It has been a complete break with tradition. “They changed their relationship with their customers, set themselves apart in their industry and created enterprise value,” says Gregor Bailar, CIO and senior vice president of the National Association of Securities Dealers, and a 2001 Enterprise Value Awards judge. It’s the key to Harrah’s Total Rewards program, a groundbreaking CRM strategy.

Now Harrah’s can boast of having the only integrated, coast-to-coast system that allows real-time communication between all of its properties it can inform a site in Nevada exactly how a visitor from New Jersey likes to gamble, eat and spend. Harrah’s, on the other hand, chose to put most of its money into the winner’s information network (WINet), the industry’s first national customer database. Of the newest hotels on the Strip, Las Vegas Sands’s Venetian Hotel cost $3 billion to build and MGM’s Bellagio came in at $1.8 billion.

The difference is that most companies put money into the spectacle.

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