Gaming Business Summer 2014

Canada's Premier Gaming Industry Magazine

Vol. 9 No. 2

www.CanadianGamingBusiness.com

Summer 2014

WINNING

WITH MILLENNIALS Attracting the Future Gamer Inside: Optimizing Optimizing Your Your Loyalty Loyalty Program Program

PM 40063056

Leveraging Leveraging Data Data Analytics Analytics Lottery Lottery Industry Industry Roundtable Roundtable Developing Developing Technology Technology Savvy Savvy Employees Employees

CanadianGamingSummit.com 2014 Gaming Industry Award Winner Profiles See pages 44-47

Summer 2014 Volume 9 Number 2 Publisher

Chuck Nervick chuckn@mediaedge.ca 416.512.8186 ext. 227

contents 34

www.CanadianGamingBusiness.com

26

38

Editor Sean Moon seanm@mediaedge.ca Advertising Sales Chuck Nervick chuckn@mediaedge.ca Senior Designer

Annette Carlucci

annettec@mediaedge.ca

Designer

Jennifer Carter

jenc@mediaedge.ca

Production Manager

Rachel Selbie

rachels@mediaedge.ca

Circulation Manager

Lina Trunina

linat@mediaedge.ca

Proudly owned and published by:

President Kevin Brown

President & CEO Bill Rutsey

kevinb@mediaedge.ca wrutsey@canadiangaming.ca

Senior Vice President Chuck Nervick

Vice President, Public Affairs Paul Burns

chuckn@mediaedge.ca pburns@canadiangaming.ca

Canadian Gaming Business is published four times a year as a joint venture between MediaEdge Communications and The Canadian Gaming Association To advertise: For information on CGB’s print or digital advertising opportunities: Chuck Nervick 416-512-8186 ext. 227 chuckn@mediaedge.ca Copyright 2014 Canada Post Canadian Publications Mail Publications Mail Agreement No. 40063056 ISSN 1911-2378 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

5

EDITOR’S NOTE

6

MESSAGE FROM THE CGA

8

COVER STORY – WINNING WITH MILLENNIALS

14

GAMING TRENDS – LOYALTY PROGRAMS

18

EXECUTIVE Q&A – MICHAEL GRAYDON

20

GAMING INNOVATION

25

CORPORATE PROFILE

26

FACILITY PROFILE

Are You Leaving Too Much Loyalty on the Table?

President, PV Hospitality What’s Hot in Slots Bally Technologies Chances Kelowna

28 LOTTERY SUPPLEMENT – LOTTERY INDUSTRY ROUNDTABLE Issues, Challenges and Solutions

34 FINANCE

Leveraging Data Analytics

38

GAMING COMMUNITY

40

SPECIAL SUPPLEMENT

44

INDUSTRY AWARD PROFILES

48

EMPLOYEE DEVELOPMENT

Official Publication of the Canadian Gaming Summit

Insights from Ipsos Reid’s Nationwide Study

Sault Ste. Marie

The Active Gambler

Canadian Gaming Industry Award Winners

A Full House: Developing Technology Savvy Employees

Canadian Gaming Business | 3

Winning the game takes more than luck.

And that’s where we fit in.

For over 20 years we’ve equipped stakeholders with insights and knowledge to stay competitive in North America’s ever-evolving gaming industry.

We can help you too. kpmg.ca/gaming

© 2014 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.

editor'snote

2014 Canadian Gaming Summit: A Winning Formula WELCOME TO THIS special edition of Canadian Gaming Business as delegates from across the country get ready to descend upon Vancouver, B.C. for the premier event in the Canadian gaming industry. As the largest industry gathering in Canada each year, the 18th Annual Canadian Gaming Summit features a virtual who’s-who of industry leadership for three jam-packed days and nights of gaming education and entertainment. From a top-notch educational program to an expansive exhibition f loor to enjoyable social and networking events, the Gaming Su m m it delivers face -to -face int erac t ion bet ween attendees from all gaming sectors, disciplines and regions within Canada and beyond.

With ever ything the Summit has to offer, we hope you’ll also have some time to peruse this latest exciting issue of CGB. Much as the show itself, our summer issue has all the bases covered when it comes to providing a comprehensive look at our vibrant industry. Starting with our cover story from Ipsos-Reid, Winning with Millenials is an in-depth analysis of how gaming organizations can make the most of this youthful and, more importantly, massive demographic that is changing the face of Canada’s gaming industry. We’ve also enlisted the help of industry expert Patrick Watson to help readers take a deep dive into the importance of loyalty programs when it comes to creating happy return customers and casino guests.

And, of course, we have included many additional special features such as a Lottery Industry Roundtable and an Executive Prof ile of industry leader Michael Graydon.

As a special bonus, you’ll also f ind the summer edition of Canadian Gaming Law yer magazine, where editor Michael Lipton has provided an extraordinary collection of enlightening articles from experts and colleagues from Canadian gaming law community.

Finally with this issue, we prof ile and celebrate the achievements of the recipients of the 2014 Canadian Gaming Awards and the First Nation Gaming Awards.

These dedicated professionals are face of the gaming industry in Canada and it is truly a privilege to recognize their accomplishments.

And if you’re in Vancouver and out exploring the Summit f loor, don’t forget to say hello to CGB Publisher Chuck Ner vick and Show Operations Manager Brad Moore.

They’ll be happy to answer your questions and discuss upcoming editorial and promotional opportunities. And if you have any feedback or future story ideas, please feel free to drop me an email at seanm@mediaedge.ca.

Cheers for now and enjoy the Summit!

Sean Moon Managing Editor, Canadian Gaming Business

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messagefromtheCGA

It was 20 years ago today. . .

BY BILL RUTSEY, PRESIDENT AND CEO OF THE CANADIAN GAMING ASSOCIATION

IT WAS 20 YEARS AGO that casino gaming in Canada entered the “big leagues,” with the opening of Casino de Montreal in the fall of 1993 and Caesars Windsor (then Casino Windsor) in 1994. These facilities changed the face of casino gaming in Canada by offering high-stakes gaming in sophisticated atmospheres that included attractive entertainment and food and beverage options.

These were the first casinos designed to reach beyond the local population to a wider tourist demographic, and substantially set out the blueprint for what was to come.

Essential to the success of such properties is management a nd op er at ion a l ex p er t ise a c ro ss mu lt iple h i g h ly interconnected channels of customer service. Both were at the forefront of the development and mentoring of a generation of homegrown gaming executives, many of who have excelled internationally.

Caesars Windsor was the game-changer – being the first Canadian casino operated by a major international gaming company, initially a joint venture of the then three largest gaming companies in the world: Circus Circus (now Mandalay Bay), Caesars World and Hilton Hotels.

W hile not evident at the time, that original policy decision by t he Ont a r io g over n ment t h roug h t he Ontario Casino Corporation (OCC, precursor to OLG), to develop properties with tourism reach and to employ third-party operators, would raise the bar and set the tone for casino gaming development and operations in many other provinces. It set the stage for companies like Great Canadian, Gateway, Sonco, Penn, Pure, Paragon, Fallsview and others to conceive and develop exciting and entertaining resort properties. It has also formed

6 | Summer 2014

par t of the template for the cur rent ongoing OLG Modernization initiative.

I do have a special kinship with Caesars Windsor, having been there from before the beginning, as a primary advisor to the OCC throughout the pre-planning, operator selection and development processes, being at the 1994 opening when the first slot pull produced a big winner, and again at the 1998 opening of the permanent resort facility.

Since becoming part of the legendary Caesars brand in 2008 the property has become synonymous with worldclass entertainment, luxurious amenities, first-class service and generous community giving, all in the face of fierce competition from casinos in Detroit and the hardening of the border. This approach is articulated by day-one employee, and now CEO, Kevin Laforet: “We consistently offer the promise of the world-renowned Caesars brand, upscale award-winning amenities and headline entertainment – things that stand out to our guests when given the choice to go somewhere else.”

This isn’t a commercial for Kevin or Caesars Windsor.

What it is, is an example of what has been accomplished over the past 20 years by our industry. Twenty years ago going into most casinos (if you could call them that) in Canada, was a dreary experience of low-stakes table games in a drab small room with very limited food and beverage options – perhaps a stale egg salad sandwich and warm soft drink if you were lucky.

From those dubious beginnings a tremendous, vital entertainment industry has developed. Congratulations to everyone who has had a role it that extraordinary evolution, or should I say, revolution.

coverstory

WINNING WITH Insights from Ipsos Reid's Nationwide Study

BY JASON ALLSOPP

8 | Summer 2014 8 | Summer

coverstory

H MILLENNIALS Millennials – they’re the social, optimistic and over-confident generation who came of age in a post-Internet world. They live for multitasking and are always on the go.

And for casinos, they represent the newest wave of guests. As this group becomes more dominant, casino owners need to understand their behaviours and attitudes.

To take a snapshot of these habits, the team at Ipsos surveyed Canadians between the ages of 18-34. Our results revealed a number of interesting truths.

Canadian Gaming Business | 9

coverstory But before we go too far, let’s start off with a bit about us and what we do. The Lottery and Gaming practice at Ipsos Reid studies Canada’s gaming and gambling population.

We ask Canadians what they are looking for in casino entertainment, what their expectations are, what they do inside the casino, how much they spend, and how they rate the entire experience.

In January of 2013, we conducted a study that examined the casino preferences across the entire Canadian gaming population. And earlier this year, we fielded a similar study, but this time we decided to focus specifically on the Millennial generation. In comparing Millennials with non-Millennials, we discovered interesting characteristics that are unique to the generation. These findings can be used by casino operators to uncover ways to improve their offering and better identify with this coveted demographic. Some of the results will be highlighted here.

THE PLAYERS

Ac#vi#es During Most Recent Visit (n=varies)

Any Ac#vity

97%

Play slots

65% 25%

Play card games like Blackjack Play VLTs

$240

$56 $90

16%

$42

19%

$145

Play card games like Poker

18%

$123

Buy loCery Fckets

17%

Play table games like RouleCe/Craps

ParFcipate in Off-­‐Track-­‐BeJng

$29 $80

7% Non-­‐Gaming

Dine at the restaurant

40%

32%

Visit a casino bar Watch live entertainment

22%

$53 $57 $50

Base: Respondents with any ac#vity on visit (n=1,208) Which of the following did you do during your last visit to a casino?

How much did you spend on the following during your last visit to the casino?

First, let’s take a close look at who is walking through the casino doors, how often they go, when they go, and who they go with.

For this study, we surveyed over 1,200 Millennial gamers in Canada. In order to be considered a ‘gamer,’ respondents had to have made one or more visits to a casino in the past year.

Generally speaking, most casino visits are infrequent. Overall, the results of our study show that 53 per cent of Millennial gamers visit a casino one or two times per year, 17 per cent visit once every three to five months, and 19 per cent visit monthly or more.

When broken down further along gender lines, we see that males are more likely to visit weekly and monthly over females, who tend to visit once every three to five months. These numbers are consistent with last year’s study of all age groups, indicating that young or old, frequency of visitation tends to be the same.

In terms of when they visit casinos, the majority of Millennials (60 per cent) opt for the weekend (a big jump from 47 per cent in last year’s study). A quarter of them will typically visit both during the week and on the weekend. Only eight per cent indicate that they will go during the week. Discovering when gamers prefer to visit a casino can tell us a lot about their reasons for going too.

As younger gamers are more likely to go on the weekend, this sheds light on the idea that visiting a casino is seen as a social outing. Millennials are going for the whole experience: gambling, friends, entertainment and more!

We also wanted to know who these visitors prefer to go with. The majority of Millennials (64 per cent) visit casinos with a friend or spouse always or most of the time, followed by 43 per cent who go with a group of friends always or most of the time. A typical visit would not usually be alone (69 per cent rarely/never) or with a co-worker (65 per cent

10 | Summer 2014 10 | Summer

Average Spend

Gaming

rarely/never). Again, this shows that there are factors beyond gaming that draw Millennials to a casino.

ALL FUN AND GAMES

There is no shortage of entertainment options to choose from when roaming the floors of a casino. But it’s no surprise here that most Millennials who visit casinos do so mainly to play games (in fact, a whopping 97 per cent indicated they participated in some type of gaming activity during their most recent visit). The game that wins the highest number of participants is the tried-and-true slots, with 65 per cent claiming to have played during their most recent visit.

Other games that are high in popularity include card games such as blackjack (25 per cent played in most recent visit) and table games such as roulette or craps (19 per cent played in most recent visit). The numbers for games varies based on gender: while males are more likely to play blackjack (34 per cent) and poker (26 per cent), women favour playing slots (74 per cent).

HIGH ROLLERS OR LOW SPENDERS?

The familiar adage that “money won is twice as sweet as money earned,” certainly comes into play here. Most people are drawn to casinos by dreams of hitting the jackpot, with images of flashing lights and flowing coins. While this often isn’t the case, we wanted to know what games and activities Canadians are opening their wallets for, and just how much they’re spending.

First up, Millennials put most of their chips down for table and card games. Roulette and craps get the most spend with an average of $145 during the last visit. This is followed closely by card games like poker, with $123 spent on average in the last visit.

coverstory Appealing Reasons for Casino Visita#on 7 -­‐ Very Important Level of personal safety

6

5

30%

The cleanliness of the casino

21%

28%

Past experience at that loca#on

18%

Customer service Ease of parking

20%

19%

21%

20%

18%

22%

Food and beverage services

17%

18%

Ease of transporta#on

18%

16%

It is close to where you live

13%

The type of clientele at the casino

12%

Variety of dining op#ons

13%

Variety of table games offered

12%

Loca#on other than proximity to your home

11%

19%

15%

14% 14%

20%

11%

19%

47% 44% 43% 41% 41%

29%

13% 9%

47%

21%

18%

11%

8%

22%

18%

14%

7%

54% 47%

19%

14%

10%

7%

58%

23%

10%

6%

60% 59%

20%

Special events Availability of a Players Club

60%

23%

Live entertainment

You can smoke at the casino

61%

21%

Variety of slot machines offered

17%

63%

24%

19%

Exci#ng atmosphere

23%

Base: Gamers (n=1,213) When you are planning to visit a Casino, how important are the following factors?

Further demonstrating that Millennials are looking for the social experience to top off their gaming experience, many are spending on non-gaming activities, with much of this spent at the casino bar ($57 in the last visit). Also on their last visit, Millennials on average spent $53 at the restaurant and $50 watching live entertainment.

Clearly, Millennials like to spend when they walk through the casino doors. But do they set a budget or are they just caught up in the moment? Overall, the results show that 81 per cent indicate that they plan what they will spend. While this number is indeed high, it is still a slight decrease from their non-Millennial counterparts (last year, 88 per cent indicated they set a budget).

When it comes to meeting their budget, 66 per cent tell us they typically spend the exact amount they anticipated, 12 per cent say they spend less, and 22 per cent spend more.

Compared to last year’s spending, two-thirds continue to spend the same amount at casinos. Of those who say they are spending less than a year before, the main reason is that they believe it to be a waste of money and that there are better ways to spend it.

This contrasts with last year’s respondents who said their lack of disposable income was their primary reason.

TO GET A FULL HOUSE

69%

19%

20%

21%

69%

19%

22%

The stakes are high for casino owners in Canada. To get returning visitors, it’s helpful to dig deeper into why Millennials go to a casino in the first place. In our survey, we asked this group to identify the elements that have the most appeal. The top three chosen by Millennial gamers include the level of safety (69 per cent), cleanliness (69 per cent), and their previous experience at that location (63 per cent).

When we compare the numbers between males and females, these preferences begin to change.

While females look for safety, variety of slot machines offered and food and beverage services, males hold more importance on the variety of table games offered and whether smoking is allowed in the casino.

Our study also revealed that those between the ages of 25 to 34 are likely to find the following factors more important when planning to visit a casino than those in the 18-24 age group: past experience at that location, ease of parking, variety of slot machines offered, food and beverage services and the type of clientele at the casino.

DO THESE THINGS IN SPADES AND WIN THEIR HEARTS

With casinos present in many communities in Canada, satisfaction becomes key in turning one time guests into loyal visitors. So how well are casinos performing at delivering on key elements?

Less than half of Millennials (48 per cent) told us they are satisfied with overall casino visits.

Females and those aged 30-34 are slightly more likely to be satisfied. On the flip side, very few (two per cent) continue to be dissatisfied.

To uncover what’s driving these levels of satisfaction, we used the Ipsos Bayes Net modelling approach. We discovered that the top three factors that had the most impact on boosting visitor satisfaction were personal safety (11 per cent positive impact), the patron’s previous experience at that location (10 per cent positive impact) and the cleanliness of the casino (nine per cent positive impact). The factors that have moderate impact satisfaction include the variety of slot machines offered and customer service.

PULL UP A SEAT FOR NON-GAMERS

We’ve talked a lot about Millennial gamers, but what about Millennial non-gamers? There remains a sizeable portion of Canadians that don’t have casinos on their radar. We wanted to know why. For this study, we interviewed over 400 Millennial ‘non-gamers,’ defined as individuals who have not visited a casino in the past year, but are not against the idea of gambling.

We received a lot of answers when we asked which activities Millennials prefer when going out in a group. The top three reasons given were: dining at a restaurant (86 per cent), going to movie theatres (74 per cent), and visiting bars, lounges and pubs (50 per cent). Other activities that draw non-gamers include social events that have a large attendance of people (such as music events or live performances) and outdoor activities.

When broken out by gender, we see that women are more likely to consider entertainment options of dining out at restaurants, movie theatres, live music events and live shows.

Men are more likely to consider events that incorporate playing sports or other team activities.

What’s the key takeaway? There are plenty of activities Millennials would rather consider than going to a casino. But

Canadian Gaming Business | 11

coverstory

Reasons for Non-­‐Visita#on by Non-­‐Gamers I prefer to spend my money on other types of entertainment None of my friends go to casinos/play these types of games I do not live near establishments that offer these types of games Casinos are not for people like me

62% 35%

while casinos may not presently be resonating with Millenial non-gamers, the top three mentioned activities are all potential amenities that casinos could offer. For venues that wish to pull more visitors through their doors, they could benefit by incorporating a mix of these additional amenities.

32% 23%

NO DICE FOR SOME

The overwhelming number one reason why Millennial non-gamers don’t visit casinos (62 per 21% cent) is due to the fact that they would rather spend I don’t know how to play other games 14% money on other forms of entertainment. With Slots/VLTs are not for people like me 13% the Maritimes being the exception, this sentiment I do not like the type of games offered at a can be seen fairly strongly across most regions, 13% casino especially Quebec. Of course, this may be expected, I only visit casinos when I am in Las Vegas 6% given the nightlife and all of the attractions that La I have a beaer chance to win some money 5% playing loaery games Belle Province has to offer!

I prefer to gamble on the Internet 4% Other top reasons for not visiting include their I am opposed to casino gambling 4% social circles not being involved in these activities I can no longer smoke in establishments that 3% (35 per cent), as well as the lack of accessibility to offer these games casinos that offer these types of games (32 per cent).

Base: Non-­‐Gamers (n=403) Compared to females, males are more likely to not E4. Earlier in this survey you indicated you are not morally opposed to gambling but have not visited a Canadian Casino in the past year. We want to beCer understand some of the reasons why you don’t visit Casinos. visit because they do not like the types of games being offered.

When asked the likelihood of visiting a Canadian-based casino in the next year, less than five per cent say they will do so, while more than three in four will not be likely to visit one. Clearly it is OP_CGB_Ad_2014.pdf 1 2014-05-13 10:29 AM a challenge to attract non-gamers, and casinos will need to rethink their strategies in order to boost visits with this group.

I don’t have enough #me to play

21%

The atmosphere of these establishments is not appealing

THE BOTTOM LINE

C

M

Y

CM

MY

CY

CMY

K

12 | Summer 2014

Millennials can represent a golden opportunity for casinos across Canada. But this generation is a far cry from their slot-playing parents. In order to keep gamers coming back, casino venues should tap into their social nature and shrinking attention spans by offering a mix of activities. Looking beyond gamers, there are many people that will go to casinos without even touching a chip. To win with this crowd, casinos may wish to bet on a wide range of multifaceted attractions, such as restaurants, bars, and live entertainment.

Jason Allsopp is an Associate Vice President with Ipsos Reid’s Lottery & Gaming practice. Based in Vancouver, Jason is part of a team of research experts dedicated to serving the market research needs of lottery and gaming organizations across Canada and the United States. Jason can be contacted at jason.allsopp@ipsos.com or 778.373.5035.

Methodology These are some of the findings of an Ipsos Reid Lottery and Gaming study conducted from January 31 to February 6, 2014. For the survey, a sample size of 1616 Canadians was interviewed online. The precision of online polls is measured using a credibility interval. In this case, the poll has a credibility interval of plus or minus 2.8 percentage points for the gamers and a credibility interval of plus or minus 4.9 percentage points for the non-gamers. For more information about credibility intervals, please visit the Ipsos Public Affairs section of our website at www.ipsos-na.com. The data were weighted to the sport betting population of Canada by region, gender, and age. Statistical margins of error are not applicable to online polls. All sample surveys and polls may be subject to other sources of error, including, but not limited to coverage error and measurement error. Where figures do not sum to 100, this is due to the effects of rounding.

gamingtrends

LOYALTY PROGRAMS

Are You Leaving Too Much Loyalty on the Table?

BY PATRICK WATSON

More and more consumer businesses, including nearly every existing casino, are offering loyalty or rewards programs. Typically, players are happy to join, so much so that individuals belong to about five loyalty programs on average. With all of these opportunities to benefit from loyalty, one would think that most consumers would be completely absorbed in their respective programs of choice. However, it is often observed that less than 20 per cent of consumers report being “actively engaged” by the loyalty programs to which they belong.

14 | Summer 2014

gamingtrends

More org a n izat ions t h a n ever are v ying for consumers’ valuable time (and money), which makes this statistic all the more troubling.

Since the online and mobile realms are making it easier for consumers to ex plore other options, and be reached by competitors looking for them, ensuring that consumers are engrossed in your loyalty program is a necessity.

Consumers can’t be relied upon to drive their own engagement — they need to be called into action by you as often as possible in a way that they feel is relevant to them.

Fo r o r g a n i z at io n s t h at d o t h i s successfully, the prize is significant: some casinos have w itnessed an increase in visitation rates by up to 40 per cent through well-crafted extended loyalty strategies, resulting in dramatic increases in revenue.

WHEN “LOYAL” PLAYERS LEAVE THE CASINO

For decades, casinos have provided a genuinely thrilling guest experience to drive revenue. Bright lights, sounds, friendly service, attractions, and the chance of winning a jackpot make for a sensational guest experience.

Un fo r t u n a t el y, w h en pl a y er s leave, they quick ly forg et the excellent experience they just had.

They return to their busy lives and are bombarded with advertisements and of fers from thousands of o r g a n i z at io n s , i nclu d i n g o t her casinos. W ith the r ise of online mobile use, some patrons are even receiving offers from entertainment providers on their way home from the casino!

A s a result, the memor y of the ca sino ex per ience quick ly evaporates. Players move on, usually without a defined plan for their next interaction with the propert y, or worse, a plan to try another property next time.

CREATING ANTICIPATION: A SUSTAINABLE CYCLE OF PLAYER ENGAGEMENT

The questions become: How can we leverage those f leeting feelings of enjoy ment a nd excitement players get at the casino to create genuine anticipation toward their next visit? How can we ensure that when a player leaves the property, they leave with a def ined plan to retur n, or at least an interest in keeping their relationship with the casino alive somehow? Creating a sustainable cycle of engagement with your players is an ideal method of accomplishing these goals.

T he c ycle st a r t s w it h ex plicit calls-to-action — things the player can do away from the property that rein force their enjoyable ca sino experience.

AN IDEAL PICTURE OF THE LOYALTY ENGAGEMENT CYCLE

Player Leaves Casino with a targeted reason to visit the casino’s branded loyalt y por tal online or on their mobile dev ice (e.g. time-limited code or offer to play a targeted game or participate in a specific activity).

Player participates, and has a n excit ing bra nd rein forcing ex per ience (g ame, promotion, contest, survey, video, etc.).

P l a y e r ’s o n l i n e a c t i v i t y pr ompt s Canadian Gaming Business | 15

gamingtrends a releva nt, limited time rewa rd, “tailored” for them and available o n l y a t t h e p r o p e r t y, l i n k e d specif ically to the branded activity they just completed.

Pl aye r f e e l s i n d i v i d u a ll y i m p o r t a n t

and keeps the property/brand top of mind – they are actively reminded through mobile, email, etc. that their offer/benefit is available.

Player visits the casino and makes use of their on-property reward.

The series of steps above is repeated over and over again!

MAKING THE MOST OF YOUR LOYALTY PROGRAM

C a si n o s t h a t bu i l d a s ol i d a n d immersive brand t y pically have a better chance at maximizing their succe s s. But t he mo st ef fe c t i ve casinos extend that brand to every customer int erac t ion, includin g their online/mobile accessible loyalty environment that keeps the dream alive. An online loyalty hub shouldn’t just provide a space for players to log in to see point values; it should be immersive, engaging

and should remind the player of what the casino is about. The result is a centralized environment that players can return to time and time again to look for offers, information and entertainment in between visits.

A lthough numerous techniques ex ist to build brand loyalt y w ith these players, some of the most useful are: Full-Featured Loyalty Portal: Players expect the same depth of experience you prov ide at your casino from their online interaction with you so their experience cannot be basic or archaic. You should be able to show off your casino’s online portal as proudly as any part of your facility/ service.

Real Personalization: Casino staff do an excellent job of making players feel individually important at their propert y. That ex perience should e x t en d on l i ne. L e a d i n g loy a lt y providers ensure that each player is provided information that is relevant to t hem a nd respec t s t heir t ier/ activity level. This can range from personalized greetings, individual

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calendars, unique relevant of fers, recent activity and play patterns, etc.

Contests and Sweepstakes: A series of simple, relevant and branded online contests or sweepstakes is a great way for players to interact with your brand from their online devices wherever they happen to be. Techniques can be used to advertise and build excitement around new casino events, amenities, offers or simply to provide value to entice member visits.

Q uic k- Play G am e s: Simple branded games can re-create the experience a nd t h r ill of w i n n i n g away f rom the casino. Games can also be used to advertise new casino features, or casino events. To be clear, these do not have to be casino-type games. Rather, they can be games that appeal to your target demographic and accentuate your casino brand. Casino games only reinforce being in a casino, whereas branded, fun activities reinforce being in YOUR casino.

WHY YOU SHOULD BE ENCOURAGING PLAYERS TO VISIT YOU WHEN THEY LEAVE

Many casinos are apprehensive about prov idi n g too much on li ne. T he common reason is, “But I don’t want to send people away from my casino to play and interact online because I am afraid they will enjoy themselves there and not visit me as often.” Although this seems paradoxical, successful properties have realized that if they can manage the relationship with the player even when the player has left, those players are much more likely to return far more often.

Although this is the key component of the return on investment of a wellcrafted online loyalty strategy, numerous other benefits exist, including: Analysis of ‘Big Data’: In today’s casino industr y, data is k ing. Casinos are excellent at tracking everything players do on property. However, very little is known about their activities after they leave. With a well-designed online/ mobile loyalty strategy using proven online loya lt y tools, a ca sino ca n significantly enhance its transactional data with millions of additional data points, including when players are online, which other properties they v isit, what w ill motivate them to visit more often, etc. Of course, an engaged membership also provides an avenue to inexpensive and reliable research through surveys.

gamingtrends

“Success requires careful planning, a thorough analysis of what players want when they aren’t gambling and an unconventional loyalty strategy that places a part of the focus outside casino walls.”

E xposure to All that a Casino has to Of fer: Many casinos today are full

enter t ainment hubs. A n eng ag ing loyalt y prog ra m mea ns players will interact with your brand more frequently, learning about all of the parts of their lives with which you can help them – part ying, dining, shows, etc. As well, providing insights into games that they have never tried through ‘learn-to-play’ programs or sneak peeks can create the anticipation that is so important in ensuring that players return often. Of course, if online gambling is in your future, having an online membership ready and willing to play is also invaluable.

Rewarding Every Interaction: Over the past decade, gambling revenue has dropped as a percentage of total casino revenue, with over a quarter of casino pat rons ra rely g a mbling. Despite this, casino loyalty remains explicitly focused on gambling activities. A n online/mobile loyalty strategy allows you to reward all sorts of activity more effectively, including dining, general entertainment, shows, etc. with no changes to your current loyalty system.

Creation of Brand Ambassadors: With social media, the power of referrals and word-of-mouth marketing is stronger than ever. Although many casinos have undertaken social media strategies, few have aimed at encoura g ing players to spend more time with them through online/mobile loyalty portals.

Enjoyable and valuable online/mobile activities can go a long way toward ensuring players are excited about their favourite casino, whether or not their last visit resulted in a win.

The happier they are with the overall casino experience, the more likely they will actively recommend it to friends.

These recommendations can reach exponentially more people than ever before, so why not make sure players derive value from your casino even when they aren’t there?

CONCLUSION

The relationship that casinos have with their players is priceless; so why do most casinos only leverage it during physical visits? The online and mobile realms have created cost effective ways to engage players all of the time, not just when they are gambling. By encouraging players to interact with the casino even while they are not actively gambling, casinos can better manage their relationships with players, thereby increasing revenue with little investment.

Success requires careful planning, a thorough analysis of what players want when they aren’t gambling and an unconventional loyalty strategy that

places a part of the focus outside casino walls. Casinos that do this well will be able to make the most of that ever so valuable asset they all seek – true ongoing player loyalty that gets players back to the property sooner and more often.

Patrick Watson is CEO of SplashDot. SplashDot helps casinos and gaming organizations keep players and prospects engaged by offering unique loyalty strategies and solutions that encourage them to come back more often. The company was also instrumental in helping build online player bases to launch two of Canada’s most successful online gaming ini ti a tiv e s . Fo r m o re information visit www.splashdot.com

Analytics Learn how SAS is revolutionizing the practice of anti-money laundering in Canadian casinos.

Watch the on-demand webinar

sas.com/AMLCasino

SAS and all other SAS Institute Inc. product or service names are registered trademarks or trademarks of SAS Institute Inc. in the USA and other countries. ® indicates USA registration.

Other brand and product names are trademarks of their respective companies. © 2014 SAS Institute Inc. All rights reserved. S125562US.0514

Canadian Gaming Business | 17

executiveq&a

Michael

Graydon

President, PV Hospitality

As president of PV Hospitality, an organization spearheading a new $590-million resort in downtown Vancouver, top industry executive Michael Graydon says the new development is intended to complement neighbouring and iconic BC Place with its unique and elegant design, creating an entertainment centre where locals and visitors can see a game, concert or show, as well as meet, work or stay. The resort will encompass two hotels, a conference centre and meeting rooms, a casino, an array of restaurants, a spa and shopping. Anchoring the heart of Vancouver’s flourishing entertainment district, the resort is projected to contribute about $270 million annually to the local economy through resort and visitor spending. Canadian Gaming Business recently spoke with Michael about the project and its impact on the city of Vancouver and the B.C. gaming industry.

18 | Summer 2014

executiveq&a HOW WILL YOUR PAST INDUSTRY EXPERIENCE BE OF MOST BENEFIT IN YOUR NEW ROLE AT PV HOSPITALITY AND WITH THE PROPOSED VANCOUVER GAMING RESORT PROJECT?

I think one of the important things that I’ve done over the last 25-30 years is that I have spent a lot of time in the restaurant business, the retail business, the food and beverage industry and then some time in the gaming business (with British Columbia Lottery Corporation).

It is a culmination of all of those past experiences that really has served me very well for the new Vancouver project because it is a comprehensive resort – it will have two hotels, five restaurants, bars and, of course, the gaming facility.

WHAT HAVE BEEN YOUR MOST SIGNIFICANT ACHIEVEMENTS IN THE CANADIAN GAMING INDUSTRY AND HOW WILL THOSE ACHIEVEMENTS INFLUENCE YOUR ROLE WITH PV HOSPITALITY?

I think my achievements have less to do with gaming and more to do with the actual business of creating a culture that is driven to ensure that the organization is very customer centric.

We accomplished that very well at BCLC and what I want to do with this organization is much the same. We are trying to develop a tremendous customer service culture within our organization so that we can continue to delight our customers on a daily basis, every time, at every touch point.

WHICH ASPECTS OF THE PROPOSED VANCOUVER GAMING RESORT PROJECT ARE YOU MOST EXCITED ABOUT AND WHAT DO YOU SEE AS THE MOST SIGNIFICANT ECONOMIC IMPACT FROM THIS PROJECT?

The new development is in the downtown core and is an additive to what is already a tremendously active and vibrant part of the city.

You’ve got BC Place and all the activities that happen there. We are a block away from Rogers Arena. We are two blocks away from Yaletown, a wonderful restaurant, hospitality and entertainment area. I think becoming another piece of that in the downtown core is really exciting. This is going to be a tremendous opportunity from an entertainment perspective, not only for the people in Vancouver but for the many tourists that come to this city and the strong convention business that we hope to attract to the facility as well.

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

For me, it’s the people. It is about meeting customers, seeing them having fun, great hospitality, wonderful hotel rooms, nice restaurants, and a purpose-built and carefully designed casino floor. To be able to create that excitement is phenomenal. But it’s also the interface and interaction with others across the country and around the world. The gaming community in B.C. is one of the most fun industries that I’ve ever worked in and one of the most supportive. The sharing of information and the openness of the industry, sharing best practices. Well, a lot of industries don’t have that level of openness. The gaming industry does.

WHAT HAS HAD THE MOST SIGNIFICANT IMPACT ON YOUR GROWTH AS A LEADER IN THE B.C. GAMING INDUSTRY?

My time at BCLC was wonderful and I think one of the things that has had the biggest influence is the province of British Columbia and their support of our organization and their support of this industry.

The province has been very good to work with and they gave me the latitude and the opportunity to grow the business in a way that represented the needs of the customer. When you have a very informed and supportive government it really does make a huge difference.

WHAT ARE THE GREATEST CHALLENGES FACING THE PROPOSED VANCOUVER RESORT PROJECT AND HOW WILL YOU BE BETTER ABLE TO ADDRESS SUCH CHALLENGES?

The biggest challenge will be getting it built and getting it built on time. The labour market in B.C. is pretty tight these days and the economy is pretty good. Beyond that I think this particular project and the magnitude that it represents is so additive to the city of Vancouver and the province of B.C. that it is a matter of running it and running it incredibly well. We set a very high standard with regards to the type of customer service we want to provide. We are going to be challenged in making sure that our vision is fully articulated and translated to every single employee in the business. There needs to be that excitement towards that level of customer service. It is going to be a lot of work and something where you never let your foot off the gas pedal.

WHAT IS YOUR VISION FOR THE FUTURE OF GAMING IN B.C.?

The vision for gaming is still very positive. There are not a lot of growth opportunities or new facilities in the province so I think it behooves each of the facility operators to continue to enhance what they deliver to the customer, to keep them engaged to increase their frequency of visits or attract new customers. The key point is that the facilities that are currently being operated are more than just casinos. And I think that’s what we’ve mastered in this particular resort. It is an urban resort with hotels and restaurants that just happens to have gaming. The casino portion will represent about 10-11 per cent of the total square footage of this development so it’s all the other things that are critically important to creating that entertainment experience. The customer of tomorrow is looking for a more all-inclusive type experience than just the gaming component. If you want to continue to grow and attract customers then you ultimately have to expand those amenities.

WHAT’S YOUR PHILOSOPHY FOR DELIVERING THE BEST GAMING EXPERIENCE, INCLUDING THE CUSTOMER, YOUR COMPANY AND THE COMMUNITY?

You just have to be incredibly customer centric. The customer will tell you what they are looking for and you have to be a great listener and a great interpreter of those needs. We are competing for disposable income and the customer has choices. If you want to be able to capture their business on an ongoing basis then there has to be value in it for them. You need to utilize all of the resources you have at your disposal in developing as clear an understanding of the customer’s needs as you can and work very hard to try and achieve it.

“The customer of tomorrow is looking for a more all-inclusive type experience than just the gaming component. If you want to continue to grow and attract customers then you ultimately have to expand those amenities.”

Canadian Gaming Business | 19

gaminginnovation

What’s Hot in Slots Entertainment meets technology to drive innovation in slot machine development.

From the Caped Crusader to Dungeons and Dragons, casino floors are packed with more exciting slot action than ever before. Check out the latest offerings from today’s leading slot developers as they combine technological innovation with a host of entertaining features to keep your slot floor guests on the edge of their seat.

BALLY TECHNOLOGIES

Bally brings one of the highest-grossing f ilms in histor y to slot players in TITANIC™, a new progressive video slot featuring scenes from the blockbuster movie and its beloved cast of characters — including Jack and Rose.

The five-reel, 25-line, 400 credits max bet game with a bonus bet of 20 to 25 credits times the bet per line, is available in a one-cent denomination. The game is showcased on Bally’s Pro Series™ V22/32 slot cabinet, with breathtaking film footage featured on a 1080p resolution, 32-inch vertical monitor. Enhanced by 5.1 surround sound and the accompanying Pro Sound Chair, the soundtrack with favorites such as My Heart Will Go On by Celine Dion and James Horner creates a fully interactive and cinematic experience.

Players can opt for three different betting “classes” as they wager, spanning a 40-credit minimum a nd 4 0 0 - credit ma x imum, allowing them to choose from first-class opulence to third-class thrills. Booking a higher class will afford players more features and additional bonuses.

Four mystery features have come along for the ride: Mystery Jackpots, Mystery Wild Reels, Mystery Double Wilds, and an interactive iDeck™ game drawn straight from Jack ’s sketchbook. The U-Spin™ Wheel offers credits as well as many great bonus features – Heart of the Ocean Free Games, Make It Count Free Games, the Pick Up Feature, or the Safe Bonus, where players explore Rose’s stateroom parlor for multipliers.

20 | Summer 2014

Behind the game’s grandeur lie proven free-game math models including Radiating Wilds™. This state-of-the-art technology is what really powers the game full steam ahead.

For more i n for m at ion, v isit w w w. ballytech.com.

NOVOMATIC

Leading the line for Novomatic America’s North American market entry is The Dominator®.

With its stirring LED illumination and gamedependent colour effects, The Dominator creates a stirring atmosphere and automatically guarantees maximum attention on any gaming floor. Game-synchronized LED-effects, three 24” LCD screens, gripping graphics display together with top sound through an active satellite speaker system plus subwoofer all combine to produce an unforgettable in-depth gaming experience that captures the senses.

The Dominator is the product of the long-time experience in gaming machine design and expert technology know-how of Austrian Gaming Industries product design department. The cabinet’s general ergonomic design, with extra features such as the additional start button integrated in the footrest, guarantees maximum comfort for the guest.

A very popular feature is the Dominator’s innovative TouchDeck™ player interface that represents a modern and user-friendly alternative to the various button panel layouts available. Many casino operators prefer this touchscreen control panel that lends the machine an additional element of elegance and perfectly complements the Dominator’s advanced ergonomic features.

gaminginnovation

WMS GAMING

The TouchDeck is available in a standard casino layout as well as in an EasyBet version. Right above the control panels and below the main screen, the Dominator features a preinstalled player tracking module that anticipates what is quickly becoming the standard on modern casino floors.

The Dominator comes with a flexibly usable 18.5” TFT topper that can be used for the jackpot animation, thus making additional jackpot signage redundant, or any other video content that the casino management may wish to display. The smaller third screen on top of the two main game screens provides the perfect position for a 3D game theme presentation or the PowerLink™ display of the jackpot levels. Thus the Dominator can serve as a complete jackpot installation in its own right.

The Dominator® is available with a vast range of gripping single games and sophisticated multi-game compendiums based on NOVO LINE™ Interactive. The game mixes comprise all available games in individually colour-coded categories: Classic Lines (10 lines), Multi-Lines (20 lines), Power Lines (50 lines), Fruit Games and Specials (such as Poker, Roulette, Bingo). Players have quickly become accustomed to these categories and appreciate the ease of immediate recognition. For the operator, all games and categories are individually selectable per machine, offering a vast range of possibilities for individual floor design and machine grouping.

For more information visit www.novomatic.com

The Blade™ Stepper cabinet is the evolution of the provenperforming Blade platform from WMS. Specifically designed with the mechanical player in mind, the Blade Stepper cabinet brings classic mechanical features to the contemporary slot f loor with a pure gambling experience centered around winning jackpots.

Inspired by WMS’ best mechanical games, this new platform has all of the character and features that stepper players seek.

Vibrant reels combine seamlessly with HD touch screens and beautiful glass artwork brings a refreshed elegance to the stepper category. Powering the Blade Stepper cabinet is the versatile CPU-NXT3™ processor capable of controlling extremely quick reels, halo-effect emotive lighting and the ultra-bright LED progressive meter. A reimagined pull handle positioned slightly for ward is just another innovation that makes the WMS Blade Stepper a new modern retro-inspired mechanical slot machine.

The cabinet w ill be offered in both high and low denominations. Being showcased at Canadian Gaming Summit 2014 w ill be the Dragon Fire ®, The Best Things in Life ®, Triple Golden Cherries™, and Spy vs.

Spy™ themes, each with its ow n unique bonus rou nd s a nd fe at u re s.

Easy to understand one to f ive pay-line games, fa milia r reel sy mbols and exciting new bonus games are a few features that will resonate with Blade Stepper players.

It ’s t i m e t o g o around the board a g a i n! I n addit ion to these themes, WMS is excited to present the MONOPOLY Lu x ur y Diamonds™ game - the f irst MONOPOLY slot to appear on the Blade™ Stepper cabinet with a Canadian Gaming Business | 21

gaminginnovation

top mechanical wheel. Available as a 5- or 9-line game, this Stepper product pairs the classic MONOPOLY board with the jackpots that mechanical players love.

Trigger the MONOPOLY wheel bonus to spin the mechanical wheel and land on one of the board game’s iconic properties. Before the wheel spins, pick one of five cards for a variety of enhancements including 2x multipliers, or even the option to re-spin the wheel.

Powered by our CPU-NXT3 platform, Blade Stepper cabinet themes showcase high resolution graphics complimented by a brilliant auditory experience for a fresh take on classic nostalgia.

For more information visit www.wms.com ARISTOCRAT TECHNOLOGIES

Wonder Wheels™ is a new game category from Aristocrat and features three mechanical wheels that increase player engagement and retention.

The Wonder Wheels product is larger than other games on the f loor, measuring in at 10.5 feet tall, capable of drawing player attention from any where on the casino floor. The Wonder W heels con f ig u rat ion has 55” LCD screens that catch players’ eyes. The experience is completed by Aristocrat’s new Helix™ Slant cabinet and surround sound iChair™.

The first game released in the category is “Batman™ Classic T V Series Slot Game Powered by Wonder W he el s™.” T he g a m e features still and video imagery from the classic T V ser ies w it h A d a m West, who introduced the game at G2E. Game play is enhanced by stacked wilds, six themed bonus features, video clips from the TV series, and a highly anticipatory wheel feature trigger.

The 25-line game has a 50 credit minimum/250 credit maximum bet and 1c, 2c or 5c denomination structure.

For more information, visit www.aristocratgaming.com MULTIMEDIA GAMES

Bust open the piggy bank with One Red Cent® Deluxe, the 9-Reel, 32-Line video game from Multimedia Games’ High Rise Games® series.

Complete with a vertically-placed 37-inch LCD screen and colored LED lights surrounding the top box bezel, this premium game is just one in a series of larger-than-life themes designed specifically for the High Rise Games cabinet. Delivering 22 | Summer 2014

the ultimate in player experiences, this perennial player favorite will be lighting up casino floors across the country with its exciting bonuses and jackpot prizes!

Players begin their winnings with progressive prizes once 5 to 9 scattered One Red Cent symbols land on the reels, with nine symbols earning the top progressive tier. The Red Cent Bonus, available at any bet level, is triggered when three Penny symbols land on the seventh payline. A giant penny rolls across the main screen and all reel symbols are replaced with doors. Doors open to reveal a nickel, dime or quarter that will spin and show a multiplier of 5X, 10X or 25X. After each pick, multipliers are added together to give players a total bonus multiplier.

In 1 out of 50 times, the penny will spin faster and faster, until it turns into the One Red Cent symbol giving players a 100X multiplier! The bonus round will end when the player picks the door concealing the penny.

One Red Cent Deluxe on the High Rise Games series by Multimedia Games is sure to leave players with an experience they can take to the bank!

For more information, visit www.multimediagames.com IGT

First revealed at G2E 2013, Powerbucks is IGT’s allnew, inter-jurisdictional Wide Area Progressive product.

Currently live in three U.S. jurisdictions, Nevada, New Jersey and South Dakota, wagers from all three states contribute to a shared jackpot liquidity pool with the ultimate goal of making more winners, more frequently.

A s additional states join the link, and a wider player population is playing Powerbucks, jackpot pools have potential to grow at a fast rate than existing WAP products.

“With Powerbucks, IGT re-imagines casino gaming thrills by creating more winners, more often, across multiple states.

We all win when players engage more, and Powerbucks enables our customers to attract more players to casinos with the promise of more jackpots,” said Eric Tom, IGT EVP of Global Sales.

Unlike, IGT’s U.S.-based WAP success MegaBucks, Powerbucks will launch not as a standalone theme, but rather as an “add on” to fan-favorite titles such as James Cameron’s Avatar™ Video Slots, Twilight Zone 3D and IGT’s own MegaJackpots theme, Texas Tea Tango. One of the most exciting aspects about Powerbucks is that

gaminginnovation

players are eligible for life-changing jackpot rewards at any bet level, minimum to max bet wager and an in-display monitor clearly communicates jackpot eligibility with every bet.

Unique to the Canadian market, Powerbucks will launch as a converged jackpot experience, combining both online and land-based play into merged jackpot liquidity pools. When can we expect to see Powerbucks in Canada? Upon receipt of all regulatory approvals, IGT will have the green light to go live with Powerbucks, giving way to a renewed excitement in the jackpot space from operators and players alike.

For more information, visit www.igt.com KONAMI

At the 2014 Canadian Gaming Summit, Konami Gaming, Inc. is introducing the all-new Dungeons & Dragons® themed slot machines to the Canadian gaming market.

KONAMI’s Dungeons & Dragons games are available in two rich fantasy themes including Conquests and Treasures and Enchanted Riches. The games are built on the KP3® platform and leverage the tall top box of the Podium Monument™ cabinet to provide maximum entertainment value. Games will be placed in various configurations including pods and wall banks of 2, 3 or 4 and will be merchandised with custom logo premium chairs, a themed bezel complete with authentic glowing runes, faux stone design elements, hand painted 3D dragon toppers and a variety of sign packages including one with a large rotating red dragon.

Both Dungeons & Dragons themed games will entertain customers with a large wheel bonus called the Dungeon Master feature which will award either free games or a pick ‘em style bonus game that culminates with winning one of four progressive prizes after a duel with a fire-breathing red dragon. Free games will be played with additional reels in the top box that can be unlocked by collecting action stacked symbols in the center reel of the base game. In the spirit of Dungeons & Dragons, with each unlocked set of reels, a new character joins the adventure to help the customer win credits.

The new Dungeons & Dragons games were built based on solid math models, proven game features and

entertaining game mechanics. The games were created in close collaboration with Hasbro and Wizards of the Coast in order to deliver rich graphics and an entertaining fantasy-themed game. Konami has taken care with Dungeons & Dragons to offer a premium product that has been merchandised so that it represents the world’s leading fantasy game brand and attracts the attention of patrons on any casino floor.

For more information, visit www.gaming.konami.com CADILLAC JACK

Cadillac Jack, a subsidiary of Amaya Gaming, designs, develops and markets high performing, feature-rich video slot products designed for premium player experiences. Each product suite is designed to raise the bar with thrilling payouts and exciting bonus features.

PowerX St rea m is ou r newest product series that is electrifying casino f loors across the nation. The inst a ll ba se cont inues to grow exponentially as more operators realize profits are to be found with this exciting series which is performing 52 per cent above house average.

The PowerX Stream pay mechanic awards based on the number of symbols on adjacent reels. Players are mesmerized by the PowerX Stream pay mechanic with its unique reel configurations which pay left to right and right to left for more winning combinations.

The series features a variety of reel configurations including 3-4 -4 -4 -3, 4 -4 -3-4 -4 and 4 - 4 - 4 - 4 - 4 m at h mo dels.

Enjoy the benef its of the expanding feature sets of this amazing series that includes: Streaming Stacks™ - randomly chosen stacking symbol at the beginning of each reel spin, Power Blocks™ - oversized versions of the symbols which are 3 reels wide and 4 rows deep, XStatic Wilds™ - wild symbols that remain static or locked in place. These diverse feature sets give players the range of games they seek and the performance operators strive for.

Fire Wolf is an elemental animal themed game featuring PowerXStream and a Scatter-Initiated Bonus with bonus symbols that appear on reels 2-4 during both the base game and Free Spins. With each spin a symbol is randomly chosen to be stacked on each reel. At least one Howling Wolf symbol on reels 2, 3 and 4 awards bonus pay and initiates the Free Spins.

The minimum free spin award is 8 free spins but up to 128 can be won on a single spin. With 574 ways to win on Fire Wolf, players will clamber for a seat at this game.

Canadian Gaming Business | 23

gaminginnovation For additional information on Fire Wolf, Power XStream or other new games, visit www.cadillacjack.com GTECH

GT E C H ’s ne w A x x i s™ c a bi net with True3D™ is certain to impress w it h it s u n ique awa rd-w i n n i n g a n d p a t e nt e d a ut o s t e r e o s c o p i c technolog y, using integrated eyetracking to make images jump off

the screen or stretch into infinity in high resolution.

T h e i nt e g r a t e d e y e - t r a c k i n g system detects the player’s position and continuously adjusts the image according to their position. The image is processed and displayed so that the ideal 3D picture self-matched the player’s precise line of sigh, allowing freedom of movement in all directions – all without the need for special glasses.

BGI is a proud sponsor and exhibitor at the 2014 Canadian Gaming Summit

VISIT US AT BOOTH #815

Game play is radically transformed by this autostereoscopic technolog y.

When used as an input to game events, eye-tracking opens up a new world of possibilities: players can explore the on-screen vistas, change viewing angles without disrupting the 3D experience, and be amazed by the wilds that stack atop one another so they seem to jump out at them.

The brilliant 3D image quality offers high-resolution, color fidelity, brightness, and true 3D depth without the need to wear special glasses, making it a first on the casino floor. This 3D experience uses glasses-free 3D display (True 3D) design exclusively for GTECH for the gaming industry by SeeFront.

Sphin x 3D™ is the f irst title in GTECH’s new True3D™ product line, utilizing patented, award- winning 3D display. Sphinx is a f ive-reel, 30-line game that features an action-packed base game and a total of seven bonuses: two in the base game, and five that are part of the Sphinx Bonus selection.

Three Sphin x sy mbols in the base game trigger the Sphinx Bonus selections: the higher the bet, the bigger the selection of bonuses to choose from in this unique take on buy-a-feature.

All bonuses leverage the 3D technology to enhance the gaming experience, and game play is radically transformed by using an integrated player eye-tracking system that allows player to move their head to change viewing angles and explore different bonus environments.

For more information, visit w w w. gtech.com or www.spielo.com

Interactive, Networked Pull Tab Gaming Kiosk System

www.playlinxx.com The playLinxx® system is anchored by the XL5™ dispensing kiosk, a patented solution with multiple operational and playerfocused advancements that revitalize the Pull Tab experience for both the current and new player, and for the lottery operator.

For added flexibility, BGI also offers integrated and stand-alone central operating and reporting systems.

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14-06-09 9:28 AM

corporateprofile

BALLY

TECHNOLOGIES

Committed to gaming excellence and innovation

From its Chicago origins in 1936 as the world’s oldest slot machine manufacturer, Bally Technologies, Inc. today provides innovative games, table game products, casino management systems, and mobile and iGaming solutions to the global gaming industry.

NOW BASED IN LAS VEGAS, Bally is a global gaming company employing more than 4,000 people in more than 30 offices around the globe, including of f ices in the United St ates and Canada. As evidence of its commitment to innovation, Bally has earned more than 80 awards for gaming innovation over the past four years – more than any other gaming supplier. The winning products include trailblazing cabinets and thrilling new gaming experiences for players that increase operating efficiencies and deliver a strong returnon-investment for customers.

In November 2013, Bally acquired SHFL entertainment in the largest deal in the company’s history. The $1.3-billion acquisition created an end-to-end gaming supplier with an unparalleled portfolio for the global gaming industry. For the first time, table products are exhibiting under the Bally banner at this year’s trade shows, including ICE Totally Gaming in London, G2E Asia, and the Canadian Gaming Summit.

GAME LIBRARY EXPANDS

With the acquisition, popular titles originally created by SHFL, such as 88 Fortunes, join Bally’s impressive game library, which includes new branded games such as TITANIC, The Magic of David Copperfield, ZZ Top Live From Texas, and Grease Pink Ladies.

In addition, Bally introduced a new cabinet this year with the groundbreaking ALPH A 2 Pro Wave featuring the industry’s first concave LCD monitor.

Four new titles will be available on the Pro Wave, in addition to plenty of proven Bally games previously available on the Pro V22/22 or V32 cabinets.

SHFL entertainment’s entire library of well-known proprietary table games and innovative utilities products are available to customers, including Ultimate Texas Hold’em, Three Card Poker, and Commission Free Fortune Pai Gow Poker. Meanwhile, the company will continue to produce the most exciting games in the business.

New to Bally’s lineup is the e-table innovation SHFL FUSION, which features a high-definition 72” LCD display with attractive virtual dealers, 22” widescreen player terminals with touchscreen betting, enhanced graphics, and multiple side bets.

GROUNDBREAKING TECHNOLOGY

From the Utilities segment, popular products like the ChipStar roulette chip sorter; the iDeal shuff ler for single- deck specialt y g a mes; the i-Score double-sided display; the MD3 blackjack and baccarat card shuff ler; and the DeckMate 2 poker room card shuff ler with Shuff le Flex will be among the next generation of innovations. Shuff le Flex technology

introduces a groundbreaking “pay-bythe-shuffle” concept.

The latest product from Bally Systems takes players places they have never been – literally. Take ‘n Play enables players to take their game “on the go” for the first time by playing a physical slot machine on the convenience of a tablet. This product provides casinos with an easy, convenient solution for players who get up and leave their machine to smoke, get a drink or snack, or have to leave when their friend or partner is ready to move on.

Adding excitement and activity to any casino floor is the award-winning Elite Bonusing Suite (EBS), including Virtual Racing, Virtual Racing NASCA R, and DM Tournaments, which have powered five world recordsetting events. Bally recently unveiled a new addition to its EBS portfolio – Bonus Tournaments, which enables casinos to run floor-wide tournaments in which both the base game and the tournament game can be played at the same time.

Bally’s iGaming and mobile solutions are designed to give casinos a single view of the player across online, mobile, and traditional brick-and-mortar gaming platforms and provide a complete crossplatform gaming experience for both free-play and wagering.

For more information, visit www.ballytech.com Canadian Gaming Business | 25

facilityprofile

CHANCES KELOWNA Escape into a world of gaming entertainment

BY KRISTINE JONES

Known for its exquisite vineyards, gorgeous summers and award-winning golf courses, Kelowna is the largest city located along Lake Okanagan in British Columbia. With over 115,000 people that call Kelowna home, Chances is also the home gaming centre for many locals and their out-of-town friends and family.

26 |  Summer 2014

LOCATED IN CENTRAL KELOWNA, Chances is a 42,000-square-foot Community Gaming Centre with the latest slot machine themes, electronic bingo and table games, as well as a full-service restaurant. Longshots Lounge is on the upper level of Chances, along with a cozy teletheatre for horseracing fans to relax in while they wager on live races.

What was once a stereotypical lone bingo operation is now a modern g a m i n g f a c i l it y w it h o v e r 15 0 employees and a tight group of eight department managers – a team that says it has been fortunate to learn alongside Chances owner, Stan Walt.

facility. Over time, not only did the name Chances begin to resonate with people, but the 50 machines quickly turned into 150 which have since turned into 270 slots and growing. Today you can often catch Gaming Manager Dale Conway out on the floor being the hands-on eyes and ears for players’ needs.

STEADY EXPANSION

Over the years, some staff have cheekily teased that they should change the name from Chances to Changes because they seem to always be ripping down walls and reviewing floor plans. The steady growth of the slot floor has also helped to

build a strong following in the full-service restaurant, Longshots Lounge. That, too, is known for its unpredicted growth. Just a couple of years after opening Chances, to successfully offer the menu players desired, the company renovated the upstairs to create a comfortable restaurant that even attracts guests for social reasons, with no intention to gamble. Chef Rene Wunderlin has spent the last eight years whipping up delicious menu items and catering offerings for Chances Kelowna.

In 2013, Walt realized it was time to take the business to an even higher level – he was ready to share the driver’s seat, so to speak, and invited well-known gaming professional Jovica Perovic, to be the General Manager.

Perovic’s experience in the industry along with his leadership skills have been paramount to refining the business and capitalizing on hidden opportunities.

Today Chances remains in a growth phase and looks forward to continuing to work with the British Columbia Lottery Corporation to make Chances Kelowna the best it can be by “helping players escape into a world of gaming entertainment.”

Kristine Jones is Marketing and Guest Services Manager of Chances Kelowna. For more information, visit www.chanceskelowna.ca

MODEST BEGINNINGS

Chances employees say that if you spend one hour with Walt, you’ll quickly understand where their drive for success stems from. Courtesy, commitment and consistency are the three C’s that Walt has always instilled in his management team and frontline employees. Growing up around bingo, and quickly recognizing his appreciation and passion for the game, Walt successfully owned and operated over 10 bingo halls throughout the years before finally settling in Kelowna.

2004 was the year Chances Kelowna came to life – well, as lively as it could with only 50 slot machines! It was little more than an upscale bingo hall with a few slots. The residents of Kelowna still called Chances the “Bingo Hall” which took an aggressive marketing campaign to dissolve the bingo hall stigma attached to what is now a state-of-the-art gaming Canadian Gaming Business | 27

industryq&a:lotteries

INDUSTRY ROUNDTABLE Canadian Lotteries: Issues, Challenges and Solutions

With one in four Canadian gaming dollars currently being spent on various provincial lotteries and total sales exceeding $7 billion a year, Canadian lotteries have cemented themselves as a cornerstone of the gaming industry in this country. With shifting demographics and ever-increasing competition for the entertainment dollar, Canadian lotteries find themselves with more economic and organizational challenges than ever before. In this issue’s Industry Roundtable, Canadian Gaming Business asked leaders of five regional and provincial lotteries about the challenges, opportunities and current issues faced by today’s lottery organizations.

Brent Scrimshaw, President & CEO, Atlantic Lottery Corporation

28 | Summer 2014

Robert Ayotte, President, Lottery Operations, LotoQuebec

Greg McKenzie, Senior Vice President, Ontario Lottery and Gaming

Michael Lackmanec, Vice President, Corporate Development, Western Canada Lottery Corporation

Kevin Gass, Vice President, Lottery Gaming, British Columbia Lottery Corporation

industryq&a:lotteries WHAT ARE SOME OF THE BIGGEST CHALLENGES FACING THE LOTTERY INDUSTRY AND HOW IS YOUR ORGANIZATION POSITIONING ITSELF TO BEST DEAL WITH THESE CHALLENGES? BS: Quite simply it is the matter of an eroding player base, and in this market it is made more challenging by the relatively small size of our player population. The heart of the issue is brand and delivery relevance. As an industry, we have not done a good job at appealing to younger adults with our offerings. We know that 19-35-year-olds are active gamers. To fulfill our mandate of providing safe and responsible games for those who choose to game, we must provide competitive games. We are working hard to upgrade our product roster and to expand our digital delivery of the same.

RA: Customer renewal certainly is a major issue. In 1990, about 70 per cent of young adults would imitate their parents and gradually start buying lottery tickets. These days, this f igure has fallen to about 40 per cent. To diversify our game offer and transform our distribution network become absolute priorities. Keeping profits at the same level in the face of rising operating costs is another major challenge.

Higher payout rates (instant tickets are in the 60-70 per cent range) play a factor in overall prizes awarded. This year, our lottery turnover was down $19 million, but we paid out an extra $16 million to our winners. Running a tight ship in all levels of our business is the only way to keep profits at roughly the same level… and it’s not easy.

GM : As customer interests have evolved and technology has advanced considerably, OLG is currently modernizing its lottery operations. About half the adult population of Ontario now plays the lottery on a regular basis and there are about 10,000 lottery terminals across the province. The current terminal technology limits where and how lottery tickets can be sold. That is why OLG’s technolog y and sales model is being improved to better ref lect what our customers want. With OLG’s modernization, our overall objective is to grow the total business by continuing to innovate and focus on traditional lottery retailers, as well as expanding new lottery sales options. Expansion will include selling tickets over the Internet, multi-lane solutions for supermarket, drug stores, and big box retailers. We will also continue to build on the strengths of the convenience store channel.

KG : Technolog y and channel conveyance are challenges but also huge opportunities. Mobile devices are changing customers’ entertainment preferences and expectations.

We need to evolve as the world and our players evolve.

However, we need to take a measured approach and develop a clear understanding of the key opportunities, risks and implications we face as a regulated gambling provider. We must continue to focus on our customers and promoting gambling in a socially responsible manner. Multi-channel is a real and important trend; it’s here to stay and really comes down to one core concept: Our players want to play what they want, how they want, where they want and when they

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Canadian Gaming Business | 29

industryq&a:lotteries

“New digital media platforms are ideal for broadening awareness and educating players. We need to get better at providing access to our products and product information.” want. We’ve identified segments that we want to better understand such as the millennial generation – who are already considered gamers – but game in a different way.

We need to look at aligning our products and amenities to suit their preferences. We’ve successfully rebranded our lottery products and logo (Lotto!); launched and expanded Lotto Express, (in-lane lotto sales from retailer pin pads); piloted and expanded our Lottery Signature Store concept; and continue to refresh our product line. Large jackpots for national games Lotto Max and Lotto 6/49 have helped boost sales too. In summer 2013, BCLC optimized the Lottery

(Lotto 6/49 and Lotto MAX) and Sports Betting portions of PlayNow.com. Players can check winning numbers, purchase lottery tickets, bet on sporting events and access GameSense information using their mobile devices. They can also register new accounts and deposit/withdraw funds, all with the current security and protection of PlayNow.com.

WHERE DO YOU SEE THE GREATEST GROWTH OPPORTUNITIES FOR LOTTERY ORGANIZATIONS IN 2014 AND BEYOND? WHAT INDUSTRY DEVELOPMENTS (INCLUDING REGULATORY CHANGES) ARE ON THE HORIZON AND WHAT NEEDS TO TAKE PLACE IN THE INDUSTRY FOR THESE OPPORTUNITIES TO BE OPTIMIZED OR ADDRESSED? BS: Currently, 70 per cent of adults play our games every year. Thirty per cent do not. That has to be considered Opportunity No. 1. Secondly, we have to compete where the players are playing. In this market, about $70 million is heading off-shore to illegal providers - not grey - illegal. We should be providing a regulated alternative for the safety of our players and to ensure that the proceeds from gaming stay in the region. Where we do compete, sports and iBingo as examples, Atlantic Canadians overwhelmingly choose our products over those from illegal offshore providers.

GM: In Canada, we still have a great opportunity to continue our year-over-year growth. While most provinces have, or soon will, start selling lottery over the Internet, including OLG, traditional bricks-and-mortar retail will deliver the lion’s share of our business for the foreseeable future. Updating our current offering throughout our distribution network will be crucial. We need to make our Big Lotto products easier to buy for new players, and we need to encourage our infrequent players to play more often by broadening the portfolio of products they play. New digital media platforms are ideal for broadening awareness and educating players. We need to get better at providing access to our products and product information.

ML: Growth opportunities exist in expanding channels to make lottery play more convenient for players. These include self-service channels, digital channels and refreshing the current bricks-and-mortar retail channel. Products which can capitalize on these new distribution channels must be developed. The key for WCLC in managing these challenges is to focus on strategic alliances and relationships.

KG: Growth in lottery in B.C. will come from the introduction of new products and enhancements, the opening of Lotto Signature Stores, the expansion of Lotto Express and the broad deployment of digital signage. As we assess how we can drive long-term growth and customer engagement in our lottery business, we are looking at changing demographics, new social media/consumer trends and the technology that is shaping the future of a customer’s retail experiences. We’re crafting our digital marketing and social media strategies. A big part of this will be looking at how responsible gambling fits into digital/social gambling. We truly have the opportunity to be pioneers in this regard and I would argue it is a critical aspect of any gaming jurisdiction’s venture in this area.

30 | Summer 2014 cdn_gaming_magazine_ad.indd 1

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industryq&a:lotteries WITH A REPORTED DECLINE IN LOTTERY PARTICIPATION AMONG YOUNGER CANADIAN ADULTS, HOW MUST LOTTERY ORGANIZATIONS CONTINUE TO EVOLVE IN ORDER TO ADDRESS SUCH CHALLENGES AND MEET THE EVERCHANGING NEEDS AND PREFERENCES OF CUSTOMERS? RA: Technologies completely revolutionize the daily life of everyone, particularly young adults. Our lottery offer has to evolve accordingly. Since 2012, Loto-Québec sells sports lotteries and its most popular lotteries on the Web, with modest but steadily increasing success ($16 million in 2013-2014, or just under one per cent of overall sales).

Sales by mobile represent more than 15 per cent of that total. The key, we think, is designing lotteries with a higher entertainment value. This coming fall, through the Web, people will be offered group play and have the opportunity to create groups or join a group with friends or total strangers. We’ve also launched a series of daily lotteries where the customer plays a game on the terminal while buying a ticket; this type of game attracts more young adults than other “traditional” games. Products involving a mix of chance and skill may not be as far away as we think.

an engaging experience while also offering the chance to dream about a better life. Like any product – we need to spend some effort on research and development to keep products relevant to the marketplace. Recently, the Interprovincial Lottery Corporation (of which BCLC is a member) issued a Request for Proposals for a consultant to research the motivations and barriers to play for the younger demographic and research new game concepts that appeal to adults 25-34.

WHAT ARE LOTTERIES DOING TODAY TO ENGAGE NEW AND CURRENT LOTTERY PLAYERS, CREATE RELATIONSHIPS WITH RETAIL PARTNERS AND INTEGRATE REWARDS AND LOYALTY PROMOTIONS USING AN INTERACTIVE CHANNEL? BS : Like most consumer industries, our business is becoming increasingly complex and customized. Never ha s our relationship w ith our ret ailers been more important requiring strong partnerships in building eng ag ing player promotions. Never before has our relationship with the player been more direct, particularly online. Player insight is the difference between success and failure.

GM: We need to innovate the lottery offering – from the products we sell to the technology we use to deliver it.

Mobile technolog y, wireless access, dynamic digital screens, digital payment options and low-cost hardware need to be leveraged to increase the relevance of lottery.

As an example, in the past few years, OLG has developed a new “watch ’n win” category that has both an instant win component and a nightly draw which has resulted in approximately $200 million in revenue. This category did not previously exist before 2010 but represents how improved consumer research, an insightful business development team and a responsive, innovative corporate culture can drive business growth.

RA : Loto-Québec is focused on offering quicker-paced games with “immediate” results. More than ever, we add “second-chance” features to our instant games. In fact, people

ML: While the player base is stable in our region, it is shifting towards an older demographic – younger players are entering the games later in their lives and baby boomers are continuing to participate longer than the previous generation. The desire to engage that 25 –34 year old demographic, who are currently not playing our games at the levels previous generations have, requires signif icant investment in research and development.

WCLC work s collaboratively in strateg ic alliances, both within its region and with other Canadian lottery jurisdictions through the ILC, to share knowledge and costs, and minimize risks.

As a generation raised around technology, a stereotype exists that they spend much of their time connected online. But do they really?

And how does that translate into lottery playing, casino participation, internet gaming vs social gaming?

K G : L o t t e r i e s e x i s t t o r a i s e m o n e y fo r p r i o r it y programming of provincial governments across Canada; as such, it’s important that we keep these games relevant for years to come. Lottery games are consistently being enhanced and updated to suit customer preferences. For example, Lotto Max was created to generate buzz and excitement by offering the largest jackpots ever offered in Canada. The key ingredients for a successful lottery offering are relevant and exciting games that offer players

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Canadian Gaming Business | 31

industryq&a:lotteries

“Market research, game development, lottery marketing and retailing circa 2000 is already largely irrelevant in the new gaming environment. If we think and operate in that mindset, we will become increasingly less significant to our gamers and successful to our shareholders.” who register online with a non-winning Wheel of Fortune ticket stand a chance of actually spinning the wheel themselves.

And we routinely get hundreds of thousands of inscriptions!

Also, we’ve been thinking for a while about a provincial, seasonlong hockey pool; people can now bet on cultural events. As far as retailers, we are at the early stages of devising the “point of sale of the future” while installing a brand new kiosk for nonprofit organizations who sell lottery tickets. Reward programs, gift cards might happen one day, who knows?

GM : OLG is focused on optimizing sales and efficiencies through engagement, education and the responsible play of affordable, fun and accessible lottery products at retail. We have defined the “look of success” by providing training for our retailers, and demonstrating the value of lottery to their overall business. A motivated retailer, who engages their customer, informs them of new products, educates them on how to play and asks if they wish to play, is one of our most valuable resources. Although, we do not have a loyalty program and our business is largely based on anonymous play, technology such as smart phones will provide opportunities for us to link purchases with players that will allow more promotional and relationship building opportunities.

ML: WCLC is a joint venture of the three Prairie provinces and three northern territories. Each of these partners has responsibility for the retailers within their own jurisdiction and employ a variety of incentives and relationship-building tactics and strategies. WCLC is an active participant in national social media efforts.

WHAT KIND OF AN IMPACT WILL NEW TECHNOLOGY, THE INTERNET AND SOCIAL MEDIA/MOBILE TECHNOLOGY CONTINUE TO HAVE ON THE GROWTH AND DEVELOPMENT OF LOTTERIES AS A MAJOR FORCE IN THE CANADIAN GAMING SECTOR? BS: The question is not: “What impact will it have?”, but “What impact is it having?” Market research, game development, lottery marketing and retailing circa 2000 is already largely irrelevant in the new gaming environment. If we think and operate in that mindset, we will become increasingly less significant to our gamers and successful to our shareholders. Broader access to our products for those that choose to game, more entertaining and engaging products reflective of the aspirations of the new player and the development of one on one relationships with our players are all basics in our new world.

RA: Technologies have always played a signif icant role in Loto-Québec’s success (and its Canadian associates’).

32 | Summer 2014

In the late 1970s, selling tickets through a computerized system was a risky gamble that paid out magnif icently and brought forward national lotteries that, to this day, represent approximately 40 per cent of our turnover.

Historically we’ve been able to make contact w ith the customer where he is; right now, he is regularly on his computer or mobile phone. It’s a different type of relationship that calls for a different approach. Our challenge is to meet their gaming expectations through a new distribution channel, but also as an opportunity to develop a new categor y of products with a better entertainment value.

ML: Our technological focus is to be nimble, with the ability to quickly modify existing functions and add or expand technology. The important consideration is that we must have infrastructure that enables, not constrains, our business.

KG: We are a fast moving society with information at our fingertips and we’re not slowing down. In fact, the more information we have, the more we want. Like all businesses, BCLC is grappling with what the speed of data and increase in mobile activity means for our business. We’re using strategies like analytics to harness the potential of data. It’s also essential we listen to our players and deliver products they want. As smartphones, the device of choice, increase in popularity, everyone has the ability to access and create data at their fingertips. One way BCLC is adapting to this progression is by optimizing Playnow.com for mobile and tablet access.

We’ve designed an application that not only allows us to keep up to some of the European gaming companies, but fit in nicely beside them, offering comparable products in a regulated environment. Our first phase of optimization was for lottery, sports and GameSense responsible gambling information. We launched in June 2013 and our players adapted to the mobile functionality seamlessly. Currently 5-10 per cent of Playnow.com transactions are being made through mobile. We anticipated these numbers would come largely from our sports betters and we were correct. Mobile is a natural fit as sports betters like to bet on the go, from a pub, a friend’s couch or while at the game and they like to do it in real time. We strive to keep up while innovating in our own way and we do that by developing products and applications that reflect our values in responsible gambling, player safety and public trust. We have more analytical capabilities than ever before. We review every aspect of our business and make decisions based upon the numbers and research. These numbers indicate we must keep up with the changes or be left behind.

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finance

DATA ANALYTICS

Leveraging analytics: The next phase in the gaming industry’s evolution

BY SANJIV PURBA AND LESLEY LUK

Gaming organizations—like all companies in today’s digital marketplace—are awash in data. Simply compiling the data, however, does not deliver measurable results. To improve decision-making, enhance revenue management, strengthen customer service and satisfaction, and lower costs, companies need the ability to appropriately analyze their growing stores of internal data and customer information.

THERE ARE FOUR MAIN areas where casinos, lotteries and gaming companies can apply data analytics to deliver greater organizational value: This involves using analytics to sift through large amounts of data to detect questionable patterns either on the casino f loor or at the lotter y ticket point-of-sale, such as whether unusual numbers of winning tickets are bought in one place or whether there are clear relationships bet ween people selling tickets and those winning. Based on these kinds of patterns, you can identify suspicious wins and take appropriate action.

Fraud detection:

Loyalt y programs: By g a in ing permission to collect customer data, loyalt y prog rams allow companies to discer n their patrons’ likes and dislikes. Most organizations already u s e t h i s i n fo r m a t i o n t o p r o v i d e loyalty rewards—such as discounts for restaurants or shows. Data analytics, 34 | Summer 2014

finance however, goes beyond this basic usage to uncover common behavioural patterns and use that information to optimize the customer ex perience. For ex ample, through analysis, you can determine if customers who play certain games, at specif ic times, or for specif ied periods of time share common characteristics and, if so, offer them customized options based on those commonalities and preferences.

Understanding “Big Data”

Gaming organizations already take steps to manage the activities of self-identified problem gamblers.

Data analytics can take this a step further by potentially enabling organizations to determine when problem gamblers are most likely to visit the casino (days, time of day), and heighten vigilance during those times.

applying data analytics to both types of data sets maximizes your ability to

Self-help:

Track ing metrics such as which machines, games and tables are most popular and when they are busiest can help you make better decisions around when to open them, how many to open at any given time, where to place them and how to manage on-f loor staffing requirements. This can help optimize the overall gaming environment and deliver improved revenue and reduced costs. W hile many companies already track this information, data analytics can help you do it faster by delivering more precise results.

Casino optimization:

Structured and unstructured data. Structured data is the kind of pre-defined, field-entered data that resides in standard enterprise platforms like ERP (Enterprise Resource Planning) and EIM (Enterprise Inform Management) systems. Unstructured data—such as that found in e-mail messages, word processing documents, videos, photos and audio files—exists outside these systems. While the latter is more difficult to extract information from, generate actionable insights.

In-memory computing. This means storing all potentially relevant data in your computing system’s core memory as opposed to external storage disks or servers. With fewer access processes involved, this improves the ability to acquire and apply data to complex questions in real time. For instance, instead of spending hours running complex calculations, relying on in-memory computing can free up your time to engage in more simulations and test possible scenarios to enjoy faster results.

VALUE TRUMPS EXPENSE

I mplement i n g d at a a n a l y t ic s s olut ion s re qu i re s investment, but the assertion that it’s “too expensive” does not ref lect overall value and ROI (return on investment). In fact, data analytics investments can often see payback in one or two years. For example, consider the savings to casinos and lottery organizations if realtime fraud detection techniques identify a pattern and stop a perpetrator before their transaction begins. There are also gains to be had around reputation preservation and patron experience.

NEXT STEPS TO STAY ANALYTICS-READY

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Staying primed for the analytics age is challenging, as the field itself and related best practices—around data quality, accuracy, ownership and collection and storage methods—are constantly evolving. As a starting point, organizations should: • Identify issues that justify an analytics initiative • Determine organization-specif ic key performance indicators (KPIs) and create executive dashboards • Build a detailed analytics strategy and roadmap • Stay on top of the latest tools and technology • Ensure privacy concerns are top-of-mind With the right approach, technology, and governance, gaming organizations can leverage analytics value now while staying primed for the advanced capabilities to come.

To learn more about leveraging data analytics in the gaming industry, contact Sanjiv Purba (spurba@kpmg.ca), Partner, Advisory Services and Financial Management/IT Advisory lead for Business Intelligence and Big Data at K PMG or Lesley Luk (lluk@kpmg.ca), Senior Manager, Audit, Technology, Media and Telecommunications, KPMG.

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gamingcommunity

SAULT STE. MARIE “Lottery and Gaming – It’s in our DNA!”

How did Sault Ste. Marie, Ontario come to be an international centre of lottery and gaming excellence for managing and providing services to enterprises in North America?

And why do the people of Sault Ste. Marie and many of its private and public organizations proclaim proudly that lottery and gaming is in their DNA? effect on the economy and on attracting highly qualified professional and expanding academic resources is enormous, benefitting everyone. For OLG it meant a head office operating in a cost-effective location with low employee turnover, high employee satisfaction and a location that facilitated easy travel throughout the province, indeed throughout North America. For its citizens, their governments, and regional education providers, among others, the establishment of OLG in the “Soo” has been a catalyst for the city's prosperity.

CLOSE COMMUNITY TIES

THE SEEDS FOR BOTH were planted by the Ontario Government in 1986 with the Northern Ontario Relocation Program, which was launched with the aims of establishing an Ontario government pre sence i n Nor t her n O nt a r io, helping offset the cyclical nature of the region’s resource based economy and bringing highly qualified managers and professionals to the region. For Sault Ste. 38 | Summer 2014

Marie, this Ontario initiative saw the head office of the Ontario Lottery and Gaming Corporation established in the geographic centre of North America.

The 1986 policy achieved its stated aims and the head office flourished. Today, over $55 million payroll dollars multiply through the local economy as over 830 OLG employees make their homes in this extraordinary community. The multiplier

Quite naturally, lottery and gaming has become part of the community’s DNA. The private sector has recognized the growth potential. Existing businesses, as varied as office equipment suppliers to marketing firms, established and grew new relationships with OLG. Canadian Bank Note and Pollard Banknote, firms with specialized products for lottery and gaming, set up shop in Sault Ste. Marie.

The Sault Ste. Marie Innovation Centre and Algoma Games for Health are two examples of industry supported organizations, who work with OLG and private sector companies to develop products and processes for lottery and gaming. Algoma University and Sault College are committed to growing the local talent pool, assuring the steady stream of skilled employees with assets needed by the industry.

gamingcommunity

A City of Gaming Excellence

As the OLG Head Office location for more than 25 years, Sault Ste. Marie has amassed a unique asset base – a fully trained efficient workforce with a deep knowledge of the lottery and gaming Industry, advanced IT skills, a superb and supportive academic community and enviable physical infrastructure. This has spawned successful public and private partnerships in the lottery and gaming space. Digital gaming companies from around the world are discovering that Sault Ste. Marie is an international centre of lottery and gaming excellence. The Sault Ste. Marie Digital Gaming Task Force was established by the public and private stakeholders leadership in response to the growing interest in locating in the community, to accelerate the growth of the Sault’s gaming ecosystem.

Representatives from Sault Ste. Marie will be attending the Canadian Gaming Summit to meet with industry stakeholders and discuss unique initiatives for lottery and gaming companies who establish operations in Sault Ste. Marie.

The recent OLG Modernization activity has further enhanced the bond between the community and the lottery and gaming industry. Digital gaming companies from around the world are discovering that Sault Ste. Marie is an international centre of lottery and gaming excellence.

DIGITAL GAMING TASK FORCE

employment in Northern Ontario. The city's commitment to the sector is further evidenced via its investment in a Tier 3 Data Centre, soon to come online. And the Economic Development Corporation is committed to working with private sector firms and the NOHFC, Ontario, the City of Sault Ste. Marie and the Federal Government to be the international centre of lottery and gaming excellence.

For more information visit www.saultlotteryandgaming.com or visit their booth at the Canadian Gaming Summit.

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In response to the growing interest to locate in the community, and to accelerate the growth of the Sault’s gaming ecosystem, the Sault Ste. Marie Innovation Centre (SSMIC) and Economic Development Corporation have formed the Sault Ste. Marie Digital Gaming Task Force. Some of the other partners in the task force include OLG, The Debono Group Inc., Algoma University, Sault College, Canadian Bank Note (CBN) and Pollard Banknote.

Its objective is to accelerate the development of the digital gaming sector in Sault Ste. Marie. The CBN/Innovation Centre collaboration is one example of the projects and initiatives which form part of the city’s ICT sector development strategy, and exemplify the focus of this task force. Together CBN and SSMIC are developing a new digital gaming platform for the charitable gaming industry. This $2 million project was assisted with over $1 million in funding from the Northern Ontario Heritage Fund (NOHFC), an organization with programs aimed at assisting private sector companies to create

than us. We’ve got game.

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13741 - Canadian Gaming Busniess Mag - Summer 2014 - 4.563” x 7.375” Canadian Gaming Business | 39 13741-CanadianGaming-Summer.indd 1

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specialsupplement

The Active Gambler How player demographics and behaviours are shaping today’s gaming industry

The Active Gambler Profile™ report of 2013 continues the WMS tradition of a player driven innovation™ approach to product development. As with the three previous editions, the 2013 Active Gambler Profile is an online analysis that explores how changes in player demographics, attitudes and behaviours shape the marketplace.

IN 2013, we took a deeper dive into Active Gamblers’ attitudes and behaviors, the convergence of land-based, online, and social/casual/ mobile gaming, and how players’ use of technology affects the gaming industry in the casino and beyond. We found that, more than ever, players are interactive, involved and connected. They are younger than the average gambler, more likely to be college educated and more strongly opinionated than the rest of gamblers.

The industry trends are clear: The entire gambling population is evolving, and Active Gamblers are leading the way. Understanding them provides knowledge not only about the current state of player preferences, but also a sneak peak of what the future may hold.

WHO IS THE ACTIVE GAMBLER?

The dynamic, connected environment of today influences the ways in which players perceive and approach all purchase decisions, and they expect more from every transaction.

Active Gamblers are...

Interactive: They increasingly seek greater understanding through personal experience and prefer to visit places that offer participatory entertainment. More than ever, players like to experiment with the latest technologies.

Involved: Active Gamblers increasingly want greater involvement in their communities. They are more focused on what they can control and worry less about what they cannot.

TOP 8 GAMES Players are Interested in Playing Online Slot Machines

Poker

Lottery Games

54% 44% 42% 40 | Summer 40 | Summer 2014

Gambling on Sporting Events

35%

Table Games

Blackjack

Bingo

35% 32% 25%

Fantasy Sports

18%

A BRAND NEW GAME

VISIT US AT CGS 2014 Discover how the changes at WMS are supercharging our efforts to deliver products that set new standards for player appeal and casino performance.

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specialsupplement Since 2010, there has been a significant increase in ownership of internet-ready mobile devices. Nearly all Active Gamblers are online; they trust the Internet for information and transactions.

Because of this increased connectivity, Active Gamblers expect more from every experience.

Connected:

United States Interest Online Gambling

*If internet were legally permitted and regulated by some form of government, how likely would you be to spend money on any type of internet gaming activities during the next 12 months?

20.0%

29.6%

Probably Would Not

Definitely Would Not

LAND-BASED GAMING TRENDS

Players place a high value on the casino environment – it is a place where they can socialize, be entertained, and gain a sense of engagement and participation.

Increasingly, players expect a social atmosphere within the casino – a large majority of players visit with others and want to interact with their friends.

They also visit the casino because it adds excitement to their life. The proliferation of mobile devices, access to the Internet, and social media drives Active Gamblers’ desires to be social and engaged – they increasingly expect to have connectivity with the casino whenever and wherever they want. These players want their gambling budget to last as long as possible, thus it is crucial for operators to maximize the perceived value of casino entertainment.

SLOT MACHINE PLAY OF THE ACTIVE GAMBLER

Slots are the most popular land-based casino game – in the United States and Canada, 88 per cent of gamblers play slot machines. The typical frequency of play for this diverse group ranges from a few times a week to several times a year. For the Active Gambler, the ultimate goal is entertainment and fun – players enjoy a variety of slots and place a high value on easy access to their favorite machines.

Loyalty programs, which include rewards and gifts, motivate players to return to the casino on a frequent basis and, as such, are a worthwhile marketing effort.

SOCIAL/CASUAL/MOBILE GAMING TRENDS

Active Gamblers are highly active on social media sites and in social networks.

Facebook ranks as the most popular social network by far, with two out of three users visiting the site every day. Active Gamblers eagerly share jackpot videos and photos, and comments on Facebook, YouTube and players’ forums. They engage in discussions about win stories and game strategies, share opinions on slot themes, and review and recommend resorts. The information received from within this intricate social network influences the 42 | Summer 2014

26.0%

9.4%

Might or Might Not

15.0%

Definitely Would

Probably Would games that players choose to play, where legalized online gambling. Twenty-four per they play, and players’ overall casino cent of U.S. Active Gamblers, representing experience. Among Active Gamblers, some of the highest-spending and mostYouTube is growing in popularity as a frequent gambling player segments, would source of information about casino games. gamble online if legalized. Operators Players record and share videos of wins should prepare for this new market and jackpots online, which are viewed by opportunity. Should online gambling millions of fans. Forty-three per cent of become legal, land-based casinos that have U.S. Active Gamblers watch videos online cultivated a loyal online audience may and are more likely than other player have a competitive advantage over social segments to post videos of their game play. networking sites – our study indicates that In April 2013, there were more than 5,000 players would strongly prefer to gamble YouTube channels dedicated to slots, with on an online casino website over a social 300,000+ videos showing slot play and networking website. Establishing a steady wins. The top 15 slot channels on YouTube flow of traffic to your current website can have more than 27 million cumulative help develop an online customer base and build brand loyalty. views of 4,500+ slot videos.

By engaging players online, where they spend much of their time, casinos A CALL TO ACTION will learn more about the ideal player In summary, the convergence of landexperience from a demographically and based casino gaming with online gaming geographically diverse audience. More and social, casual and mobile gaming than ever, Active Gamblers are playing activities is here. These once-distinct casual online games. More than 70 per realms are intertwining to form a unique cent of U.S. Active Gamblers played casual environment in which the Active Gambler games online in 2012, compared to 56 per participates. The Active Gambler Profile cent in 2010. Casinos have an opportunity of 2013 explores the involved, connected, to develop an online social casino featuring and interactive player of today, and how players’ favorite games while building they interact within this environment, loyalty and promoting return visits. The so that you, our customer, can offer the cultivation of a loyal online audience may solutions players expect from their gaming help casinos compete in jurisdictions experience and prepare for the future. where online gambling is legal, now and in the future.

Tim Menzia is Director of Market Research, WMS Gaming, where he strives to understand more about players than anyone in the industry ONLINE GAMBLING INTENTIONS In the United States, online gambling is by leveraging his past experience and the latest a frequently discussed and controversial research methodologies available. Tim cites the topic. Many questions remain about where, complexity and unpredictable nature of casino if and how it will become legal. Eight out of players as the biggest appeal for him at WMS. 10 U.S. Active Gamblers are in favour of For more information visit www.wms.com

WE REINVENTED THE .

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#aristocratslots BATMAN, SUPERMAN and all related characters and elements are trademarks of and Š DC Comics. (s14)

The Canadian Gaming Industry Awards

Showcasing 2014’s award winners

Each year, the Canadian Gaming Industry honours the successes and achievements of leaders within Canada’s gaming community. In 2014, two individuals have been selected to receive the Industry Leadership and Outstanding Contribution Award: Winston Hodgins, President and CEO of Manitoba Lotteries and Don Bourgeois, General Counsel of the Alcohol and Gaming Commission of Ontario.

Winston Hodgins Industry Leadership and Outstanding Contribution

Winston Hodg ins has had an interesting and i n f lu ent i a l c a r e er i n Canadian gaming that started when he began as President and CEO of Manitoba Lotteries in May 2000.

In the years follow ing his appointment, Winston, under the guidance of the Board of Directors, and the streng th of his executive team, introduced numerous initiatives that st abilized a nd fortif ied the organization, leading to its current status today as a highly regarded Crown corporation known for building innovative partnerships and optimizing the business opportunities in this competitive industry.

Upon the merg er of M a nitoba Lotteries with the Manitoba Liquor Control Commission, Winston was asked to assume responsibility as the President and CEO of what is now Manitoba Liquor & Lotteries. Since 44 | Summer 2014

then, he has risen to the challenge by helping form a new strategic vision for the cor poration, while at the same time ensuring the successful operations of both businesses to cont inue prov idin g cr it ica l re venue for M a n it oba’s pr ior it y programming.

“I was surprised and delighted to receive this award from the Canadian Gaming Association,” says Winston.

“To be recognized by your peers is very humbling, but even more so – that my staff felt I was worthy to be nominated. I am extremely proud that we are part of a Canadian gaming industry that continues to innovate and evolve while keeping corporate social responsibility and educational advances in the forefront.”

Under Winston’s leadership, Manitoba Lotteries has received several business and communit y awards including being named one of Manitoba’s Top 25 Employers and was twice named one of Canada’s Top 100 Employers. The corporation has also won recognition from the Government Finance Officers Association (GFOA) for the last 10

consecutive years for outstanding budgetary planning and performance.

Prior to joining Manitoba Lotteries, W inston held a number of senior m a n a g e m e nt p o s it i o n s w it h t h e Government of Manitoba.

“I am grateful to have been a part of such an exciting, interesting and complex industry,” says Winston. “There are always new challenges and opportunities, all of which have demanded a lot of energy and effort, but have been very worthwhile because we have grown so much.”

Don Bourgeois Industry Leadership and Outstanding Contribution

D o n B ou r g e oi s i s a P r i n c ip a l o f Ga ming & Reg ulat ion Group Inc. and has a private practice of law. Don has over 20 years of experience in the gaming sector, including casinos, charitable gaming, lottery, Internet gaming, and horseracing.

He was most recently General Counsel for the A lcohol and Gaming Commission of Ontario.

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awardprofiles

“I am extremely proud that we are part of a Canadian gaming industry that continues to innovate and evolve while keeping corporate social responsibility and educational advances in the forefront.” — Winston Hodgins.

As General Counsel, Don was the architect of the AGCO’s shift to a risk-based approach to regulation. He was responsible for the modernization of the Gaming Control Act and its regulation, the development of the Registrar’s Standards and Requirements, the Registrar’s eligibility assessment process for applicants for registration or licensing, and the AGCO’s regulatory assurance program.

“I am very grateful and honoured to receive this award,” says Don. “It marks a major change in my career, as it shifts from the public to the private sector. My career started during the infancy of the industry in Canada and coincidentally it is also going through a major transition with great opportunities for Canadians.

“The industry has evolved and changed over the years and, as a result, I have experienced new challenges and opportunities on a regular basis. The variety of work, issues, people and opportunities have been fascinating from both professional and personal perspectives.”

46 | Summer 2014

Untitled-1 1

Don has several years of experience with the Ontario Racing Commission and was the executive director of the ORC and its senior counsel. He is an experienced negotiator with First Nations and has been Ontario’s representative to a number of federal/provincial working groups in the racing and gaming sectors. He is also the author of The Law of Charitable and Casino Gaming and is recognized as one of Canada’s leading experts in gaming law.

“I would like to thank the individuals who have given me the chances to participate in the industry and who always found ways to manage and overcome my mistakes. But t wo individuals in particular deser ve my thanks for their wisdom, tolerance and guidance – Duncan Brown and Jean Major. A nd speaking of tolerance, my wife, Susan Campbell whose support was always there.”

14-06-16 9:44 AM

firstnations

First Nation Canadian Gaming Awards First Nations gaming plays a key role in the growth and development of First Nations communities by providing a significant source of revenue and employment opportunities to First Nations people across Canada.

In recognition of this vibrant part of the Canadian gaming industry, the First Nation Canadian Gaming Awards were created to showcase some of the many First Nations individuals who have contributed positively to the gaming industry, as well as to honour the leaders and role models within the First Nations community.

Congratulations to the following recipients and a special thank you to the 2014 award sponsors:

Employee of the Year

Leadership Award

Erin Fitzpatrick Mi Kmaq First Nation Beverage Department, Casino Rama

Sparrow Rose Chippewas of Rama First Nation Manager, People, Casino Rama

With a legacy of outstanding customer service as an employee of Casino Rama since 1996, Erin Fitzpatrick has always worked in the Beverage Department as a beverage server and has been working in the casino’s Baccarat room exclusively with their premium players for the last seven years.

Erin has a well-deserved reputation for providing exemplary service to all casino guests and has received over 170 Diamond Service cards, as well as being the recipient of Casino Rama’s Employee of the Month Award in September 2013.

In addition to her full-time duties, Erin regularly participates in fundraising for the LNHL, supporting hockey for young people (including her daughter) in her community. While at work, Erin also participates in C.R.E.W. Olympics.

“Receiving this award is such an honor,” says Erin. “It provides me with recognition of my hard word and dedication over the past 18 years in the First Nations casino industry. It shows me that strength, perseverance and personal growth are imperative to providing the best customer service possible.”

Erin credits her family for her strong work ethic and is grateful for their support as she continues to strive for her goals.

“I would like to thank my mother and father for raising me to be such a strong, independent, hardworking individual, for teaching me that strong personal and professional goals are achievable if you are willing to do the work necessary. I would also like to thank my management team for nominating me for this award. It truly is a pleasure to come to work and be recognized for doing what I love to do.”

Since January, 2010, Sparrow Rose has been employed

by Casino Rama as Manager, People. During her employment, Sparrow has overseen the Employee Relations team, including investigations, recognition, rewards and internal communication. In November, 2013, Sparrow took over the Recruitment portfolio while being the primary manager responsible for the Business Partners.

“I never set out to be a leader,” Sparrow says of her First Nations Leadership Award. “It makes me feel very blessed and proud to be recognized as a First Nations person in a leadership role. It is a symbol of recognition and respect that I will always cherish.”

Sparrow’s past accomplishments and honours include the 2013 Eagle Award, receiving her Certified Human Resource Professional designation and attainment of DDI certification. Her community contributions include participation on the Kinoomaagewnan Siniin Education Governing Circle and a role as a Cold Water Trustee.

“Experience is our best teacher,” says Sparrow, “and Casino Rama has provided so many opportunities to gain a deep understanding of the industry and to develop as a leader. Previous accomplishments with change management and developing and implementing new programs helped shape my career with respect to leading change.”

Sparrow says she has many people to thank for her most recent award and for assisting in her development as a leader.

“I am thankful to each of my mentors whom I have been so very fortunate to have had from adolescence to today. They inspire me to be a better person, allow me to argue my point, encourage me to try something new and tell me it’s okay to when I make a mistake. Their encouragement is why I am here today.”

Canadian Gaming Business | 47

employeedevelopment

A Full House

Developing Technology Savvy Employees

BY JUDITH HAYES AND DAYNA HINKEL

On most days of the week, a quick walk through the front of house in any casino property uncovers a vast array of integrated technology at work, adding to our customers’ seamless entertainment experience. It runs the gamut from property management systems (hotel and reservation systems) to casino management (bank, chip, count areas) to game management systems (automatic shufflers, touch-bet-roulette, server-based gaming, TITO) to food and beverage services (point of sale, restaurant reservations) to security and surveillance (monitor room, facial recognition) to customer relationship management systems (show reservations, ticketing, comps, marketing promotions).

THAT IS ONLY HALF the technology story.

The back of house or behind the scenes environment is also heavily reliant on technology, utilizing myriad systems for administrative support areas (email, Internet, network management, disaster recovery) to accounting and finance (accounting systems, inventory/purchasing systems) through Human Resources (applicant tracking and recruitment, employee scheduling, payroll, learning management systems).

RELY ON TECHNOLOGY These are just a few examples of technology use in gaming. Today’s casino operations rely heavily on high-tech solutions to provide the level of customer service and financial accountability required to maintain a successful property 48 | Summer 2014

in this highly competitive entertainment marketplace.

While we are aware of the need for technology to run the business, what is the impact on our employee base and our ability to develop staff for an everevolving, high-tech future? An industry study conducted by the Canadian Gaming Centre of Excellence (Developing Essential Skills in the Gaming/Casino Industry, 2011) showed 74 per cent of casino property respondents believed “changes to the business place increasing demands on the essential skills capacities of employees. These changes go beyond the products provided to customers and will include learning new technology around the products.” The question remains – how do we encourage our employees to develop a technology mindset?

Our employees require specif ic understanding of the technology systems they are required to use on a daily basis.

But more importantly, they require a comfort level in dealing with the various technology applications throughout our gaming properties, both front and back of house. This comfort level in turn provides a property with greater opportunity to cross train employees to meet customer ser vice demands. Let’s call this a technology mindset. It means employees can approach technology learning with confidence, embrace technology changes and enthusiastically support our customers who have technology challenges. This could entail locating the pay table on a slot machine, using a self-redemption terminal or explaining the accumulation of a customer’s loyalty points.

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employeedevelopment NEED CRITICAL SKILLS In a recent interview with Ontario Lottery and Gaming Corporation (OLG), Lansha Leung, Executive Director Human Resources, confirmed the 2011 report and indicated that ensuring employees had adequate technology skills was critical given the evolution of technology in our workplace. Leung agreed that having insufficient technical skills has the potential to impact an employee’s career path. OLG has been executing a plan for some time to assist in the development of their 6,000+ employees’ technical skills.

In 2009, they began to transition much of their mandatory classroom training to online training. Although there was a little discomfort at the onset, the employees have become more comfortable and confident using technology over time. At the same time, OLG has the benefit of delivering mandatory training in less time and at lower cost.

The OLG of today has employees at all 19 sites accessing their work schedules, pay stubs and benefit statements online.

These tools have addressed staff requests for timely, confidential access to their information. Employees check the

company intranet site for up-to-date information and job postings using OLG provided computers in lunch and “quiet” rooms. They can also access email and optional learning for development from home. There is high usage of these training and communication technology tools. Employees are keen and comfortable in the organizations’ online environment.

OFFERS TRAINING Employees who aspire to supervisory and management positions require even more technolog y skills. They need skills, knowledge and confidence using computers to perform their work on a daily basis. To support employee development, OLG offers a variety of in class and online training.

Technology will continue to play a dom i n a nt role i n ou r g a m i n g environment. Helping employees to develop a technology mindset is the key to fully utilizing both our technology and our employees’ talents. Implementing a long-term employee development plan similar to OLG’s will promote the highest returns on our technology purchases and our human resource investments.

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Technically- confident employees, fully engaged technolog y solutions, and satisfied customers is a winning hand in a highly competitive industry that relies on technology for excitement and accountability.

Judith Hayes is Director (Judith.hayes@mbll.ca) and Dayna Hinkel is Business Manager (dayna. hinkel@mbll.ca) at the Canadian Gaming Centre of Excellence, a subsidiary of Manitoba Liquor & Lotteries. For more information, please visit Canadian Gaming Centre of Excellence at www.gamingcentreofexcellence.ca.

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