Maintaining a Competitive Advantage at Harrah's and Beyond

Harrah’s, as well as every company, needs to look for ways to maintain a competitive advantage and focus on attracting new customers, retaining the existing ones, and trying to bring back the lost customers.

Management

• Experienced and highly motivated management team with a proven track record

The management team has built the company into an industry leader by looking for geographic diversification and trying to optimize the loyalty programs as well as the technology in the industry. The success of Harrah’s Gulf Coast is headed back to the top of the company which is the CEO, Gary Loveman named as “Best CEO” in the gaming and lodging industry.

He is supported by a senior management team with qualities like 26 years of experience in the industry, and experience in government and other consumer industries. Compensations to the senior management team are in equity and stock which depends on the overall results and is an incentive for them to maximize long-term earnings and equity value (Annual Report Under Section 13 or 15(d) of the Securities Exchange Act of 1934, 2009).

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Marketing

• Continue to evolve the integrated marketing programs to maximize returns and maintain our competitive advantage.

The marketing organization works on a scientific,c method type on which they test and control, which proves them optimal approaches and innovation. The structure of Harrah’s enables individual creativity and impartial evaluations. The evolution of structures has made them respond quickly to changes in the market and elasticity and be confident in their approaches to offers and incentives (Annual Report Under Section 13 or 15(d) of the Securities Exchange Act of 1934, 2009).

• Portfolio of the most highly recognized brand names in the gaming industry

The entire company itself owns, manages, or operates the most highly recognized brand names in the industry. As well they own a Total Reward Loyalty Program and the World of Series Poker brand. The wide variety of brands allows the corporation to target different markets and as well capture different attention toward the gaming industry and its different options. The key brands obtain high rates of recognition in casino brand awareness compared to the competitors (Annual Report Under Section 13 or 15(d) of the Securities Exchange Act of 1934, 2009).

Finance/ Accounting

After competition increased, Harrah’s profit margins decreased, and also the gaming taxes cause declines in their profits. They are behind their competitors when most of them invested in facilities (Annual Report Under Section 13 or 15(d) of the Securities Exchange Act of 1934, 2009).

• An active trading market for the company’s common stock may not develop.

It cannot be predicted to which extent the investors will be interested and that way develop an active trading market or the liquidity in the market for the future. If an active trading market is not developed there will be difficult for an investor to then sell their stocks. The price being offered will not indicate that those prices will stay and as well you will not have the opportunity later to sell it at the same price you bought or higher to earn some profit (Annual Report Under Section 13 or 15(d) of the Securities Exchange Act of 1934, 2009).

Production/ Operations

• Industry’s largest operator with leading market positions in numerous jurisdictions.

Harrah’s is the world’s biggest gaming organization (as estimated by net incomes and individual gambling clubs) and the most topographically various U.S. gambling casino administrator. As of September 30, 2010, Harrah’s possessed, oversaw, or worked for 52 gambling clubs in 12 U.S. states and seven nations. Furthermore, the gambling club properties work as market pioneers, having the #1 or #2 piece of the overall industry, in light of income, in relatively every major U.S. gaming market, including Las Vegas, the biggest gaming market in the U.S. Harrah’s utilizes the scale and market driving position, in blend with their restrictive promoting innovation and client steadfastness programs, to cultivate income development and energize rehash business (Annual Report Under Section 13 or 15(d) of the Securities Exchange Act of 1934, 2009).

Research and Development

• Leading innovator in the gaming industry

Harrah’s has demonstrated a record of advancement, including changing the industry’s way to deal with marketing with the presentation of their Total Rewards loyalty program in 1997 and applying for this program across the nation and over numerous brands. They trust that their industry will keep on advancing into extra territories of gaming and amusement, including web-based gaming, and will use assets intended to put them on the bleeding edge of these regions. They are the main U.S. land-based gambling club organization that possesses an internet gaming business. They are also investigating extra online amusement contributions that benefit from their perceived image names, especially their World Series of Poker brands. They trust that they are preferred situated over their competitors to exploit new open doors in the gaming business because of their history of advancement, solid brand names, and current online business; and they intend to keep on putting resources into creating territories of the gaming business (Annual Report Under Section 13 or 15(d) of the Securities Exchange Act of 1934, 2009).

• Pursue opportunistic domestic acquisitions and development opportunities

Harrah’s trusts their image portfolio and acknowledgment, combined with the intensity of the Total Rewards loyalty program, extraordinarily position them to gain by venture into immature provincial markets or to seek after astute acquisitions of troubled resources. They trust their working aptitude and system collaborations empower them to make an incentive well beyond what different administrators can give. Their topographically expansive-based experience gives them a prevalent comprehension of a property’s income potential and empowers them to be the ideal partner or buyer for select resources (Annual Report Under Section 13 or 15(d) of the Securities Exchange Act of 1934, 2009).

Management Information Systems

As management thought about how it could make the best incentive for its investors, it was chosen that a brand approach needed to be taken. With this approach, the different casinos would work in a coordinated way as opposed to as isolated properties. Basic to their system was the need to comprehend and oversee associations with their clients. Harrah’s needed to comprehend where their clients gamed, how frequently and what diversions they played, the amount they bet, their productivity, and what offers would allure them to visit a Harrah’s gambling club. Equipped with this data, Harrah’s could more readily distinguish particular target client fragments, react to clients’ inclinations, and boost gainfulness over the different casinos. In a request to execute their business technique, Harrah’s made a significant interest in data innovation to make WINet. WINet sources information from casinos, hotels, and event systems. The information is then coordinated into a supporter database that fills in as an operational information store. The information store is utilized to help activities, for example, encouraging the registration of clients at Harrah’s Club. It is likewise utilized with “Total Rewards,” Harrah’s client dependability program. Clients collect reward credits dependent on their gaming and different exercises at any Harrah’s properties. These reward credits can be reclaimed for the cast of comps on lodging facilities, suppers, and shows. Information from the benefactor database is then stacked in the showcasing workbench, which fills in as Harrah’s information stockroom. WINet additionally gives the establishment to ‘closed-loop marketing. ‘ With this information-driven methodology, campaigns are designed, tried, and the outcomes held for future use. Harrah’s creative marketing, the wise use of technology, and excellence in operations have driven great benefits to lie brand identity and an increase in response rate along with customer loyalty (Annual Report Under Section 13 or 15(d) of the Securities Exchange Act of 1934, 2009).