PDF 25 MB - Sun International | Investor Centre

SUN INTERNATIONAL ANNUAL REPORT ’10
ENABLING INITIATIVES/PROJECTS
OF THE CM STRATEGY AND PROGRAMME
Our CM journey started in 2006 when we developed a clear customercentric
vision and strategy for the group. At that time, whilst Sun
International was focused on its customers, this was at an ‘operationalcentric’
level, i.e. having the capability to design and provide products,
services and value added offerings to our customers, but originating from
an ‘operational-centric’ need.
Since then, we have made significant progress on our journey through
the implementation of several customer-centric initiatives including: the
repositioning of the Sun International brand; igniting the hearts and minds
of our people; focusing on our service interactions, improving our Customer
Contact Centre’s operational capability and deploying a CRM technology
solution to enable our business.
To deliver on our CM strategy, we identified eight key strategic initiatives
or projects and these we have diligently worked and implemented since
2006. These projects and their current status are as follows:
48
Brand project (completed)
One Sun project (completed)
Internal Communications project (completed as a project and
entrenched into business as usual in our every day operations)
Touch Point project (90% completion)
Relationship Marketing project (completed)
Customer Contact Centre (completed Phase 1, Phase 2 scoping
in progress)
Group-wide Loyalty programme (Gaming MVG programme is in
continuous improvement and the group-wide project is to commence
in the new financial year)
Customer Strategy (work in progress, to gain momentum in the new
financial year as we focus on improved measurements and creating
insight for our group)
CUSTOMER STRATEGY
Our customer strategy informs our CM strategy and summarises our
customers’ behavioural drivers, expectations, and emotional links with
our business, and value perceptions.
It allows us to progress from focusing on getting the basic operational
delivery right to delivering emotional value and experience based
differentiation to our customers. It is, however, a continuous evolution
process as we mature into our ability to manage customers and now that
we have started to build customer insight, we will evolve our customer
strategy to focus on:
Identifying new customer segments
Positioning to appeal to each of the customer segments
Defining value based and emotional experience criteria
Identifying and implementing measurements to enable continuous
learning from customer trends, feedback and needs
A shared understanding and insight into customer needs, wants and
requirements guide our focus so that we can progress in our maturity model
along the continuum of operational capability and strategic alignment.
In the coming year, we will focus our attention on developing a structured
approach to customer feedback and building insight so that we can inform
and evolve our customer strategy. It will address the areas of:
gathering customer insight through new and adjusted measures, e.g.
trend analysis, feedback from mystery shopping, customer satisfaction
and experience measures, and guest feedback
understand customer behaviour drivers and expectations as we evaluate
and interpret information from data sources
defining emotional connections and experience differentiating elements
for our Hospitality and Gaming customers to ensure we can more
relevantly offer them experience based products and services.