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Harrah's Entertainment case
Hiroaki Tanaka 48167388 1.
First, the objective of “New Business Program” was establishing relationships with new customers. The program was designed to develop the effectiveness at converting new Total Gold members into loyal customers by sending redeemable offers. Exhibit 2b showed that this program worked well. In April 1999, 1,022 new customers came to Harrah’s and the predicted worth of these customers was $31,992. In May, 125 customers of these 1,022 customers (12%) returned to Harrah’s and their predicted worth was $10,857 (34% of April).The decrease in predicted worth didn’t change so much compared to the one in customers. After that, the number of customers wend down gradually (12%→10%→8%), but the predicted worth remained stable (34%→33%→32%), which indicated that each month brought a new vintage of customers signing up.
Second, Harrah’s made “Loyalty Program” to strengthen relationships with loyal customers. There were two sections for the program: Frequency Upside and Budget Upside. The former was designed to identify customers who gave Harrah’s only a small share of their spending and incentivize them to switch and visit Harrah’s more frequently instead of spending at their competitors. Harrah’s sent an offer which was different for customers of different perceived worth to Harrah’s. According to Exhibit 2c, the average frequency increased from 30 (Jan to May) to 150 (subsequent months). On the other hand, the objective of the “Loyalty Program” Budget Upside was to encourage the customer to visit Harrah’s first and thereby capture the majority of the single casino trips. Exhibit 2d showed that observed win was higher than theoretical win from November when the mailed offers were redeemable. However, the difference was not so big that we could recognize this program as an effective one.
The last program was “Retention…...

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