Change Management: Antecedents and Consequences in Casino Crm

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Change Management: Antecedents and Consequences in Casino CRM Sudhir H. Kale Abstract Customer Relationship Management (CRM) continues to attract increasing attention within the casino industry. While the vital role of change management in making CRM projects successful has been acknowledged for quite some time, there is little in extant literature to explain the nature and conduct of change management in the CRM context. This article posits that relevant change management is a prerequisite for successful implementation of a casino's CRM. Change management involves five key initiatives: selling change internally, creating an appropriate infrastructure for change management, CRM-relevant training, a reconfiguration of the organization structure and performance assessment measures, and recasting existing incentive systems. The role of the HR department in facilitating change can never be overestimated. Key Words: CRM, change management, CRM initiatives, HR and CRM, casino CRM strategy In the end, the location of the new economy is not in the technology, be it the microchip or the global telecommunications network. It is in the human mind. — Alan Webber Introduction About seven years after large casino companies such as Harrah's and Foxwoods placed their CRM bets, an increasing number of casinos—large and small, native American and corporates—continue to invest in Customer Relationship Management (CRM) projects; seemingly undaunted by CRM's overall poor track record across industries. Depending on which CRM report card one reads, the failure rate of CRM undertakings still hovers around 70 percent (Amerongen, 2004; Tafti, 2002). While failure has been variously defined in the different reports, one common yardstick to judge success is whether the organization adopting CRM attained its key objectives and expectations from implementing the project. Given that many

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