2012 Casino Marketing Conference Returns to Paris Las Vegas


July 24-26, 2012!
Marketing insiders know that Casino Marketing is a hard-hitting, straight-talking, no-holds-barred senior-level conference that addresses marketing challenges across all facets of the gaming industry, including commercial casinos, tribal casinos and racetrack casinos – virtually any gaming venue around the world.

More than 100 different gaming operators and other companies involved in the gaming industry attended the 2011 event, and they came from throughout North America – and beyond. Many companies sent their entire marketing and promotions teams, so they know the value of this unique event!


July 23-24, 2012!
In 2012 the Casino Marketing Conference is offering the popular program Drive Revenue and Grow Business: An Advanced Sales Model for Your Host Department. This one and a half-day program will run on July 23rd and 24th; separate registration is required.

If you are a senior host and player development specialist, General Manager, Player Development Senior Executive, or Marketing Director, you want to attend this program that will focus on:

• Developing and segmenting qualified sales leads from your database
• Creating compensation and specialization in a new player development model
• Managing reinvestment properly and measuring the sale
• Understanding the true value of a player through mathematics
• Acquiring the skills to complete the sales cycle

This is the advanced training you have been looking for! The program delves deep into sales skills, database management, analytics and the math of player value. This isn’t theory and a whole lotta talk — these are takeaway tools you can apply as soon as you return to your property. This is the 21st century groundwork you need to create an advanced host department.

To learn more about this conference or to register click Here.

Global Cash and Casino Share Intelligence™

Every day GCA, (Global Cash Access) is creating new innovations and concepts that lead to enhanced customer service and more robust profitability for it’s clients. This is the core value that provides the foundation for GCA’s boldest thinking. They focus on redefining the possibilities of cash access products and related services throughout the gaming industry – both in the U.S. and abroad.

The technologies created are the standard bearers for the entire industry, and continue to blaze new trails in terms of what cash access can do for casinos and their customers. In total, 1,111 gaming establishments worldwide come to GCA for ideas and innovation. GCA processed more than 90 million transactions and dispensed more than $18.9 billion in cash in 2010 alone. GCA’s global presence enables side-by-side work with all of its clients worldwide – and that means real customer service delivered in real time. GCA is poised to equip your casino with future-forward devices and solutions that generate more profitability on your floor.

So what is CSG Direct’s focus in all of this? One of the many services that GCA offers: Casino Share Intelligence™

Casino Share Intelligence™
If knowledge is power, then prepare for superhuman strength. By accessing GCA’s unrivaled database of player data, Casino Share Intelligence (CSI) derives robust algorithms that deliver trended shared reports over a 12-month period.

These include:

Market Share
Percentage of all GCA patron withdrawal dollars at your casino compared to dollars withdrawn in your competitive market—depicted in a convenient heat map format.

Patron Share
Percentage of all GCA patrons that made at least one withdrawal at your casino compared to the number of patrons in your competitive market.

Wallet Share
For those patrons that visited your casino and have at least one withdrawal, what percentage of patrons’ total wallet are you capturing? CSI offers a variety of patron filters—including value, age and distance—to refine results which enable you to identify shifts in share so you can take immediate action. This robust tool can even identify the top players in your market—and analyze how much cash they’re withdrawing in your casino compared to your competitors. For the first time ever, you’ll be equipped with information to proactively prevent player defection.

Image in the possibilities with this software in your casino. Be able to target your big players and keep them at your casino. We live and breathe casino databases, digital printing and results! If You are here today, it’s because you need results! We can make that happen! You will get your greatest results right here! You have a project that needs to be optimized. So Let’s do your next Direct Mailing Together!

At CSG Direct Inc. We’re known for providing you with The Greatest Value in Direct Mail!

CSG Direct Mail and the Postal Customer Council

The Postal Customer Council® (PCC®) program is a valuable resource for business mailers, large and small. Local PCCs serve as an open channel for USPS-to-business communication, providing information and best practices for cost-effective and profitable mailing, education and training, and solving local challenges. Though most PCC members include large business mailers, government agencies, and business mail service providers, small businesses can benefit from PCC membership, too.

Your local PCC offers these benefits…

• Learn from postal experts about marketing through the mail.
• Find new sources for mailing lists. Printing, database management, and more.
• Get discounts to major mailing industry events.
• Network with other mailers, business mail service providers, and USPS executives to discover new ways to make your mailings more efficient and profitable.
• Hear first-hand from other decision-makers on how they deal with the same challenges you face.
• Leverage best practices to improve mailing effectiveness, efficiency, and profitability.
• Gain knowledge about postal products, services, and tools to improve mail quality through workshops and events—and earn a professional certificate to boot.

The US Postal Service continues to modernize and automate steps to keep postage low and better serve its clients. Every event put on by your local Postal Costumer Council is a chance to come learn about new and innovative features.

For example the new Business Customer Gateway from the US Postal Service. The Business Customer Gateway gives you a single, unified landing point to access the Postal Services’ online business offerings. These channels consist of the products that support intelligent Mail Full Service Mailing. This includes PostalOne!, FAST (Facility Access and Shipment Tracking), CLDS (Customer Label Distribution System) and Mailer IDs (MID).

For more information and PCC locations in Nevada:

Northern Nevada PCC
2000 Vassar Street
Reno, NV 89510-9998

Cindy Cornelison,
PCC Postal Co-Chairman

cynthia.k.cornelison@usps.gov
T (775) 788-0690
F 775-333-2805

Matt Balzer,
PCC Industry Co-Chairman

matt@mmswest.com
T 775-331-5554

Southern Nevada PCC
1001 E Sunset Rd
Las Vegas, NV 89199-9996
Web site

Craig Colton,
Postmaster

craig.m.colton@usps.gov
T (702) 361-9200
F (702) 361-9215

Marilyn Fenimore,
Customer Relations Coordinator

marilyn.m.fenimore@usps.gov
T 702-361-9544

State of the Postal Service Part 2

Continued from Part 1

As we continue to review our volume, revenue and financial projections for fiscal years 2012 through 2015, it has become apparent that our financial situation is becoming even more precarious. First-Class Mail volume is declining even more rapidly than we had previously predicted. Standard Mail volume is flat, and in any event cannot adequately compensate for the declines in the much more profitable First-Class Mail that we are experiencing. Therefore, it is clear that we must reduce costs at an accelerated pace.

Our most significant area of cost is in compensation and benefits, and one key driver of those costs is simply the sheer size of our workforce. Therefore, the Postal Service has to be able to reduce the size of our workforce if we are to have any hope of insuring that our costs are less than our revenue. Based on current revenue and cost trends, and assuming a move to 5-day delivery, the Postal Service can only afford a total workforce by 2015 of 425,000, which includes approximately 30% lower cost, more flexible, non- career employees.

Attrition and certain other measures will allow us to achieve a portion of the savings needed to match expenses with revenue by 2015. We estimate that attrition will only result in a staff reduction of approximately 100,000. However, in order for the Postal Service to reduce complement to meet projected volume degradation, we must eliminate roughly 220,000 career positions between now and 2015.

In order to eliminate the remaining 120,000 career positions by 2015, to restore the Postal Service to financial viability, it is imperative that we have the ability to reduce our workforce rapidly. Unfortunately, the collective bargaining agreements between the Postal Service and our unionized employees contain layoff restrictions that make it impossible to reduce the size of our workforce by the amount required by 2015. As explained below, it is not likely that the Postal Service will be able to eliminate these layoff protections through collective bargaining, given the nature of collective bargaining and interest arbitration. Therefore, a legislative change is needed to eliminate the layoff protections in our collective bargaining agreements.

As a Solution we recommend that reductions in bargaining unit postal employees should be governed by the RIF provisions applicable to federal competitive service employees. These provisions must supersede existing contract provisions and should not be subject to modification or supplementation through collective bargaining to avoid conflicts of law and to maintain necessary continuity among bargaining units.

Applying the federal statutory and regulatory competitive service process to the postal bargaining unit workforce could be done in a manner that would produce the following positive results:

The Postal Service could quickly reorganize and right size its bargaining unit workforce utilizing one set of established rules.
Postal bargaining unit employees would have the substantive and procedural protections provided by RIF rules, but collective bargaining agreements would be prohibited from having no lay-off clauses. Issues related to lay-off and reassignment to lower levels would be removed as subjects for collective bargaining.
Postal bargaining unit employees would challenge their lay-offs or involuntary reassignments to lower levels to the MSPB rather than through the grievance procedure.
Veterans’ preference is preserved.
The Postal Service would have a significant tool to return to financial solvency, thus protecting businesses and the majority of jobs for the hundreds of thousands of postal and other employees in the postal industry.

The recommended statutory change would be to modify Title 39, United States Code, to apply the RIF provisions of Title 5 and implementing regulations governing the competitive service to the Postal Service’s bargaining unit employees and to make clear that collective bargaining cannot modify or add to such rights, nor limit the rights of management that are part of the current federal competitive service RIF process.

In Conclusion We recognize that asking Congress to eliminate the layoff protections in our collective bargaining agreements is an extraordinary request by the Postal Service, and we do not make this request lightly. Indeed, the Postal Service generally believes that it and its unions should be free from Congressional mandates as to the provisions of its collective bargaining agreements and that the Postal Service is best served when the bargaining parties can resolve their differences through collective bargaining. However, exceptional circumstances require exceptional remedies.

The Postal Service is facing dire economic challenges that threaten its very existence and, therefore, threaten the livelihoods of our employees and the businesses and employees in the broader postal industry and overall economy, of which the Postal Service continues to play a large part. If the Postal Service was a private sector business, it would have filed for bankruptcy and utilized the reorganization process to restructure its labor agreements to reflect the new financial reality. Because this option is not available to the Postal Service, we believe that this extraordinary request is a key to securing our future and our continuing ability to provide universal service to our nation.

We are urgently engaged with Congress and the Administration to achieve a legislative resolution that will allow us to best serve our customers. Whatever the outcome, not only will it affect the Postal Service – it will shape the future of the entire mailing industry. Meanwhile, our commitment to providing excellent delivery service and connecting senders and receivers across the nation remains unchanged. We will continue to focus on our customers, and to partner with the mailing industry to ensure that together we are positioned to fulfill the changing needs of American customers.