$1.$ Using the information in the MGM Players Club dataset, discuss the differences in the various segments of players at the MGM Grand. Some hints for potential analyses:

a$.$Begin by classifying customers according to their attractiveness from a static point of view $($current profitability$).$ Measure the concentration of profits.

b$.$Look at some aspects of behavior of the different groups $($Note: to achieve consistency in the class discussion, please use as cut$-$off points total theoretical win of $$500,$ $$10,000$ and $$100,000)$

i$.$Number of trips

ii$.$Trip length

iii.Whether they play in tables or slots

iv$.$Loyalty to a certain property

c$.$Expand your study by measuring attractiveness from a dynamic point of view $($current and future profitability$).$ The three$-$year span of the databases is insufficient for a rigorous lifetime value analysis but adequate for a discussion of basic concepts and tools used to assess customer attractiveness. For instance, what player characteristics in $2002$ increase the likelihood that a player will come back in $2004?$

$2.$ How does the MGM Grand derive value from its Players Club program and its player information systems

$3.$ Do you think it is appropriate for hosts from any property to have access to the entire profile of a specific customer, regardless or where that customer plays or stays? Why? If you think that hosts from a certain property should have access only to the information on customers$$ play itheir property, do you think there is anybody who should have a comprehensive view of the customer

$4.$ Do you think treating each property $($MGM Grand, Bellagio, Treasure Island, etc.$)$ as an independent profit center is the right approach to manage the MGM MIRAGE group? Why?

$5.$ How should MGM view the entertainment business? Is it simply a mechanism for bringing gaming customers to the property? Is there a distinct entertainment segment of customers? $($Hint: look at the overlap between the Players Club and the Hotel Folio database.$)$

$6.$ How would you strategically manage the entertainment business? What action plan would you design to implement your vision?

$7.$ Would your responses to questions $3$ and $4$ change as a function of your responses to questions $5$ and $6?$