...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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...* Problem statement The problem for Las Vegas is they are losing revenue because of the September 11, 2001 terrorist attack. People also see Vegas as Sin City and a place where people go to gamble. Vegas do not have a good image to a lot of people. Even though they are trying to turn it around and create a place for families they will never lose that Sin City label. * Company Analysis Las Vegas Convention and Visitors Authority (LVCVA) fielded several national ad campaigns. Tourism is Las Vegas’s biggest industry, and LVCVA is charged with maintaining the city’s brand image and keeping visitors coming to one of the world’s most famous cities. As the 1900s rolled around, many Las Vegas officials felt that the town needed to broaden its target audience. So they set out to appeal to 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. The terrorist attacks of September 11, 2001, dealt Las Vegas tourism one of its worst blows ever. Declining tourism led to 15 000 lost jobs. The LVCVA engineered an image of Las Vegas as a luxury destination oozing with excess and indulgence. The theme parks were replaced by five-star resorts, high-rise condos, expansive shopping mall filled with the world’s top luxury brands, and restaurants bearing names of world-renowned chefs...
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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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...ECON 230: Urban Economics (G2) Term Paper: Business Location Decisions & Patterns: An Analysis of the Agglomeration Effects in Las Vegas Table of Contents Introduction 3 Motivation 3 Background and History 3 Las Vegas Strip Today 6 Location Quotient of Las Vegas 7 Development Phases of Las Vegas 8 The First Wave of Development 9 Supply-side Factors 9 Demand-side Factors 10 The Second Wave of Development 11 Demand-side Factors 11 Supply-side Factors 13 Summary of Development Phases 14 Comparing Macau with Las Vegas 15 Lessons Learnt For Singapore 17 Conclusion 18 Bibliography 19 Introduction Motivation Over the years, Las Vegas has developed itself into a city housing mega-resorts and massive entertainment providers. More specifically, Las Vegas Strip, which is a 6.8 kilometer long highway leading from Los Angeles into Las Vegas, has seen a conglomeration effect with many large hotels, casinos and resort properties congregating there. Nineteen of the world’s twenty-five largest hotel by room count are on the Strip, with a total of over 67,000 rooms. In this paper, we are interested in studying the agglomeration trends of the mega-resorts in Las Vegas, understanding the reason and benefits of concentration. Next, we attempt to analyze difference between Las Vegas and Macau, the 2 gaming giants of the world. Lastly, we will extend these lessons learnt to two upcoming integrated resorts in Singapore. Background and History ...
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...[pic] Keuka College Bachelor of Science in Management List 1. Develop a Porter 5-forces model of the casino industry. Make sure you discuss each of the five forces in a separate paragraph or section 3 2. How are the gambling companies in Las Vegas responding to the changes in the industry structure and the increased competition . 21 3. How have the casinos in Atlantic City tried to compete with Las Vegas? What threats do they face . 23 Chen Huisheng 323945 Lin Weijie 324066 1.Develop a Porter 5-forces model of the casino industry. Make sure you discuss each of the five forces in a separate paragraph or section. For purposes of this case, we will define the casino industry as including full-service, diverse entertainment (i.e. traditional) casinos of Las Vegas and Atlantic City, and treat other gambling alternatives (e.g. Native American casinos, riverboat gambling, etc.) as substitutes. When discussing each of the five forces, be sure to consider each of the factors relevant to each of these five forces as we discussed in class. In terms of Porter’s 5 forces analysis, the bargaining power of suppliers is weak because of the fact that casinos basically provide their own services with internal resources, such as employees properly trained in various casino games. The bargaining power of customers is strong, especially because even a slight change in the demand for casino services could directly impact the revenues of the industry...
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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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...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 conversation with consumers in destination branding was pervasive when destinationmarketing organizations...
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...state of unemployment. Nevada’s recovery will depend on the improvement on the overall economy in order for people to justify higher discretionary spending in a state that relies so heavily on tourism. Unemployment Overview The simple definition of unemployment is the number of people who are actively looking for work but are not currently employed. Unemployment is more complex than its definition reveals, however. Several factors are considered to determine whether one is counted as unemployed. There are three types of unemployment: • Structural — this type of unemployment occurs when there are more people looking for jobs than are available at the current wage rate. People may be unemployed because of a mismatch in what employers need and what employees have. For instance, unemployed workers may lack the skills needed for the available jobs, or they may not live in the part of the country where jobs that match their skills are available. • Frictional — this type of unemployment is sometimes called “waiting unemployment” because it relates to the time workers spend in a job search. Most...
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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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...Title: Wynn Resort Executive Summary Wynn resorts, Ltd. is a premium destination world-class casinos and resorts owned and managed by Steve Wynn. It also owns and operates the Wynn Las Vegas, a casino resort that is located at 3131 Las Vegas Blvd. South, The Strip, Las Vegas, Nevada and a casino resort located in the Macau special administrative region of the People’s Republic of China. Problem Identified 1. The expansion in China and Macau has the right to take control of the Wynn resort in the year 2017 which would be devastating to the company and would drastically reduce the company profit and Wynn Resort should be able to make a good strategy in which it’s not. 2. Maintaining the competitive advantage of Wynn Resort over it’s competitors despite the increasing number of international and domestic competitors. Alternative Courses of Action 1. Focusing on high end customers is not just the main goal of the company but also should cater to people that belong to the middle class or middle market gamblers 2. Excellent customer service should be observed since it would be able to make the company boost their reputation and consistency in terms of customer satisfaction. 3. It would be better to lower their cost or price in order the middle class customers to gamble more often in their casino. 4. There should be a unique offering of amenities and facilities in the casino and hotel which would give them a stand out compared to other...
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...can differentiate ourselves through better customer service and better customer experience7 Culture to Thrive In Success at Zappos begins with the company's culture and the unusual amount of openness Hsieh encourages among employees, vendors, and other businesses. 'Uwe get the culture right," he says, "most of the other stuff like the brand and the customer service-will just happen... . We want the culture to grow stronger and stronger as we growf Named "The Smartest Dude in Town" by business magazine Vegas In4. Hsieh believes employees have to be free to be themselves. That means no call times or scripts for customer service representatives, regular costume parties, and parades and decorations in each depart-ment Customer service reps are given a lot of leeway to make sure every customer is an enthusiastic customer. Hsieh shares the Zappos culture with anyone who will listen. In a program called Zappos Insights, "Company Evangelists" lead tour groups of 20 around the Las Vegas headquarters. Office cubicles often overflow with kitschy action figures and brightly...
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... with 45 percent of online buyers saying they purchased travel online. This is outpaced only by books at 54 percent. According to a recent survey by BizRate.com (1999), 85% of the respondents intend to use the Internet exclusively or in conjunction with off-line resources to schedule airfare (90% of those planning to purchase travel online), hotel (52%), and car rental (42%) reservations for holiday travel. More than 75 percent of respondents indicated that discounts would motivate them to purchase future travel reservations online. Thirty-nine percent said earning frequent flyer miles or points also would be a strong influence. Cyveillance (1999) estimates that the overall universe of travel sites on the Web is 116,000. Based on analysis, it estimates that only approximately 6,500 travel sites (6%) are e-commerce enabled, i.e., offer the ability to execute transactions online. Internet start-up firms...
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...have done an analysis of Caesars Entertainment where unknown figures were needed. TABLE OF CONTENTS Topic and Purpose ………………………….……………………………………………...1 Scope……….........................................................................................................................3 Key Issues.............................................................................................................................5 Implementation Considerations……....................................................................................7 Alternatives..........................................................................................................................10 Alternative (Pros and Cons).................................................................................................11 Recommendations................................................................................................................11 Company Description.................................................................................................Appendix I Purpose Objectives ....................................................................................................Appendix II Internal Analysis........................................................................................................Appendix III Financial Ratios.........................................................................................................Appendix IV External Analysis................
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...ROLLINS EN 3220 MODULE 1 ANALYSIS 06/19/2015 Applying Critical and Creative Thinking in Daily Life. 1. I will do my analysis on planning a vacation. It might seem interesting, fun and spontaneous but it really is not. It takes a lot to plan from where to go? Is the place going to be kid or family oriented? The cost, the activities, is it in our family budget, I mean can we afford it. Do we have the same time off from work? How long are we going to be there? The right clothing to take and this means packing for four people. Vacations are really fun but to me it’s too much work and I love vacations which doesn’t make any sense. This is a problem to me because of all the things I have mentioned above. I would be better if we all agreed to going to one place. As a family everyone have a dream place they would like to visit and at times it feels like a competition because one comes up with this idea and someone else comes up with a different location so it ends up with compromising and understanding each other’s views and coming up with a common ground. 2. I have come to be able to distinguish between creative and critical thinking. Creative thinking is the art of having an idea and make it blossom in different directions, make it fun, livable and worth it by all means. Critical thinking is having this idea calmly taking time to evaluate the goods and odds of the idea covering all aspects of that idea and coming out with a conclusive agenda as to what and how one can handle...
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...White Paper: An Analysis of Harrah’s Total Rewards Players Rewards Program © 2006 Gaming Market Advisors December 2006 Prepared by Gaming Market Advisors 330 E. Warm Springs Rd Las Vegas, NV 89119 4340 E. Kentucky Ave. Suite 311 Denver, CO 8024 Table of Contents I. SUMMARY OF FINDINGS............................................................................................................................................1 II. PROJECT OVERVIEW..................................................................................................................................................4 Methodology ........................................................................................................................................................4 III. TOTAL REWARD PROGRAM OVERVIEW ..................................................................................................................5 Tiers and Tier Credits ............................................................................................................................................5 Reward Credits .....................................................................................................................................................7 IV. TOTAL REWARDS MARKETING STRATEGY .............................................................................................................11 V. TOTAL REWARDS TIER BENEFITS...................................................
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