Inside Asian Gaming

IAG OCT 2020年10月 亞博匯 94 COLUMNISTS continue purchasing its more expensive and better performing brands, despite the harsh economic climate. The company increased its advertising expenditures by 25% at a time when competitors were reducing their marketing footprint. The net result was that Reckitt Benckiser actually grew revenues by 8% and profits by 14%, when most of its rivals were reporting profit declines of 10% or more. The difference between Reckitt Benckiser and other FMCG marketers was that while one company viewed advertising as an investment, its competitors all looked at it as an expense. Of course, the content of advertising should reflect and respond to customers’ aspirations and apprehensions in the midst of the crisis. During the current COVID-19 pandemic, the iconic brand Coca Cola has used its advertising budget to showcase the efforts of frontline workers in the battle against COVID-19, while the brand is subtly featured in the background of these messages. In a similar vein, Singapore Airlines showed how its grounded crew was redeployed to help the community deal with the outbreak. Responses on the part of casino companies to revenue shortfalls have ranged from cutting back player reinvestment percentages to restricting casino entry to higher tier players. The survey of casino gamblers conducted by Synergy Blue in late April 2020 suggests that only 51% of gamblers intend to return to casinos upon reopening. Of these, only 35% said that they will go back to their usual casinos. These numbers suggest that under 18% of previously loyal customers will return 戶的願望及顧慮。在現時新冠肺炎大流行期間，著名品牌可口可 樂就用它的廣告預算去展示自己的前線員工如何對抗新冠肺炎， 同時把自己的標誌巧妙地展示在這些訊息的背景當中。同樣地， 新加坡航空就展示了它的團隊成員如何被重新調配，在疫症爆發 時幫助社區。 娛樂場公司於應對收入減少時，從減低在玩家身上再投資的 百分比到只讓比較高階的玩家進入娛樂場都有。由Synergy Blue 在2020年4月底進行的一項調查顯示，只有51%的賭客有意願在 賭場重開時再次到訪，當中只有35%說他們將回到從前經常到訪 的賭場。這些數字表示出，從前的忠誠客戶中只有少於18%會回 到他們以前到訪過的娛樂場。 隨著客戶忠誠度危站於被遺忘的邊緣，現在絕對不是大削 在玩家身上再投資的時候。同時，在經常光顧的客戶減半的情況 下，(通過只容許高階玩家入場)變相增加收費將會令復甦變得更 加渺茫。 雖然推廣的細節和內容在各個司法管轄區甚至各個設施都 有所不同，但其實仍有一些相通之處。首先，你的內部推廣活動應 該是最後一樣被削減的東西。內部推廣其實是與市場推廣相似， 並且把僱員當作客戶。 第二，以理論上贏取金額某百分比計算出的玩家再投資份額 應該提高而非降低。第三，如果在大眾傳媒賣廣告是被允許的話， 現在就是利用有意義的廣告來建構出一個強大客戶群的時候。 當對手在市場推廣方面的支出處於低位時，就是廣告最能發 揮功效的時候。你的競爭對手都在大幅削減在大眾媒體上的花 費，這就是你真正突圍而出、獨領風騷之時。讓我們重新回味最偉 大的管理學大師Peter Drucker對市場推廣所作的論述： 「由於商業的目的就是要創造顧客。因此商業機構就有兩個 且只有兩個基本功能，就是進行市場推廣及創新。」 他說：「市場推廣及創新將會帶來成果，而其他都只是支出。 市場推廣就是商業的特質和獨特功能。」