Question

ution, Isle has achieved some deeply satisfying results. The company has dramatically accelerated and expanded the process of information gathering and dispersal, producing about 150 reports on a daily basis, 100 weekly, and 50 monthly, in addition to ad hoc queries, completed within minutes, all day every day. Prior to an enterprise data warehouse (EDW) from Teradata, Isle produced about 5 monthly reports per property, but because they took a week or more to produce, properties could not begin to analyze monthly activity until the second week of the following month. Moreover, none of the reports analyzed anything less than an e ntire month at a time; today, reports using up-to-the minute data on specific customer segments at particular properties are available, often the same day, enabling the company to react much more quickly to a wide range of customer needs. Isle has cut the time in half needed to construct its core monthly direct-mail campaigns and can generate less involved campaigns practically on the spot. In addition to moving faster, Isle has honed the process of segmentation and now can cross-reference a wide range of attributes, such as overall customer value , gaming behaviors, and hotel preferences. This enables them to produce more targeted campaigns aimed at particular customer segments and particular behaviors. Isle also has enabled its management and employees

Answer 1

Step-by-step explanation:

While they appear to have a distinct advantage, the Isle is not necessarily special relative to those in the very professional gaming business. The success of Isle, as with any gaming company, depends largely on its relationship to its customers-its capacity to build a gaming, entertaining and hospitality environment which anticipates and enhances customer expectations.

It is difficult to reach such an aim without two key components: a business culture that aims at making the consumer experience fun and an infrastructure that allows ISL to constantly explore its clients 'role and also the various aspects in which consumers need to fulfill their requirements.

After initial installation of the data warehouse in 2005, partly by Hurricane Katrina, Isle, together with IBM Cognos for Business analysis, agreed to restart the project with new functions and Téradata as the central solution and main partner.

Shortly after the first choice, Isle put together a Management Team who understood explicitly how the solutions Teradata and Cognos could help key decision makers to quickly frame burning questions and to follow up questions in a timely manner, thereby opening up a large range of options for business growth.