At this year’s session on marketing investment strategies at the Casino Marketing & Technology Conference, Kandi Link, Senior Manager of Gaming Consulting at REDW Advisors & CPAs and an enrolled member of the Chickasaw Nation, moderated a lively discussion with three powerhouse leaders in casino marketing: Lacy Applegate, Vice President of Marketing at Downstream Casino Resort; Shannon Redmond, Regional Vice President of Marketing at Rush Street Gaming – Rivers Casino; and Bob Dimmick, CEO of Kiowa Gaming Properties.
Setting the stage
Casinos of all sizes share the same challenge: Marketing budgets aren’t unlimited. The real question is how to maximize every dollar to consistently bring guests back through the doors. The panelists agreed that the push and pull between traditional reinvestment, digital campaigns, loyalty offers, and player development can stretch budgets thin, making strategic choices critical.
Lacy Applegate emphasized the importance of letting data guide decisions without drowning in it. “It’s fun to dig into data and see what patterns emerge, but the real value is in asking the right questions. If the data doesn’t help us guide better decisions, we’re just spinning our wheels.” She added that trying to adjust for too many variables can lead to “analysis paralysis,” which muddies the long-term view.
Stretching the dollar without breaking it
For Shannon Redmond, the key is consistency and being aware that your guests are paying attention. “The biggest mistake I see is constantly tweaking the formula. Guests respond to predictability. If your offers are all over the map, yet your guest hasn’t changed their play, you’ll confuse your audience and undercut your own ROI.” She underscored that it’s not about chasing the latest marketing fad but about disciplined execution of a strategy that players can rely on.
Her point highlighted something operators across the board wrestle with: Loyalty is built through trust, and trust is eroded when messaging and reinvestment aren’t steady.
Revenue, not just reinvestment
Bob Dimmick pushed the conversation further by reframing reinvestment as a revenue driver rather than a cost. “Too many operators think of reinvestment as a player cost instead of a revenue driver. Every dollar we spend should have a path back to incremental trips or incremental revenue. If you can’t draw a line to that, it’s not marketing — it’s just noise.”
The panel nodded in agreement — an acknowledgment that in lean times, cutting reinvestment can be a short-term fix but a long-term mistake. Smart reinvestment, supported by analytics and player segmentation, is one of the most effective tools for keeping the casino floor active.
Key takeaways
From this discussion, a few themes stood out:
– Focus dollars on consistent, clear communication with players.
– Avoid “analysis paralysis” — measure what matters, not everything.
– Recognize reinvestment as a revenue engine, not just a cost line.
– Ensure that every dollar spent ties directly to trips and incremental revenue growth.
The session demonstrated the value of hearing both tribal and commercial operators exchange ideas. While their markets and player bases may differ, the message was clear: Marketing dollars must be spent with discipline, intention, and a sharp eye on the return.
