PDF 25 MB - Sun International | Investor Centre

SUN INTERNATIONAL ANNUAL REPORT ’10
We completed the RM project in June 2010. In future we will incorporate
the resorts customer information, but for the moment, we are able to
capture and collect customer data and store it in a central group-wide
repository. We are also able to analyse this information and then identify
customer trends and behaviour which will result in improved marketing
campaigns and service experiences.
� Customer Contact Centre
During the year, many operational improvements were made to the Central
Reservations Operations to ensure that we progress in our journey towards
a fully fledged Customer Contact Centre (CCC) that will enable customers
via a choice of interaction channels to engage with Sun International at
a central point and to make it as easy as possible for them to do business
with us.
The CCC was enabled with new telephony functionality as part of the head
office telephony project and improved understanding of the telephone as
a channel is now possible. Utilising the additional management information
we will be able to adjust resourcing and workforce management.
A project to improve current workflow processes and reduce duplication
was initiated, but will only gain traction and be implemented in the next
financial year.
Fish River Sun
50
FOCUS AND PLANNED INITIATIVES
FOR THE COMING YEAR
The key focus areas and initiatives planned for the coming year include:
Supporting the deployment of the Touch Point project at property
level and entrenching our service standards and behaviours in our
delivery of service experiences.
Entrench the usage and acceptance of the RM solution in our
business while at the same time improve the data quality we have on
our MVGs.
Research and conceptualise the evolution of our MVG loyalty
programme so that we can create value for our customers and the
group with a group-wide loyalty offering.
Progress with Phase 2 of the CCC which will include:
– Improving our customer insight capability through measurements
such as Guest Experience and Centralised Guest Feedback to
improve operational areas and ensure that we can learn and adjust
our business to be continuously customer-centric as the needs of
our customers change.
– Evolving our Customer Strategy for both gaming and hospitality.