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Our strategy to unlock our growth potential

Our purpose is fundamental to what we do. It guides our ambition, values, and our overall strategy. 

Our Purpose

To work together to create exciting environments that reflect the changing needs and expectations of our customers and colleagues, delivering stimulating and exciting experiences every time, to excite and to entertain.

Our Ambition

To become a £1 billion revenue international gaming company by 2023, through transforming our business and consistently exceeding our customer and shareholder expectations. 

The Group connects its strategy to delivery through its reset transformation programme, Transformation 2.0, which comprises of seven workstreams:

  1. Grosvenor venues;
  2. Mecca venues;
  3. Enracha venues;
  4. Omni-channel;
  5. Digital;
  6. Safer gambling; and 
  7. Organisational capabilities.

All of the above underpin the Group’s six strategic pillars, dynamically focusing on growth and sustainable returns over the long term.

Below are our six strategic pillars and an update on our 2020/21 progress.

 

1. Create a compelling multi-channel offer

In the markets in which we operate, Rank is one of the few gaming companies in a position to provide customers with a genuine multi-channel gaming offer. Our key assets are our 134 venues, our membership-based models, our customer relationships and the high level of engagement that our team members enjoy with our customers. 

 

 What we said

  • Continue development of Mecca’s omni-channel offer including games accessible across channel

 

 What we did

  • Introduced joint liquidity games into Mecca venues and online
  • Launched single sign up for Grosvenor and improved the Grosvenor One customer journeys for venues customers
  • Installed large sports screens in Grosvenor’s Luton and Sheffield casinos to enhance
  • in-venue sports offering Launched TheVic.com, a new microsite for Grosvenor’s Victoria London casino, aimed at enriching the in-venue experience and to provide a tailored Victoria casino experience online

 

 What we are going to do 

  • Launch Mecca’s big money Fortune game across the Mecca venues estate
  • Unify registration across venues and online for Mecca customers
  • Develop microsites for key Mecca venues
  • Enhance functionality of the My Mecca app to deliver greater personalisation
  • Further development to improve the omni-channel customer journeys in Grosvenor, particularly
  • as we migrate to the new proprietary platform
  • Enhance our sportsbook proposition in selected Grosvenor venues
  • Develop brand apps
  • to support cashless transactions in venues
  • Multi-channel TV advertising campaigns for both Mecca and Grosvenor brands
  • Further development of Enracha’s omni-channel offering

 Key performance indicator

  • Number of omni-channel customers

 

2. Build digital capability and scale

We have built strong positions in venues-based gaming which we are seeking to replicate across our digital channel. Before the impact of COVID-19 in 2019/20, our digital operations generated 21% of Group revenue. Across the UK as a whole, digital channels now represent around 52% of the gambling market (excluding the National Lottery), presenting a significant growth opportunity. International growth is also central to the Group’s strategy to build digital scale.

 

 What we said

  • Further development
  • of Stride’s proprietary technology in preparation for the migration of Rank digital’s legacy brands
  • Migration of meccabingo.com on to the proprietary platform
  • New Grosvenor sportsbook site to be launched Mecca Content Management System
  • (‘CMS’) migration planned for H1 2020/21
  • Complete CRM automation
  • YoBingo.pt to be launched in Portugal in H2 2020/21

 

 What we did

  • Successfully migrated the bellacasino brand on to the proprietary platform
  • Continued investment in the proprietary platform in preparation of migrating meccabingo.com and grosvenorcasinos.com
  • Initial improvements to Grosvenor’s sport page delivered with further developments to follow
  • Migrated seven brands on to the new CMS Launched a new concept Mecca game, Mecca Raffle
  • Investment in Group’s technology hub in South Africa and customer services centre in Mauritius to support
  • all digital brands
  • Launched new brand
  • on our non-proprietary platform
  • YoBingo licence for Portugal market obtained, launch planned for H1 2021/22

 

 What we are going to do

  • Migrate meccabingo.com (Q3 2021/22) and grosvenorcasinos.com (Q4 2021/22) on to the proprietary platform
  • Develop new features to our daily retention game alongside other user experience enhancements
  • Optimise marketing effectiveness and then scale investment to
  • drive higher levels of customer acquisition
  • Refresh app strategies with a sharper focus on omni-channel and supporting venues experiences
  • Launch new B2B international partnerships where Rank can make available a digital offer to established international gaming venues businesses

 Key performance indicators

  • Digital NGR
  • Number of active digital customers

 

3. Continuously evolve our venues proposition

Our casino and bingo venues provide entertainment for millions of customers each year and generate the majority of the Group’s revenue and profits. By continuously evolving our venues (in terms of product, environment and service) and by creating new concepts, we are constantly enhancing the experiences that we offer our customers.

 

 What we said 

  • Planning for further investments in product, technology and facilities across the Grosvenor estate to be implemented as cash headroom permits
  • Introduce hourly bingo sessions to maximise Mecca capacity and provide an alternative to historic peak sessions
  • Introduce a timetable of non-gaming activity, e.g. quiz and comedy nights into Mecca to attract new customers not being serviced by other space restricted leisure operators
  • Increase food and beverage promotional activity, e.g. Beer and Gin Festival, to attract new customers and take advantage of available capacity in Mecca

 

 What we did

  • Completed the investments at Grosvenor’s London Victoria casino which included a new external terrace, The Loft, offering outdoor gaming
  • New enhanced electronic roulette terminals installed across the London casino estate
  • Refreshed Mecca’s brand look and feel
  • Trials of Mecca’s refreshed mainstage bingo schedule and alternative electronic only interval games launched
  • Mecca’s model for enhanced service delivery completed and launched in an initial 11 venues
  • Launched the Mecca Bingo Academy to enhance the focus on enlivening the bingo offer

 

 What we are going to do  

  • Refurbishment of further casinos following the success of previous pre COVID-19 investments
  • Launch a new Employee Value Proposition for Grosvenor colleagues
  • Introduce a new food and beverage proposition across Grosvenor estate tailored to each local market
  • Develop a new demand rostering tool for Grosvenor covering all areas of each casino
  • Development of a new concept Mecca venue in Luton
  • Expansion of Mecca’s new and improved food and beverage offer to additional venues
  • Further develop improvements for Mecca’s core mainstage bingo game
  • Implement new machine management system across the Enracha estate
  • Open first standalone Enracha Stadium venue

 Key performance indicator

  • Venues NGR

 

4. Consistently improve our customer experience through innovation

Our customers are at the heart of our business, and we are always looking for new ways to excite and entertain them. We invest in new technologies that drive efficiencies across the Group to the benefit of our customers. We also regularly invest in and introduce innovations that make the customer experience even better – both in our venues and online.

 

 What we said 

  • Ensuring we operate COVID-19 secure venues with measures to ensure social distancing and exceptional hygiene standards for our customers and colleagues
  • Increase use of cashless transactions in our venues
  • Deliver enhanced single customer view across
  • all channels
  • The launch of management dashboards providing near real time performance metrics across our venues

 

 What we did 

  • Integrated our ID verification tool and the casino’s membership system to ensure customers are not delayed unnecessarily when entering our casinos
  • Grosvenor brand proposition research completed and findings to help drive casino investments
  • Launched Reel King Roulette, a first in terms of added bonuses and jackpots for electronic roulette terminals
  • Introduced new technology solutions to drive improvements in table gaming margins
  • Launched a new Mecca app for bookings and food and beverage orders with cashless functionality
  • Carried out customer research to validate Enracha’s brand positioning and proposition for a new loyalty programme
  • Created a new dedicated innovation team lead by Eitan Boyd as Chief Innovation Officer responsible for driving new growth initiatives and international partnerships

 

 

 What we are going to do 

  • Roll out new customer experience measurement tool across Grosvenor estate
  • Roll out Enracha’s loyalty programme

 Key performance indicators

  • Venues machine investments
  • Venues table gaming/bingo investments

5. Be committed to safe and fair gambling

Millions of customers regularly enjoy the fun and excitement of gambling but we recognise that a small percentage of customers can be at risk of problem gambling and a smaller number of people can suffer harm through excessive gambling. We recognise the importance of continuous innovation to refine our approach to making gambling as safe as possible. We work to proactively identify and interact with those customers who may be at risk of playing beyond an affordable level, or who show signs of experiencing gambling-related harm. 

 

 What we said 

  • Develop and deliver further engaging and interactive safer gambling training across our digital and venues businesses
  • Review customer communications at key touch points throughout the customer journey to ensure safer gambling messaging and communications are embedded
  • Evaluate and review the newly implemented controls in Grosvenor venues to enable their enhancement and continuous improvement
  • Continue to invest in, and implement, new player protection tools on machines and electronic bingo terminals in
  • Mecca venues
  • Continue to develop a single-customer view to allow automated assessment of holistic customer risk across channels and brands
  • Further evolve protections for customers across our digital platforms and brands, to ensure robust controls are applied consistently for all customers

 

 What we did

  • Implemented new functionality for Grosvenor‘s customer management system (‘Neon’) in venues, improving customer
  • data for colleagues and enhancing their ability to record and evaluate customer interactions
  • Successful trial of new risk-based model to better identify potential at-risk play in Grosvenor venues
  • Introduced machine loss and time limits at slots and electronic roulette machines in Grosvenor venues
  • Integrated ID scan technology with Neon to ensure we know who is in our casinos at any one time
  • Deployed the Focal Research ALeRT system across the Grosvenor estate for electronic roulette terminals
  • Implemented additional prompts and deposit alerts on Mecca Max electronic touch screen tablets
  • Strict application of affordability controls in digital
  • Carried out a review of customer journeys and processes, to ensure customers receive appropriate safer gambling information to understand the available tools
  • Launched the ‘Hawkeye’ live monitoring system enabling in the moment identification and interaction with customers
  • Introduced an automated limit for all customers under 25 registering and playing on our digital brands
  • Implemented a new reward and high-value customer policy for venues and digital
  • Continued to develop our approach in Spain, based on learnings from our work in the UK but aligned to a different regulatory regime and customer culture

 

 

 What we are going to do

  • Roll out more player centric risk-based affordability assessment model in Grosvenor venues
  • Continue our safer gambling cultural assessment work with colleagues
  • Roll out further refreshed safer gambling messaging and communications across Rank businesses
  • Introduce real time view of customer play across all brands and channels to help detect earlier potential at risk customers in venues and online
  • Implement a more robust customer interaction evaluation framework to help inform and evolve our approach to player protection
  • Further develop our holistic and risk-based model for early intervention for potentially at-risk play

 Key performance indicator

  • Number of customer interactions

 

6. Provide an environment which enables our colleagues to develop, be creative and deliver exceptional service

We continue to build a high-performing culture through the engagement and development of colleagues who want to put exciting and entertaining customers at the heart of what they do. We strive for a culture of ownership and transparency that empowers our teams to achieve goals they did not think possible and to be the very best that they can be.

 

 What we said 

  • Continue to develop team briefings e.g. Town Hall updates and ensure there is clear communication of the Group’s priorities
  • Continue to develop a high-performance culture
  • Continue the work on defining sub-cultures across the Group to help create effective and cohesive engagement across the different business segments
  • Focus on improving colleague well-being by empowering leaders and managers to effectively engage with their teams and to talk more openly about issues, including mental health
  • Continue to deliver the Group’s inclusion and diversity strategy, including the annual calendar of events and specific interventions, such as building on our group of Diversity Champions and Mental Health First Aiders

 

 What we did 

  • Regular colleague communications delivered throughout the year including monthly Town Halls, newsletter and Q&A forums
  • Further development of brand and channel sub-cultures to meet the needs of each business unit
  • Strong focus on colleagues’ mental health throughout the pandemic. A series of events and initiatives were delivered which included the training of 154 mental health first aider and hosting of numerous well-being webinars
  • Key international inclusion and diversity events celebrated throughout the year
  • Through Rank’s partnership with Women in Hospitality and Leisure we were able to offer a variety of personal development masterclasses and a mentoring programme supporting some of our high-potential females
  • Continued our engagement with the All-in Diversity Project, an industry driven initiative which benchmarks diversity, equality and inclusion for the global betting and gaming sector

 

 What we are going to do

  • Implement ‘Raising Our Game’, our new Employee Value Proposition across the Grosvenor venues business, to engage our colleagues in delivering a differentiated customer experience
  • Implement best in class service training to support the new Mecca brand proposition underpinning our ‘Mecca of the Future’ strategy
  • Implement the Talent workstream of Transformation 2.0, ensuring we recruit, develop and retain emerging and top talent
  • Continue to develop a high-performance culture, including understanding the progress being made through our Employee Opinion Survey
  • Continue to deliver the Group’s inclusion and diversity strategy, including the annual calendar of events and building on the forums that are already in place, such as Families@Rank
  • Ensure colleague facilities are considered in all venue investments
  • Review working environments and facilities for our support office colleagues

 Key performance indicator

  • Employee engagement score