A regional casino recently invested six figures in a restaurant renovation based on comments from a handful of high-value players. Six months later, revenue was flat, guest satisfaction hadn’t improved, and the marketing director was left explaining to leadership why their “research-based decision” failed to deliver results.
Awkward? Yes. Familiar? Absolutely yes.
Casino marketers make critical daily decisions that impact revenue, guest experience, and competitive positioning. Yet too often, these decisions are based on incomplete data, biased feedback, or what industry veteran Elizabeth Meczka calls “research theater”—the appearance of data-driven decision-making without substance.
The truth is stark: Casinos that make decisions based on quality research win. Those relying on gut feelings or flawed methodologies lose. According to Elizabeth Meczka of Meczka Marketing Research & Consulting (MMRC) – a leading authority in casino research – properties that leverage research-driven strategies see a lift in guest satisfaction and incremental revenue. Those that don’t? They risk wasting precious capital dollars on ineffective initiatives and watching players migrate to more attentive competitors.
Casino marketing has evolved dramatically, yet research practices often lag. While players visit multiple properties and become increasingly selective with their gaming budgets, many casino marketers still rely on:
Meanwhile, market-leading casinos use sophisticated research methodologies to gain insights that drive precise marketing strategies, tailored reinvestment, and superior guest experiences.
The gap isn’t just about resources—it’s about approach. The most successful regional casinos don’t necessarily have the biggest budgets but are those that understand their guests the most deeply.
“We know our players better than anyone,” is a common refrain from casino operators. Just listen in on a few quarterly earnings calls. While that relationship-based knowledge is valuable, it often comes with significant blind spots when translated into formal research:
DIY researchers tend to over-sample certain groups (typically higher-worth or more vocal players) while under-representing others. This creates a skewed picture of what your broader player base wants. In other cases, they over-sample lower-worth, higher-maintenance players and risk spending capital to attract less-profitable customers.
In my experience, a mid-sized casino designed a new loyalty program based primarily on customer comment cards and expenses. When the program launched, they were shocked to see significant attrition among mid-tier players, who made up 60% of their revenue. The internal research had completely missed the needs of this crucial segment.
Internal teams naturally ask questions that confirm existing beliefs or desired outcomes, especially when leadership has already signaled a preferred direction.
A casino marketing director who championed a particular entertainment strategy created a survey that asked, “How much do you enjoy our weekend entertainment?” instead of “What would make you more likely to visit on weekends?” The positive responses reinforced the existing strategy despite declining weekend attendance.
In an attempt to be thorough, DIY researchers often cram too many questions into a single survey. This leads to respondent fatigue, lower completion rates, and an overwhelming amount of data that isn’t actionable.
From my experience, a casino created a 47-question player survey covering every aspect of the property. The completion rate was just 12%, primarily from highly engaged players with strong opinions. The marketing team spent weeks analyzing the data but struggled to identify clear priorities among the hundreds of data points, ultimately taking no meaningful action.
Players are less likely to give candid feedback to casino staff they regularly interact with. This “politeness factor” means casinos often miss critical improvement opportunities.
In a professional focus group with a neutral moderator, players from a casino openly discussed frustrations with a recent rewards program change – issues they had never mentioned during on-property interactions with staff they knew personally.
Data interpretation becomes influenced by departmental priorities and existing power structures rather than objective analysis.
Real-world examples: A food and beverage director dismissed survey results suggesting menu improvements were needed, attributing negative feedback to “players who just want cheaper comps.” A general manager refused to believe the negative comments they were receiving on their buffet because he always saw it full of diners. The problem was that was the ONLY place to use comps and points. Without neutral analysis, the legitimate guest concerns were ignored.
While professional research partners offer significant advantages, budget constraints or other factors may require handling research in-house. After observing dozens of casino research initiatives, I’ve identified key practices that separate effective DIY research from the flawed approaches that lead to costly mistakes. If you must conduct research internally, implementing these foundational strategies will dramatically improve your results:
Poor survey design is the number one reason casino research fails to deliver actionable insights. Well-crafted questions elicit meaningful responses, while poorly designed ones produce misleading data, leading to expensive mistakes. Follow these principles to create surveys that work:
Even the best survey questions will yield misleading results if you’re asking the wrong people. I’ve seen casinos make decisions based on feedback from just 2% of their player base—often the most vocal or highest-tier players who don’t represent most of your most profitable players. Implement these sampling approaches to ensure you’re capturing the complete picture:
The implementation phase is where most in-house research falls apart. When your team manages both the research process and the operations being evaluated, conflicts of interest arise. These strategies help maintain objectivity and ensure your findings influence decisions:
While these practices can improve in-house research, they still can’t fully address the inherent limitations of DIY approaches.
Professional casino research partners bring critical advantages that transform research from a periodic data collection exercise into a strategic competitive edge:
When a professional research firm conducted employee focus groups for a regional casino, team members shared candid thoughts about operational issues, management practices, and guest service barriers they had never mentioned in staff meetings or to their supervisors. The neutral setting and professional moderation created a space where employees felt comfortable expressing concerns without fear of repercussions. These insights led to operational changes that improved both employee satisfaction and guest service scores within months.
Professional researchers understand the nuances of:
External partners bring perspective from working across multiple properties and markets. This broader view helps contextualize findings and identify industry trends before they become apparent.
A research partner helped a casino recognize the early signs of a demographic shift that had already impacted properties in neighboring states. This advanced warning allowed the casino to adjust its marketing strategy proactively rather than reactively.
Rather than simply providing raw data, professional research partners deliver actionable insights and specific recommendations.
Instead of a generic finding like “guests want better food options,” a professional research report might specify: “Players aged 35-50 strongly prefer fast-casual dining options with healthy choices available until midnight. Current late-night offerings are missing this opportunity, particularly on weekends when this demographic increases by 37%.”
Effective casino research isn’t one-size-fits-all. Professional research firms employ multiple methodologies to create a comprehensive understanding of player preferences and behavior:
Surveys provide statistical validity and trackable metrics over time. Professional surveys go beyond superficial satisfaction measures to uncover:
Professionally designed surveys use sophisticated branching logic to deliver personalized question paths based on player segment, behavior patterns, and previous responses – creating more relevant insights without survey fatigue.
Focus groups provide a rich, nuanced understanding of player motivations and perceptions. Professional moderators:
A focus group for a regional casino revealed that players weren’t utilizing a newly launched app because the authentication process was confusing – a simple fix that immediately improved adoption rates significantly.
Blue Ribbon Panels are curated groups of high-value players who provide ongoing feedback. Professionally managed panels:
Professional competitive research moves beyond surface observations to provide actionable intelligence:
Competitive research helped a casino identify its main competitor’s vulnerability in the targeted segment (due to recent amenity changes). A campaign designed around these insights generated measurable incremental revenue over six months.
The true value of professional research emerges during implementation. Unlike DIY approaches where findings often sit in reports without clear next steps, professional partners facilitate activation:
Research professionals work with marketing teams to convert findings into specific strategies with clear KPIs and success metrics.
External research partners can present findings in ways that build consensus across departments, reducing the internal politics that often derail data-driven initiatives.
Professional research deliverables include prioritized recommendation timelines for operational realities and potential quick wins.
Research partners establish ongoing measurement procedures to track the impact of changes and create a culture of continuous improvement.
Whether you’re a marketing director with limited resources, a VP weighing research investment, or a General Manager focused on overall property performance, professional research delivers value that DIY approaches cannot match:
Your casino’s success depends on making informed, data-driven decisions—not guesswork.
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