channel. Consumers are demanding that their experiences can be translated to any medium, whether it’s in store, on mobile or in the comfort of their home. Casino gambling is no different.

So while there are opportunities to improve engagement in the casino using new technology like Virtual or augmented reality or virtual currencies, the consumer will want to be able to take the games or experience home with them. Meaning, providing access to online gambling or even having the ability to post a picture of the stack of chips at the roulette table on Instagram. Younger generations have an overwhelmingly high use of mobile phones, social media and shareable moments, yet there are more restrictions in casinos around these activities than encouraging opportunities. Casinos need to have the flexibility to keep up with technology and consumer trends in order to maintain relevancy.

CN: I think we will continue to see digital convergence

increase in terms of content and gaming operations as well as technological solutions that will eliminate paint points for players.

It’s 2018.

Do you know your customers?

This is no longer a simple question for the lottery and gaming industry. Why? Because ongoing shifts and trends in global markets, the rise of the millennials and the exponential proliferation of connected devices have all dramatically upended consumer behaviours – and the various approaches traditionally used to analyze them.

This in turn has led to a perfect storm of disruption that isn’t merely on the horizon, it’s here now.

Are you prepared?

Start by reading Me, My Life, My Wallet, and don’t come in from the storm...ride it.

Get in touch: Sunil Mistry National Sector Lead, Lottery & Gaming 416-228-7052 sunilmistry@kpmg.ca

kpmg.ca/tmt © 2018 KPMG LLP, a Canadian limited liability partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. 21400

executiveprofile

MICHAEL

DOMINELLI

Executive Vice President & Chief Marketing Officer, NRT Sightline Michael Dominelli, a second degree Black Belt in Tae-Kwon-Do and former member of the 2006 Italian National Lacrosse team, has taken NRT Sightline by storm.

A GRADUATE of York University’s Schulich School of Business, Dominelli showed an early aptitude for marketing. He joined NRT Technology Group in 2004, and is now NRT Sightline’s executive vice president and chief marketing officer.

In this role, Dominelli leads the company’s global marketing, communications and product design and strategy teams. These teams are responsible for all initiatives to support the company’s portfolio of products and services, market intelligence, communications efforts and corporate brand strategy across all business channels.

Part of his role includes overseeing all of the company’s day-to-day business activities and strategic initiatives, and working to ensure consistency and clarity of all products and services for its customers around the globe.

WHAT AREAS OF YOUR ROLE AT NRT SIGHTLINE ARE THE MOST CHALLENGING FOR YOU PERSONALLY, AND WHAT ARE YOU MOST LOOKING FORWARD TO ACCOMPLISHING IN THE NEAR FUTURE?

Managing and learning about new technologies, compliance, regulations and people is very challenging for the most part, but it’s what I love most about working here. I genuinely look forward to my day-to-day, whether it’s working on solving problems or brainstorming with the team. I feel we're making a huge 18 | Fall 2018

difference and doing things that no one else in the industry is doing, so that’s what keeps me motivated. I’m also excited to be part of taking NRT Sightline to the next level, with our differentiating solutions for all categories of the integrated casino resort operation, which focuses on the guest experience and creating unique and relevant experiences for existing and future customers.

WHAT ARE THE MOST PERSONALLY REWARDING ASPECTS OF WORKING IN A LEADERSHIP ROLE IN THE CANADIAN GAMING INDUSTRY AND WHY?

Our close relationships with operators, suppliers and governing bodies. Also, designing and developing technology innovations that make a positive and game-changing impact for the industry is something that I feel fortunate and excited to be a part of everyday. The gaming industry is rapidly evolving, across Canada and around the world. It keeps us on our toes to develop products and services that stay relevant to our core audiences.

IN WHAT WAYS HAS YOUR PAST EXPERIENCE PREPARED YOU FOR YOUR ROLE AT NRT SIGHTLINE?

I started working at NRT 14 years ago, from the bottom up.

I worked on the production floor cleaning and assembling

executiveprofile

machines, spent several years in a sales support role, then became a sales executive before taking on my current position, which oversees the complete product life cycle and marketing functions. I’ve literally grown up in this industry and had the privilege to see and learn from so many talented people.

W hat I also f ind extremely valuable is my years of experience in competitive sports and martial arts. These disciplines have helped to form a foundation that truly fits with what’s important at our company – teamwork, perseverance, self-awareness and a positive attitude.

WHAT’S YOUR VISION FOR THE FUTURE OF NRT SIGHTLINE AND ITS ROLE IN GAMING TECHNOLOGY IN THE PROVINCE AND CANADA?

I believe the future starts now, and with so much happening around us, we must constantly be learning and adapting in our business, responding to valuable feedback from our customers to best meet their needs and preferences, and staying mindful of our priorities as a team.

Our vision centers on a nex t-generation platform to enhance and reduce friction in the casino g uest experience. We are the only ones in the business that can deliver such solutions on this scale. This supports our core strategy of “Connecting the Guest ExperienceTM” for a worldwide, integrated resort casino industry. The industry is converging in many ways, especially with technology advancements, and we are working hard to remain at the forefront of this evolution, just as we have been for the past 25 years.

We’ve built a comprehensive suite of solutions for gaming operators that will help improve patron loyalty and operating activities, so customers can enjoy the ultimate all-in-one experience at their resorts.

WHAT IS NRT SIGHTLINE’S PHILOSOPHY FOR ENSURING THE BEST AND SAFEST GAMING EXPERIENCE FOR THE GAMING CONSUMER, GOVERNMENT STAKEHOLDERS AND THE GAMING COMMUNITY?

Our highly respected gaming regulators, government stakeholders and gaming operators have already established the culture to ensure a responsible and safe gaming experience. We, like many of our industry peers, support these standards, and work alongside regulators to uphold the integrity of our industry.

As a company, we also make a dedicated effort throughout all of our business strategies to follow our own set of values and high standards. We back all of our products and services with four nines reliability and service excellence, and are proud to work in such a responsible industry.

ANY OTHER INFORMATION OR INSIGHTS THAT YOU WOULD LIKE TO SHARE WITH OUR READERS?

At the end of the day, we recognize the value and importance that technology brings to our business, and how it can keep this industry thriving. But, we also realize the human element – our employees, our peers, our customers – are incredibly important and affect all aspects of our business decisions, and this is what inspires our company philosophy.

WHAT ARE THE GREATEST CHALLENGES FACING THE CANADIAN GAMING INDUSTRY TODAY AND HOW DO YOU THINK THEY SHOULD BE ADDRESSED?

I think that the fast-paced environment of this business challenges all of us, as we’re constantly striving to meet or exceed customer expectations and demands. I know our team is constantly pushing to add value and deliver solutions that w ill help gaming operators run their businesses more efficiently.

What seems to be an ongoing challenge in general is the need to continue developing closer working relationships between operators, suppliers and regulators, so that we can expedite the education and implementation process and work in a more aligned manner, moving forward.

WHAT HAVE BEEN SOME OF NRT SIGHTLINE'S MOST RECENT DEVELOPMENTS AND HOW DO YOU THINK THESE DEVELOPMENTS WILL IMPACT THE GAMING INDUSTRY AS A WHOLE?

Since 2017, we have launched a transformational plan for the company and have been executing our overarching strategy, “Connecting the Guest Experience™”. This strategy leads all of our business initiatives across the payment solutions ecosystem, and focuses on the integrated resort of the future. We're making an impact across all touch points – from cashless payments, resort wallet, to gamification and mobile integrations, automated marker underwriting and AML tracking. But most importantly, we’re focusing on the customer as an individual, and providing a more human, personal approach.

Canadian Gaming Business | 19 Untitled-2 1

2018-09-20 11:18 AM

industryspotlight

ANALYSING

PLAYER PATTERNS

Making responsible gambling a part of your loyalty strategy

BY SIMO DRAGICEVIC

Marketing and loyalty strategies have historically been devised to encourage greater engagement with brands. Responsible gambling messages – which can typically advise on moderation – therefore don’t always feel like the best complement to these strategies.

HOWEVER, the dynamic of the betting and gaming industry has changed. Consumers now have unprecedented access to an array of platforms and operators have unprecedented ways to reach them through personalised offerings.

While this brings major opportunity, the industry is having to face up to its responsibility when it comes to consumer usage.

As a result, responsible gambling strategies are coming to the forefront and increasingly being embedded into marketing and loyalty strategies, as well as wider offerings.

Since acquiring it last year, Playtech has been investing in the development and integration of BetBuddy, its responsible gambling analytics business.

While the need for a robust responsible gambling strategy has always been there, there is now a new emphasis on decisive, demonstrable action from operators, particularly around proactive engagement and interaction with players using insights generated from analysing patterns of play.

Regulators across the world are clear that they expect to see significant efforts from industry to close capability and expectation gaps in these areas, as well as and evidence of this.

It’s here where technology is crucial.

To make serious strides in incorporating responsible gambling into existing strategies, operators need to look beyond traditional techniques. A clear strategy for personalised real-time engagement with players is vital when it comes to addressing player risk and helping players assess their own decisions.

Imagine a player who has been flagged as high-risk due to major variations in their deposit amounts within a short period. A generic communication, such as an automated email, will have little impact. Even if you buck the trend of poor open rates, the content has little personal relevance. But most crucially, it comes too late. Engaging hours or days afterwards is unlikely to make the player address their behaviour.

20 | Fall 2018

Timing and relevance are key. A ‘one-size-f its-all’ responsible gambling message with no personalised context is little more than background noise. Addressing the behaviour as it happens is far more effective.

This requires not only the right technology, but a clear and thorough understanding of customer behaviour.

W hile operators today personalise marketing based on individual propensity modelling, they also need to understand why individual players are at risk and how the issue can be addressed. A player may trigger a risk warning because of erratic deposit behaviour, while another’s session duration may be the red f lag. Both players may benefit from intervention, but probably not the same message. Personalising the experience, like with marketing and loyalty, is fundamental.

When developing the technology behind BetBuddy’s Responsible Gambling analytics platform, the value of detailed player risk prof iles was at the forefront of our research. This data can then be used to tailor communications accordingly and, crucially, evaluate whether the interactions are helping to moderate play, allowing for ongoing ref inement of the inter vention methods and strateg y. It is this k ind of evidence of action and success measurement that regulators will be expecting to see.

There is no magic formula to solving responsible gambling issues. But all operators must now incorporate strategies aimed at tackling it into their wider offering.

This new world demands it.

Simo Dragicevic is the founder and CEO of BetBuddy, Playtech’s responsible gambling data analytics business. A veteran of the financial services industry, he is also an External Supervisor at City, University of London’s Research Centre for Machine Learning Ph.D programme.

BetBuddy was acquired by Playtech in 2017.

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food&beverage

COME FOR THE

GAMES, STAY FOR THE

FOOD

Industry experts explain how F&B amenities can keep customers coming back

BY KAVITA SABHARWAL-CHOMIUK

In years past, casino restaurants were often quick grab-and-go style fast food joints, designed to provide basic nourishment for casino guests, allowing them to get back onto the gaming floor rapidly.

At best, they were standard buffets, offering foods such as French fries, soups and salads, which still allowed for quick table turns, but provided guests with a moderately higher-end experience.

22 |  Fall 2018

food&beverage

FUSION FLAVOURS AND FINGER FOODS

“WE CALLED them glorif ied fueling stations,” jokes Rob Ward, Senior Vice President of Operations at Gateway Starlight Point Edward. “They were there so people could come and get a meal quickly, and focus back on their gaming.”

Today, however, that’s not the case.

Casino operators are aware that the food and beverage offerings at a gaming facility can be a huge draw to garnering customer loyalty. In addition, younger generations are less drawn in by gaming alone, and are more interested in unique dining and beverage options. That’s why a renewed focus is being placed on providing guests with distinctive, delicious food and beverage choices

previously unavailable at casinos, such a s f u sion menu s fe at u r i n g on-t rend ing redient s a nd newlydesigned drink offerings.

“While I’m not a fan of buffet dining, it seems to be a staple at casinos,” says Stephen Marshall, president of Magnum Food Brokers. “I believe as casinos evolve, buffets will be less of a draw while investment in quality restaurant concepts will drive F&B forward. The non-gaming destinations will become a key draw for casino properties.”

This, says Ward, is known as the integrated casino, where non-gaming amenities such as food, beverage and entertainment are all part of the experience.

According to Chef David Cocker, Corporate Research Chef at Reuven International Ltd., many of today’s casino restaurant customers are still looking for snacks that are light, fresh and fast, so they can make a hasty return to the gaming floor. However, the difference is in the quality of the foods on offer.

“As the demographics of the population of Canada have changed over the past five to 10 years, so have the demographics of the typical casino customer,” he says.

“Today’s consumers are looking for a blend of traditional ethnic and comfort foods with international flavour profiles.

Millennials are looking for a dish they can relate to which contains some trendy buzzwords, is presented in an “Instagram-able” fashion, and, most importantly, is delicious.”

In order to update your menu to draw millennials and their Instagram accounts to your establishment, Chef Cocker recommends serving a variety of high quality appetizers, which he says are always a fan favourite in gaming facilities.

According to him, any item that can be enjoyed while gaming will succeed in this environment. He lists finger foods such as chicken wings, chips and dips and street foods as being high on trend with many casino clients.

“In the past, we had buffet, steak house and Italian choices. Today, casinos are evolving into fusion dining to change with the demographics. Ethnic options are playing a bigger role in F&B with sushi, Pho, Asian fusion and Indian, among others,” adds Marshall. “Our population is a mosaic of wonderful cultures that don’t eat traditional Canadian meals. Casinos are adapting to that in order to draw these ethnic customers to their venues.”

W hat many modern gamers are looking for, however, is a foodie-focused experience they can’t get anywhere else.

Chef Cocker believes a restaurant can play to this desire by always providing limited-time offers, which tend to inspire guests to take advantage of new menu offerings while they can.

“In the social media age we live in today, providing your guests with an Instagram-able food offering is a great way to market your restaurant for free,” says Chef Cocker. “Thinking outside of Canadian Gaming Business | 23

food&beverage the box in terms of f lavour profiles, ingredients or even presentation and plating can easily turn a regular dish into a marketing marvel.”

In addition, Marshall believes we should watch out for another big trend to soon hit casino restaurant menus. “Plant-based menu options will begin to have a bigger presence on menus. There will be a balance of protein options along with plantbased offerings,” he says.

W hen it comes to planning for upcom i n g menus, M a r sh a l l say s all it t a kes is work ing w ith your manufacturing reps to use data to determine your most popular items, and then go from there.

“A s m a n u f a c t u r e r s o f f o o d products, we have a large database of i n for m at ion t h at show s w h at c o n su m er s w a nt : f l a vo r t r en d s , ingredient decks, f lavour prof iles, etc.,” says Marshall. “Casinos have the data to show when these people are at their properties. If the F&B divisions engage the manufacturing reps more in their business and we

combine our data for the customer segments visiting their properties, we can develop menus that attract them and make casinos a true dining experience.”

KID- AND ADULT-FRIENDLY

For Ward, MATCH Eatery & Public House, Gateway’s star foodser vice brand, fulf ills a need that the company discovered g uests have.

MATCH, unlike a lot of restaurants within casino facilities, is familyfriendly, which initially created some logistical difficulties.

“It took us a little while because ca sinos t h roug hout Ca n ada , a nd especially in B.C., weren’t open to having minors in restaurants within casinos, so there were logistics to work out with that, but eventually it was approved,” says Ward. “It’s a model that is commonplace in places like Vegas, whereas in Canada, as r idiculous a s it sounds, it ’s ra re.

I believe we’re at the forefront of this movement and we’ve had great success with it so far.”

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Wa r d d e s c r i b e s M AT C H a s a hybr id of a pub a nd a rest aura nt that is not only family-friendly, but also a foodservice space that appeals to all guests, in that it’s not entirely dominated by sporting events on the televisions. “ We get a lot of families, but in general, the casino customer is a really mixed demographic,” he says.

“We’ll see an older demographic in the daytime, and in the evening, we’ll see more families. As it transitions into later at night, it becomes more of the 25- to 45-year-old demographic.

It’s also pretty evenly split, male and female, which is interesting.”

CULTIVATING LOYAL CUSTOMERS

“F&B offerings must be a draw outside g a m ing. Rea lly g oo d rest aura nt s become the destination. Millennials look to dining and beverage choices as a huge factor when deciding on places to go,” says Marshall. “Casinos can use their space to drive customers into the venue th roug h other platforms. Rarely does someone just

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go for dinner without venturing out onto the gaming f loor. But we can’t rely on the gaming f loor as the sole draw today.”

The most important part of MATCH’s demographic, however, is the portion that does not enter the casino at all. “I would go so far as to say that 40 per cent of the people coming in to M ATCH don’t even go onto the casino gaming f loor that visit,” Ward says. “It’s brought a whole new customer base to our location.”

Ward believes a good foodservice program will drive loyalty, not only for the restaurant, but for the casino as a whole. “I think as long as [restaurants] aren’t set up just to be fueling stations, as long as there’s something unique about them, the offerings or the entertainment, people will come to the casino specifically to seek those things out,” he says. “And if they decide they want to stay and gamble, great, or if they want to come on another visit and gamble, great. It’s just giving them an option of an entertainment venue, versus a gambling venue.”

And really, Ward explains, that was the idea, when Gateway set up its foodservice operations to not rely on the casino’s customers to get business. “A lot of casino restaurant models are strictly propped up by comps or rewards given to gamers,” he says. “Our restaurants operate on their own merit. So our company’s food and beverage program is a profitable arm of our business, all unto itself.”

So, while a casino goes a long way towards bringing in new and returning customers, a unique F&B program will help retain some of the demographics gambling may not reach. With the right amenities, including restaurants, in your integrated casino, look forward to seeing those customers return over and over again.

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2018 Compensation Study, Casino Gaming Industry

By Renard International Hospitality Search Consultants

INTRODUCTION TO COMPENSATION IN THE GAMING INDUSTRY At the intersection of politics, travel and hospitality, sits the Global Gaming Industry. countries on this planet some form of Gaming exists in over 70% of the world’s nations from Of the 195 recognized recogn Armenia to Zaire from Macau to the game reserves of Africa. Some form of gaming is therefore available to over 70% of the world’s population who are now possible customers.

Gaming has become a significant global partner of the hospitality industry. It has therefore become essential to understand and include gaming in any discussion of the world hospitality. For example; the revenue per square foot in gaming far exceed by many times that of any other hospitality product. The compensation offered a senior executive in successful publically held gaming companies have made middle and senior managers who have received regular stock or options a millionaire many times over.

There is one casino hotel in S.E. Asia whose rooms profit is greater than the entire profit of one of the world’s top American luxury hotel brands.

In 1995 when we researched our first Gaming Compensation Study, the report was restricted solely to Las Vegas and Atlantic City. Online Gambling was non-existent.

23 years later, much has changed. Online gambling is the fastest growing gaming product worldwide, and experts predict its revenue for 2018 to be over 12 billion US dollars.

In our 2018 report, we examine total cash compensation for senior executives. We have formulated our surveys using data from almost 100 gaming corporations. Our sources include self-reports and tax filings from public companies, personal resources, direct requirements from searches we have received, along with our salary survey data, which we solicited.

Our most noteworthy comment on gaming has now taken “one step closer to global acceptance,” adding new locations in 2017 such as Cyprus, Albania, Cape Verde, Massachusetts (Boston), India (State of Maharashtra), Israel (soon to be approved), Gibraltar, Saipan and Montenegro.

Overall, almost every state in the USA, all provinces in Canada, and over 125 countries now offer some form of legalized gambling. There are over 225 gaming jurisdictions, including parts of Macau, Singapore, Greece, Malaysia, Bahamas, Philippines, Saipan, Korea, Netherlands, Antilles, UK, Switzerland and Vietnam.

As part of this growth, the need for experienced casino management talent has become both extremely competitive and cutthroat, especially for difficult postings in faraway countries. As a result, pressure to adequately compensate executives continues to be a major factor. Most of the major publically listed casino organizations even offer their key employees stock or stock options.

Will every location soon have a gaming establishment next door? Why not? As governments desire these huge tax windfalls, from the gambling business.

Another notable observation is that even though the revenue pie from gaming increased substantially in 2015, it is now shared with more operators. Additionally, historic venues such as Las Vegas and Macau did not increase their revenue significantly. In fact, these hubs lost some of their leading share of the global gaming revenue pie.

An aspect of our study worth noting is the major difference in compensation between large and small players in the gaming industry, and between those which are publically listed as opposed to those which are privately held.

For example, a CEO of a small, privately-held gaming group may earn a base salary, bonus and stock totaling $500k (USD), compared to a large, publically listed organization where the CEO may earn in excess of $20M (USD).

As in all our surveys, we do not take in consideration any Black-Schole evaluations, where the value of the stock granted in previous years had a substantially higher or lower value than the year it was granted.

Another consideration: in previous years, there was a separation of income by country and venue. With the increased worldwide growth of casinos, salaries are now more aligned with less distinction.

In previous years, we also focused primarily on major North American gaming areas. In 2018, we have now added in-depth information on international casino groups, although many are still USA-controlled. This year, we also took special notice of SE Asian gaming establishments in Malaysia, Macau, Vietnam and the Philippines.

The location and size of casinos matter with regards to basic compensation levels. On the other hand, bonuses remain fairly consistent as a percentage of base salaries. In other words, many companies offer higher base incomes, however their bonus percentages (i.e. 25% - 50% of the base) remain consistent.

As the gaming industry grows, the escalation of pay seems inevitable. What does this means for gaming companies?

The answer: higher payrolls, greater utilization of computerization, higher incentives and the overwhelming need to retain management talent. The catalyst for this is specialized US gaming, which is prevalent almost everywhere and adheres to the most stringent legal hiring requirements for gaming licenses. Overall, the majority of key casino employees hail from the USA** or Canada, which we call the Renard Birdcage Effect*. On the other hand, operation executives (non-gaming executives) can come from a more diverse range of places around the world.

As a result of worldwide casino growth, including many with no USA affiliation, efore a American gaming consultants are training local executives. Therefore ive non-American casino corporation rather than hiring more expensive cals American casino management, these casinos can now employ locals with the ability to operate American-style casinos.

Our overall opinion is that 2018 (like 2017) will continue to be a ve ves. global scavenger hunt for these American-trained casino executives.

Additionally, incestuous employment policies along with engagement bonuses will continue to be the norm.

Notes: * The Renard Birdcage Effect refers to shaking the birdcage, causing ing the birds bi d to t change perches (talent moves from one company to another), however they are the same birds. **American citizens or green-card casino executives (even offshore) pay some USA taxes, therefore American citizens are not tax-free and require financial incentives to recruit.

A full study with the following Salary Surveys is available at www.renardnewsletter.com · · · · ·

Hotel/Casino Executive Committee – Global Casino Executives – Global Casino Department Heads (Not ExCom Members) – Global Hotel/Casino Department Heads – North America Casino Management – North America

Stephen J. Renard, President RENARD INTERNATIONAL HOSPITALITY SEARCH CONSULTANTS * 121 Richmond Street West, Suite 500, Toronto, Ontario, Canada M5H 2K1 Tel: (1) 416 364-8325 • Fax: (1) 416-364-4924 Email: steve@renardinternational.com *Division of Walard Corporation

corporateprofile

MT>PLAY

Providing solutions, insight and knowledge to clients in the gaming industry

BY MATTHEW KELLEHER

Filling the Rogers Arena in Vancouver, B.C. is no small feat. The indoor venue boasts a capacity of nearly 20,000 people. In 2016, coverage on the Vancouver Canucks’ season paid the team the compliment of speculating they might fill 14,000 seats, if they made the playoffs.

IMAGINE, THEN, the furor of a soldout stadium: a foot-stomping, crowd s c re a m i n g , ne on l i g ht s bl a zi n g , of f-t he -w a l l, si x- d ay sp or t i n g tournament… for a video game.

The Dot a 2 Championships, dubbed The Inter national, is the largest eSports event ever hosted in Vancouver, and featured a prize pool of over $33 million – the biggest in eSports history – for the tournament.

That f igure has only grow n since previous Dota 2 tournaments, hosted internationally in Cologne, Germany and Seattle, USA. Ilkim Hincer, president and founder of MT>Play and partner at McCarthy Tétrault, attended the tournament. “ Yo u ’r e b l o w n a w a y b y t h e enthusiasm, the size and scale of this event, and the capital involved,” 30 | Fall 2018

he says. “It’s living proof that we a re cur rently ex per iencing a n unprecedented pace of technological a nd s o c i a l ch a n g e. T he g a m i n g industry is changing just as drastically as the retail or transport industries, w ith the onslaught of disr uptive technology.”

It’s hard to overstate the impact of emerging, innovative and disruptive t e ch n ol o g i e s , a n d t h e e vol v i n g demographics, demands, wants and ex pectations of consumers. In the g a ming indust r y, wh ile lot t er ies a nd la nd-ba sed ca sinos cont inue to perform, online gaming, sports betting and social gaming continue to grow at unprecedented rates. In Januar y this year, the value of the eSpor t s ma rket wa s est imated at approx imately $9 0 0 million, and

rising. This growth is attributable to a great extent to the convergence of technolog y and entertainment, evolving consumer expectations and the blurring of traditional boundaries bet ween social, casino and online gaming.

In response, professional advisory services in this space need to evolve just as rapidly. It is critical to recognize that we live and work in an increasingly interconnected, global marketplace and traditional methodolog ies of providing professional services may no longer suffice. Evolving businesses and offerings like online gaming, due to its very nature of existing solely on the internet and without the necessity of the physical anchor of a casino, challenge traditional concepts of boundaries. In this consumer-focused

corporateprofile industry where law and regulation struggle to keep up with the pace of tech nolog ica l cha ng e, a more holistic approach to problem solving, a s opposed to merely “ h a ndli n g a matter,” is required. We have to embrace value propositions that make sense for clients and advance the business – theirs and ours – as well as the industry itself, at the same time.

This is as much of a cultural shift as an organizational one.

MT>Play, a venture of McCarthy Tétrault, was created with the vision of prov iding adv isor y, st rateg ic, technical and operational ser vices in true alignment with clients in the gaming industr y. We believe that responding to the needs of the gaming industry and capitalizing on today’s opportunities requires guidance from a multidisciplinary team of experts to prov ide solutions, insight and knowledge to navigate the complex and evolving legal and operational landscape. This team is led by Hincer, one of Canada’s most highly regarded gaming professionals, and supported

by the platform of one of Canada’s top law firms.

Hincer has been navigating the indust r y for nea rly 15 yea rs a nd ha s deep sector k nowledge from his years spent as an entertainment t e ch nolo g y l aw yer a nd G ener a l Counsel of both private sector and public sector industry stakeholders, i nclud i n g t he Br it i sh C olu mbi a Lotter y Corporation. He was also a k e y m em b er o f a c o n s o r t iu m bidding in a procurement process to outsource and modernize day-to-day gaming operations conducted and managed by the Ontario Lottery and Gaming Corporation. MT>Play is the latest offering from McCarthy Tétrault’s MT>Division, a g roup of ent repreneu r i a l s er v ice l i ne s suppor ted by a nimble operating plat for m that work s a long side f irm infrastructure to provide new processes, systems and technolog y, to bring new and innovative services to market.

W ith the increasing g row th a nd scr ut i ny f rom st a keholders,

regulators and the media, and the advent of new players such a s eSports, the long-term success of g a m i n g org a n i z at ion s – a nd t he industr y as a whole – will depend to a hig h deg ree on their abilit y t o u n d er s t a n d a n d pr o - a c t i vel y manage not only commercial, legal, reg ulator y and reput ational r isk , but also to recognize and embrace t h e o p p o r t u n it i e s pr e s ent e d b y technolog ical innovation and consumer expectations.

M T>P l a y i s f o c u s e d o n t h e f ut u r e o f g a m i n g a n d a d v i s o r y services, by embracing the delivery of professional consulting ser vices globally through combining ex per tise, ex tensive net work s, strateg ic alliances and the use of t ech nolog y to deliver ent er pr ise solutions to business challenges.

Speaking of the future, the Dota 2 Championships will be heading to Shanghai in 2019.

Matthew Kelleher is a Partner at McCarthy Tétrault LLP.

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Canadian Gaming Business | 31

entertainment

THE INTEGRATED

CASINO

Combining gaming with an exciting entertainment program

BY KAVITA SABHARWAL-CHOMIUK

Enticing gaming options are vitally important for a casino to have. With advancements in gaming technology and new innovations hitting the casino floor, guests’ options are becoming endless.

But what about a casino’s non-gaming amenities? Do those help bring customers back to a facility, time and time again?

32 | Fall 2018

entertainment

LOTO-QUÉBEC’S casinos have been adding more entertainment options to their lineups over the last two years, when the crown corporation initially decided to focus on expanding its entertainment program.

Since 2 017, L o t o - Q u é b e c’s c a s i n o s h a v e i mplement e d va r iou s i n it i at ives t o prov ide c ust omer s w it h u n ique event s, i nclud i n g a partnership with the dating reality show Occupation Double Bali to host events such as VIP nights and the finale party with the show’s eliminated dating hopefuls. It also recently held raff le promotions and giveaways including ‘Leave in a BMW’, a car giveaway, or ‘Now Boarding’, a travel-themed promotion featuring activities and prizes.

Brian LeCompte, Public Affairs Advisor at LotoQuébec, says that visits to the Casino de Montreal have been increasing quarterly since 2017. “Many customers say they do not come to the casino to play, but rather to have a drink, see a show or enjoy a meal in one of our restaurants,” he says.

SOCIAL GAMING

In an effort to make gaming a more social and entertaining experience for guests that choose to play, the Casino de Charlevoix and Casino de MontTremblant feature The Zone, interactive multi-game stations with hosts that encourage group interaction.

At these stations, customers are able to play two or more of the games on offer simultaneously and place bets that are among the lowest at the casino, making these games ideal for beginners.

Some Loto-Québec casinos also feature The District, a slots section that features a festive ambiance with music and multimedia projections, providing opportunities for customers to socialize while gaming.

ENTERTAINING THE MASSES

At Fallsview Casino Resort in Niagara Falls, Ont., an aggressive entertainment schedule featuring over 300 shows per year is used to generate the highest possible return on investment for the entire property. The opportunity to see their favourite act in an intimate venue (Fallsview’s theatre accommodates 1,559 guests) is enough to drive new customers to the property they may not have visited otherwise. Once they’re in, says Ante Zlomislic, director of marketing, entertainment and events at Niagara Casinos, they can begin to experience everything else Fallsview has to offer.

“Due to the size of the venue, we use a traditional comp model by leveraging our player database and

predictive modelling techniques to ensure that we maximize the earning potential of each seat in each performance,” says Zlomislic. “For us, entertainment is the most important trip generator that drives gaming revenue.”

THE RIGHT TALENT

Fallsview’s entertainment strategy aims to develop and execute a program that will drive visits for both the cash and comp customer. In the last year alone, Fallsview has welcomed such big-name acts as Adam Sandler, Huey Lewis & the News, Sammy Hagar and Pitbull, to name a few.

“These acts usually play bigger venues and arenas, so it’s an unbelievable experience to see them in such an intimate theatre as Fallsview,” remarks Zlomislic.

In an effort to cater to all demographics, it also books acts that are casino staples, including Michael Bolton, Tony Bennett and Donny Osmond, to name a few. Fallsview also hosts production shows, which are often held mid-week to drive traffic to the resort during off-peak times. These shows are scheduled anywhere from eight to 28 times over the span of two to three weeks, and include acts like Rock of Ages, Flashdance and Christmas on Ice (which includes the installation of a real ice rink in the centre of the theatre).

Fallsview isn’t the only casino that is looking to branch out with its talent. Over the past year, LotoQuébec hosted 18 free comedy shows at the Casino de Montreal, Casino de Charlevoix, Casino de MontTremblant and the Salon de jeux de Trois-Rivières, in partnership with the ComediHa! Fest-Québec.

“Current acts will bring in a younger demographic – that’s evident – but it’s easier said than done to secure these types of acts,” says Zlomislic. “We book up to a year in advance. This helps us with planning and allows us to be selective in our talent buying. The struggle we have is something that is current today might not be in a year’s time, or vice versa.”

A nother issue w ith landing popular talent, Zlomislic notes, is that some acts would rather play their own shows or at a music festival, rather than at a casino. “There are still certain entertainers that feel that the casino is where your grandmother goes on her afternoons, or where entertainers go to retire.

This just isn’t the case,” he says. “We want the theatre to be an inviting venue for both patrons and the artist, and we’ve spent a lot of time building a strong reputation within the entertainment industry as a preferred entertainment venue. This has been a long Canadian Gaming Business | 33

“Our goal is to provide variety and options to all demographics. Music is universal and everyone’s taste is different, no matter their age.” process, but we have seen success with a number of acts that would not be the typical casino play.”

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Fallsview’s intimate theatre size puts a lot of its shows in high demand, says Cathy Price, vice president of marketing at Niagara Casinos. “We want to sell as many tickets as possible to the public to develop new business, but at the same time we need to comp the majority of the seats to our players in order to maximize profitability,” she says. “Our entertainment options allow us to increase the value of our loyalty card and the rating of the player. Just like a comped hotel room or dinner, we use entertainment as an amenity attached to gaming. The better the player, the more rewards they will receive. Our loyalty card and program are the key to the ultimate casino experience.”

However, marketing efforts can be a balancing act. Price notes that although information is always at a guest’s f ingertips, it is important to avoid over-saturating them with advertising.

“At some point, they will stop paying attention and you will just turn into junk mail,” she warns. “There are traditional methods that we still use, including a newsletter that gets sent out monthly to over 230,000 customers, radio, online, newspaper and digital billboards in Toronto and Buffalo.”

Fallsview has also had success with social media promotions. For example, a recent campaign was built to highlight an upcoming performance

by K a ne Brow n, a socia l media star-turned-singer/songwriter. The campaign included ticket giveaways to the musician’s upcoming performance at Fallsview, resulting in an increase in engagement and Facebook likes.

“Social media is an engaging tool, but like anything, you need to be smart and selective in regards to how you utilize it. Facebook, Twitter and Instagram are all great, but they all

have different applications,” says Price.

“Someone who is on Facebook is different than someone on Instagram.

It doesn’t make sense to just blast patrons with the same information across all platforms. We selectively target and use the information available to us through each channel to reach the strongest markets.”

A YOUNGER CUSTOMER

A stellar entertainment program can help bring in a younger demographic, which in turn helps the casino stay current and open-minded towards what the future may bring, says Zlomislic. “We want to maximize what we can do to drive visitation not only now, but for years to come. Bringing in current acts allows us to bring new patrons to the property; someone that will get to experience everything Fallsv iew has to of fer,” he says.

“Through this, customers will realize the value of our loyalty card, which will in turn encourage a return trip.”

And although a guest in their 20s may not have the disposable income of someone in their 40s or 50s, that does not mean they should not be marketed to as well, adds Zlomislic. “Our goal is to provide variety and options to all demographics,” he says. “Music is universal and everyone’s taste is different, no matter their age.”

Putting a focus on non-gaming amenities, specif ically an program, allows guests to branch out with the choices they make. Even better is if they return to experience new and exciting events on their next visit.

LeCompte believes Loto-Québec’s casino guests are taking advantage of all its activities on offer. “Customers who come to play their favourite games tell us they enjoy the ambiance created by our themes and consider them a positive addition to their gaming experience,” he says. “With our focus on added entertainment value, everyone wins.”

“Where the Canadian Gaming Industry Meets”

June 18-20, 2019 Shaw Centre, Edmonton, Alberta

SAVE THE DATE

EDMONTON 2019 www.canadiangamingsummit.com

2019 Canadian Gaming Summit

Sponsorship/Exhibiting Opportunities Contact: Chuck Nervick, Senior Vice President 416-512-8186 Ext. 227 | chuckn@mediaedge.ca

2018 Canadi This year’s Canadian Gaming Summit, Canada’s premier annual conference and exhibition for gaming professionals, was held from June 18 to 20, 2018, at the Scotiabank Convention Centre in picturesque Niagara Falls, Ont. The 2018 Gaming Summit featured eight educational tracks related to its overall theme, “Technology Holds the Key”. These educational tracks provided gaming professionals from across Canada and beyond with information on Gaming Operations, Lottery, Charitable Gaming, Legal & Regulatory, Gaming Technology, Non-Gaming Amenities, Gaming Compliance

and Special Summit Presentations in order to keep pace with the gaming industry’s rapidly evolving technological advancements.

Networking at the Canadian Gaming Summit was made possible on the trade show floor, where delegates interacted with colleagues, tried out new products and services and sampled an impressive selection of food and beverages. The Summit also featured an opening golf tournament, gala receptions, informative keynote presentations and several networking opportunities for attendees.

2018 CGS Golf Classic The Canadian Gaming Summit hosted its annual golf tournament, the 2018 CGS Golf Classic, on Monday, June 18 at the beautiful and challenging Cherry Hill Club in Ridgeway, Ont. After the tournament, golfers were treated to drinks and a variety of food, compliments of the Summit’s Food & Beverage sponsors.

Kick Off Soirée The first evening of the Canadian Gaming Summit featured a fun and casual get-together at Margaritaville in Niagara Falls, Ont. The Summit Soiree provided delegates with an excellent opportunity to reunite with industry colleagues and share conversation in a relaxed atmosphere.

36 | Fall 2018

an Gaming Summit Highlights Keynote Speakers This year’s Summit featured two keynote presentations and one keynote panel discussion. On Tuesday morning, Ipsos’ Paul Lauzon, Senior Vice President and Paige Schoenfeld, Associate Vice President presented “Gaming with XYZ”, in which they discussed the differences that exist between the three generations (X, Y and Z) and how gaming entities can retain market share as consumers age through demographic cohorts.

On Tuesday afternoon, Global Gaming Women held a keynote panel discussion, “How Collaboration Leverages the Opportunities Technology Brings to Casino Operations”, featuring moderator Helen MacMillan, with panelists Carrie Kormos, Karen Gray and Cath Burns. Together, they discussed the various challenges and opportunities in implementing technology-related programs and products and discussed why it is critical to have collaboration from all groups for the best results.

On Wednesday morning, Stowe Shoemaker, PhD, Dean of the William F. Harrah College of Hospitality at the University of Nevada, Las Vegas, presented “The Future of Marketing: From 4Ps and 7Ps to 15Cs and A Framework for Creating Customer Loyalty”. In this presentation, Shoemaker focused on how marketing has evolved over the years and how new forms of marketing can help create great customer experiences and drive profits.

Summit Closing Reception The Summit’s trade show floor held the Gaming Summit’s annual Closing Reception on Wednesday, June 20. This reception was the final opportunity for attendees to speak with Summit exhibitors and industry colleagues, as well as be treated to an array of delicious food and beverages, compliments of the Summit Food & Beverage sponsors.

Summit Opening Reception & CGA Chair’s Reception The annual Opening Reception & CGA Chair’s Reception took place on the Summit’s trade show floor.

The reception, which took place on Tuesday, June 19, was hosted

by Global Gaming Women in the Novomatic Lounge. It was here that attendees were treated to beverages and bites courtesy of Summit Food & Beverage sponsors.

Canadian Gaming Business | 37

The Canadian Gaming Industry Awards

Introducing 2018’s award winners

The annual Canadian Gaming Summit Industry Awards recognize stellar achievements within the gaming industry. The awards are split into two categories: Canadian Gaming Industry Awards and First Nation Gaming Awards.

THE CANADIAN GAMING INDUSTRY AWARDS were first introduced 20 years ago to recognize excellence in achievements, contributions and leadership within the gaming industry.

The ninth annual First Nation Gaming Awards recognize the contributions of First Nation casinos to the First Nation and neighbouring communities. These awards also honour outstanding accomplishments and contributions of Aboriginal employees of First Nation casinos within Canada, and the continued development and improvement within their operations.

2018 Canadian Gaming Industry Award Winners: Industry Leadership and Outstanding Contribution: Lynn Cassidy, OCGA Lynn Cassidy is this year’s winner of the award for Industry Leadership and Outstanding Contribution. Cassidy is the executive director of the Ontario Ch a r it able Ga m i n g A s s o c i a t i o n (O CG A), a role she h a s b een i n since 1995. In this role, Cassidy has displayed leadership, organizational excellence and cooperation within the charitable gaming sector in the province.

Cassidy has been a major player in bringing about major changes to the charitable Bingo gaming industr y, achieved by work ing with ow ners and government leaders. She has also, 38 | Fall 2018

Jean Major, AGCO; Lynn Cassidy, OCGA; George Sweny, The Stars Group; Paul Burns, CGA.

alongside her colleag ues, brought about changes to the New Revenue Model by working with the Ontario L otter y and Gaming Cor poration (OL G), r el a t e d t o m o d er n i z i n g ch a r it able Bi n g o by i nt ro duci n g electronic gaming Bingo products to many charitable Bingo halls in the province, establishing a more solid stabilization of charitable Bingo through e-gaming.

Volunteerism and Community Service: SIGA The Saskatchewan Indian Gaming Authority (SIGA) operates six First Nation casinos in the province of Saskatchewan, which welcome a total of over four million guests on an annual basis.

SIGA employs nearly 1,800 people, including close to 1,200 that identify as First Nation. SIGA’s vision is to deliver

listen and respond to the needs of the team.

Commanda’s role entails interacting with most of the other departments. In this role, he is often called upon to assist shift managers or others when dealing with incidents, which he does in a professional manner, ensuring he understands the issue at hand and works with the department leadership for a mutual best solution.

Commanda’s role also includes frequently conducting the casino’s shift communication meeting, and takes initiative to proactively ensure his team is well-versed in important standards.

Patricia Cook, SIGA; Paul Burns, CGA.

sustainable net income and employment opportunities for the 74 First Nation communities in the province. This nonprofit company returns all its profits to the people of Saskatchewan: 50 per cent to the First Nations Trust; 25 per cent to local community development organizations; and 25 per cent to Saskatchewan’s General Revenue Fund.

Si nce it s i ncept ion , SIG A h a s provided over $1 billion in profits to Saskatchewan communities. In addition to this, SIGA gives back more than $1.25 million annually through its community investment program, which supported 573 events or organizations across the province last year, including festivals, fairs, youth camps, pow wows, conferences, treaty gatherings, youth programs, cultural events and more.

In 2 017, 29 per cent of SIGA’s employees volunteered for various organizations through the Employee Volunteer Program (EVP), including Meals on W heels, soup k itchens, homeless shelters and Habitat for Humanity, among others. In addition to the volunteer work, SIGA also launched three new annual charity events in 2017 to support its local communities: the SIGA Day of Sharing, the SIGA Good Food Run and a SIGA Charity Pancake Breakfast.

SIGA a nd it s 1,8 0 0 employees operating across Saskatchewan have i nve st e d t hou s a nd s of hou r s of volunteer time and effort to make the communities where they live and work a better place.

Rodney Commanda, Casino Rama Resort

Employee of the Year: Robert Young, Casino Rama Resort Robert Young, a wardrobe attendant at Casino Rama Resort, has been with the company for over 14 years. Young was presented the award for Employee of the Year for the manner in which he takes initiative to solve problems, his caring attitude and the support he provides to colleagues, which directly translates to supporting patron service.

Young’s nominator suggested him for the award because he is seen as a great role model at the Resort, as he is always looking for ways to improve his work area.

He always jumps in where he can to help others, and is someone other employees go to for questions, as he is always eager to help where he can.

Young also helps train new hires, ensuring they understand how the wardrobe process at the Resort works.

Robert Young, Casino Rama Resort

2018 First Nation Awards Winners: Leadership Award: Rodney Commanda, Casino Rama Resort Rodney Commanda has worked at Casino Rama Resort for over 22 years.

Commanda, the security shift manager at the resort, was presented with the First Nation Canadian Gaming Leadership Award for his ability to lead by example.

Praised by his nominator to be timely and efficient, yet empathetic and understanding, Commanda is known by his colleagues to take the time required to Canadian Gaming Business | 39

facilityprofile

PARQ VANCOUVER Bringing luxurious resort-style amenities to an urban setting

A premier luxury resort that is both unique to Vancouver and uniquely Vancouver, Parq Vancouver is an entertainment destination enveloped in the vibrant pulse of the city for which it is named. At Parq Vancouver, comfort, luxury and unparalleled experiences await both business and leisure visitors, as the fully integrated resort’s contemporary and vibrant fusion perfectly captures the spirit of the city.

PA RQ VA N C O U V ER b ea r s a l l t he characteristics of the city, including its spectacular setting, a gateway to adventure and superior service. Built to LEED Gold standards, the destination’s vertical, multitower design occupies a boutique-scale footprint, creating a seamless connection to the downtown entertainment district and surrounding neighbourhoods.

The resort’s dynamic offerings include two luxury hotels under one roof: JW Marriott Parq Vancouver, Western Canada's first JW Marriott hotel, and a first-to-market Autograph Collection Hotel, the DOUGLAS. Both hotels feature views of Vancouver’s magnificent landscapes including False Creek and the surrounding mountains.

Parq Vancouver offers locals and travelling guests instant access to a wide range of amenities including a worldclass casino; the city’s only rooftop park; Canada’s first Spa by JW; well-appointed, flexible meeting and event space featuring the city’s largest hotel ballroom; and eight restaurants and lounges.

Parq Vancouver’s 72,000 square foot casino offers two levels of state-of-theart gaming and exceptional customer service against the backdrop of one the most spectacular cities in the world.

Designed by Yates-Silverman Inc. and Design Director Sarah Leinbach, the casino is bathed in natural light, with a second floor entrance connecting directly to the west gate of neighbouring BC Place. The casino offers a luxury gaming environment and lavish amenities for players of all levels of experience. The high limit gaming area, located on the third floor, features Jade West and Jade East, a combined 11 exclusive VIP salons 40 | Fall 2018

facilityprofile

offering private gaming with in-salon or lounge dining, dedicated casino cage, restrooms, and full service VIP hosts.

For guests looking to learn a new skill, or practice their poker face, complimentary gaming lessons are offered between 3 p.m. and 5 p.m. daily.

Parq Vancouver’s location makes the resort the perfect place for meetings and conferences. Guests and event organizers may choose from the signature sixth-floor rooftop park, 13 ballrooms, boardrooms and meeting rooms, including the Parq Grand Ballroom, Vancouver’s largest hotel ballroom. Serviced by JW Marriott Parq Vancouver, event spaces are complemented by state-of-the-art culinary facilities and tailored menus that cater to a range of global cuisines.

The resort is a leading destination for urban fine dining, with eight restaurants

and lounges conceived by James Beard Award nominee Elizabeth Blau and her husband, award-winning chef Kim Canteenwalla. Each culinary establishment showcases a distinctive dining journey inspired by regional ingredients and multicultural influences.

The wildly popular Victor boasts a vibrant energy, which echoes and amplifies the city of Vancouver with a contemporary and seasonally inspired menu of Pacific Northwest seafood and specialty steaks.

With a centerpiece sushi bar, expansive wine selection and a cutting-edge cocktail menu, The Victor has become a coveted dining and nightlife destination for guests and locals alike.

For a taste of true regional cuisine, Honey Salt offers casual, sophisticated dining infused with neighbourhood ambiance. Celebrating the purity and

richness of B.C., Honey Salt features seasonal farm-to-table cuisine using locally sourced ingredients. Featuring an open concept kitchen, MRKT East offers quick service inspired by the inventive and energetic selections found at Singapore night markets, melding traditional approaches with modern takes. From the coffee bar, guests can enjoy a variety of specialty coffees, bubble tea, smoothies and pastries. Canadian sports bar BC Kitchen serves innovative and high-quality inspired classic bar ‘comfort’ foods paired with a contemporary, lounge ambiance. Located

by BC Place, it has become a premier preand post-event destination.

The heart of Parq Vancouver is the 30,000-square foot, sixth-floor outdoor park designed by highly renowned landscape architect Christopher Phillips of PFS Studio. Creating a unique, communal experience for guests and locals, this elevated green space rises to greet Vancouver’s natural skyline, offering unmatched views of the city. The inclusion of over 200 native pines and 15,000 local plants offsets Parq Vancouver’s carbon footprint and reconnects people to their natural surroundings. The rooftop park offers guests an urban oasis to kick back and enjoy the summer months, while The Victor and D/6 Bar & Lounge also invite patrons to connect with one another on the outdoor patios.

With thoughtful guest amenities, supreme service and overall exquisite entertainment and comfort, Parq Vancouver is a perfect fit for discerning international business and leisure travellers visiting this vibrant and diverse city.

William Rutsey Future Leaders Scholarship

When founding CEO Bill Rutsey retired last year, the Canadian Gaming Association (CGA) established the William Rutsey Future Leaders Scholarship, which will be awarded annually to a member of the Canadian gaming industry who wants to further his or her career and develop the necessary skills to become a leader.

Applicants are chosen for their potential to make a difference to their employer, community, and the Canadian gaming industry, and will be granted $2,500 to focus on one of three areas: 1

Technology and innovation

2

Executive leadership

3

Business administration

The William Rutsey Future Leaders Scholarship is open to Canadians who are passionate about driving technology and innovation to effect meaningful change, possess a desire and potential to lead, are eager to build networks, and have the confidence to take on challenges. Only one scholarship will be awarded on an annual basis, and the first one will be granted this year.

To Apply to the William Rutsey Future Leaders Scholarship Please complete the application form located on the CGA’s website at http://canadiangaming.ca/ scholarship/.

Email your application by November 30, 2018 to info@canadiangaming.ca to be considered for this calendar year. The winner will be announced early in 2019.

Required criteria • Applicant currently works in the Canadian gaming industry.

• Applicant is interested in pursuing training and/ or education in technology/innovation, executive leadership, or business administration.

42 | Fall 2018

Additional criteria • Priority will be given to those who have not previously received a scholarship.

• Impact of scholarship on applicant’s career and personal development (judged by applicant’s statement) will be taken into consideration.

• Only one scholarship will be awarded in a year and it is awarded on a competitive basis.

• The scholarship is not awarded retroactively. An application for funds must be submitted upon completion of the program or course.

• Successful applicant must utilize funds within 24 months of award.

• CGA will make payments directly to the applicant’s chosen organization for program fees.

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