WhiteSand Custom Book - (Page 6) Partners in Progress Taking Morongo Casino Resort to ‘another level’ OPERATIONS WhiteSand at Morongo ✔Improved and stabilized management/employee relations and communications, reducing turnover and improving morale. ✔Established method of resort/casino accountability tailored to Morongo tribal governance. ✔Halted and reversed a year-long revenue slide. ✔Upgraded gaming operations by reconfiguring the casino floor, improving the mix of machines and developing a high-limit gaming area. ✔Improved customer service and food and beverage operations. ✔Improved and expanded customer database and developed marketing plan targeting more lucrative players. ✔Installed modern information technology systems. dire straits.We looked at it as a place that was under performing, but only because the potential was so great.” The bulk of the management responsibility fell to Scheri, who concentrated on improving communications with employees and between the various departments. “We had the awesome responsibility to keep everything moving, to facilitate communication between department heads that to a large degree never previously existed,” Scheri said.“The first thing we did was sit down with every shift, around the clock.We held employee meetings and distributed newsletters to keep them informed.” Scheri was aware employee satisfaction is crucial in achieving improved operations and customer service. “Employees are like a family,” Scheri said.“When you feel part of the family you take greater pride in your job.When you walk the floor and see a piece of trash you pick it up and throw it away. If you don’t feel you’re part of the family why Casino Morongo brought new should you bother to bend over elegance to Palm Springs area. and pick up the trash? We needed to create an environment that allowed employees to coalesce as a team. “The customers will have a better experience. They stay longer and come more often. At the end of the day it equates to more money flowing into the operation, whether it’s the casino or the restaurants or the hotel. They like it there, they have a great time and because of the experience they want to keep coming back. That’s what great teamwork can do for a casino resort.” WhiteSand examined each department of the resort operation. “We used our experience and knowledge to spark each department head into improving their operation, increasing revenue and making better use of their expenses,” Scheri said.“We suggested a number of steps to upgrade computer hardware.We had to deal with basically every department.We did more in some departments than others. It wasn’t necessarily because some departments were worse off than others. It was more because there was more opportunity there. “We moved forward with creative marketing programs,” Scheri said, largely targeting the Los Angeles area and, in some cases, tailored to reach out to Latino and normally more lucrative Asian gamblers.“We made changes to advertising, entertainment, email. In almost every aspect of marketing we said,‘Look, we’re doing a good job here, how can we do it better?’” Food and Beverage Manager Michael Fietsam quickly noticed the changes. “They had an incredible amount of knowledge of the casino industry and how all the different components of the operation worked together,” Fietsam said.“Sal knew how to use food and beverage as a tool to drive business in the casino. He had great ideas for marketing programs that would help with business. “They really developed a team. It wasn’t a team environment before they arrived.They brought great energy and a true revitalization to the casino.” Upgrading the slot floor ome of the more dramatic changes occurred with the slot floor. Basara quickly noted the initial floor layout of some 3,700 machines (including the state-imposed limit of 2,000 6 S
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