Casino Marketing Topics - Existing Markets & New Jurisdictions
Many new gaming jurisdictions look to established ones for casino marketing direction.
This is not always a good idea. Again, the competitive framework of the market should
drive the casino marketing activities. That is, what is necessary to one market may be illsuited
for another.
The same could be said for the role of non-gaming amenities. For example, executives
operating in highly competitive and mature markets often rely on non-gaming amenities
to attract customers. To the contrary, such investment is not needed for those operating in
new jurisdictions, featuring a limited number of competitors, or favorable supply-demand
conditions of any stripe.
Copyright 2007, Anthony Lucas & Jim Kilby 5
Figure 1.1 attempts to portray the basic relationship between the use of gaming activities
and non-gaming amenities, within the product life cycle. As shown, new jurisdictions can
often rely on gaming activities to attract customers, while operators in more mature
markets, such as the Las Vegas Strip, have an increased reliance on amenities. The
novelty of gaming itself is often enough to attract customers to new gaming jurisdictions.
Developers and operators must consider the competitive landscape, when attempting to
optimize scarce investment capital.
