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
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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
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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
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among the sectors and various stocks. The goal was to earn at minimum 3% on the principal, and this was to be obtained by doing technical analysis and looking for stocks that showed future potential for a price increase, or a price decrease in the case of a short sell. We also looked for news from the companies that would positively or negatively impact them. We were more inclined towards trading stocks, and did not invest in other securities such as bonds and mutual funds, since stocks had the potential
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Las Vegas Sands Corporation History The Las Vegas Sands Corporation started in 1989 as “Las Vegas Sands Incorporated” with the purchase of the Sands hotel and casino by entrepreneur Sheldon Adelson and his partners. In 1995 Sheldon Adelson bought out his partners in The Interface Group (TIG), the group that made the initial purchase of the Sands, and began planning the Venetian. In 1996 the Sands was imploded and in 1999 the Venetian was opened. Five years later, in December of 2004, Adelson
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UNIVERSITY COLLEGE DUBLIN NATIONAL UNIVERSITY OF IRELAND, DUBLIN MASTER OF SCIENCE (SINGAPORE) Business Policy BMGT 4025S STUDY GUIDE MSc14/15 FT / Singapore Copyright October 2012 1 Author: Dr Yousef Eiadat and Dr Richard Tan (2012) This manual was prepared for University College Dublin as a comprehensive support for students completing the above mentioned Degree programme. © This publication may not be reproduced, in whole or in part without permission in from University
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------------------------------------------------- ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- UNIVERSITY COLLEGE DUBLIN ------------------------------------------------- NATIONAL UNIVERSITY OF IRELAND, DUBLIN ------------------------------------------------- ------------------------------------------------- MASTER OF SCIENCE (SINGAPORE)
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COVER PAGE EXECUTIVE SUMMARY TABLE OF FIGURES TABLE OF CONTENT 1. INTRODUCTION (250) 2.1 History of the resort 2.2 Vision-Mission-Value-Culture 2. SITUATIONAL ANALYSIS 3.3 Stakeholder matrix analysis 3.4 TOWS matrix 3. ISSUES (400) 4.5 Micro issues 4.6 Macro issues 4. SUSTAINABLE PRACTICES (600) 5. IMPACTS (600) 6.7 On the organization (8 JA, 1 Framework) 6.8 On the guest experience (8 JA, 1 Framework) 6. CHALLENGES(400)
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Master of Business Administration Assignment in Marketing Management Singapore Tourism Marketing Strategy Evaluation Dimitri Blättler Malcolm Ferguson Sascha Gartenbach Shama Rahman 8th August 2011 2/30 Document information Title: Topic: deadline: saved: Page count: Singapore Tourism Marketing Strategy Evaluation Marketing Management 8th of August 8. August 2011 30 excluding Layout Version Version V1.0 date 8.08.2011 changes Turn- it in Version responsible Authors (see front)
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Master of Business Administration Assignment in Marketing Management Singapore Tourism Marketing Strategy Evaluation Dimitri Blättler Malcolm Ferguson Sascha Gartenbach Shama Rahman 8th August 2011 2/30 Document information Title: Singapore Tourism Marketing Strategy Evaluation Topic: Marketing Management deadline: 8th of August saved: 8. August 2011 Page count: 30 excluding Layout Version Version date changes responsible V1.0 8
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