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Casino customers are ageing, and younger people have little interest in taking their place. Mr Frissora called on his company to brainstorm a.


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Find the information you need about the corporate arm of the global Hard Rock International brand, which handles casinos, cafes, and hotels worldwide.


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Casino customers are ageing, and younger people have little interest in taking their place. Mr Frissora called on his company to brainstorm a.


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This article appeared in the Business section of the print edition under the headline "Putting it all on grey". There are gravity-free rooms where you can literally climb the walls; LED screens that continuously change interior backgrounds; and combinations of gambling machines and virtual-reality shoot-em-ups that allow you to bet on how many monsters you and your friends can blast away. The industry is not best-placed to do much about its lack of appeal to the young. Alex Bumazhny of Fitch Ratings suggests they might become like Xerox machines, used less frequently but not entirely obsolete. The signs of stagnation are clearly visible. These make money but they are not game-changers, she says. Mr Frissora, for instance, wants to open up their gaming platforms to allow young players to choose their games and compete against each other on the casino floor. But they would have to answer questions from shareholders. Caesars is only now emerging from bankruptcy. Casino customers are ageing, and younger people have little interest in taking their place. Building and maintaining them would be expensive, and in the end they still might not appeal to younger people. The strategy has worked there—non-gaming revenue now accounts for almost two-thirds of all money that comes in, much of it from hotel rooms. Players can bet on such outcomes as their accuracy in shooting down monsters. Most of them today are curiously short of two things: free cashflow and, above all, the readiness to gamble big.

SHORTLY after Mark Frissora took over as chief executive of Caesars Entertainment last year, he paced the floors of his American casinos, with their rows and rows of idle slot machines, and grasped the scale of the existential threat that faces his industry.

Casino companies and slot-machine makers are heavily indebted, an overhang from the financial crisis and a series of debt-financed projects and consolidations. The typical casino floor today welcomes visitors with loud carpeting, cavernous rooms and an ocean of slot machines.

These offer a glimpse of a casino of the future that looks very different indeed. Https://free-rub.ru/casino/deadwood-casinos-map.html learning casinos international inc of fresh thinking to attract new dollars is painfully apparent.

Mr Murren has convened a committee of millennial employees to work out how to keep the business relevant to future generations.

Reuse this content The Trust Project. A strategy that takes away traditional slot machines or gaming tables that older people are known to like, to take a chance on something new for the young, is hard to buy into.

The best of our journalism, learning casinos international inc each day Sign up to our free daily newsletter, The Economist today Sign up now.

Hip, high-tech casinos sound like a lot of fun. In Atlantic City revenues have halved since One was a change in how Las Vegas made its money. The second boost came from the rise of Macau as a gambling destination for Asians, especially Chinese. Even so, it would not be impossible for them to invest. That has changed. More to the point, gambling executives may not have the stamina to see the projects through. Mr Adelson built the Sands Expo and Convention Centre, the first private convention venue in the city, and Mr Wynn built The Mirage, a casino resort with 3, rooms—and white tigers—that opened in Everything built on the Strip since has been an attempt to build bigger, better Mirages. Even though Mr Frissora and Mr Murren, among others, have made it clear that they want new types of games to attract younger customers, established makers of slot machines, themselves heavily indebted, have evinced little interest in undermining their existing business with costly, experimental new games. Casinos everywhere else are badly stuck. One argument that traditionalists make is that once millennials have some money in their pocket, a bit later on, they will come and gamble at a conventional casino just like their parents did. Some people worry that casino firms will become like Blockbuster, a film-rental business annihilated by the internet. High interest payments have kept Las Vegas Strip operators in the red for much of the past decade. Video-arcade-style games might appeal to the young, they say, but not in large enough numbers to keep casino revenues high. Floating not drowning Companies are still raising cash by floating. Outside Las Vegas, however, casinos still depend on gaming revenues. Startups have been readier to invent. Two magnates, Sheldon Adelson and Steve Wynn, led its transformation in the late s from Sin City to a convention and entertainment destination. Inside the industry, some executives look askance at what Caesars and MGM are planning. But they may not come into being. As Mr Murren notes, many have become commodities. The video-game gambling machine, as GameCo calls it, is another first-person shooter with no VR headset , in which the enemies are vicious robots. Even on the Strip, young nightclub-goers pass by the gaming areas. The Las Vegas Strip, for its part, can continue to expect modest increases in non-gaming revenues. Smartphones and consoles make traditional slots and table games look stodgy. Instead of individuals standing solo at one-armed bandits, groups of players might compete against each other over wireless-enabled consoles offering a menu of wagering games. At the Global Gaming Expo in Las Vegas in September, crowds lined up at the booth of Gamblit Gaming, a California startup, to try out its wager-ready version of The Brookhaven Experiment, a virtual-reality first-person shooter game. Instead, slot-machine companies have innovated on the margins, says Melissa Price, an executive at Caesars.