With regard to Singapore, we get the sense that the casino division in both MBS and RWS has not paid due attention to the appropriateness of its HR practices, particularly those pertaining to internal marketing. Currently over 80% of the integrated resorts’ revenues are derived from casino operations. In assessing both employee as well as customer satisfaction, the casino division deserves greater attention compared to others such as hotel, food and beverage, and entertainment. Both MBS and RWS need to address each of the elements depicted in Figure 1, which have a demonstrable impact on organizational identification, employee satisfaction and retention. Despite the obvious benefits of operating in a duopoly, both RWS and MBS, if poorly managed, could see both their customers and employees desert them as the casino novelty in Singapore wears off.