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SHFL Entertainment’s S huffle M I ncorporated: A Knowledge Management Program Case Study Given by Carol Hildebrand. Analyzed and Presented by: Emily Sweeney. Business: “Gaming Supply:” “Utility Products” “ Proprietary Table Games” “Electronic Table Systems”

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SHFL Entertainment’sShuffleMaster.comIncorporated: A Knowledge Management Program Case StudyGiven by Carol Hildebrand

Analyzed and Presented by: Emily Sweeney

I ntroduction

  • Business: “Gaming Supply:”

    • “Utility Products”

    • “Proprietary Table Games”

    • “Electronic Table Systems”

    • “Electronic Gaming Machines”

  • Type:

    • Publicly Traded (SEC filings)

    • “Approx. 805 employees “(10-K)

  • Website:


  • From company site.

C ulture

  • Basement-built company (1982), but it is now international.

  • “future success and growth are truly a result of your own efforts and achievements” (incentive-based, but lacking necessary knowledge sharing tones, like those discussed earlier by classmates)

  • “Being on our team means sharing in our vision”

  • “bright, energetic, talented people” and “valuing diversity and celebrating strengths” (individual knowledge heavy)

  • “technology-averse sales force” and avoid being “…slowed or distracted by an unwanted technology implementation” (Hildebrand)


  • From company site unless otherwise noted.

I mpact

  • Prior to 2005, the company had been relying on a fragmented sales and order processing infrastructure that was making it difficultfor company employees to find integrated and reliable business information.”

  • There was a “lag” so that employees weren’t getting current information

  • “Microsoft's customer relationship management system…didn't talk to the company's Great Plains enterprise resource planning system”

  • “When we were growing, little attention was paid to integrating our systems” (President and COO via Hildebrand)


  • From Hildebrand.

I dentified n eed and a ssets

  • Need: “quickly collect, analyze and respond to sales and other information—in one place”

  • Assets:

  • Salespeople– “saw revenues grow to $113 million in 2005, up by 33% from 2004”

  • “order processing and service team”

    and “administrative assistants”

  • “resources of a midsize company, including IT budget”

  • “a 16-person staff [for the IT director

    heading the improvement]”

Identified Need and Assets

  • From Hildebrand.

D esigned and i mplemented i ntervention

  • Step 1: “initially experimented with SharePoint Services”

  • Step 2: “to pull together a proof-of-concept for an internal central repository of information”

  • Step 3: “retained Phoenix-based InterZnet to help build the portal”

  • End Result: “a portal [“Radar”]…that pulls data on demand…into an SQL report database that contains every customized report built by the IT group.”

Designed andImplemented Intervention

  • From Hildebrand.

*Named after the M*A*S*H character




Administrative Assistants

IT Staff

Planning System

Customer Relationship Management Software (CRM)

Sales and Fulfillment Staff

  • Created From Hildebrand’s Description.

E valuated

Use of Quantitative “Baseline Goals”:

  • “Grow revenue and earnings by 30% annually.”

  • “Increase international revenue to 50% of total by 2009, up from 23% in 2005.”

  • “Increase number of daily portal users from 130 in April 2006 to 350 by year-end.”

    Use of Qualitative Study:

  • “the iterative approach” (so called by an InterZnet executive) – checking back with employees on the portal use


  • From Hildebrand.

L essons l earned

  • Successes:

  • “get user buy-in,”

  • “evangelism”/”educating users on what’s available.”

  • “the iterative approach”Improvements:

  • Follow through making Radar “more interactive” and figuring out “how to maintain content that is no longer solely created by the IT department.”

  • Look at the culture’s (i.e. the salespeople’s) technology problem and over-focus on the salespeople

  • Consider streamline technology fixes, not “layering software”

  • Companies are usually recommended to check with the employees before making the technology – do they even want it?

Lessons Learned

  • From Hildebrand and others as noted in audio.

W orks c ited

  • Beatrix. (12/18/2012). [Picture of Dealing a Card]. Retrieved from:

  • Cardshark Online. [Picture of Card Machine]. (3 November 2009). Casino Equipment: ShuffleMaster one2six Automatic Shuffler. Retrieved from:

  • Churchill, R. (4 June 2012). [Picture of Employees]. Review-Journal. Retrieved from:

  • Hildebrand, C. (2006-07-06). Shuffle Master Puts its Money on a Portal. Baseline. Retrieved from:

  • Mezher, T., Abdul-Malak, M.A., Khaled, M., and El-Khatib, I. (2009). Building a Knowledge Management System in a Design Firm: The Case of XYZ Structural Department. Journal of Cases on Information Technology, 11(3).

  • [Picture of Cards]. Genting Casino. Retrieved from:

  • [Picture of Card Symbols]. Winner Strategies Poker. Retrieved from:

  • [Picture of Casino]. Play Party Casino Games. Retrieved from:

  • [Picture of Radar]. WhateverHappened to “Radar” O’Reilly?. Retrieved from:

  • SHFL Entertainment. Retrieved from:

  • SHFL Entertainment Inc. 8-K. (3/4/13). Retrieved from:

  • SHFL Entertainment Inc. 10-K. (10/31/12). Retrieved from:

  • Tynjala, J. [Picture of Cards]. Addressing color blindness in game design. Retrieved from:

Works Cited