attempting to drive down the average daily rate to make staying at the casino-hotel attractive to noncasino patrons. Food-cost ratios, the efficiency indicators of the food and beverage op- erations of a more traditional lodging facility, do not apply. The casino is able to subsidize both the lodging and the food and beverage op- erations in order to keep its patrons at the gaming tables. Traditional hoteliers and food and beverage managers with traditional operations backgrounds usually have a difficult time adjusting to their secondary role as support facilities for the casinos. However, once they become involved, they realize that the sheer volume makes up for playing sec- ond fiddle to the tables. One assistant restaurant manager for the Food