Marketing & Gaming Performance · Sample Framework
Colony Club & Palm Beach — Mayfair
A sample monitoring framework for Genting's two Mayfair premium venues — showing how gaming yield, marketing efficiency and turnaround levers would be tracked in one place. All figures are illustrative placeholders to demonstrate structure; live data plugs in on day one.
Combined GGR (MTD)
£4.62m
▼ 11.4% vs budget
Active VIP Members
1,284
▼ 6.2% QoQ
Avg Table Hold
18.7%
vs 21% theoretical
Marketing ROI
1.9×
▼ below 3.5× target
Reactivation Rate
12.4%
▲ 2.1pts MoM
Property Performance
Both venues under new management as of Q2 2026 — early-stage turnaround, key metrics vs budget.
Colony ClubHertford Street, Mayfair
Below Target
GGR (MTD)£2.71m
vs Budget−13.6%
Drop / Table / Day£9,840
Table Hold17.9%
VIP Yield / Head£4,120
Comp Ratio (% theo)34%
Palm BeachBerkeley Street, Mayfair
Underperforming
GGR (MTD)£1.91m
vs Budget−8.2%
Drop / Table / Day£8,210
Table Hold19.6%
VIP Yield / Head£3,760
Comp Ratio (% theo)28%
Marketing Channel Efficiency
Measured on incremental theo vs control — not redemption. Reallocation opportunity flagged in red.
Turnaround Levers
Highest-impact moves to recover to budget within two quarters.
Reallocate low-ROI mass spend
Shift ~£240k/yr from sub-1.5× mass comp & events into VIP host development (4.8× ROI). Net incremental theo est. +£680k.
Stabilise new management
Both venues bedding in new GMs. 90-day KPI framework + weekly yield review to arrest VIP attrition (−6.2% QoQ).
Reactivation push
1,100 lapsed high-value members identified. Targeted re-engagement already lifting reactivation +2.1pts MoM.
Note: Hold figures shown against theoretical require full-month sample before judgement — current variance is within normal range for MTD. GGR vs NGR basis: all figures GGR. Comps capped by tier (15–40% of theo). Full data-driven turnaround model available on request.
Project Monitor · Sample Framework
Trocadero Casino — Build & Project Plan
A sample project-monitoring framework for the flagship London super-casino development, Coventry Street / Piccadilly Circus (project currently ON HOLD). Demonstrates how the build programme, gaming floor, ROI, F&B, customer journey and competitive position would be tracked end-to-end. All figures are illustrative placeholders.
Project Status
ON HOLD
Awaiting board go-decision
Overall Completion
42%
▲ pre-hold progress
Capex Committed
£38.4m
of £91m budget
Gaming Positions
Sched. 214
tables + electronic
Target Reopen
Q3 2027
if reactivated Q4 '26
Workstream Status
Build programme by workstream — current state at hold point.
| Workstream | Progress | Status |
|---|---|---|
| Shell & core / structure | 78% | On track |
| M&E first fix | 61% | In progress |
| Gaming floor fit-out | 34% | Paused |
| Surveillance / SMS systems | 25% | Paused |
| F&B / hospitality zones | 18% | Paused |
| Licensing & LA conditions | 90% | Cleared |
| Staffing & pre-ops plan | 12% | Not started |
Budget Position
Remaining to complete£52.6m
Contingency remaining£6.1m (7%)
Monthly hold cost (idle site)£310k
Project Timeline
Milestones to date and critical path to reactivation.
Q4 2024
Premises licence secured
Large casino licence & LA conditions confirmed for Coventry Street site.
Q2 2025
Main contractor mobilised
Shell & core commenced; structural works to 78%.
Q1 2026
M&E first fix underway
Services routing & risers progressed to 61% before hold.
Q2 2026
Project placed ON HOLD
Fit-out, surveillance & F&B workstreams paused pending board capital-allocation review.
Q4 2026 — target
Go / no-go decision
Board reactivation decision. Every quarter of delay adds ~£0.9m idle cost + pushes reopen.
Q3 2027 — target
Soft opening
If reactivated Q4 '26: fit-out 6mo, systems + pre-ops 3mo, staffing & trials to launch.
Critical path to restart: board go-decision → remobilise fit-out contractors (4–6wk lead) → gaming floor + surveillance in parallel → pre-ops staffing & training → GC operating readiness & trials → soft open. Reactivating in Q4 2026 protects the Q3 2027 reopen and avoids a further £0.9m+ in idle-site cost per quarter of delay.
Upcoming Targets & Strategic Goals
Reactivation objectives from board go-decision through Year-1 stabilised trading.
Q4 2026
Secure board go-decision
Present reactivation business case; unlock remaining £52.6m capex tranche and remobilise contractors within 6 weeks.
Gate
Q1 2027
Complete gaming floor fit-out
Drive fit-out 34% → 100%. Install pits, e-gaming banks, cage & count room. Surveillance/SMS commissioned in parallel.
Build
Q2 2027
Pre-ops & GC readiness
Recruit & train ~420 FTE. AML/KYC, RG & SMS sign-off. Operating licence conditions cleared for trial gaming.
Ops
Q3 2027
Soft opening
Phased launch — main floor + premium salon. Target 65% position utilisation within 90 days of open.
Launch
Q4 2027
Full trading + VIP salon
All 214 positions live. Open high-limit salon & junket programme. Ramp toward £4.2m/mo run-rate GGR.
Ramp
2028
Year-1 stabilised
Hit £46m Yr-1 GGR, 24% EBITDA margin, positive monthly cash from month 8. Establish as flagship London property.
Target
Gaming Floor — Position Mix
Scheduled 214 gaming positions across the main floor, e-gaming and premium salon.
| Category | Units | Positions | Est. Win/Unit/Day |
|---|---|---|---|
| American Roulette | 12 | 84 | £3,400 |
| Blackjack | 14 | 84 | £2,100 |
| Baccarat / Punto Banco | 4 | 32 | £5,800 |
| Poker (dealer-dealt) | 6 | 54 | £900 |
| Electronic gaming terminals | 60 | 60 | £240 |
| ETG roulette | 2 | 16 | £480 |
| High-limit salon (mixed) | 6 | 44 | £9,200 |
Total gaming positions214
Est. gross gaming area2,850 m²
Blended position utilisation (Yr-1)58%
Indicative Floor Plan
Zoning concept — three levels, Coventry Street frontage. Not to scale.
Live tables
E-gaming
High-limit salon
ROI & Financial Forecast
5-year projection from soft open (Q3 2027). GGR basis. Ramp assumes 58% Yr-1 blended utilisation rising to 78% by Yr-3.
Total Capex
£91m
£38.4m committed
Yr-1 GGR (target)
£46m
▲ ramp phase
Stabilised GGR (Yr-3)
£68m
▲ full utilisation
Stabilised EBITDA %
31%
▲ from 24% Yr-1
Payback Period
4.6 yrs
from soft open
Project IRR (10-yr)
19.4%
▲ above hurdle
| Year | GGR | EBITDA | EBITDA % | Cumulative Cash | Notes |
|---|---|---|---|---|---|
| Yr 1 (2027–28) | £46.0m | £11.0m | 24% | −£27.4m | Ramp; part-year full ops |
| Yr 2 (2028–29) | £58.0m | £16.2m | 28% | −£11.2m | Utilisation to 68% |
| Yr 3 (2029–30) | £68.0m | £21.1m | 31% | £9.9m | Stabilised; breakeven crossed |
| Yr 4 (2030–31) | £72.0m | £23.0m | 32% | £32.9m | Mature trading |
| Yr 5 (2031–32) | £75.0m | £24.4m | 33% | £57.3m | Full run-rate |
GGR Ramp Curve
Forecast Suggestions & Upside Levers
Highest-leverage moves to protect the business case and drive upside vs base plan.
Front-load the high-limit salon
The 6-unit VIP salon carries a £9,200 win/unit/day estimate — 3× the main floor. Prioritising its fit-out and a pre-launch junket pipeline could pull ~£4–6m of GGR into Yr-1, compressing payback by ~4 months.
Phase the soft open to protect cash
Open main floor + salon first, defer full e-gaming bank 60 days. Cuts Yr-1 pre-ops burn without materially reducing GGR — improves the −£27.4m Yr-1 cash position.
Cross-sell the Mayfair VIP database
Migrate lapsed & active Colony Club / Palm Beach high-value members to Trocadero at launch. A warm VIP base de-risks the ramp and lifts blended utilisation above the 58% Yr-1 assumption.
Lock capex now to avoid inflation drift
Each quarter on hold adds ~£0.9m idle cost and exposes the remaining £52.6m to build-cost inflation. A Q4-2026 go-decision protects both the budget and the Q3-2027 reopen.
Food & Beverage Offer
F&B is both a revenue line and the primary dwell-time / retention lever. Concept anchored to the Coventry Street / West End premium leisure crowd.
Signature RestaurantLevel 1 · 90 covers
Revenue
ConceptModern European grill
Avg spend / head£68
Est. covers / day180
RoleDwell + VIP host
Gaming Floor Bar & LoungeGround · all-hours
Retention
ConceptCocktail + premium spirits
Comp / paid split55% / 45%
Est. spend / day£4,200
RoleKeep players on floor
High-Limit Salon ServicePrivate · by membership
VIP
ConceptA-la-carte + butler
Comp basisTheo-linked
PurposeJunket & HNWI
RoleVIP retention
F&B strategy: run F&B near breakeven as a retention & dwell-time engine, not a profit centre — every extra hour on-site converts to incremental theo. Comp F&B capped by player tier (15–40% of theo). Estimated blended F&B contribution: ~£2.1m/yr revenue at ~8% net margin, but the real return shows up in gaming yield.
Customer Experience & Journey
End-to-end premium member journey — designed to maximise acquisition, conversion, dwell time and return visits.
1
Arrival & Welcome
Valet / West End footfall capture. Membership & ID at reception, cloak, instant recognition for returning VIPs via CRM.
2
Onboarding
Fast-track membership, KYC/AML at source, welcome drink. Host assigned to high-value profiles from first visit.
3
Play
Seamless main floor → e-gaming → salon flow. Cashless wallet, real-time comp accrual, floor hosts driving engagement.
4
Hospitality
F&B, bar & lounge keep players on-site. Salon butler service for VIP. Dwell time is the retention metric.
5
Departure
Frictionless cash-out, next-visit offer at exit, transport / aviation bridge for VIP & junket guests.
6
Re-engagement
CRM-driven follow-up within 48h, tiered offers on incremental theo, reactivation for lapsing high-value members.
Target return frequency
2.4×/mo
VIP segment
Target avg dwell time
3.8 hrs
▲ vs 2.9 mkt avg
Target NPS
62
premium benchmark
90-day reactivation
18%
lapsed high-value
Competitor Research — Within 500m
Coventry Street sits in the densest casino cluster in Europe. Mapping the direct competitive set within a 500m walk.
Trocadero (subject)
Direct competitor
| Venue | Dist. | Positioning | Threat |
|---|---|---|---|
| The Hippodrome | ~250m | Mass + tourist, high footfall flagship | High |
| The Empire (Leicester Sq) | ~200m | Mass market, strong slots & tables | High |
| Napoleons Casino | ~400m | Mid-market members' club | Medium |
| Rialto Casino | ~350m | Compact, gaming-led | Medium |
| Horizons Casino | ~450m | Small, local trade | Low |
Competitive gap & positioning: the immediate 500m cluster is mass-market and tourist-led (Hippodrome, Empire). None runs a genuine high-limit / junket-grade VIP salon at scale in this micro-location. Trocadero's win is premium differentiation — a true high-limit salon, superior F&B, and a cross-sold Mayfair VIP base — capturing HNWI spend the neighbours can't service while still competing for the West End footfall on the main floor.
Basis & caveats: all revenue figures GGR (pre gaming duty & bad debt). Win/unit/day estimates are indicative benchmarks for a London large-casino at this position mix — actuals require a full market-catchment & competitor-set study. Competitor distances & positioning are approximate desk estimates for the Coventry Street cluster — verify with a formal site survey. EBITDA margins assume gaming duty at prevailing UK banded rates, ~£16m annual opex base at full run-rate, and no exceptional items. Forecast is a planning model, not audited guidance.