PDF 25 MB - Sun International | Investor Centre

FEEDBACK ON THE CM INITIATIVES/PROJECTS
IMPLEMENTED DURING THIS FINANCIAL YEAR
In the year under review, the following progress was made:
� The Brand project – sustaining the initiative
We successfully rolled out our new brand campaign on television, in
magazines and billboards and we continue to receive good feedback
from the public and the industry. The campaign is on-going and we will
continue to make adjustments to its elements as we receive feedback to
ensure that we target the campaign correctly and get maximum results
from our spend. Refer to page 43 ‘Protect and grow our brand’.
� Internal communications
Various initiatives, including a t-shirt competition, a song/talent contest,
our ‘One Sun’ magazine and specially designed recognition pins for
employees, were put in place in the year under review to ensure our
internal energy and communication channels remained relevant to
employees. Refer to page 43 ‘Deliver and enhance our brand promise’.
� Touch Points
Touch Point, as the name suggests, is where guests interact directly with
Sun International frontline staff and put our brand promise of ‘A Million
Thrills. One Destination’ to the test. We know that because service is
intangible and difficult to define e.g. what is excellent service for one
person could be mediocre service for another, the biggest challenge for
us is to deliver consistent, memorable, quality service experiences that
exceed our guests’ expectations every time they interact with one of our
people. Our aim with this project is to ensure that guests experience
‘thrilling’ service at all our Touch Points, across our group, all of the time.
Based on international best practice customer service levels and Sun
International examples and guest experiences, we developed a multimedia
training programme for our middle managers to enable them to
consistently transfer their knowledge and experience to our people in the
various operational areas. We want to ensure that our frontline staff is
sufficiently coached in their operational area where they face the guests
and have the confidence to handle any service incident/situation so that
they can go the extra mile.
During the year, extensive road-shows to orientate and engage management
at each property were undertaken. The objective of these orientation
sessions was to transfer skills from subject matter experts and to enable
middle management with multi-media toolkits so that they can talk,
teach, train and transfer their knowledge to their people.
From 1 March 2010 to end June 2010, about 1 600 managers across
16 properties were trained on the toolkits and how to engage their
frontline staff. The remaining managers, approximately 350, will be
trained from July to October 2010.
JOINT REPORT OF THE CHIEF EXECUTIVE AND CHIEF FINANCIAL OFFICER continued
3. OUR CUSTOMERS
Implementation at property level started in May 2010 and feedback from
both management and frontline staff is extremely positive, not only on
the tools and level of engagement, but also on the learning and understanding
to deliver world-class service experiences. We estimate that all
properties should be complete by November 2010.
We will pilot a measurement project in the next financial year to establish
the result and impact on the actual guest experience and how engaged
staff contribute to engaged guest moments of truth.
� Relationship Marketing
Relationship Marketing (RM) is about:
Getting to know our customers by collecting and sharing relevant
customer information across the group
Using customer information or insight to perform targeted, personalised
marketing and providing excellent (i.e. effective and efficient) customer
service
Aiming at building a mutually beneficial and personal relationship by
serving customers on a personal basis
We designed the RM solution using MicroSoft CRM to address our
business needs and unique challenge, within Sun International. RM for us
consists of three specific components:
Single Image Customer Database (SICD) – collecting customer
data across the group into a central data repository
Campaign Management Automation (Camp Mgt) – enhancing
marketing capability
Single View of the Customer (SVC) – enabling service desktop
application at customer touch points
The first version of our Campaign Management process was rolled out to
gaming marketing in late 2008 with the second version, which was fully
integrated with SICD and the SVC, going live in October 2009. The full
deployment of the SVC started in February 2010 and by financial year end
it was in place at 14 properties and with approximately 2 000 gaming
frontline staff having been trained and given access to group-wide
MVG information.
SVC enables our gaming customer-facing staff to access comprehensive
and relevant information on our MVGs at the touch of a button. It allows
us to: access a guest profile and information; update information; assign
tasks or actions; alert us about important events relevant to the guest
and manage activities to ensure that we build closer relationships with
our customers.
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