... | | | | | | | Introduction The MGM Grand fire occurred on November 21, 1980 at the MGM Grand Hotel and Casino in Paradise, Nevada, USA, now bally’s Las Vegas. The fire killed 85 people, and more than 650 were injured, mostly through smoke inhalation. The tragedy remains the worst disaster in Nevada history, which is the second largest life-loss hotel fire in United States history. It was determined...
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...quality results, every time. Las Vegas Golf, Gaming, and Amenities are equal opportunity business making its expertise and services available to help its clients plan their own events. Party Packs {complete kits for their event}; make hosting a party a snap, right down to the refreshments. Our event planning software delivers interactive event planning to a personal computer or smart phone. Through these and other affordable products and services, we aim to be the number one resource the Black Commonality for any event in Las Vegas. 1.1 Objectives [ 1 ] Las Vegas Golf, Gaming, and Amenities is a small business aimed at the Professional African-American niche and to provide Black Americans access to the Las Vegas integrated resort Casino markets. “LVGGA”knows the Vegas market. We pay attention to your details! We can leverage our Vegas experience & relationships to promote to “Black Americans” that (Las Vegas) is the best place to hold a convention or major event. Additionally, we aim to develop minority local businesses to join in their efforts, thereby directly benefitting from Black tourism. In order to reach these goals, LVGGA must focus on the mission behind the vision. It will take all employees, owners, and vendors living this same vision. The vision manifests itself in three ways: 1. Heads in Beds = $Revenue$ 2. Justly compensate the employees, owners, and founders of LVGGA 3. Deliver the same quality results, every time. 1.2...
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...Managing in Las Vegas" the authors analyze the effects of the terrorist attacks of 9/11 on the gaming industry on the Las Vegas Strip. Coin-in slot machines were used to determine the effects of this downturn in economy because they are the purest gaming volume indicator. Immediately following the 9/11 attacks casino managers made rash decisions, laying off thousands of workers and cancelling major projects. This caused employee morale to plummet. An anonymous strip executive stated "There was a perception among the labor team that some of the general managers saw their bonuses growing wings and flying away, and before they knew what was happening, they just panicked and laid people off" (Eisendrath 160). The impact of 9/11 was felt immediately as hotel occupancy rates decreased and flights into Las Vegas' McCarran Airport were reduced. The article concludes with saying that even though there was a terrorist attack the Las Vegas Strip made a fairly quickly rebound. Dr. Kolin, the distinguished professor of English from the University of Southern Mississippi, insists "ethical behavior is crucial to your success in the workplace" (30). The managers of the casinos that laid off thousands, that caused employee unrest could have avoid the whole situation by thinking ethically and talking to their employees. Dr. Kolin's guidelines to help you reach ethical decisions would have been a good start for these managers to help convey the right information to its staff. "Prompt and...
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...Consideration of Alternatives Based on the integrated analysis of condition of the MGM Grand hotel, it can be divied to two parts which are most significant to their revenue and profit growth includes non-gaming activity and gaming programs. First of all, the non-gaming activity must be mentioned. Besides the huge number of rooms that costumers will find in the MGM Grand Hotel & Casino, they should also have other facilities that they might want to know about. The MGM Grand Hotel should build up a user-friendly information system which can help visitors to consume distinctly. For example, the reception table should collect phone numbers of every single visitor, which is in order to guide them to visit this strange area when they are confused to make the tour decision. Moreover, the MGM Grand Hotel should set up a tourist or guider group which can provide some travel plan to costumers. These plan includes several travel routes, and visitors can take advantage of the tourist program like the locations and services of famous night club, several restaurants, an events arena, the big casino, concierge, special executive-level rooms, Jacuzzi, outdoor pools, a shopping arcade, the spa, a salon, room service, the Lion Habitat, a large health club and even wedding chapels. The first method is strongly recommended to be their alternative solution, because it just have to set up a message server to send to customers their well-designed information message or web page with low maintenance...
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...fielded several national ad campaigns. Tourism is Vegas’s biggest industry, and the LVCVA is charged with maintaining the city’s brand image and keeping visitors coming to one of the world’s most famous cities. Although the positioning of the Vegas brand has changed from time to time, the town will probably never entirely lose the “Sin City” label. That title was born when Las Vegas was young—an anything-goes gambling town full of smoke-filled casinos, bawdy all-girl revues, all-you-can-eat buffets, Elvis impersonators, and nowait weddings on the Vegas Strip. This was the Vegas epitomized by the Rat Pack, when Frank Sinatra, Dean Martin, Sammy Davis Jr., and the rest of the crew appeared nightly on stage to standing room-only crowds at the Sands Hotel. Sinatra was even known for referring to anywhere that wasn’t Las Vegas as “dullsville.” But as the 1990s rolled around, many Las Vegas officials felt that the town needed to broaden its target audience. So they set out to appeal to—of all things—families. Some of the biggest casinos on the Las Vegas Strip built roller coasters and other thrill rides, world-class water parks, and family-friendly shows like Treasure Island’s live-action swashbuckler spectacle, visible to everyone passing by on the street. Although this strategy seemed effective for a brief time, marketers came to realize that the family image just didn’t’t sync...
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...October 14, 2010 Mr. Dennis Purdy, Manager MGM Grand Hotel and Casino 3799 Las Vegas Boulevard South Las Vegas, NV 89109 Dear Mr. Purdy: I would like to arrange with the MGM Grand Hotel meeting rooms and accommodations for a conference of about 400 DCC sales representatives from May 25 through May 29, 2011. During our search for facilities, your hotel received high marks for its excellent resort and conference facilities. Our MGM event-planning staff is now in the process of planning our spring sales conference and I am collecting information for our planning committee. We would like to know if your hotel has a banquet room that seats at least 450 people. Also, could we contract at least four smaller meeting rooms near the banquet room that would seat up to 100 people? Finally, I would like to confirm that we will have access to a business center with computer facilities near our conference area This information will help us confirm our conference location. A response by November 15 would allow me to brief the conference planning committee during our next meeting on November 19. If you have questions for us, you may reach me at the contact points, above. Sincerely yours, Carol A. Allen, Director Event Planning Department College of Arts and Sciences-Education CENTRAL COLLEGES OF THE PHILS. ...
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...Executive Summary Rio Tinto, which bases its headquarters in the United Kingdom, has 71,000 workforces working across more than 40 countries including Japan. Being a leading global mining and metals corporation, it is rich in resources, human recourses and capabilities in responding to the demand for metals and minerals necessary to produce in diverse products, ranging from mobile phones to cars. It is focusing on searching, mining and processing the Earth's mineral resources as an effort to maximize shareholders’ value (Rio Tinto 2012). Rio Tinto, Japan faced a great deal of issues due to the earthquake (Vibert 2011). For instance, employees are losing of direction when business is to recommence. Most of the infrastructures such as power systems, public transports and communication channels in disaster-affected areas are destroyed. Furthermore, there are a great deals of uncertainties arose due to the earthquake and its aftermath especially the effect of radioactive contamination on water supply. Lacking of medical infrastructures to help the injuries as their numbers exceeds the affordability of the hospitals is also a concern. Rio Tinto has to act as a corporate residence and deal with these to assure shareholders’ return. This report aims to suggest a solution to deal with the issues identified. The report contains decision criteria acting as targets and measures for the recommendations. TOWS analysis is then put the Rio Tinto’s strength, weaknesses, opportunities and...
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...1940-204X TallTree2 Hotel Casino John R. Mills University of Nevada at Reno Jeffrey Wong University of Nevada, Reno Background The TallTree2 Hotel Casino is a 640-room resort complex featuring a full range of Nevada-style gaming: slot machines, table games (twenty-one, craps, poker, roulette, baccarat, and keno). Besides the hotel and casino, it also has four separate restaurants, two entertainment showrooms, and three gift shops. It is located in the extremely competitive Reno, Nevada, market that includes 25 other hotel casino properties within a 10-mile radius. Given the competitive market, the casino management uses a wide range of marketing promotions to attract customers to the casino facilities where, it is hoped, they will try their luck at the slots or table games. Casinos are designed in such a way that customers must walk through or past the gaming area to get to the restaurants or the hotel registration area. The primary objective of a hotel casino property is to keep a gaming customer in the complex. The casino industry is a unique service industry that has created gaming odds that over a period of time will result in the casino generating revenues from its customers. For example, in northern Nevada, the house normally keeps 2.1% of every dollar that a player puts into a slot machine. Other states and Indian properties can retain up to 12% of each dollar played. For table games the normal return is 12% of drop (money lost by players). To maximize the casino profits...
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...1940-204X TallTree2 Hotel Casino John R. Mills University of Nevada at Reno Jeffrey Wong University of Nevada, Reno Background could be generated by the players gambling. Thus, room prices as well as food and drink prices were set very low to get the customer in the door and keep them there with the notion that these reduced costs would be recouped with 过去其他部门低成本,靠赌博收益,现在变了,见收 casino customer play. 益表分析 But, as the hotel casino structure expanded into luxury hotel complexes with upscale shopping centers (substantially increasing capital expenditures), management now wants these departments to operate more like profit centers. Whereas 20 years ago the casino department generated over 90% of total property revenues, current property revenues are more spread over a range of departments. The current income statement (Worksheet #1) for TallTree2 Hotel Casino shows that 64% of revenues are generated by gaming while rooms (14%), food (12%), beverage (6%), and other (4%) make up the remaining 36%. Northern Nevada casino operations are cyclical, with 收入的季节性 peak demands occurring on Friday and Saturday (100% 特征 hotel occupancy) and during July, August, September, and October. Hotel room rates can change substantially, with rates during the slow period as low as $49 but the same room selling during the Hot August Night Special event for $350 per night. Special holidays such as Thanksgiving and Christmas have traditionally been very slow for casinos, whereas...
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