A Process of Continuous Innovation: Centralizing Analytics at Caesars

Caesars Entertainment’s analytics organization wasn’t formed for incremental gain, according to chief analytics officer Ruben Sigala; the expectations — and deliverables — are much bigger than that.

With a MIT-trained economist and former Harvard Business School professor at the helm, Caesars Entertainment has become the poster child for how analytics can work successfully in the enterprise. CEO Gary Loveman is vocal — and frank — about his organization’s reliance on analytics to guide business strategy, operations and innovation. But even Caesars has had to readjust at times. With more than 70,000 employees and casino resorts on four continents — the company primarily operates under the Harrah’s, Caesars and Horseshoe brands, in addition to owning the London Clubs casinos and the World Series of Poker — Caesars has built its reputation on knowing its customer base. It builds this knowledge by using analytics to create a rich customer experience, marketing to customers based not only on their preferences but their actions while at a Caesars property, including whether they’ve had a winning day or a losing one. Over the past several years, Caesars has undergone a reorganization, in part to centralize its analytics functions. The goal: to build a deeper understanding not only of customers, but also of operations — everything from food and beverage analytics to labor analytics. Ruben Sigala, chief analytics officer at Caesars, talks with MIT Sloan Management Review contributing editor Renee Boucher Ferguson about that process, some valuable lessons learned, and where innovation and intuition play a role.

Lets start with how it is that you’re using analytics throughout your organization.

Our organization is exclusively devoted to the use of analytics. We are the consolidated and centralized analytics department for the entire enterprise. We provide analytical support for every aspect of the operations in every jurisdiction. We’ve got a number of sub-units that effectively represent the most highly leveraged or complex areas of analytical support required across our operation, and a supporting work structure against each one of those. We have gaming analytics, revenue management, finance, marketing analytics, hotel ops and labor. There is also a casino marketing analytics group, an advanced analytics group, and a data logistics organization. Finally, there’s also an on-property analytics team.

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2 Comments On: A Process of Continuous Innovation: Centralizing Analytics at Caesars

  • Thomas Kaczmarek | July 30, 2013

    I teach analytics and BI classes in a professional degree program at Marquette University. I decided to run a seminar this fall on Innovation. I found this interview very relevant to some of the ideas I want to discuss with our graduate students. In a world where the usual interpretation of CI is Continuous Improvement, I think a discussion of now to change that to Continuous Innovation is a great launching point for discussions.

  • Nate Granatir | February 15, 2014

    I don’t want to be a buzzkill, but I found this interview to be pretty worthless. If a person isn’t comfortable getting into the specifics of what they do, it’s probably not worth interviewing that person. Many of the answers were written so generically and broadly, that anyone – even someone who does not work at Caesars – could have given the same answer.

    For example, this paragraph: “…these partnerships have been a pretty meaningful way for us to advance our capabilities. There are groups who we’ve used for short-term projects, and others who we are evaluating as longer-term partnerships. Those partnerships, we feel, align from both a skills and cultural standpoint to deliver long-term mutual gain. Under the right circumstances, we could have very long-lasting relationships with certain providers.”
    All he’s done here is defined the word “partnership.”

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