In today’s competitive casino environment, every owner is tasked to provide guests with a more dynamic, distinctive experience. This is particularly true when the time comes to renovate or expand a facility.
In these situations, the most important standard is to develop an innovative and quality product that fulfills patron expectations and market demand. And for those whose “box” is smaller than the neighbors’, there’s the added pressure to maximize every inch of the limited square footage available.
The answer lies in solutions that are guest-centric, operating parameters that are sound and deliberate, and homework completed up front. To make sure you are prioritizing the right concerns from the outset of your project, considerthe following recommendations.
Think Casino Design 101.
Complete a general assessment of the existing scope, design and layout of your facility. What works? Is the floor plan convenient and accessible? Are signage and way-finding logical throughout? Are primary functions and signature features well profiled internally and easy to find? Do you have the right mix of F&B offerings? Is parking convenient, and how does it compare to the competition?
If the answer to any of these questions falls short of expectations, put the consequential improvements at the top of your to-do list.
While taking inventory is helpful for any gaming property, it can certainly be argued that these points weigh more heavily at smaller facilities with fewer amenities and less square footage to capture attention and make a lasting impression.
One of the greatest potential advantages for a small casino is the opportunity to provide a more intimate guest experience. The key is to be perceived as comfortable, convenient and easily navigated. When “small” becomes equated with overcrowding or stagnant offerings, this is the tipping point for owners to invest in significant improvements. Keep it interesting, dynamic and flexible, and your guests will come back for more.
Think Current, and Think Bottom Line.
Translated, this means that owners and their design and construction teams must work to avoid outdated patterns from the casinos of yesteryear. The most efficient and effective small casinos orient their programs and floor plans toward today’s technology and market trends, and prioritize spaces that generate revenue and provide for multiple uses.
Let’s talk money, for example. Cage areas are a critical component of any gaming floor, and innovations such as ticket in/ticket out (TITO) technologies are evolving cage-related requirements (the trend is toward improved program efficiencies). Modern casinos implementing such tools as magnetic strip cards and cash redemption kiosks simultaneously improve guest access and responsiveness; they also benefit from reduced area, labor and access demands. The end result is freed-up space that can be utilized for improved customer service functions and revenue generators. Cage, count, security and related back of house areas are still required, but the overall square footage dedicated for these spaces can be downsized and repurposed for such other operational considerations. The owner, management team and guest all benefit-as does the bottom line.
A corollary to the TITO system is a progression of the reward redemption center. To accommodate the growing number of players who prefer automated feedback over merchandise from bonus points, the same TITO system utilized for cash redemption can also streamline tracking and rewards. The server automatically monitors and credits play, inherently reducing a portion of the space requirements for the rewards counter, showroom and related back of house areas. As with the cash cage, the rewards headquarters is still a must, but the overall square footage commitment is condensed.
Think ‘Round The Clock.
This is a must for operators reinventing their small space. Consider how the parts of the whole work together, particularly for those with 24/7 operations. Managers need to think about their existing (and potentially expanded or renovated) casino property in terms of both floor and time segments to create opportunities that take advantage of downtime in various spaces.
The most successful small casino managers strategize different ways to use the same space for a variety of functions through the day and night, as well as to rotate centers of activity and interest throughout the property.
There is no better way to generate these ideas than to get out on the floor and talk to your guests. Listen to their feedback and work with your internal creative and design and construction teams to explore opportunities for cross-implementation. Be open-minded and resourceful. The smaller the “box,” the more imaginative your team will need to be.
Inherently, F&B and entertainment venues that are not constantly utilized offer some of the greatest potential for multi-functioning. Imagine a one hundred seat venue that serves as the morning coffee shop for sit-down, continental or grab-and-go breakfast alternatives. Throughout the day, the same space can transition to a more traditional buffet for lunch, then to a sports bar in late afternoon (close the drapes, turn on the TV screens, and change over a few menu items). Finally, via a portable stage for karaoke or local music, the same space turns into a late night entertainment hub.
One space. Four functions. All using the same core infrastructure. Obviously, these operational considerations must be planned well in advance of a renovation or expansion, but if done effectively, the same space can be accessed multiple times throughout an eight- to 10- hour day, providing a variety of options well beyond what a guest would expect to find in a small casino. Limited space-big ongoing return.
On a larger scale, the same concept plays out in a multi-purpose flex space that provides such alternatives as bingo, conventions and meetings, receptions and entertainment. Owners should also consider such areas for temporary housing of gaming components if a renovation or expansion directly impacts the casino floor. It is a productive and necessary way to provide for unavoidable gaming improvements while maintaining operations and minimizing impact to the bottom line.
Think Like Marketing.
Throughout a planned expansion or renovation, always consider the response of your guest. From the outset, verify that your project is appropriate to market demand and guest expectations. Once the intent is solidified, work throughout the process of design and construction to make sure you keep your patrons informed about how your plans will improve their long-term experience.
It’s possible to maintain or even increase revenues during an expansion or renovation project at a small casino. We’ve seen it best achieved by owner and management teams who embraced the idea that an improvement project is one of the largest and highest profile marketing opportunities a property will ever have, and opted to invest in communication, promotions and media accordingly.
Think Right Now.
It goes without saying that the most cost-effective way to increase your revenue is to operate what you already have more effectively. Significant construction can bring long-term return on investment, but you should also implement minor operational improvements that provide immediate impact.
If your F&B operations are always in the red, even with a little assistance on paper from the marketing budget, re-working the dining room and tearing down and replacing the kitchen is not always the best answer. Look first at your operations. What can you do about cost of goods? When was the last time you shopped vendors? Is your menu tailored to the goods available to you locally? Would something as simple as a larger walk-in cooler help you purchase larger volumes and obtain better pricing?
There are always cheap fixes that minor renovations and improvements can support.Explore all of your options and plan wisely.
A properly operated small facility can return at a higher rate than a poorly operated larger one. It isn’t just the size of the box. It’s also what you put in it, how you shape it, and how you make sure it can hold a lot of different things at different times. Don’t fill it with excess “packing.” Rather, be flexible and provide the goods and services that are current and desirable for your best clients.
And of course, remember to communicate these goals with your internal team and design and construction professionals so they understand the priorities and intentions for your small space.
Together, you can incorporate the right program, provide flexible operational alternatives, and exceed the expectations of your guests.
