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Zully Ruiz<br />Mandeep Singh<br />Ernesto Serrate<br />Wiswin Pitikulsathit<br />Thomas Zhong<br />	               June 2...
Proposed Strategic Investments<br />
Kubera Palace<br />Highlighted Internal Value Drivers<br />Outbound Indian MICE Travelers<br />No of Indian <br />Visitors...
Kubera Palace<br />Investment<br />32.3 million<br />Discount Rate<br />8%<br />NPV<br />158,694,902<br />ROI<br />662%<br />
World Series Speed Baccarat<br />Highlighted Internal Value Drivers<br />Baccarat gaming revenue<br />Gross gaming <br />r...
World Series Speed Baccarat<br />Investment<br />30.0 million<br />Discount Rate<br />14%<br />NPV<br />120,553,448<br />R...
Online Gaming<br />Highlighted Internal Value Drivers<br />Deregulation of online gaming in The USA + Legal in most EU cou...
Online Gaming<br />Investment<br />6.0 million<br />Discount Rate<br />17%<br />NPV<br />60,863,211<br />ROI<br />1243%<br />
Wynn Golf<br />Highlighted Internal Value Drivers<br />Number of guests <br />staying in 5 star hotel <br />from China and...
Wynn Golf Course<br />Investment<br />47 million<br />Discount Rate<br />12%<br />NPV (perpetuity)<br />26,951,600<br />RO...
Finance<br />Resources and Capabilities <br />World Series of Baccarat<br />86%<br />Operations<br />Marketing<br />Kubera...
Implementation Time Table (Kubera Palace)<br />
Increase in share price<br />$0.003 per share <br />(Wynn Resorts)<br />
Wynn presentation 01 06-11 1540 hrs
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Wynn presentation 01 06-11 1540 hrs

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  • Zully
  • ZullyGeneral introduction of the company Follows the co-alignment modelStart with the 3 forces and recommendationsFollowed by the links between the remote and task environmentTask environmentDemandValue drivers (Remote and task) – RecommendationsCSF – Competitor methodsNPV of CMRecommendations
  • ZullyFinancial informationSelf explain
  • ZullyGeneral introduction of the company Follows the co-alignment modelStart with the 3 forces and recommendationsFollowed by the links between the remote and task environmentTask environmentDemandValue drivers (Remote and task) – RecommendationsCSF – Competitor methodsNPV of CMRecommendations
  • ZullyGeneral introduction of the company Follows the co-alignment modelStart with the 3 forces and recommendationsFollowed by the links between the remote and task environmentTask environmentDemandValue drivers (Remote and task) – RecommendationsCSF – Competitor methodsNPV of CMRecommendations
  • Mandeep
  • ZullyGeneral introduction of the company Follows the co-alignment modelStart with the 3 forces and recommendationsFollowed by the links between the remote and task environmentTask environmentDemandValue drivers (Remote and task) – RecommendationsCSF – Competitor methodsNPV of CMRecommendations
  • ZullyGeneral introduction of the company Follows the co-alignment modelStart with the 3 forces and recommendationsFollowed by the links between the remote and task environmentTask environmentDemandValue drivers (Remote and task) – RecommendationsCSF – Competitor methodsNPV of CMRecommendations
  • Mandeep
  • ZullyGeneral introduction of the company Follows the co-alignment modelStart with the 3 forces and recommendationsFollowed by the links between the remote and task environmentTask environmentDemandValue drivers (Remote and task) – RecommendationsCSF – Competitor methodsNPV of CMRecommendations
  • ZullyGeneral introduction of the company Follows the co-alignment modelStart with the 3 forces and recommendationsFollowed by the links between the remote and task environmentTask environmentDemandValue drivers (Remote and task) – RecommendationsCSF – Competitor methodsNPV of CMRecommendations
  • Mandeep
  • ZullyGeneral introduction of the company Follows the co-alignment modelStart with the 3 forces and recommendationsFollowed by the links between the remote and task environmentTask environmentDemandValue drivers (Remote and task) – RecommendationsCSF – Competitor methodsNPV of CMRecommendations
  • ZullyGeneral introduction of the company Follows the co-alignment modelStart with the 3 forces and recommendationsFollowed by the links between the remote and task environmentTask environmentDemandValue drivers (Remote and task) – RecommendationsCSF – Competitor methodsNPV of CMRecommendations
  • ZullyGeneral introduction of the company Follows the co-alignment modelStart with the 3 forces and recommendationsFollowed by the links between the remote and task environmentTask environmentDemandValue drivers (Remote and task) – RecommendationsCSF – Competitor methodsNPV of CMRecommendations
  • Mandeep
  • ZullyGeneral introduction of the company Follows the co-alignment modelStart with the 3 forces and recommendationsFollowed by the links between the remote and task environmentTask environmentDemandValue drivers (Remote and task) – RecommendationsCSF – Competitor methodsNPV of CMRecommendations
  • ZullyGeneral introduction of the company Follows the co-alignment modelStart with the 3 forces and recommendationsFollowed by the links between the remote and task environmentTask environmentDemandValue drivers (Remote and task) – RecommendationsCSF – Competitor methodsNPV of CMRecommendations
  • ZullyGeneral introduction of the company Follows the co-alignment modelStart with the 3 forces and recommendationsFollowed by the links between the remote and task environmentTask environmentDemandValue drivers (Remote and task) – RecommendationsCSF – Competitor methodsNPV of CMRecommendations
  • ZullyGeneral introduction of the company Follows the co-alignment modelStart with the 3 forces and recommendationsFollowed by the links between the remote and task environmentTask environmentDemandValue drivers (Remote and task) – RecommendationsCSF – Competitor methodsNPV of CMRecommendations
  • Transcript of "Wynn presentation 01 06-11 1540 hrs"

    1. 1. Zully Ruiz<br />Mandeep Singh<br />Ernesto Serrate<br />Wiswin Pitikulsathit<br />Thomas Zhong<br /> June 2011<br />MACAU LAS VEGAS<br />
    2. 2.
    3. 3.
    4. 4. Proposed Strategic Investments<br />
    5. 5.
    6. 6. Kubera Palace<br />Highlighted Internal Value Drivers<br />Outbound Indian MICE Travelers<br />No of Indian <br />Visitors to Macau <br />No of MICE events <br />and participants <br />in Macau <br />Limited No of Casino tables in Macau <br />Environmental Events<br />India and China will become the leading economies in the next five years<br />Decrease in the gap of income distribution in (BRICs countries)<br />The rising level of education in developing countries (BRICs)<br />Highlighted External Value Drivers<br />Indian Population <br />Age Forecast<br />Indian Outbound Tourism Expenditure to East <br />and Southeast Asia <br />Indian Outbound Travelers <br />
    7. 7. Kubera Palace<br />Investment<br />32.3 million<br />Discount Rate<br />8%<br />NPV<br />158,694,902<br />ROI<br />662%<br />
    8. 8.
    9. 9. World Series Speed Baccarat<br />Highlighted Internal Value Drivers<br />Baccarat gaming revenue<br />Gross gaming <br />revenue for Macau<br />Per capita <br />spending from <br />CN & HK & TW<br />no of guests <br />staying in 5 star <br />hotel from CN & HK<br />Environmental Events<br />India and China will become the leading economies in the next five years<br />Decrease in the gap of income distribution in (BRICs countries)<br />The Chinese economy ability to sustain growth for the next 5 years<br />Highlighted External Value Drivers<br />GDP of China<br />Population in China <br />with above <br />30,000 USD income<br />Exchange rates between RMB to Macau MOP<br />
    10. 10. World Series Speed Baccarat<br />Investment<br />30.0 million<br />Discount Rate<br />14%<br />NPV<br />120,553,448<br />ROI<br />397%<br />
    11. 11.
    12. 12. Online Gaming<br />Highlighted Internal Value Drivers<br />Deregulation of online gaming in The USA + Legal in most EU countries <br />Interest in <br />internet gaming <br />Global eGaming Gross Win both Internationally and in The US.<br />Environmental Events<br />Cloud computing technologies will become the computing standard of the future<br />Increasing amount information on the internet will promote cybercrime into the future<br />Increasing pressures to legalize and regulate the US gaming in the next 5 years<br />Highlighted External Value Drivers<br />Number of digital <br />security breaches<br />Users and use of <br />technological services <br />
    13. 13. Online Gaming<br />Investment<br />6.0 million<br />Discount Rate<br />17%<br />NPV<br />60,863,211<br />ROI<br />1243%<br />
    14. 14.
    15. 15.
    16. 16. Wynn Golf<br />Highlighted Internal Value Drivers<br />Number of guests <br />staying in 5 star hotel <br />from China and Hong Kong <br />Per capita spending <br />from China / Hong Kong <br />and Taiwan <br />Increase in Gross <br />gambling revenue <br />for Macau <br />Environmental Events<br />India and China will become the leading economies in the next five years<br />Decrease in the gap of income distribution in (BRICs countries)<br />The Chinese economy ability to sustain growth for the next 5 years<br />Highlighted External Value Drivers<br />Exchange rates between RMB to Macau MOP <br />Population in China <br />above 30,000USD <br />income <br />GDP of China <br />
    17. 17. Wynn Golf Course<br />Investment<br />47 million<br />Discount Rate<br />12%<br />NPV (perpetuity)<br />26,951,600<br />ROI<br />57%<br />
    18. 18. Finance<br />Resources and Capabilities <br />World Series of Baccarat<br />86%<br />Operations<br />Marketing<br />Kubera’s Palace<br />88%<br />Human Resources<br />Administration<br />Online Gaming<br />33%<br />Research & Development<br />Business Development<br />Wynn Golf Club<br />100%<br />Physical Resources<br />N/A<br />
    19. 19. Implementation Time Table (Kubera Palace)<br />
    20. 20.
    21. 21. Increase in share price<br />$0.003 per share <br />(Wynn Resorts)<br />
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