...Recommendations………………………………………………………………………8 Conclusion………………………………………………………………………………9 References………………………………………………………………………10 Executive Summary Monte Carlo Magic, LLC is a medium level competitor in the casino gaming supplies industry within the United States. Monte Carlo Magic, LLC. has eight retail locations across the United States servicing the main casino centers within the United States. Monte Carlo Magic, LLC. desires to become a larger player within the casino gaming supplies industry not only in the Unites States, but expand their reach globally. Currently, the cost for opening retail locations in casino centers around the globe is an expensive venture. The large investment costs would include retail outlet leasing, manpower costs, warehouse distribution supporting the individual retail outlets and political climate of the different countries we expect to expand into. It is our position that we can accomplish the same market penetration by providing an Online Marketing presence of our products and services. This additional marketing and sales approach accomplishes several of our strategic goals of being a larger player within the casino gaming supplies industry. Monte Carlo Magic, LLC. can establish a faster presence with an Online Marketing venture versus setting up additional multiple retail sites around the globe. The cost of...
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...Executive Summary 1.1 Brief Summary While the Trump organization continues the expansion of its entertainment/luxury conglomerate through the recent acquisition of half ownership over the sports entertainment giant The World Wrestling Entertainment (WWE) and its recent entry into the higher-tier water business with its new brand, Trump Ice, it’s Casinos in Atlantic City (AC) do not seem to be doing so well. With increased competition, mounting regulations, and a relatively depressed economy the overall revenue of the Trump Organization’s AC hotels are diminishing, with administration expecting lower market shares in the coming years (“Trump buys raw”, 2009) (“The Trump Brand, 2012) (“Trump Entertainment Resorts, Inc”, 2010) (Bary, A., 2011). The organization’s failure to systematically allocate resources for periodic improvements/updates to these facilities have cost it the inability to attract or retain customers. In fact, just recently the organization relinquished one of its AC properties, The Trump Plaza to its competitor, The Golden Nugget (Wittowski, 2011). This is allocation of resources is critical in an industry where customer retention is correlated to the amount of expenditure and improvements made to the facilities. This slump in the organization competitive performance has been the case for quite some time. The Trump Organization has repeatedly fell at the brink of filing for bankruptcy – due to high leverage, low liquidity, and poor operating performance compared...
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...Beyond the Casino Floor: Economic Impacts of the Commercial Casino Industry I. Overview The commercial casino industry in the U.S. has without question undergone significant growth over the last 25 years. During this time, the industry has gone from operating only in Nevada and Atlantic City, New Jersey to operating 566 casinos in 22 states in 2010. Coinciding with this growth, large portions of the industry have also undergone an evolutionary shift that has led to an increased emphasis being placed on a wide range of entertainment and recreational options beyond the casino floor. Despite considerable evidence substantiating this evolutionary change in the commercial casino marketplace, in the popular mind the casino industry remains largely about gambling. There is a perception that people travel to casinos mainly to spend some money gambling and then return home. In this simplified view, the money they spend pays for the facilities they visit and the salaries of the employees with whom they interact. This view is, however, incomplete. In reality, this perception discounts how increasingly complex modern casinos in the U.S. have become, and how large and far-reaching a role they now play in the American economy. This study, conducted by the Brattle Group for the American Gaming Association (AGA), uncovers several key findings about the U.S. commercial casino industry: • Based on direct, indirect and induced impacts, the commercial casino industry supported approximately...
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...University of Ballarat | Industry Analysis Report Gaming Industry in US | BUMKT 5922 Competitive Analysis Individual Assignment | | Carolina Dos Santos (ID: 30058334) | 9/4/2011 | Table of Contents 1. Executive Summary 3 2. Introduction 4 3. Marco Environmental Analysis 5 4. Industry Analysis 7 5. Strategic Options and Recommendations 10 6. References 13 7. Appendices 14 1. Executive Summary It is expected that US gaming will not be the world number one casino region in the world due to the rapid growth of other casino regions. With its long lasting history and reputation, it is still a very profitable industry because of its large domestic and foreign market share. The well known brand and large portion of market share maintain its global competitive advantage over competitors and substitutes. 2. Introduction Casino gambling becomes very popular around the world and it is one of the most common types of entertainment in US and many other countries. According to Investopedia, A casino has been defined as houses or accommodates that provide facilities for certain types of gambling activities. Casino is usually built in combine with hotels, restaurants, retail shopping and other tourist attractions. It also provides facilities for hosting live entertainment events and sporting events (Investopedia 2011). The industry has been growing very fast in the past few decades in relate to its size worldwide. It has a large impact to the...
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...Ji Doh Johnson & Wales University - Providence, mjd141@jwu.edu Follow this and additional works at: http://scholarsarchive.jwu.edu/mba_student Part of the Food and Beverage Management Commons, and the Gaming and Casino Operations Management Commons Repository Citation Doh, Myung Ji, "Wynn Resorts, Ltd." (2011). MBA Student Scholarship. Paper 3. http://scholarsarchive.jwu.edu/mba_student/3 This Research Paper is brought to you for free and open access by the The Alan Shawn Feinstein Graduate School at ScholarsArchive@JWU. It has been accepted for inclusion in MBA Student Scholarship by an authorized administrator of ScholarsArchive@JWU. For more information, please contact egearing@jwu.edu. Johnson & Wales University Providence, Rhode Island Feinstein Graduate School WYNN RESORTS, LIMITED A Research Project Submitted in Partial Fulfillment of the Requirements for the MBA Degree Course: HOSP6800 Hospitality and Tourism Business Policy and Strategy May 10, 2011 Wynn Resorts, Ltd. 2 I. All financial data have come from the 20 I 0 or 2009 IO-K Report of Las Vegas Sands Corp., MGM Resorts International, and Wynn Resorts, Ltd. 2. All industry standards are from personal communications with Dr. Cooper, HOSP5600. 3. All industry medians are taken from Hoovers.com and the market price is taken from Yahoo Finance. Wynn Resorts, Ltd. 3 TABLE OF CONTENTS Executive Summary ...................................................................
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...recommendations IX. High-level implementation plan X. Summary of project References I. Abstract This proposal will detail how the purchase and implementation of CRM system not only eliminates the current challenges Aces Wild Casino Parties’(AWCP) faces in data mining, data sharing, and effective email follow-up/marketing, but also that once a CRM is purchased and fully implemented some of the benefits that can be expected are: * AWCP customer data becomes centrally managed, eliminating duplicates and providing more security for sensitive information. In addition, sales overlap can be eliminated. * AWCP marketing teams have access to better quality customer information and can effectively reach out with more targeted campaigns. * Sales pipeline reports become more accurate and can be used for forecasting cash flow predictions. * AWCP management decision-making processes are streamlined due to the wealth of customer and sales information provided by a properly maintained CRM system * AWCP customer retention is improved due to a variety of reminders, follow-ups, and relationship details over all channels of the business (Taylor, 2013) II. Brief Company background Aces Wild Casino Parties (AWCP) is an event rental company that focuses on casino event themed fundraising, private, and corporate parties. A small business based out of Orlando, Florida AWCP has two employees that will be utilizing the proposed CRM system....
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...A Survey of Electronic Cash, Electronic Banking and Internet Gaming 1 2 TABLE OF CONTENTS PREFACE ..........................................................................................................................5 FOREWORD ..........................................................................................................................7 INTRODUCTION ............................................................................................................... 11 ELECTRONIC CASH .......................................................................................................... 15 INTRODUCTION ................................................................................................... SMART CARDS/STORED VALUE CARDS........................................................ The Basics ..................................................................................................... Stored-Value Card Issuers ............................................................................ COMPUTER E-CASH ............................................................................................ The Basics ..................................................................................................... E-Cash Issuers ............................................................................................... REGULATORY POLICY ......................................................................................... SUMMARY OF ELECTRONIC CASH...
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...MGM Grand and Mirages Resorts was merged into MGM Mirage MGM Grand and Mirages Resorts was merged into MGM Mirage MGM Mirage changed into MGM Resorts International MGM Mirage changed into MGM Resorts International Figure 1. Timeline of MGM Resorts International (Bolton 2014) MGM Resort International (MGM), which is based in Nevada, USA, is one of the global leading companies in hospitality and entertainment industry. (Bolton 2014). It owns and operates 13 properties across the world, some of which are MGM Grand, Bellagio, Mandalay Bay, Mirage and holds 50% investments in four other properties including CityCenter. Besides, MGM has 51% interest in MGM China Holdings Limited owning MGM Maccau casino & resort (MGM 2015). Besides that, MGM is in the process of building second resort in Maccau which is called MGM Cotai. According to its official website, MGM provides customers with not only top-notch accommodations, fine-dining restaurants, luxurious shopping centers but also memorable entertainment experience with gambling in its modern casinos. 1.2...
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...Asia-Pacific region as well as certain investment into resorts and casinos in Macau as well as in Philippines. The year 2008 was an eventful year for Star Cruises Limited (Star Cruises), with events such as the overwhelming financial crisis which had affected Star Cruises, as well as the deemed disposal of the Norwegian Cruise Line Corporation Ltd (NCLC), where NCLC ceased to be a subsidiary of the Company and became a jointly controlled entity of the Company. Star Cruises’ financial performance was poor, as reflected in the financial statements. Gross profit for the company (Star Cruises without its subsidiaries) recognized a 25.86% decline. However, while profitability ratios such as Return on Assets (ROA) and Return on Equity (ROE) improved from last year; it is good to note that they are still a negative ratio. Although the improvement on face value may seem good when compared to its competitors, it is unfair to judge the value as Star Cruise made an overall loss and its absolute ROA and ROE are bad compared to its competitors. Overall, Star Cruises recorded a -20% change in her total assets, and was most salient compared to her other competitors which recorded an increase of either 10% or a fall of 2%. However, Star Cruises’ current assets had increased by a significant 118.79% in the year 2008. This increase in current assets is possible due to a much more significant increase of 34580.65% in her ‘other current assets’ account, which more than offsets a dip in other accounts...
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...Assignment Two: Crown (Casino Operations) Issue One: The chosen organisation is Crown, with our team’s focus specifically on casino operations in the High End and Mass Market segments to allow a more detailed analysis of the marketing mix and future direction of the brand. Crown has a strong value proposition, highlighted as the Asia Pacific leader in integrated gaming, entertainment and resort facilities, with gaming operations in a broad and highly lucrative market segment both within Australia and overseas. In Australia alone, over 70% of age appropriate citizens participate in some form of gambling activity in a market worth over $20 billion annually (Australian Productivity Commission Report on Gambling – 2010). According to the same APC report, casino gaming now makes up over 20% of the total gambling market and the use of poker machines in both casino and club environments has increased from 29% to 55% of spend in the last 20 years. Whilst a strong customer centric approach is essential for Crown to secure market share and build long term, loyalty based relationships with customers, the business also represents an example of both product and market orientation in its approach. The product orientation is indicated through Crown’s continuous development of table games and customer service programs, with the market orientation indicated through Crown’s detailed understanding of customer needs across its target markets (VIP, High End & Mass Market) and its delivery...
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...MGMT 102 Strategy Las Vegas Sands A Company and Industry Analysis Submitted by: Adhitya Christian Martin (G3525406X) Chye Hui Lin (S8734971C) Darren Chng Meng Hoe (S8509392D) Jasmin Hamdani Ham (G3529740K) Karina Ondang (G0638741T) Liu Fang (G3529124K) Louis Lim Wei Chun (S8416257D) * Contents Executive Summary | 1 | Company Overview | 2 | External Environment | 2 | Internal Environment | 4 | Acquisitions, Restructuring and Cooperative Strategies | 6 | Business-Level Strategy of Las Vegas Sands in the U.S. | 6 | Corporate- Level Strategy of Las Vegas Sands in the U.S. | 11 | International Business-Level Strategy of Las Vegas Sands | | Macau | 14 | Singapore | 17 | Bibliography | i | Appendix | iv | * Executive Summary Las Vegas Sands is a hotel, gaming and resort development company which operates in many countries worldwide. It has 3 significant establishments; The Venetian and The Palazzo in United States, The Venetian Macao in Macau and Marina Bay Sands in Singapore. The company places strong focus on their code of conduct and ethical behavior of their employees. The company has both tangible and intangible resources. Their capabilities include excellent management of operations and human resources, specifically tailored offerings to the Asian market, the MICE business and Eco 360 cost savings initiative. We have identified their core competencies to be in MICE, the Eco 360 program, its Paiza Club which...
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... Business Analysis and Valuation Report Prepared By: Kai.Zhang(42690157) Version # 1.4 Updated on 25/10/2011 10 PM ------------------------------------------------- Acknowledgments ------------------------------------------------- If applicable, include acknowledgement to contributing individuals: ------------------------------------------------- ------------------------------------------------- Analyst’s Name | Number | E-Mail Address | KAI ZHANG | 42690157 | Kai.zhang3@uqconnect.edu.au | Document Name | | Date Created | 10/8/2011 | Milestone 1 date submitted | 8/9/2011 | Milestone 2 date submitted | 3/10/2011 | Milestone 3 date submitted | 25/10/2011 | Finalization date | 25/10/2011 | | | | | | | REPORT VERSION RECORD The Business Analysis and Valuation Report is a managed document with tracking of versions, changes, and release dates for each of the three milestones. Version Name | Version Number | Date | Author(s) Name(s) | Change Description | MS1 | 1.0 | 8/9/2011 | KAI ZHANG | Document created | MS2 | 1.1 | 3/10/2011 | KAI ZHANG | Milestone 1 fix | MS3 | 1.2 | 15/10/2011 | KAI ZHANG | Milestone 2 fix | final | 1.3 | 25/10/2011 | KAI ZHANG | Project Completed | | | | | | | | | | | | | | | | | | | | | | | | | | Milestone versions of the report are issued including the complete document...
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...International Timeshare Industry SUSTAINABILITY & INNOVATION: INTERNATIONAL TIMESHARE INDUSTRY March 3, 2015 Faculty of Hospitality & Tourism Management Master of Business Administration Table of Contents Abstract 1 CHAPTER 1 – Research Study 2 1.1 Introduction 2 1.2 Research Problem 3 1.3 Research Objective 3 1.4 Research Question 3 CHAPTER 2 – Description of Changing Landscape & Challenging Market Space 3 2.1 Changing Landscape & Challenging Market Space 3 2.1.1 Economic and Industry Analysis 5 2.1.2 Challenges & Strategic Trends 8 2.2 Description and Analysis of Four Key Businesses 9 2.2.1 Marriott’s Aruba Ocean Club 9 2.2.2 La Cabana Beach Resort & Casino 9 2.2.3 Tropicana Aruba Resort & Casino 10 CHAPTER 3 – Research Design and Methodology 10 3.1 Research Design – Data Collection 10 3.2 Methodology – Data Analysis 11 3.3 Quality of the study 11 CHAPTER 4 – Results and Findings 11 4.1 Descriptive Analysis 11 CHAPTER 5 – Conclusion and Recommendations 22 References 24 APPENDIX A – Interviews 25 Abstract The timeshare industry whether large or small are competing on a variety of areas such as luxury, flexibility and service. It is also the least researched segments of the accommodation of tourists. This paper provides a analysis of the current situation of the timeshare industry focusing on innovation and sustainability of the mentioned industry based on the perspective...
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...Case Analysis Project Summer 2014 Brandon Ast Christina Casey Table of Contents Introduction…………………………………………………………………………………………3 Overview of the Company Current Strategies Current Mission External Environment…………………………………………………………………………….4 Assessment of External Environment Porter’s Five Forces Assessment of Strategic Groups Key Competitors Internal Environment……………………………………………………………………………..7 Value-Chain Analysis SWOT Analysis Financial Statement Analysis Analysis of Financial Data Key Resources and Capabilities Internal Efficiency and Cost Savings Industry Analysis Analysis of Marketing Position………………………………………………………………..18 Company & Industry Growth Marketing Strategies Analysis of Management Stock Performance International Strategies Strategic Position…………………………………………………………………………………21 Current Core Competencies Competitive Advantages Performance Indicators Recommendations and Discussion………………………………………………………………23 Long-Term Options SBU Level Recommendations Short-Term Options Corporate Social Responsibility Environment and Sustainability Introduction Las Vegas Sands Corporation (LVS) is a multinational casino and resort company that began in 1989 when Sheldon Adelson purchased the Sands Hotel in Las Vegas, Nevada. Since 1990, LVS has grown into a luxury hotel, entertainment, and gambling corporation with locations in the United States in China. Among their most well-known American properties are The Venetian...
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...Singapore Casino Gambling Introduction Singapore is among the fastest growing economies in the world. The country has diversified its revenue sources in order to expand its economy. The country in 2010 launched Integrated Resorts that would serve as tourist destination and attraction sites. These two resorts that are equipped with several modern facilities are: Marina Bay Sands and Resorts World Sentosa (Shi, 2013; Mazza, 2013). Among the many facilities, the resorts have gaming and Casino Gambling facilities. The two Casinos at the two resorts have had positive contributions to Singapore’s economy since their launch. Casino Gambling however have impacted negatively on the society. Casino Gambling is considered to very addictive and some even argues that it destroys the social fabrics in a society (Kae and De, 2012). According to Ng (2011), casino gambling since the inception of two resort centers has taken shape in Singapore. Gambling is a legal activity that has economic value and pumps money through taxes into the economy (Tse, Hong and Ng, 2013; Case, 2011). Casinos also offer employment to many people making it even more beneficial in an economy. The government is blinded by everything for the simple reason that more addiction among gamblers drives more profits in terms of taxes for the government. It is the responsibility of businesses to be socially responsible and has activities that in anyway can degrade the moral values, beliefs and behaviors of people. Access to casino gambling...
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