Four Queens Part 2
Yesterday, Terry Caudill, whose TLC Enterprises owns the Four Queens and Binion's, answered the question put to us that we put to him about how he can keep costs so low at his casinos. He explained, among other business philosophies, why he eschews resort fees (“a ripoff”) and likes to serve full meals at Hugo's Cellar.
Today, he revisits his early years in Las Vegas and returns to the importance of valuing one’s employees.
By the way, this QoD was a one-day answer -- until Mr. Caudill called us back on the day following the interview, admitted to lying awake awhile and considering his answer, then posed a question of his own.
“What's the heart and soul of the success of our operation? It’s my employees. It starts with my employees. Our motto is, ‘Friendliness and cleanliness.’ Well, that starts with them. The employees take care of my customers, so if I take care of my employees and they do a good job, then they in turn take care of my customers.
“We rely very very much on repeat business and that comes very much from our employees taking care of our customers. My employees make that happen.
“I’ve been in Las Vegas since 1983, but I was in Reno for 10 years before that,” Caudill recalled. "I've always been fascinated by the gaming industry. My background is accounting. I have degrees in math and accounting and to see the pure science of math interacting with human psychology is the most fascinating thing in the world to me.
“I came here when everything was transferring over into corporate, but I still love the nostalgia of Vegas. So when we had a chance to buy Binion’s, I wanted to keep the name of Benny Binion alive, not try to supplant it or change it. It’s a mixed reputation, but it’s Benny Binion! He’s an icon in this town. We try to respect the traditional Vegas. That’s epitomized by downtown.
“Downtown properties, you have to walk the floor. You have to be a presence. You can’t run these properties from 2,000 miles away. The customers need to see you. Your employees need to see you. You need to see what’s going on. All of those things together create a philosophy and it’s worked for us.”
Caudill was eager to explain his working method, which mostly amounts to practicality and hard work.
“Most of this past year, we’ve been a hundred people short. What happens? My people who've been here a long long time and believe in me, they’re busting their tails. They’re working overtime. They’re doing what they have to do. Everybody’s just chipping in and making it work. We try to keep our costs as low as we can. That’s why we have to have that repeat business.
“We control our costs well enough to where we haven't had to raise our rates as much as others. When they started this resort-fee concept, people just saw the money and the public didn’t seem to catch onto it. They called and were quoted the rack rate, but not the resort fee. A lot of people, in the early years, didn’t know about the resort fee until they went to check out. ‘What is this?’ Now, all of a sudden, people seem to have accepted it as a given. To me, that’s just not right. We’re not making a killing, but we’re doing fine.
“When it comes to the Strip, yeah, I think the Strip got carried away with their pricing and I can give you a couple of recent examples in F One and the Super Bowl. Some of our customers were priced right out of the market. That’s OK; they can come on some other weekend. But that’s not a value for them. That’s why I love downtown, why I stay downtown. The Strip -- it seems like they want every last penny.
“I worked for Circus Circus Corporation for eleven years. I was chief accounting officer and I talked to Wall Street. Back then, our most direct competitor was probably Caesars and I told Wall Street, ‘Look, somebody comes to town with a budget: $500 or $1,000. We want that budget the same as Caesars does. The difference between us and Caesars is they want it Friday night and we’re willing to get it by Sunday night.’ We want their money, but we want to give people more value for their money, so they’ll come back again.
“Those are the things I believe in. I’ve owned Four Queens … we’re in our 21st year. We bought Binion’s in 2008. We bought it at the worst time you possibly could. The economy immediately fell off the cliff. We had a situation where we were borrowing money. I had to call all my vendors and say, ‘Look, the summer’s slow. We’re going to get behind. We’ll catch you up in the fall.’
“Because we had a reputation and a working relationship with them, they bought into that. They said, ‘Fine.’ They worked with us. I fell behind as much as a million dollars in the summer and then in October when business got better, we paid it back.
“I couldn’t do it by myself. I couldn’t do it if I didn’t have my entire staff buying into all these philosophies. We have the lowest turnover in the business. Since COVID, it’s just been a nightmare for anybody to keep up the number of employees. But my employees have stepped up. They know we’re trying to find people and they step up and fill the gap.
“I know of casino properties that have 60 percent turnover in a year’s time. That's ridiculous. Turnover costs you money. Training people, retraining people, that costs you money. Turnover is way more expensive than most entrepreneurs give it credit. It costs you more than you think it does. But my people do it right. They take care of the customer and I trust them. I don’t have to worry about them. It might be my plan, but without them, I can’t make it work. Gotta have their buy-in.
“But we’ve survived. We’ve hung in there. A lot of that’s due to the employees, customers, vendors. You sit down and say, ‘Hey guys, we’ve got a problem. But we’re going to work through it with you and here’s how.’ You can’t run and hide.
“My bankers asked me, ‘Terry, have you thought about ways that you could maybe save money?’ I literally told them, ‘Look, I recycle paper clips and rubber bands. I buy my clothes at Kohl’s when they’re on sale. Don’t tell me about saving money.’ It’s always been part of my DNA to be very cost-conscious and not waste anything. I guess the employees have picked up on that same philosophy.
“We just stretch everything a little bit further. It sounds like I’m apologizing for doing something right.”
There aren't many photos extant of Terry Caudill, but you can see a good one here.
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