Inside Asian Gaming

IAG AUG 2020年8月 亞博匯 49 Strategically, we then want to create an offer which incentivizes a specific change in the behavior that has the most upside. For instance, reference Exhibit 4 which describes a patron who we believe can visit five times a year versus their current three and spend HK$3,200 per day versus a current spend of HK$2,400. For this patron we don’t see any length of stay upside. With the patron in Exhibit 4 the largest prize is to reward increased visitation. We could consequently create a reward after the x visit within y days. In a post-COVID world where hard dollars are precious, getting more strategic with reinvestment is wiser than the blanket reductions mentioned by some operators. We think the COVID shutdown has the potential for being a great platform for future growth. As most properties are keeping a tighter eye on the checkbook, we believe the above three strategies are an effective way to harvest this upside while not breaking the bank. EXHIBIT 4 圖表四 現況 Current 預測或潛力 Predicted or potential 變動 Variance 影響 $ Impact $ 每年到訪次數 Annual visits 3 x 5 x 2 x HK$11,200 停留時間 (日) Length of stay (days) 2 2 0 HK$0 每日消費金額 Spend per day HK$2,400 HK$3,200 HK$800 HK$6,400 年度消費金額 Annual spend HK$14,400 HK$32,000 HK$17,600 HK$17,600 從策略上來說，我們緊接著要構建能夠改變 特定行為的舉措，而該特定行為需有上升潛力。例 如，參見圖表四，嘗試將一位每年拜訪三次、每天 花費2400港元的賭客，改變成每年拜訪五次、每 天花費3200港元的賭客，我們看不到其逗留時間 有任何延長。所以針對圖表四的這名賭客，對其最 大的獎賞，應是增加其到訪次數，例如只要其在某 段時間內到訪了一定次數，便可獲得獎勵。 在後疫情的世界，金錢無疑是寶貴的，但與其 像一些賭場營運商所提到，要全面減低支出，制定 具針對性的再投資策略更是明智之舉。 我們認為賭場因新冠肺炎疫情而被迫停業 這經歷，有潛力推動賭場未來發展增長。當大部分 賭場更著重於監控開支收入時，我們認為上述三 項策略是有效的方法，為賭場帶來財富增長的機 會 。