The document outlines projections for gaming revenue from a proposed casino in Wellington, Kansas over five years. It estimates annual slot revenue based on 2000 slots with increasing win per patron figures. Table game revenue is also projected based on 65 tables and increasing win per patron. Total patron counts are projected to increase slightly each year for both slots and tables. Overall the projections estimate growing gross gaming revenue reaching $337.69 per slot and $1,316.53 per table by year five.
The 2001 annual report discusses Group 1 Automotive's record financial and operational results for the year. Revenues increased 11% to over $3.9 billion while earnings per share grew 38% to $2.59. The company benefited from a diversified revenue mix, with 40% of revenues and 85% of profits coming from areas other than new vehicle sales. Going forward, Group 1 plans to pursue additional acquisitions to take advantage of opportunities in the automotive retailing industry.
Southwest Airlines' annual report for 1999 highlights the company's continued growth and profitability. In 1999, Southwest carried over 57.5 million customers to 56 airports across the United States. While earnings increased 9.4% over 1998, fuel costs rose significantly in the second half of the year. Looking ahead, Southwest plans to increase capacity over 12% and open at least one new city in 2000 to offset potential impacts from high fuel prices. The report emphasizes Southwest's ongoing success in providing affordable air travel to more Americans.
Expeditors International of Washington, 3rd07qerfinance39
Expeditors International reported a 18% increase in operating income for Q3 2007 compared to Q3 2006. Total revenues increased 15% and operating income increased 18% for the first nine months of 2007 over the same period in 2006. The company was encouraged by these record quarterly results which it believes demonstrate the company's focus on providing quality customer service.
1. Group 1 Automotive had another record year in 2000, with revenues growing 43% to over $3.5 billion and net income increasing 21% to $40.8 million. Their business model of decentralized dealership operations and consolidated corporate functions has driven strong financial performance.
2. Their acquisition strategy focuses on building regional platform operations through large, multi-franchise dealerships, and supplementing these with smaller "tuck-in" acquisitions. Acquisitions create synergies through cost reductions from consolidated functions and revenue enhancements from products like finance and insurance.
3. While new vehicle sales are expected to slow in 2001, Group
The document is Southwest Airlines' annual report for 1997. It discusses Southwest's continued profitability and growth over its 25-year history. Key points include:
- Net income increased 53.3% to $317.8 million in 1997.
- The airline took delivery of new Boeing 737-700 aircraft and ordered 59 additional planes to support future growth.
- Southwest aims to replicate its success over the past 25 years in the next 25 years.
- The report discusses Southwest's symbols of freedom including its flag, low fares, operating strategy, and culture.
The document discusses strategies for building a lean startup including conducting customer development to validate hypotheses through small, continuous experiments and product releases, employing agile development practices like continuous integration and deployment to get feedback quickly, and using metrics to rapidly iterate the business model and product based on validated learning from customers. The goal is to minimize the time to determine product-market fit through this test-and-learn process.
The Finance Minister said that while Mauritius is currently an advantageous route for investment, it should not be the preferred route. He clarified that investment comes from over 100 countries. Petrol prices were hiked by Rs. 1.40 per liter due to increases in international oil prices and the depreciating rupee. Hero MotoCorp reported a 4.24% decrease in February sales compared to the previous year. Key stock market indices declined over the week following announcements in the budget regarding increased taxes.
The 2001 annual report discusses Group 1 Automotive's record financial and operational results for the year. Revenues increased 11% to over $3.9 billion while earnings per share grew 38% to $2.59. The company benefited from a diversified revenue mix, with 40% of revenues and 85% of profits coming from areas other than new vehicle sales. Going forward, Group 1 plans to pursue additional acquisitions to take advantage of opportunities in the automotive retailing industry.
Southwest Airlines' annual report for 1999 highlights the company's continued growth and profitability. In 1999, Southwest carried over 57.5 million customers to 56 airports across the United States. While earnings increased 9.4% over 1998, fuel costs rose significantly in the second half of the year. Looking ahead, Southwest plans to increase capacity over 12% and open at least one new city in 2000 to offset potential impacts from high fuel prices. The report emphasizes Southwest's ongoing success in providing affordable air travel to more Americans.
Expeditors International of Washington, 3rd07qerfinance39
Expeditors International reported a 18% increase in operating income for Q3 2007 compared to Q3 2006. Total revenues increased 15% and operating income increased 18% for the first nine months of 2007 over the same period in 2006. The company was encouraged by these record quarterly results which it believes demonstrate the company's focus on providing quality customer service.
1. Group 1 Automotive had another record year in 2000, with revenues growing 43% to over $3.5 billion and net income increasing 21% to $40.8 million. Their business model of decentralized dealership operations and consolidated corporate functions has driven strong financial performance.
2. Their acquisition strategy focuses on building regional platform operations through large, multi-franchise dealerships, and supplementing these with smaller "tuck-in" acquisitions. Acquisitions create synergies through cost reductions from consolidated functions and revenue enhancements from products like finance and insurance.
3. While new vehicle sales are expected to slow in 2001, Group
The document is Southwest Airlines' annual report for 1997. It discusses Southwest's continued profitability and growth over its 25-year history. Key points include:
- Net income increased 53.3% to $317.8 million in 1997.
- The airline took delivery of new Boeing 737-700 aircraft and ordered 59 additional planes to support future growth.
- Southwest aims to replicate its success over the past 25 years in the next 25 years.
- The report discusses Southwest's symbols of freedom including its flag, low fares, operating strategy, and culture.
The document discusses strategies for building a lean startup including conducting customer development to validate hypotheses through small, continuous experiments and product releases, employing agile development practices like continuous integration and deployment to get feedback quickly, and using metrics to rapidly iterate the business model and product based on validated learning from customers. The goal is to minimize the time to determine product-market fit through this test-and-learn process.
The Finance Minister said that while Mauritius is currently an advantageous route for investment, it should not be the preferred route. He clarified that investment comes from over 100 countries. Petrol prices were hiked by Rs. 1.40 per liter due to increases in international oil prices and the depreciating rupee. Hero MotoCorp reported a 4.24% decrease in February sales compared to the previous year. Key stock market indices declined over the week following announcements in the budget regarding increased taxes.
This document provides a summary of Northrop Grumman Corporation's 2004 annual report. It discusses the company's excellent financial results in 2004 including revenue growth of 13% to $29.8 billion and operating margin growth of 37% driven by higher sales and improved performance. It also discusses growth across all of Northrop Grumman's business segments and a strong backlog of $58 billion for future business. The summary highlights the company's strong cash flow generation of $1.9 billion which was used to invest in the business, repay debt, increase dividends and repurchase shares. It provides an overview of Northrop Grumman's business portfolio and talent strategy to develop innovative technologies for national security.
Google reported 3% year-over-year revenue growth in Q2 2009 to $5.5 billion. Revenues from Google properties grew 3% while network revenues increased 2%. International revenues reached $2.9 billion or 47% of total revenue. The company maintained operational efficiency through continued cost management while making key investments in search, ads, display, apps and mobile. Free cash flow was $1.47 billion after capital expenditures of $139 million.
This document is AutoZone's 2003 annual report which provides financial highlights and discusses priorities and growth areas. Some key points:
- In fiscal year 2003, AutoZone achieved record sales of $5.5 billion, operating profit of $918 million, earnings per share of $5.34, and after-tax return on invested capital of 23.4%.
- The three growth priorities are the U.S. retail business, AZ Commercial business, and expanding into Mexico.
- The CEO highlights accomplishments in fiscal 2003 and discusses opportunities for continued growth in the industry, focusing on increasing market share and capturing unperformed maintenance.
- AutoZone aims to be the most exciting zone for vehicle solutions through innovation
Group 1 Automotive is a leading automotive retailer that has experienced significant growth since its IPO in 1997. In 2002, Group 1 achieved record financial results for the fifth consecutive year, with revenues increasing 5.5% to $4.2 billion and net income growing 21% to $67.1 million. The company attributes its success to its diverse business model across brands, geographies, and revenue streams. Group 1 aims to continue its acquisition strategy in 2003 to further augment its portfolio and leverage its operating platform.
- The document is the transcript from a financial forum presentation by the CEO of AGA Financial, the largest pure-gas distribution company in the nation.
- It discusses AGA's strategy of growing through acquisitions while maximizing earnings from regulated gas distribution operations in 12 states and select nonregulated operations.
- Key metrics like diluted EPS, annual dividend, return on invested capital, and debt ratios have steadily improved over time due to this strategy.
This document is Southwest Airlines' annual report for 1998. It discusses the company's financial performance for the year, highlighting record profits and continued growth. It also outlines Southwest's strategy of providing low fares, frequent flights, and good customer service. Examples are given of how this strategy provides customers freedom and flexibility to travel. The report discusses Southwest's continued expansion into new markets and acquisition of new planes. It emphasizes the company's strong financial position and employee culture that has led to ongoing success.
United Health Group Financial Performance at a Glancefinance3
This document provides an overview of the financial performance of UnitedHealth Group for 2004, 2003, and 2002. Revenues increased to $37.2 billion in 2004 from $28.8 billion in 2003. Earnings from operations grew to $4.1 billion from $2.9 billion. Net earnings increased to $2.6 billion from $1.8 billion. All four of the company's business segments saw increases in revenues and earnings from operations over the periods shown. Cash flows from operating activities rose to $4.1 billion in 2004 from $3 billion in 2003.
2002* Segundo Encontro Anual Com Analistas E Investidores ApresentaçãO Fina...Embraer RI
The document discusses Embraer's second annual investors and analyst meeting. It provides an overview of Embraer's capital structure, stock dividends, third quarter results including the income statement, balance sheet, and key performance indicators. It also discusses Embraer's investments, revenue, earnings, employees, production cycle, and the differences between Brazilian GAAP and US GAAP accounting standards.
ArvinMeritor had a challenging fiscal year 2001 due to economic downturn and declining automotive sales. However, the company has taken steps to strengthen its position such as aggressively cutting costs, improving quality, and focusing on core competencies. While sales and profits decreased from the prior year, the company generated strong operating cash flow through emphasis on working capital reductions and debt paydown. Looking forward, ArvinMeritor is well positioned in key markets and believes systems integration will be an area of growth opportunity.
Here are the steps to access your 401(k) statement online:
1. Go to www.53forward.com
2. Log into your account
3. Click "Statements" in the top menu
4. Select the quarter you want to view
Let me know if you have any other questions!
The document is a marketing brochure from Bramkamp Printing promoting their web2print and multi-touch marketing solutions. It highlights how their 1 to 1 personalized direct mail, email, and digital campaigns have achieved 500% greater response rates than traditional marketing. It provides examples of campaigns they have run for banks, including personalized postcards and websites for collecting customer data. The brochure promotes attending an upcoming lunch and learn seminar about using direct mail and email together effectively.
1. Bramkamp Printing can help companies manage their marketing materials and save money through a web-to-print solution that allows for personalized direct mail, email, variable data printing, and effective landing pages.
2. Bramkamp's 1-to-1 multi-touch campaigns have achieved at least 500% greater response rates than traditional marketing methods.
3. Bramkamp is hosting a lunch and learn event on May 19th about using direct mail and email together effectively.
Leg sun lottery review board rebutal-final finalkrgc
This document discusses the proposal for a new casino in Kansas by Legends Sun Management. It provides details to support why Legends Sun should be selected as the best plan. The key points made include:
1) Legends Sun has a proven track record of successful casino operations and delivering "wow factor" destinations.
2) Financial projections by independent gaming consultants show Legends Sun's proposal could achieve gaming revenue of $272-299 million annually, which Legends Sun is best positioned to attain due to its experience.
3) Legends Sun has the most extensive gaming experience compared to other applicants, including operating the highly successful Mohegan Sun casino in Connecticut.
This proposal argues Legends
Cindy Thyfault, Founder and CEO of Pacific Trade Resources, gave a presentation at the 2012 International Maritime Conference in Sydney, Australia on sustainable maritime fuels. She discussed (1) providing solutions that protect and enhance the environment without detracting from capacity to provide for future generations, (2) developing new and improved sustainable technologies that can provide technical solutions for a wide range of problems, and (3) creating long-term financial stability by developing and executing cost-effective financing solutions, risk strategies, and an adequate capital base.
Rotterdam presentation world biofuels leaders conferenceCynthia Thyfault
Cindy Thyfault, CEO of Westar Trade Resources, presented at the 7th Annual World Biofuels Markets conference in Rotterdam, Netherlands on financing opportunities for alternative fuel projects. She discussed how Westar has assisted clients in obtaining over $680 million in financing. Thyfault also outlined several of Westar's financing programs that provide loans, equity investments, and guarantees for biofuel, renewable energy, and clean technology projects.
Social Brands 100 2013 launched on Thursday, 23 May at an event in London.
Here's the presentation. The report can be downloaded from www.socialbrands100.com.
The Project Finance Market - Is it Open for Biofuels? Cynthia Thyfault
Cindy Thyfault, Founder and CEO of Advanced Biofuels Leadership Conference, gave a presentation on April 5, 2012 in Washington D.C. about financing opportunities for advanced biofuels projects. The presentation covered topics such as traditional and emerging feedstock options, advances in conversion technologies, and funding structures that have helped clients obtain over $680 million in financing. Barriers to financing advanced biofuels projects like long-term offtake agreements and lack of traditional funding options were also discussed.
Shouji Mobile Company Introduction - PublicShoujiMobile
Shouji Mobile is one of the 1st class mobile application development company in China. The company was funded in early 2006, have successfully provided high quality and cost-effective production services to many multinational clients.
For more information, contact us at info@shoujimobile.com
This document discusses common investment challenges such as randomness of returns, picking winning stocks, timing the market, picking active managers, and the costs of indexing. It then outlines an investment approach focused on strategic partnerships with institutional managers, academically sound portfolio construction, keeping costs low, and HonorVise portfolios. Key points include reviewing evidence that stock returns are random, individual stock picking is difficult, market timing rarely works, and costs are lower with index funds. The approach focuses on dimensions of expected returns including size, value, and market factors.
The Rural Bank of Digos turned itself around in the 1990s by bringing in new management, increasing capitalization, computerizing systems, and opening three new branches. It also formed partnerships with other Philippine banks and organizations. In the 2000s, the bank further professionalized its human resources department, infused additional capital, opened two more branches, and received regional and national awards. The bank offers microfinance products like short-term loans for small businesses and farmers to help them expand operations and access working capital. It is supported by training, equipment, technical assistance, and product evaluations from MABS-M. The bank has grown in number of active borrowers, loan portfolio size, field staff, loans disbursed, and
This document provides a summary of Northrop Grumman Corporation's 2004 annual report. It discusses the company's excellent financial results in 2004 including revenue growth of 13% to $29.8 billion and operating margin growth of 37% driven by higher sales and improved performance. It also discusses growth across all of Northrop Grumman's business segments and a strong backlog of $58 billion for future business. The summary highlights the company's strong cash flow generation of $1.9 billion which was used to invest in the business, repay debt, increase dividends and repurchase shares. It provides an overview of Northrop Grumman's business portfolio and talent strategy to develop innovative technologies for national security.
Google reported 3% year-over-year revenue growth in Q2 2009 to $5.5 billion. Revenues from Google properties grew 3% while network revenues increased 2%. International revenues reached $2.9 billion or 47% of total revenue. The company maintained operational efficiency through continued cost management while making key investments in search, ads, display, apps and mobile. Free cash flow was $1.47 billion after capital expenditures of $139 million.
This document is AutoZone's 2003 annual report which provides financial highlights and discusses priorities and growth areas. Some key points:
- In fiscal year 2003, AutoZone achieved record sales of $5.5 billion, operating profit of $918 million, earnings per share of $5.34, and after-tax return on invested capital of 23.4%.
- The three growth priorities are the U.S. retail business, AZ Commercial business, and expanding into Mexico.
- The CEO highlights accomplishments in fiscal 2003 and discusses opportunities for continued growth in the industry, focusing on increasing market share and capturing unperformed maintenance.
- AutoZone aims to be the most exciting zone for vehicle solutions through innovation
Group 1 Automotive is a leading automotive retailer that has experienced significant growth since its IPO in 1997. In 2002, Group 1 achieved record financial results for the fifth consecutive year, with revenues increasing 5.5% to $4.2 billion and net income growing 21% to $67.1 million. The company attributes its success to its diverse business model across brands, geographies, and revenue streams. Group 1 aims to continue its acquisition strategy in 2003 to further augment its portfolio and leverage its operating platform.
- The document is the transcript from a financial forum presentation by the CEO of AGA Financial, the largest pure-gas distribution company in the nation.
- It discusses AGA's strategy of growing through acquisitions while maximizing earnings from regulated gas distribution operations in 12 states and select nonregulated operations.
- Key metrics like diluted EPS, annual dividend, return on invested capital, and debt ratios have steadily improved over time due to this strategy.
This document is Southwest Airlines' annual report for 1998. It discusses the company's financial performance for the year, highlighting record profits and continued growth. It also outlines Southwest's strategy of providing low fares, frequent flights, and good customer service. Examples are given of how this strategy provides customers freedom and flexibility to travel. The report discusses Southwest's continued expansion into new markets and acquisition of new planes. It emphasizes the company's strong financial position and employee culture that has led to ongoing success.
United Health Group Financial Performance at a Glancefinance3
This document provides an overview of the financial performance of UnitedHealth Group for 2004, 2003, and 2002. Revenues increased to $37.2 billion in 2004 from $28.8 billion in 2003. Earnings from operations grew to $4.1 billion from $2.9 billion. Net earnings increased to $2.6 billion from $1.8 billion. All four of the company's business segments saw increases in revenues and earnings from operations over the periods shown. Cash flows from operating activities rose to $4.1 billion in 2004 from $3 billion in 2003.
2002* Segundo Encontro Anual Com Analistas E Investidores ApresentaçãO Fina...Embraer RI
The document discusses Embraer's second annual investors and analyst meeting. It provides an overview of Embraer's capital structure, stock dividends, third quarter results including the income statement, balance sheet, and key performance indicators. It also discusses Embraer's investments, revenue, earnings, employees, production cycle, and the differences between Brazilian GAAP and US GAAP accounting standards.
ArvinMeritor had a challenging fiscal year 2001 due to economic downturn and declining automotive sales. However, the company has taken steps to strengthen its position such as aggressively cutting costs, improving quality, and focusing on core competencies. While sales and profits decreased from the prior year, the company generated strong operating cash flow through emphasis on working capital reductions and debt paydown. Looking forward, ArvinMeritor is well positioned in key markets and believes systems integration will be an area of growth opportunity.
Here are the steps to access your 401(k) statement online:
1. Go to www.53forward.com
2. Log into your account
3. Click "Statements" in the top menu
4. Select the quarter you want to view
Let me know if you have any other questions!
The document is a marketing brochure from Bramkamp Printing promoting their web2print and multi-touch marketing solutions. It highlights how their 1 to 1 personalized direct mail, email, and digital campaigns have achieved 500% greater response rates than traditional marketing. It provides examples of campaigns they have run for banks, including personalized postcards and websites for collecting customer data. The brochure promotes attending an upcoming lunch and learn seminar about using direct mail and email together effectively.
1. Bramkamp Printing can help companies manage their marketing materials and save money through a web-to-print solution that allows for personalized direct mail, email, variable data printing, and effective landing pages.
2. Bramkamp's 1-to-1 multi-touch campaigns have achieved at least 500% greater response rates than traditional marketing methods.
3. Bramkamp is hosting a lunch and learn event on May 19th about using direct mail and email together effectively.
Leg sun lottery review board rebutal-final finalkrgc
This document discusses the proposal for a new casino in Kansas by Legends Sun Management. It provides details to support why Legends Sun should be selected as the best plan. The key points made include:
1) Legends Sun has a proven track record of successful casino operations and delivering "wow factor" destinations.
2) Financial projections by independent gaming consultants show Legends Sun's proposal could achieve gaming revenue of $272-299 million annually, which Legends Sun is best positioned to attain due to its experience.
3) Legends Sun has the most extensive gaming experience compared to other applicants, including operating the highly successful Mohegan Sun casino in Connecticut.
This proposal argues Legends
Cindy Thyfault, Founder and CEO of Pacific Trade Resources, gave a presentation at the 2012 International Maritime Conference in Sydney, Australia on sustainable maritime fuels. She discussed (1) providing solutions that protect and enhance the environment without detracting from capacity to provide for future generations, (2) developing new and improved sustainable technologies that can provide technical solutions for a wide range of problems, and (3) creating long-term financial stability by developing and executing cost-effective financing solutions, risk strategies, and an adequate capital base.
Rotterdam presentation world biofuels leaders conferenceCynthia Thyfault
Cindy Thyfault, CEO of Westar Trade Resources, presented at the 7th Annual World Biofuels Markets conference in Rotterdam, Netherlands on financing opportunities for alternative fuel projects. She discussed how Westar has assisted clients in obtaining over $680 million in financing. Thyfault also outlined several of Westar's financing programs that provide loans, equity investments, and guarantees for biofuel, renewable energy, and clean technology projects.
Social Brands 100 2013 launched on Thursday, 23 May at an event in London.
Here's the presentation. The report can be downloaded from www.socialbrands100.com.
The Project Finance Market - Is it Open for Biofuels? Cynthia Thyfault
Cindy Thyfault, Founder and CEO of Advanced Biofuels Leadership Conference, gave a presentation on April 5, 2012 in Washington D.C. about financing opportunities for advanced biofuels projects. The presentation covered topics such as traditional and emerging feedstock options, advances in conversion technologies, and funding structures that have helped clients obtain over $680 million in financing. Barriers to financing advanced biofuels projects like long-term offtake agreements and lack of traditional funding options were also discussed.
Shouji Mobile Company Introduction - PublicShoujiMobile
Shouji Mobile is one of the 1st class mobile application development company in China. The company was funded in early 2006, have successfully provided high quality and cost-effective production services to many multinational clients.
For more information, contact us at info@shoujimobile.com
This document discusses common investment challenges such as randomness of returns, picking winning stocks, timing the market, picking active managers, and the costs of indexing. It then outlines an investment approach focused on strategic partnerships with institutional managers, academically sound portfolio construction, keeping costs low, and HonorVise portfolios. Key points include reviewing evidence that stock returns are random, individual stock picking is difficult, market timing rarely works, and costs are lower with index funds. The approach focuses on dimensions of expected returns including size, value, and market factors.
The Rural Bank of Digos turned itself around in the 1990s by bringing in new management, increasing capitalization, computerizing systems, and opening three new branches. It also formed partnerships with other Philippine banks and organizations. In the 2000s, the bank further professionalized its human resources department, infused additional capital, opened two more branches, and received regional and national awards. The bank offers microfinance products like short-term loans for small businesses and farmers to help them expand operations and access working capital. It is supported by training, equipment, technical assistance, and product evaluations from MABS-M. The bank has grown in number of active borrowers, loan portfolio size, field staff, loans disbursed, and
This document discusses a multi-level marketing opportunity selling prepaid phone credits. It highlights how individuals can become millionaires through the program by recruiting others and earning commissions from their purchases and recruitment. The document promotes strategies like building a large sales force and participating in different income streams like bonuses and roaming SIM cards. Testimonials are provided of people who claim to have earned millions through the program.
The document discusses the findings of a study of over 1,500 global CEOs regarding how business leaders can capitalize on complexity in today's interconnected world. It identifies three primary perspectives held by public and private sector leaders: that rapid escalation of complexity is the biggest challenge facing them, their enterprises are not equipped to cope effectively with this complexity, and creativity is the most important leadership competency for navigating complexity. The document recommends that leaders embrace complexity rather than avoid it, reinvent customer relationships, and develop operating dexterity in order to capitalize on complexity.
Business Origami - UX Week 2011 WorkshopJess McMullin
Originally presented at UX Week 2011. Business Origami is a method invented by the Hitachi Design Center. Since I only learned about it over dinner conversation, all method how-to & details have been added by myself and any faults here are my own.
Here's the workshop description:
Business origami is a simple, powerful method for modelling services and systems that you can learn to use quickly and get great results in your own design projects. The simplicity is on the surface. Business origami uses stylized paper cutouts to represent the different parts of a system: the people, the locations, and channels used as well as the specific touchpoints and interactions of individual scenarios. These cutouts are arranged on a horizontal whiteboard, which allows participants to show relationships in the system, including different venues, the flow from one area to another, and the value exchanged at each interaction.
The power comes from participation. Business origami shines in a codesign workshop setting. Since it offers direct, hands-on tokens it’s easy for everyone to contribute instead of requiring skill with diagramming software or flowchart conventions. By involving a cross-section of business representatives, users, and members of the design team you can quickly capture models of current experiences and then explore opportunities for improvement or create entirely new designs. Because the model is immediate and tangible it creates a shared visual reference that builds common understanding, unifying the team and the vision for the project.
This participation increases buy-in, creates common ground, and helps you facilitate a successful solution. The sessions themselves are powerful experiences for participants, but you can also use business origami models to document journey maps, scenarios, service blueprints and other downstream design deliverables.
In this session with Jess McMullin you’ll learn the fundamentals of service design (so we’re on the same page), participate in a modeling exercise yourself for current and future systems, and then analyze that model to document new opportunities. We’ll also share tips and tricks that make for successful business origami sessions and discuss how this method fits neatly into your current design process, whether you’re consciously doing cross-channel design or not.
Sports properties are increasingly partnering with tequila brands for sponsorship deals. Sales of premium tequilas have grown 28% since 2002, encouraging major spirits companies to invest in the category. With over 1,100 tequila brands competing for marketing opportunities, brands are pursuing team-level sponsorship deals for regional exposure. In 2011, major markets may become saturated, but opportunities remain for tequila brands to partner with sports properties for tournaments and as multi-national spirits companies lock in broader sponsorship packages.
This document discusses accumulating wealth over a lifetime through saving and investing. It shows how much could be saved with different monthly incomes and years until retirement. It notes that many savings plans are not effective due to expenses cutting into savings. Instead, it recommends paying yourself first by setting aside savings before paying other expenses each month to accumulate wealth over time. The goal is to accumulate $1 million by retirement, but obstacles like taxes, inflation, and disability could impact one's ability to save and rely on investments and savings in retirement.
This annual report summarizes the financial performance in 2000 of USA Education, Inc., a company that provides student loans and related financial services. Some key highlights include operating income increasing 21% to $492 million compared to 1999, managed student loans growing 27% to $67.5 billion, and student loan origination through their own systems growing 42%. The report discusses their strategic focus on direct origination through school partnerships and improving the customer experience to continue strong financial results and better achieve their mission of making education affordable.
This financial statement summary provides:
1) Total assets of $128,819 and total liabilities of $75,174 as of September 30, 2012 for Villa Alhamba of Coral Gables Condominium Association.
2) Total revenue of $20,284 and total expenses of $20,284 for the month of September 2012, resulting in no change to net income.
3) Year-to-date revenue of $213,354, expenses of $227,189, and net loss of $13,835 as of September 30, 2012.
Similar to 2.0 marvel gaming presentation part 4 (20)
This group of experienced regional casino developers and operators proposes to build Kansas Crossing casino and hotel in southeast Kansas. The development is expected to generate $69 million in initial construction spending, create hundreds of jobs, and generate $10 million annually for state and local governments through taxes. As the largest entertainment venue in the region, Kansas Crossing aims to boost tourism by attracting out-of-state visitors and partnering with local organizations to promote southeast Kansas.
This document summarizes Douglas Walker's presentation on forecasting economic impacts and competitive impacts of casinos in southeast Kansas. Some key points:
- Walker estimates that a new casino would result in a 9.9% increase in employment, 3.4% increase in average weekly wages, and 1.7% increase in the number of establishments in the county. Crawford County is estimated to see larger gains due to its larger population.
- 14 casinos in northeast Oklahoma located within 25 miles of the Kansas border could competitively impact the proposed southeast Kansas casinos. Walker uses a model of competition among Missouri casinos to analyze these competitive effects.
- Location and distance between casinos may impact competition based on Hot
The document provides an analysis of the potential fiscal impacts of three proposed gaming facilities - Camptown Casino, Kansas Crossing Casino, and Castle Rock Casino - in southeast Kansas. It summarizes the methodology used, including adjustments made to the revenue estimates provided by the applicants. Revenue estimates over 5 years are provided for the state of Kansas, local counties and cities, school districts, and other impacted entities. Estimated costs to local and state governments to provide services to each facility are also summarized. The analysis finds differences between the revenue and cost estimates provided by EEC and the original numbers submitted by the applicants.
Civic Economics (Dan Houston, Matt Cunningham)krgc
The document analyzes the potential economic impacts of three proposed gaming facility projects in Kansas: Camptown, Kansas Crossing, and Castle Rock. It finds that Castle Rock would have the largest economic impact during construction, supporting over 900 jobs and contributing $134.2 million to total economic output. During operations in 2019, Castle Rock is estimated to support 584 jobs and contribute $72.9 million to economic output, more than the other two proposals. The analysis examines impacts from construction spending, facility operations, gaming revenues, and local resident spending.
Union Gaming Analytics was commissioned by the Kansas Lottery Gaming Facility Review Board to evaluate three applicants for a gaming license in southeast Kansas. The analysis included projections for gross gaming revenue, visitation numbers, tax revenue, and economic impacts for each applicant. The methodology involved examining demographic data within drive time radii of the proposed sites, establishing a theoretical gaming market, and applying proprietary capture rates to project revenues and visitation from local, near-local, and regional populations. Consultants then evaluated the economic and fiscal impacts, amenities, and financial suitability of each applicant.
The document analyzes and evaluates the financial suitability of three applicants for a gaming license in Southeast Kansas: Frontenac Development, Castle Rock Casino Resort, and Kansas Crossing Casino. For each applicant, it summarizes the ownership structure, project budget, proposed financing sources, and Union Gaming's analysis and conclusion on their financial viability and ability to fund the projects. While Frontenac and Kansas Crossing were deemed sufficiently capitalized, Castle Rock's ability to obtain the required debt financing was called into question due to uncertainties around land valuation and high projected leverage.
The three proposed casino projects in Kansas Southeast Zone are similar in their Phase 1 concepts, having a minimum critical mass to win the bid but also achieve initial success. Camptown and Kansas Crossing propose smaller local casinos, while Castle Rock proposes a larger regional destination. All have similar potential for Phase 1 success despite different strengths and weaknesses. The key decision is whether to prefer two smaller local casinos or one larger regional casino. The regional casino has the greatest revenue potential but also the least room for error. The owner/team's ability to adapt may be more important than initial plans. However, the tax rate difference between Kansas and Oklahoma gives Oklahoma casinos an advantage in any marketing war.
This document provides an overview and analysis of projections for new casinos proposed in southeastern Kansas. It discusses the use of gravity models to project gaming revenues and financial performance based on location, size, competition and other factors. Specifically, it examines how spending declines with distance from a casino based on players' club and other data. Bigger casinos are generally better due to economies of scale. The presentation compares various existing casinos' "power ratings" which reflect their overall attractiveness based on revenues adjusted for location.
Camptown Casino will be located in Frontenac, Kansas. It will include 750 slot machines, 20 table games, a 62-room hotel, and Gilley's Saloon entertainment venue. Phil Ruffin, an experienced casino operator, will personally finance the $84 million project. It is projected to create 300 jobs and attract nearly 1 million visitors annually from Missouri, Kansas, and other nearby states. Camptown aims to open sooner than competing proposals and will donate $50,000 annually to the local school district.
2015 LGFRB Presentation Castle Rock Casino Resort krgc
This document provides details about the proposed Castle Rock Casino Resort development project. It outlines the developers, architects, management company, contractors, and legal consultants involved. It also provides information on the size and amenities of the casino, hotel, meeting space, and other facilities. Projected revenues, taxes, employment, and visitation are presented. The management and development experience of the casino operator, American Casino and Entertainment Company, is summarized.
Global Gaming KS, LLC presented to the Kansas Lottery Gaming Facility Review Board on their proposal for a gaming facility. They argued that their selected Exit 19 site is clean with infrastructure, has community support, and avoids legal issues. Their planned 260,000 square foot facility with hotel would open fully within 14 months. While an interim facility lacks appeal, their permanent destination-quality development would include restaurants, entertainment, and gaming expansion over time. They believe revenue differences between Exit 19 and 33 sites are negligible and addressed counterarguments.
The document discusses two proposed casino projects in Kansas - Kansas Star and WinSpirit. Kansas Star promises to invest $260 million, build amenities sooner including a 100,000 square foot event center and $25 million equestrian complex, and generate more gaming revenue, taxes, and jobs for the state. It argues Kansas Star's management team has more experience building and operating successful casino projects on time and on budget and will spend more on advertising to drive higher revenue. The document positions Kansas Star as the best and most lucrative choice for Kansas.
The document discusses the benefits of meditation for reducing stress and anxiety. Regular meditation practice can calm the mind and help prevent worrying thoughts. Meditation lowers stress levels in the body by reducing blood pressure and cortisol levels.
Dean Macomber summarizes his analysis of Global Gaming's proposal for a race track as a tourism generator. He finds that Global's projections of attracting a "Big Event" with 50,000-100,000 visitors are speculative given the limited number of comparable racing events and competition from existing tracks. Their projections of smaller events generating the remaining 50,000 visitors also seem aggressive. In contrast, an equestrian center like Peninsula proposes could attract equine, entertainment, and convention events more reliably as a tourism generator.
peninsula plans meet or exceed drainage standardskrgc
The document is a letter from Christopher Young, a civil engineering consultant, to the chairman of the Kansas Lottery Gaming Facility Review Board regarding a proposed drainage system for a proposed Kansas Star Casino development. Young serves as the City Engineer for Mulvane, Kansas and has reviewed drainage plans submitted by the developer. He concludes that the proposed drainage improvements, including a detention pond facility, will meet or exceed the City of Mulvane's stormwater drainage policy by having outflow rates less than existing conditions for 2-, 5-, 10-, and 100-year storm events.
This document is a response from Cummings Associates to submissions from Global Gaming Solutions regarding revenue projections and the effects of distance on revenues. Cummings disagrees with some of Global Gaming's assertions, such as that the revenue differential between two proposed casino sites is mostly due to attractiveness rather than distance. Cummings also argues that survey data is not an accurate predictor of economic behavior like casino spending. Overall, Cummings believes distance has a larger impact on revenues than Global Gaming suggests, based on Cummings' analysis of casino performance data from multiple markets.
The memorandum summarizes a request from the Kansas Lottery Gaming Facility Review Board for additional information about two competing casino applications in Kansas. Specifically, it provides details about 1) drainage and flooding issues at the proposed sites, 2) local approvals and endorsements for the sites, and 3) the experience of one applicant, Peninsula Gaming, with regulatory bodies in other states where criminal charges have been filed against the company and its executives related to campaign contributions. It concludes that the significant risks associated with approving Peninsula's application, including possible disqualification or inability to finance the project, outweigh any potential benefits over the other applicant, Global.
The marketing plan outlines a soft opening period followed by a grand opening 90 days later for a new casino in Sumner County, Kansas. The $1 million budget will be used for advertising, promotions, and community events to generate awareness and excitement. Key objectives include building a local player base within 100 miles, attracting travelers on Interstate 35, and establishing the casino as a new entertainment destination through gaming, restaurants, a hotel, and live entertainment events.
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Introduction
Leonardo DiCaprio, A name synonymous with Hollywood excellence. is not only known for his stellar acting career but also for his impressive real estate investments. The "Leonardo DiCaprio house" is a topic that piques the interest of many. as the Oscar-winning actor has amassed a diverse portfolio of luxurious properties. DiCaprio's homes reflect his varied tastes and commitment to sustainability. from retreats to historic mansions. This article will delve into the fascinating world of Leonardo DiCaprio's real estate. Exploring the details of his most notable residences. and the unique aspects that make them stand out.
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Leonardo DiCaprio House: Malibu Beachfront Retreat
A Prime Location
His Malibu beachfront house is one of the most famous properties in Leonardo DiCaprio's real estate portfolio. Situated in the exclusive Carbon Beach. also known as "Billionaire's Beach," this property boasts stunning ocean views and private beach access. The "Leonardo DiCaprio house" in Malibu is a testament to the actor's love for the sea and his penchant for luxurious living.
Architectural Highlights
The Malibu house features a modern design with clean lines, large windows. and open spaces blending indoor and outdoor living. The expansive deck and patio areas provide ample space for entertaining guests or enjoying a quiet sunset. The house has state-of-the-art amenities. including a gourmet kitchen, a home theatre, and many guest suites.
Sustainable Features
Leonardo DiCaprio is a well-known environmental activist. whose Malibu house reflects his commitment to sustainability. The property incorporates solar panels, energy-efficient appliances, and sustainable building materials. The landscaping around the house is also designed to be water-efficient. featuring drought-resistant plants and intelligent irrigation systems.
Leonardo DiCaprio House: Hollywood Hills Hideaway
Privacy and Seclusion
Another remarkable property in Leonardo DiCaprio's collection is his Hollywood Hills house. This secluded retreat offers privacy and tranquility. making it an ideal escape from the hustle and bustle of Los Angeles. The "Leonardo DiCaprio house" in Hollywood Hills nestled among lush greenery. and offers panoramic views of the city and surrounding landscapes.
Design and Amenities
The Hollywood Hills house is a mid-century modern gem characterized by its sleek design and floor-to-ceiling windows. The open-concept living space is perfect for entertaining. while the cozy bedrooms provide a comfortable retreat. The property also features a swimming pool, and outdoor dining area. and a spacious deck that overlooks the cityscape.
Environmental Initiatives
The Hollywood Hills house incorporates several green features that are in line with DiCaprio's environmental values. The home has solar panels, energy-efficient lighting, and a rainwater harvesting system. Additionally, the landscaping designed to support local wildlife and promote
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Introduction
In the realm of entertainment, few names resonate as Orpah Winfrey Dwayne Johnson. Both figures have carved unique paths in the industry. achieving unparalleled success and becoming iconic symbols of perseverance, resilience, and inspiration. This article delves into the lives, careers. and enduring legacies of Orpah Winfrey Dwayne Johnson. exploring how their journeys intersect and what we can learn from their remarkable stories.
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Early Life and Backgrounds
Orpah Winfrey: From Humble Beginnings to Media Mogul
Orpah Winfrey, often known as Oprah due to a misspelling on her birth certificate. was born on January 29, 1954, in Kosciusko, Mississippi. Raised in poverty by her grandmother, Winfrey's early life was marked by hardship and adversity. Despite these challenges. she demonstrated a keen intellect and an early talent for public speaking.
Winfrey's journey to success began with a scholarship to Tennessee State University. where she studied communication. Her first job in media was as a co-anchor for the local evening news in Nashville. This role paved the way for her eventual transition to talk show hosting. where she found her true calling.
Dwayne Johnson: From Wrestling Royalty to Hollywood Superstar
Dwayne Johnson, also known by his ring name "The Rock," was born on May 2, 1972, in Hayward, California. He comes from a family of professional wrestlers, with both his father, Rocky Johnson. and his grandfather, Peter Maivia, being notable figures in the wrestling world. Johnson's early life was spent moving between New Zealand and the United States. experiencing a variety of cultural influences.
Before entering the world of professional wrestling. Johnson had aspirations of becoming a professional football player. He played college football at the University of Miami. where he was part of a national championship team. But, injuries curtailed his football career, leading him to follow in his family's footsteps and enter the wrestling ring.
Career Milestones
Orpah Winfrey: The Queen of All Media
Winfrey's career breakthrough came in 1986 when she launched "The Oprah Winfrey Show." The show became a cultural phenomenon. drawing millions of viewers daily and earning many awards. Winfrey's empathetic and candid interviewing style resonated with audiences. helping her tackle diverse and often challenging topics.
Beyond her talk show, Winfrey expanded her empire to include the creation of Harpo Productions. a multimedia production company. She also launched "O, The Oprah Magazine" and OWN: Oprah Winfrey Network, further solidifying her status as a media mogul.
Dwayne Johnson: From The Ring to The Big Screen
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In the early 20
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Introduction
The notion of Dwayne Johnson kidnapping seems straight out of a Hollywood thriller. Dwayne "The Rock" Johnson, known for his larger-than-life persona, immense popularity. and action-packed filmography, is the last person anyone would envision being a victim of kidnapping. Yet, the bizarre and riveting tale of such an incident, filled with twists and turns. has captured the imagination of many. In this article, we delve into the intricate details of this astonishing event. exploring every aspect, from the dramatic rescue operation to the aftermath and the lessons learned.
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The Origins of the Dwayne Johnson Kidnapping Saga
Dwayne Johnson: A Brief Background
Before discussing the specifics of the kidnapping. it is crucial to understand who Dwayne Johnson is and why his kidnapping would be so significant. Born May 2, 1972, Dwayne Douglas Johnson is an American actor, producer, businessman. and former professional wrestler. Known by his ring name, "The Rock," he gained fame in the World Wrestling Federation (WWF, now WWE) before transitioning to a successful career in Hollywood.
Johnson's filmography includes blockbuster hits such as "The Fast and the Furious" series, "Jumanji," "Moana," and "San Andreas." His charismatic personality, impressive physique. and action-star status have made him a beloved figure worldwide. Thus, the news of his kidnapping would send shockwaves across the globe.
Setting the Scene: The Day of the Kidnapping
The incident of Dwayne Johnson's kidnapping began on an ordinary day. Johnson was filming his latest high-octane action film set to break box office records. The location was a remote yet scenic area. chosen for its rugged terrain and breathtaking vistas. perfect for the film's climactic scenes.
But, beneath the veneer of normalcy, a sinister plot was unfolding. Unbeknownst to Johnson and his team, a group of criminals had planned his abduction. hoping to leverage his celebrity status for a hefty ransom. The stage was set for an event that would soon dominate worldwide headlines and social media feeds.
The Abduction: Unfolding the Dwayne Johnson Kidnapping
The Moment of Capture
On the day of the kidnapping, everything seemed to be proceeding as usual on set. Johnson and his co-stars and crew were engrossed in shooting a particularly demanding scene. As the day wore on, the production team took a short break. providing the kidnappers with the perfect opportunity to strike.
The abduction was executed with military precision. A group of masked men, armed and organized, infiltrated the set. They created chaos, taking advantage of the confusion to isolate Johnson. Johnson was outnumbered and caught off guard despite his formidable strength and fighting skills. The kidnappers overpowered him, bundled him into a waiting vehicle. and sped away, leaving everyone on set in a state of shock and disbelief.
The Immediate Aftermath
The immediate aftermath of the Dwayne Johnson kidnappin
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3. CUMULATIVE 1% OF GROSS GAMING
REVENUE TO ECONOMIC DEVELOPMENT
FUND
1. Values are cumulaRve in millions of dollars
2. 1% of Gross Gaming Revenue less PromoRonal Credits
4. CUMULATIVE 1% OF GROSS GAMING
REVENUE TO ECONOMIC DEVELOPMENT
FUND
1. Values are cumulaRve in millions of dollars
2. 1% of Gross Gaming Revenue less PromoRonal Credits
6. HOME OWNERSHIP
ASSISTANCE PROGRAM (HOAP)
• Why build an affordable housing project when
you can make existing housing more affordable?
• We match the employee down payment on the
purchase of a home in Sumner county
• Up to 5% of the loan to a maximum of $7,500
per employee
• We estimate 1,176 employees will take advantage
of this program over 15 years in the amount of
over $8 Million Dollars
9. CONSTRUCTION SPENDING
GUARANTEE
• We will build and operate everything we
planned in our initial proposal
DAY ONE, with no additional phases
• If costs come in under $393 million dollars, we
have guaranteed to pay half of any savings to
Kansas
• We commit to opening within 24 months of
selection as Lottery Facility Manager
12. FIFTH MAJOR DIFFERENCE
RELIABILITY OF ACHIEVING
REVENUE PROJECTIONS IN OUR
“RIGHT SIZED”
PROJECT
13. CBRE GLOBAL GAMING
GROUP CLIENTS
DIAMONDHEAD
CROWN LIMITED
CASINO
CORPORATION
EDGE-STAR
GOLDMAN SACHS
FOCUS GROUP
ISLE OF CAPRI
PARTNERS
MARRIOTT MIZUHO
MACQUARIE BANK
MGM MIRAGE
INTERNATIONAL
CORPORATE BANK
SOCIETE GENERAL
NAVEGANTE PINNACLE CORPORATE AND
MORGAN STANLEY
GROUP
ENTERTAINMENT
INVESTMENT
BANKING
ST. CROIX
SINGAPORE
STATION CASINOS
CHIPPEWA WHITEHALL LTD.
GOVERNMENT
INDIANS
This is only a sampling of the CBRE Global Gaming Group Client List.
15. FINANCIAL PROJECTIONS
THE LOGIC OF OUR FINANCIAL
PROJECTIONS FACTORING IN THE
“REALITY DYNAMICS”
OF RUNNING A CASINO
16. COMPARING TUNICA AND
WELLINGTON MARKETS
Market Centerpoint Popula8on Adult Popula8on Households Average Total Income
within 75 miles over 24 years Household in Market
of Centerpoint Income
Memphis Market Tunica 1717068 1078294 655962 $50,730 $33,276,867,618
Wichita Market Wellington 872019 560406 342974 $52,903 $18,144,520,720
Wichita as Percent of Memphis Market 51% 52% 52% 104% 55%
Adults Who Percentage Casino Revenue
Visited a of Adults Who Poten8al
Casino in 2002 Gambled in 2002
357035 33% $1,174,439,000
139898 25% $477,650,800
39% 75% 41%
Wichita Region Gaming Revenue Poten8al
Based on 52% of Memphis Actual $610,708,280.00
Discounted for 75% of Memphis Propensity $458,031,210.00
Increased 104% of Memphis Household Income $477,650,800.37
Current Gaming units in Market Slots in Market Tables in Market
Memphis Market 13911 361
Wichita Market 2881 25
Current ra8o of Memphis to Wichita arera 21% 7%
Gaming Units in market including Trailhead 4881 108
Ra8o of Memphis to Wichita with Trailhead 35% 30%
Adults per gaming unit Adults/Slot Adults/Table
Current Adults per slot in MemphisMarket 78 2987
Current Adults per slot in Wichita Market 195 22416
Adults per slots with Trailhead in Market 115 5189
Poten8al Gaming Revenues in 75 miles circle based Solely on Fair Share
of Gaming Posi8ons
Trailhead Casino 2498 posiRons 45% $214,942,860
All Other Casinos in 75 mile circle 3031 posiRons 55% $262,707,940
17. DEMOGRAPHIC AND
PROPENSITY MATRIX
Demographic Market Segment and Propensity Projection
Estimated Gaming Revenue from WELLINGTON, KANSAS CASINO in first stable year (3rd full year) of operation
Distance Population Wellington Propensity Potential Annual Average Revenue Potential Wellington Wellington
from Casino over age 21 share Gamers Visits loss per trip in Market Trips Share of Market
0- 10 miles 7143 100% 0.45 3214 25 $41.00 $3,294,708.75 80359 $3,294,708.75
10-25 miles 106180 95% 0.4 42472 18 $65.00 $49,692,240.00 726271 $47,207,628.00
25-50 miles 374934 80% 0.35 131227 15 $82.00 $161,409,087.00 1574723 $129,127,269.60
50-100 miles 395323 40% 0.26 102784 12 $92.00 $113,473,513.92 493363 $45,389,405.57
TOTAL RESIDENT GAMERS 2874716 $225,019,011.92
Okla Tourists +100 miles 1297091 8% 0.4 518836 6 $90.00 $280,171,656.00 249041 $22,413,732.48
All other Tourists +100-200 miles 2805999 2% 0.4 1122400 2 $100.00 $224,479,920.00 44896 $4,489,598.40
Invited Premium Gamblers 1700 100% 1 1700 1.2 $2,500.00 $5,100,000.00 2040 $5,100,000.00
Transient intercept on I35 160 29000 100% 1 29000 1 $40.00 $1,160,000.00 29000 $1,160,000.00
TOTAL TOURIST GAMERS 324977 $33,163,330.88
TOTAL POTENTIAL GGR $258,182,342.80 $838,781,125.67 3199693 $258,182,342.80
18. FIVE YEAR ASSUMPTIONS
ASSUMPTIONS 2011 2012 2013 2014 2015
Number of slots 2000 2000 2000 2000 2000
Aver w/p/u per slot $256.75 $280.22 $305.94 $321.42 $337.69
Number of Table games 65 65 65 65 65
Aver w/p/u per table $1,001.54 $1,103.29 $1,204.58 $1,265.53 $1,316.53
slot win/patron/day $79.00 $80.58 $83.00 $85.49 $88.05
Annual increase win/pat 0 2% 3% 3% 3%
Total slot patron count 6500 6955 7372.3 7519.746 7670.14092
Annual slot patron increase 0% 7% 6% 0.02 0.02
table win/patron/day $93.00 $94.86 $97.71 $100.64 $103.66
Annual increase win/pat 0% 2% 3% 3% 3%
Total table patron count 700 756 801.36 817.3872 825.561072
Annual table patron increase 0% 8% 6% 0.02 0.01
Total daily patron count 7200 7711 8174 8337 8496
Annual patron increase
Poker Revenue per day $16,438.00 $16,931.14 $17,439.07 $17,962.25 $18,501.11
Annual increase in poker rev 0% 3% 3% 3% 3%
FB rev as % of GGR 14% 14% 14% 14% 14%
Retail rev as % of GGR 2% 2% 2% 2% 2%
Hotel Revenue/day $21,600 $23,500.00 $25,800.00 $27,000.00 $29,000.00
Promo credits
as % of slot rev 6% 6% 6% 6% 6%
Comps as % of GGR 10% 10% 10% 10% 10%
KEY ASSUMPTIONS
Hotel Occupancy 90% 90% 90% 90% 90%
Average Daily Room Rate $80.00 $87.04 $95.56 $100.00 $107.41
Comps as a percentage of ADR 10% 10% 10% 10% 10%
PromoRonal Credits as % of slot win 6% 6% 6% 6% 6%
F B Sales as a percentage of GGR 14% 14% 14% 14% 14%
Slot Revenue per patron per day $79.00 $80.58 $83.00 $85.49 $88.05
Table Revenue per patron per day $93.00 $94.86 $97.71 $100.64 $103.66
Win per slot machine per day $256.75 $280.22 $305.94 $321.42 $337.69
Win per table game per day $1,001.54 $1,103.29 $1,204.58 $1,265.53 $1,316.53
Growth assumpRons
Win per unit in Slots 0% 9% 9% 5% 5%
Win per unit in Table Games 0% 12% 9% 5% 4%
Win per patron 0% 2% 3% 3% 3%
Number of gaming patrons visits 0% 7% 6% 2% 2%
Revenue growth in ADR 0% 9% 10% 5% 7%
CummulaRve Revenue Growth Rate 0% 9% 9% 5% 5%
19. REVENUE SUMMARY
SUMMARY OF GAMING AND NON GAMING REVENUE PROJECTIONS DURING FIRST FIVE YEARS OF OPERATION
FINANCIALS Year 1 Year 2 Year 3 Year 4 Year 5
REVENUES
Gross Slot Revenue $187,610,000.00 $204,494,900.00 $222,899,441.00 $234,044,413.00 $245,746,634.00
Less PromoRonal Credits $(11,256,600.00) $(12,269,694.00) $(13,373,967.00) $(14,042,665.00) $(14,744,798.00)
Net Taxable Slot Revenue $176,353,400.00 $192,225,206.00 $209,525,474.00 $220,001,748.00 $231,001,836.00
Gross Table Revenue $23,725,000.00 $25,860,250.00 $28,187,673.00 $29,597,056.00 $31,076,909.00
Poker Revenue $6,000,000.00 $6,540,000.00 $7,128,600.00 $7,485,030.00 $7,859,281.00
NET Taxable Gaming Revenue $206,078,400.00 $224,625,456.00 $244,841,747.00 $257,083,834.00 $269,938,026.00
Food Revenues $16,169,500.00 $17,624,755.00 $19,210,983.00 $20,171,532.00 $21,180,109.00
Beverage Revenues $12,000,000.00 $13,080,000.00 $14,257,200.00 $14,970,060.00 $15,718,563.00
Retail Other Revenues $3,720,000.00 $4,054,800.00 $4,419,732.00 $4,640,719.00 $4,872,755.00
Hotel Revenues $7,884,000.00 $8,593,560.00 $9,366,980.00 $9,835,329.00 $10,327,095.00
Gross Revenues Less PromoRonal
Credits $245,851,900.00 $267,978,571.00 $292,096,642.00 $306,701,474.00 $322,036,548.00
Less Comps $20,948,550.00 $22,833,920.00 $24,888,972.00 $26,133,421.00 $27,440,092.00
Net Cash Revenue $224,903,350.00 $245,144,651.00 $267,207,670.00 $280,568,053.00 $294,596,456.00
21. THE FOUR P’S
• Product
– Significant capital budgeted to refreshing our tangibles and
service offerings to exceed customer expectation
• Pricing
– Vigilant attention to value proposition
• Promotion
– Multidimensional promotion to encourage 24x7 use of the
facility by inner, outer, super-regional customers
• Presentation
– The Binion Service Commitment
22. PRODUCT
• Our menu of amenities qualifies Trailhead as both
a tourist and destination and locals gambling
entertainment venue.
– Largest Rooms, Most Suites
– Best Quality Food Menus
– Live Entertainment in the Largest Showroom
– Wellington Golf Club Relationship
– Hunting and Fishing Lodge with Championship
Sporting Clays
– First Class RV Park
– 2000 Slots and 83 Table Games
23. PRICING
• Value pricing on Rooms, Food and Beverage
• Best Odds, Highest Limits for Table Games
• Loose Slots and Highest Jackpots
• Reasonably Priced Live and Headliner
Entertainment and Special Event Ticketing
• Consumer-based Pricing for Guided Hunting
and Fishing, Sporting Clays and Golfing
• Value-Priced RV Park through KOA Affiliation
24. PROMOTION
• Multidimensional promotion to encourage
24x7 use of the facility
• Geared to attract target customers from
inner, outer and super-regional market areas
• Special Emphasis on attracting tourists and
conventions that will benefit Trailhead and all
of Sumner County and South Central Kansas.
25. CUSTOMER TARGETS:
TOURISTS, INDIVIDUALS AND
SUPER-REGIONALS
• High Frequency Locals
• Outer Market Destination Customers
– Topeka, KS; Oklahoma City, OK; Tulsa, OK; Little
Rock, AK; Springfield, MO; Lincoln, NE
• Super-Regional Destination Customers
– Dallas/Ft. Worth, TX; St. Louis, MO; Memphis, TN;
Denver, CO; Tampa, FL; Philadelphia, PA; New York,
NY; Los Angeles, CA
26. PROMOTIONAL TACTICS
• General Consumer Advertising
– Television and Radio
– Newspaper and Magazine
– Indoor and Outdoor (Billboard)
• Direct Marketing
– Players Club
– Cooperation and Integration with Kansas Lottery
• Internet Presence and eMarketing
• Special Events and Promotions
• Headline Entertainment
• Relationship Marketing
28. PROMOTIONAL TACTICS
• General Consumer Advertising
– Television and Radio
– Newspaper and Magazine
– Indoor and Outdoor (Billboard)
• Direct Marketing
– Players Club
– Cooperation and Integration with Kansas Lottery
• Internet Presence and eMarketing
• Special Events and Promotions
• Headline Entertainment
• Relationship Marketing
30. EMPLOYEE PROGRAMS
• We Create a Motivating Environment
• Mutual Respect
• Initial and Recurring Training
• Opportunities for Career Advancement
• Team and Individual Incentive Programs
• HOAP Mortgage Assistance Program
• Occupational and Life Skill Training Programs
• Employee Involvement in Decision-Making
• Line Level Interactive Internal Communication
Sessions
31. SERVICE EMPOWERMENT
• More Employees doing a Hundred Things 1%
Better
– Line Level Comp Authority
– Grievance Resolution – “Make it Right for the
Customer”
– We provide the employees the tools to effect
their customer service role that include Training,
Technology and Tools
– Doing things right for the customer the first time,
every time
32. FULL TIME EQUIVALENT
EMPLOYEES AT 1ST YEAR
OF OPERATIONS
$33.9 M $59.0 M $68.9 M
Projected FTE First Year Payroll including Wages, Benefits and Tips
34. TIMELINE: ORGANIZATIONAL
AND CONSTRUCTION
Task -24 Months -21 Months -18 Months -12 Months -9 Months -6 Months -3 Months
Acquire Land
Solicit Bids
Award Construction Contracts
Begin Construction
EMS Substation
Begin Construction
Site Prep
EMS Substation
Road Improvement, Signalization, Toll Booth Expansion
Implement Gaming Surveillance
Low Voltage Wiring
Install Administrative FFE
Slot Machine Delivery
Landscaping and Exterior Lighting
Install Hotel FFE
Table Games Delivery
Complete Construction
35. ORGANIZATION OF SENIOR
MANAGEMENT
Marvel
Gaming
Manager
Marvel
Gaming
President
SVP and SVP
EVP Ops. EVP Govt.
General Finance /
CIO Affairs
Counsel Controller
Trailhead
VP / GM
Exec. Dir
Director Exec. Dir. Director
Exec. Dir. Exec. Dir. Director Exec. Dir. FB / Exec. Dir. Director
Table Finance / Internal
IT HR Slot Ops Security Hotel Mktg. Surveillance
Games CFO Audit
Ops.
38. PRO-ACTIVE APPROACH
• Our goal is to be pro-active rather than react
only when a problem arises
• By being proactive with our concise policies
and detailed training programs in place, we are
able to prevent potential problems from ever
happening
39. ABOVE AND BEYOND
• Required compliance initiatives:
– Internal Controls
– Security
– Surveillance
– Problem Gaming
• Voluntary compliance initiatives:
– Code of Conduct (Ethics) for all employees
– Ethics hotline, with direct access to Compliance officer
– Background checks for all employees
– Internal Compliance Committee:
• President
• General Counsel/Compliance Officer
• General Manager
• Director of Internal Audit
• Outside independent gaming expert
• Will monitor internal policies, internal audits all compliance matters
40. WE’RE IN THIS
TOGETHER
• Relationship strategy with regulators:
– Not Adversarial
– We’re in this together because we both want the
same thing – a successful Sumner County lottery
gaming enterprise
43. WE’RE GOING “ALL IN”
IN WELLINGTON
• We under-promise and over-deliver.
• This project is our ONLY priority.
• The Binion Family Trust money is fully at risk; not private investor or public
shareholder money that has limited concentrated risk in Kansas
• We’re talking about what we’re actually building, not what we might build in a later
phase.
• We’re guaranteeing our $393M investment, increasing Kansas’s share of our
revenue to 32% when we reach $250M in GGR, and 37% when we exceed $300M.
• We project the largest workforce with the greatest economic impact over the life
of the contract.
• We’ve committed an additional 1% of our GGR to economic development in
Sumner County – almost $44M.
• We’re providing HOAP to incent home ownership in Sumner County
• We have pledged to design and implement a card-based loyalty system for the
Kansas Lottery Commission at our cost.
• We will foster our reputation for down-home community involvement – we will
earn your Trust.