...NIBC Valuation Memo Analysis of valuation methodologies Comparable company analysis compares trading and operating performance of the Wynn Resort to its peers. We used this valuation method to determine how the market has valued the earnings and cash flows of similar companies and allow us to analyze other parameters such as book value, leverage and margins. The main benefit of this valuation methodology is that market efficiency ensures that the trading multiples are similar for companies in a related industry, geography, and have similar market cap and growth rates, thus the company in question can be valued based on its close trading comparables. Disadvantages include an inability to find exact comparables, as no two companies are the same; thinly traded stocks may not fully reflect the fundamental value of the company, or extreme market volatility may cause deviation from intrinsic value, and an entire industry could be undervalued or overvalued as a result. Precedent transaction analysis determines the values offered in past acquisitions of similar companies and determines the pricing associated with past deals as compared to the target’s financial performance and current market value. The pro is that comparable transactions reflect reality as it has occurred in the past. This method gives you an accurate sense of how past transactions were successfully completed at certain premiums, which indicates a range of plausible premiums. Trends such as consolidating acquisitions...
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...Mgmt 530 – Case Analysis – Which venue to select for the rescheduling of the event. Consequence Table | Chicago | New York | Las Vegas | Airfare | $200 - $300 | $300 - $400 | $200 - $300 | Hotel Room Rate | $149.00 | $329,00 | $169.00 | Conference Costs | $25,000 | $20,000 | $15,000 | Survey Rank | 1 | 2 | 3 | Now, look closely at the table and review the dimensions for which you are establishing and idea on how to rank the cities. In this case, the dimensions are by airfare, hotel room rate, conference costs and survey rank. The next step is to develop a scoring model… Let’s use 3 for Best, 2 Second and 1 for Worst. This could be any set of numbers. Now, using the scoring model, review each of the dimensions and basically use a number for whether or not the ranking is better, second or worst. In this case, if you have two that are the same, that doesn’t matter, as both will receive the same score. For example, conference costs are $25,000, $20,000 and $15,000 for Chicago, New York and Las Vegas. Using three as the best and 1 as the worst, you would rank Chicago 3, New York 2, and Las Vegas as 1. Now do this for each of the dimensions based on whether or not the metric is good, second or worst. You should get a table that looks like this: Scoring Model (3 = Best, 2 = Second Best, 1 = Worst) | Chicago | New York | Las Vegas | Airfare | 3 | 1 | 3 | Hotel Room Rate | 3 | 1 | 2 | Conference Costs | 1 | 2 | 3 | Survey Rank | 3 | 2 | 1 | ...
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...Sultan Alotaibi 2010 Las Vegas Executive Summary LVCVA aims to provide the best and luxurious entertainment products and services to targeted business environments in North America and the rest of the world. This plan seeks to generate a significant increase in company sales and profits from creating more contracts with businesses from Canada in a perspective of B2B customers, government alliance, government services, boarding the service-line, compared to the preceding year. The highlights of this plan are the targeted sales-revenue from managing the business relationship with other business clients. These targets are attainable through enhancing the relationship with our current clients and our market reach in the future, expanding business relationship with other business clients, teaming-up with leisure providers, and partnering with reputable international and regional suppliers and services firms to reduce competition, improve pricing, and reduce risks. Las Vegas is counted to be a complete city for any vacation, convention, and business trip. The city has 150000 rooms, 250000 resort industry employees, the resorts can host up to 19000 meetings, convention and incentive programs annually, ranging in size from 10 to over 100,000 attendees. Las Vegas has more than 10.5 million sq ft of exhibit space (Ralenkotter, 2009). This business plan was created on the basis of our market research. Data conclude the size and growth of the business market segments, business...
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...Executive Summary Dumitri Mironescu is the owner of a limousine company in Las Vegas which currently consists of 17 vehicles. During the year of 2012, Dumitru decided that it was time to replace three of the company’s 17 vehicles. In addition, Dumitru wanted to add two new vehicles to his fleet of limousines. Dumitru submitted a business plan to the bank to finance his purchases. After reviewing his business plan, the bank was not comfortable with the company’s revenue forecast and needed further convincing. Dumutri got help from his son to prepare a forecast for visitors to Las Vegas in 2013. Revenue for the limousine service is driven by the amount of visitors to the area. Therefore, in order to forecast the company’s revenue, Denis will have to prepare a forecast for visitors to Las Vegas using different forecasting methods. The best forecast method will be chosen and will help determine the growth of revenue; and ultimately decide whether Dumitru should replace three vehicles as well as add two additional vehicles to his fleet. Background In 1983, Dumitru Mironescu and his family fled Romania and settled in Las Vegas. In order to help his family survive, Dumitru had given up ideas of furthering his education and took a job at a major hotel as a parking attendant until he learned to speak English. His incredible attention to detail and friendly interaction with everyone was noticed. Eventually his hard worked paid off and he was offered the position as the driver for...
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...MGMT530 – Conference Decision Week 3 Case Analysis The assignment was to create the following: * A consequence table * A weighted scoring model Are there any dominated alternatives that can be eliminated? Are there any even swaps? Consequence Table | | ALTERNATIVES | | | Cancel conference for this year—schedule for next year | Keep in New Orleans, but schedule for a later date (when the hotels re-open) | Keep same dates, but move to another city | Move to another city and schedule for a later date | OBJECTIVES | Maximize attendance | Does not meet objective. | Does not meet objective. | Does not meet objective. | Meets objective. | | | Senior management stated that cancelling is not an option. | Uncertainty on when New Orleans will be back in business is too far off. | Cost and logistics of finding a new location and getting attendees to change flights with such short notice is cost prohibitive. | In a survey of attendees, they would be willing to look at a new date in October and were most interested in Las Vegas, Chicago, or New York as alternative sites. | | | Does not meet objective. | Does not meet objective. | Does not meet objective. | Meets objective. | | | Refunding registration fees would cause a loss for conference. | Because of uncertainty with city, the registration fees would need to be refunded. | Conference would lose money and incur additional costs for last minute scheduling. | A preliminary survey shows that costs...
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...with Raymond Tse to establish Obersport Ltd. This joint venture was used to coordinate production of Sport Obermeyer products in the Far East. Obersport was responsible for fabric and component sourcing for Sport Obermeyer’s production. Materials sourced were cut and sewn either in Raymond Tse’s own “Alpine” factories or in independent subcontractors located in Hong Kong, Macau, and China. Raymond was owner and president of Alpine Ltd., which included skiwear manufacturing plants in Hong Kong as well as a recently established facility in China. Obermeyer would cover 80% of Raymond Tse business. For this case, we will focusing on the skiwear part of the Obermeyer business. It has a current cycle time of 27 months. Considering that what we are selling is short life cycle product with very variable demand. The numbers that practically drives the business mostly comes from the Las Vegas show. Out the 27 months cycle, Obersport has only has 6 months to purchase, produce and deliver the products for winter selling in North America. Obersport is located in the Far East and currently his supplier lead-times is are really long and minimum orders is quite high....
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...Environmental Analysis Paper Executive Summary In today society, how many students are informed of how to stay healthy and how to properly develop one’s body? R.T. Athletics is a health and strengthening athletic program that help informs and develop student physical attributes. In order to incorporate this program management has to forgo an environmental analysis. Environmental analysis is one of the contingency factors that have to be taken into account in designing an organization. In our research R.T. athletics has gather that Environmental analysis of the forces and trends in customer profiling provides sound knowledge of the demographics, personalities, and physical surroundings, as well as, purchasing power and behaviors of customers, (Pearce & Robinson, 2011). Determining the competitive position of other athletic training agencies within the Las Vegas area assists R.T. Athletics in creating unique services and care that sets them apart from other agencies. Identifying what has and has not worked for its competitors also provides the agency with insight into what methods are detrimental, and which ones are successful. R.T. Athletics managers conduct bi-annual assessments within the sports athletic industry. Therefore, understanding the macroeconomic factors involve the creditworthiness of the business as well as interest rates, inflation rates, and other trends affecting the current status of the economy, (Pearce & Robinson, 2011). Las Vegas, Nevada is a vast...
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...Coughlin v. Tailhook Case Analysis LAW/531 October 4, 2010 Coughlin v. Tailhook Case Analysis COUGHLIN v TAILHOOK 112 F.3d 1052 (1997) United States Court of Appeals, Ninth Circuit Appeals from the United States District Court for the District of Nevada WIGGINS, Circuit Judge: During a convention at the Las Vegas Hilton, Navy Lieutenant Paula Coughlin was attacked by a group of men in a hotel hallway outside several convention-related hospitality suites. She sued several defendants, including the hotel and the organization which hosted the convention. A jury awarded her several million dollars in compensatory and punitive damages against the Las Vegas Hilton Corporation ("LVHC") and Hilton Hotels Corporation ("HHC"). LVHC and HHC (collectively,"Hilton") appeal. BACKGROUND The infamous 1991 Tailhook Convention served as the stage for the despicable event that led to this lawsuit. Hosted by the Tailhook Association ("Association"), the Tailhook Convention was an annual symposium and convention primarily directed at military aviators and held at the Las Vegas Hilton in Las Vegas, Nevada. Navy Lieutenant Paula A. Coughlin, a decorated helicopter pilot, attended the 1991 Tailhook Convention in her capacity as an aide to Rear Admiral John Snyder. After attending a banquet at the Las Vegas Hilton on the evening of Saturday, September 7, 1991, Coughlin returned to her nearby hotel to change out of her military uniform. She then...
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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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...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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...religious left and established political groups influenced and created the 18th Amendment to the United States Constitution which made it illegal to produce, sell, transport, and import alcohol. If prohibition influenced the creation of the Mafia what did the Mafia influence and how did it affect American Society? Preview of Main Points I was able to find several areas where the Mafia was able to influence American society as we know it today but; I will only touch on three of them. The music we listen to today was greatly affected by the popularity of jazz being performed in the underground night clubs which were owned and operated by the Mafia. Las Vegas, or “Sin City”, wouldn’t be the city it is today without the funding and early management provided by the Mafia. Finally, crime scene investigation or forensic analysis was adopted by the Federal Bureau of Investigation to aid in the investigation of Mafia related incidences. Evidence The Mafia was able to flourish and profit during the early days of prohibition, they provided what was deemed illegal to people who were willing to pay. The Mafia, being entrepreneurs in the times of prohibition, opened plush nightclubs called speakeasies with exotic...
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...Legal System and ADR Analysis JP LAW/531 November 24, 2013 XXXX Gray TO: Judith Gray, Professor LAW/531 FROM: John R. Peterson, Manager Team A DATE: November 24, 2013 SUBJECT: The Legal System and ADR Analysis This research paper discusses the Internal Business Dispute over the Trademark Rights for the “The Cupcakery” company. Moreover, it will cover the other possible legal phases the case could take within the Texas State court system as well as pursue Alternative Dispute Resolutions possibly skipping the traditional court system altogether. The Cupcakery lawsuit arose between the two parties that stemmed from loans paid to Pamela Jenkins from her Uncle Rockey Perrit a Texas resident. According to “Las Vegas Trademark Attorney” (2011), “Perritt, with the full knowledge of Jenkins, decided to open up his own “The Cupcakery” stores – first in Frisco, Texas (owned by the Texas based, and co-Plaintiff , The Cupcakery, LLC), and then a second store in Dallas, Texas (owned by co-Plaintiff Buster Baking, LLC), and later a third store in The Woodlands, Texas (owned by co-Plaintiff The Woodlands Baking, LLC). Perritt’s Texas stores used the same name, recipes and other intellectual property used by Cupcakery NV” (Internal Business Dispute Over “The Cupcakery” Trademark Reignites). Armed with this background, let us first take a look at what legal phases this case could take within the Texas court system. Texas Legal Court System At the time this lawsuit...
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...Journal of Vacation Marketing http://jvm.sagepub.com/ The impact of social media on destination branding: Consumer-generated videos versus destination marketer-generated videos Yumi Lim, Yeasun Chung and Pamela A Weaver Journal of Vacation Marketing 2012 18: 197 DOI: 10.1177/1356766712449366 The online version of this article can be found at: http://jvm.sagepub.com/content/18/3/197 Published by: http://www.sagepublications.com Additional services and information for Journal of Vacation Marketing can be found at: Email Alerts: http://jvm.sagepub.com/cgi/alerts Subscriptions: http://jvm.sagepub.com/subscriptions Reprints: http://www.sagepub.com/journalsReprints.nav Permissions: http://www.sagepub.com/journalsPermissions.nav Citations: http://jvm.sagepub.com/content/18/3/197.refs.html >> Version of Record - Jul 13, 2012 What is This? Downloaded from jvm.sagepub.com at Queensland University of Tech on July 27, 2013 Article Journal of Vacation Marketing 18(3) 197–206 ª The Author(s) 2012 Reprints and permission: sagepub.co.uk/journalsPermissions.nav DOI: 10.1177/1356766712449366 jvm.sagepub.com The impact of social media on destination branding: Consumer-generated videos versus destination marketer-generated videos Yumi Lim Virginia Polytechnic Institute and State University (Virginia Tech), USA Yeasun Chung Oklahoma State University, USA Pamela A Weaver Virginia Polytechnic Institute and State University (Virginia Tech), USA Abstract A one-way...
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...Case study analysis on ‘Sport Obermeyer’ Sport Obermeyer is a US based manufacturer of fashion ski apparel industry, Parkas were their centrepiece. ANALYSIS 1. Inaccurate forecast of retailer’s demand Due to incorrect forecast the company is held with unsold merchandise which even the retailers wouldn’t purchase, and later the company sold those products at deep discounts which were often below their manufacturing cost, this caused bull whip effect. This resulted loss of sales revenue and further decline in market share. On the other hand, the company ran out of shortage of popular products. The company suffers from long lead time which magnifies bull whip effect, because of the supplier’s capacity constraints which makes it difficult to forecast. The company doesn’t include suppliers and retailers in their future forecasting process. 2. Difficulty in allocation of production between Hong Kong and China. Wally, observed quality and reliability in the operations of China, and lower labour cost. The labours in China weren’t highly skilled as that of Hong Kong which leads to longer production line in China .The plants in China required larger minimum quantities and there were quota restrictions on products by the U.S Government. Highly skilled labours of Hong Kong produce products much faster when compared to China. 3. Raw materials acquired from different countries increased the lead time. This should be avoided in order to implement efficiency in ordering process...
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...Executive Summary Las Vegas Sands Corporation (“LVS”) is arguably the world’s premier casino resort operator. With its operations in Las Vegas, Macau, Pennsylvania, and its new development in Singapore and Europe LVS, is now well-positioned to capture a large slice of what is becoming an increasingly huge pie. They are the biggest company in its industry with a USD market cap of 35.1 billion as of 2011. The casino operator has been a pioneer in opening new markets in Asia, and will continue to aggressively focus on a variety of other development opportunities where it’s needed. However, LVS has faced significant financial challenges since the economic recession began in the fourth quarter of 2008. Among the significant ones is its large amount of long term debt currently at 9.58 billion. Las Vegas Sands Corporation has strategically sold some of their “non-core” assets such as the Venetian retail mall, and its Shoppes at the Palazzo in order to remain compliance with its credit covenants. With this said, there are now in the position to return to profitable operations with its Asian pipeline and its new development project in Europe with the assumption that upon completing these projects it will generate enough revenue to get rid of all their debts. In addition, to their debt issues are the ongoing lawsuits that have brought a threat from government officials questioning how the company conducts its domestic and foreign operations. This is an issue of growing importance especially...
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