EECS 441 - Company Preso
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The document discusses Las Vegas Sands (LVS), a casino and resort company. It provides details on LVS's financial performance, business model, properties, and history. LVS earns most of its revenue from casino gambling but also generates income from hotels, restaurants, and retail at its integrated resort locations. The company's Asian expansion strategy under CEO Sheldon Adelson has been highly successful, with several lucrative properties in Macau and Singapore. LVS reported $3.3 billion in net income for 2019.
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Table of Contents1.0 COMPANY …………………………………………………………………….…………….3.docx
Table of Contents
1.0 COMPANY …………………………………………………………………….…………….3
1.1 Company description ………………………………………………..………………..3
1.2 Mission and Goals ……………………………………………………….……………4
2.0 SWOT ……………………………………………………………………………………….xx
2.1 SWOT Table ……………………………………………………………………..….xx
2.2 SWOT Description …………………………………………………………………..xx
3.0 COMPETITOR ANALYSIS ………………………………………………………..………xx
3.1 SWOT Table for competitor 1 …………………………………………..…………..xx
3.2 SWOT Table for competitor 2 …………………………………...………………….xx
3.3 Opinion on Gaps in Market Trends ……………………………………………….xx
4.0 CUSTOMER ANALYSIS ………………………………………………………………..xx
4.1 Segments at Industry Level …………………………………………….……………xx
4.2 Needs and Wants for these Segments ……………………………………………….xx
5.0 MARKETING AND PRODUCT OBJECTIVES ……………………...……………..……..xx
5.1 Current Market and Target Markets ………………………………………………xx
5.2 New Products/ Services ……………………………………………….…………….xx
5.3 Positioning ………………………………………………………….……………….xx
6.0 EXECUTIVE SUMMARY …………………………………………………..……………..xx
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bold
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balance between culture, rewards, and boundaries
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organizational structure
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traditional approach to strategic control
informational control
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behavioral control
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organizational culture
reward system
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boundaries and constraints
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corporate governance
corporation
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agency theory
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board of directors
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market for corporate control
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takeover constraint
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principal-principal conflicts
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business groups
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organizational structure
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simple organizational structure
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functional organizational structure
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holding company structure
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matrix organizational structure
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Table of Contents
1.0 COMPANY …………………………………………………………………….…………….3
1.1 Company description ………………………………………………..………………..3
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2.0 SWOT ……………………………………………………………………………………….xx
2.1 SWOT Table ……………………………………………………………………..….xx
2.2 SWOT Description …………………………………………………………………..xx
3.0 COMPETITOR ANALYSIS ………………………………………………………..………xx
3.1 SWOT Table for competitor 1 …………………………………………..…………..xx
3.2 SWOT Table for competitor 2 …………………………………...………………….xx
3.3 Opinion on Gaps in Market Trends ……………………………………………….xx
4.0 CUSTOMER ANALYSIS ………………………………………………………………..xx
4.1 Segments at Industry Level …………………………………………….……………xx
4.2 Needs and Wants for these Segments ……………………………………………….xx
5.0 MARKETING AND PRODUCT OBJECTIVES ……………………...……………..……..xx
5.1 Current Market and Target Markets ………………………………………………xx
5.2 New Products/ Services ……………………………………………….…………….xx
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6.0 EXECUTIVE SUMMARY …………………………………………………..……………..xx
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W Y N N RESORT KNOW W H E N TO HOLD EM; KNOW W H E N T.docx
W Y N N RESORT
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pany is in the process of developing an expansion
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Treasurer
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companies. It was also rated in the top three for
innovativeness and quality for product and services.
Steve Wynn is a man who is obsessed with details
and continually strives for perfection.
The Wynn Las Vegas Resort and Casino opened
on April 2 8 , 2 0 0 5 . The property, which encompasses
2 1 7 ...
ValetNoir's Move To Get Funding
The document summarizes ValetNoir, a worldwide gaming technology and media company. It provides an overview of the company's business model, which electronically books loyal casino players into participating properties in exchange for a portion of the casino's revenue. It discusses the growing gaming market, target customers, competitors, proprietary systems, current contracts, financial performance and forecasts, and plans to use proceeds from a private equity financing round to acquire complementary companies and their assets to further expand the business.
Circus circus case ppt
Circus Circus Enterprises was founded in 1968 and went public in 1983. It grew to become the 5th largest gaming company in the US by expanding its customer base and developing innovative entertainment offerings. However, it began facing financial instability due to increasing competition, changing regulations, and loss of customers. The document evaluates alternatives and recommends focusing on other gaming areas, states, and better customer service to address the problems.
Jg stanford business_plans_02_08,Sequoia Capital format
This document provides advice for entrepreneurs on developing a business plan and pitching investors. It emphasizes starting small with humble beginnings, identifying a compelling market need, and focusing the pitch on market positioning, strategy, product and technology, team, and capital efficiency. Common pitfalls mentioned include lack of focus, overstaffing early on, unrealistic financial projections, and failing to address a true market pain point.
WYNN_L.Tamakloe.2015
The report provides an investment analysis and recommendation for Wynn Resorts Ltd. It finds that while Wynn has performed well historically, recent significant declines in revenues from its Macau operations due to regulatory changes create uncertainty. With a target price range of $65-$69 providing limited upside potential, the report recommends "No Action" given the risks surrounding Wynn's Macau business. Key risks include uncertainty around future Macau government actions and Wynn's existing equity deficit, while new developments in Macau and Massachusetts provide potential opportunities.
Mills penn sumner bid 7 16
This document provides an analysis of Penn National Gaming's financial stability and position as it relates to a proposal for a new casino in Sumner County, Kansas. It summarizes Penn National's corporate structure and evaluates its financial liquidity, solvency, and future commitments by examining key financial ratios and comparing them to industry norms. While Penn National has experienced revenue growth, many of its existing properties have seen declining revenues. Its liquidity and solvency ratios are below industry averages, indicating potential future cash flow issues given its high leverage. The analysis raises questions about Penn National's financial viability and ability to withstand current economic conditions.
Eng web
Las Vegas Sands anticipates that integrated resorts in Spain could drive significant benefits for the country's tourism industry. Research commissioned by Las Vegas Sands found that 12 proposed integrated resorts in Spain could attract up to 11 million unique visitors over 10-15 years, contributing to 40 million day visits and €15.5 billion in incremental tourism spending. Las Vegas Sands cites the example of Marina Bay Sands in Singapore, which opened in 2010 and was followed by a year of record tourism numbers for Singapore, with a 13% increase in visitors and 17% increase in tourism receipts.
Pwc Report "Global Gaming Outlook 2015"
This document provides an executive summary of key trends in the global casino gaming and online gaming industries from 2010 to 2015. It finds that while global casino gaming revenues grew 9.6% in 2010, regions varied significantly with EMEA declining 7.2% and North America growing only 0.2%. In stark contrast, Asia Pacific revenues leapt 49.7% in 2010 driven by new capacity in Macau and Singapore. The document also notes that Asia Pacific is projected to surpass North America as the largest casino market by 2013. Online gaming is discussed but no revenue projections are provided due to legal and regulatory uncertainties.
Introduction to Casino Industry by Ramachandar Siva
The slide introduces no casino people to the world of casino gaming in brief covering major casino-reosrts in the world and how a casino organisation functions.
Of interest would be the explanation of casino mathematics, in basic form. This presentation was prepared for the academic staff of Nanyang Polytecnic Singapore and presneted by Ramachandar Siva in May 2008. A brif about Ramachandar's former casino school in Singapore is included.
Entertainment Capital, Employee Fraud Capital
Discussion of publicized casino employee fraud and how the lessons learned applies even to non-gaming organizations.
This week’s paper is required to be approximately 4 -6 pages in le.docx
This week’s paper is required to be approximately 4 -6 pages in length, not including the title page and the reference page. No paper should be fewer than 1400 words.
Double space your work, cite your work,
limit quotes
, and edit your work well for spelling, grammar, and punctuation errors. If you have quotes included in your paper, you should have more than 1400 words to compensate. Your work will be automatically reviewed by Turnitin upon submission. Please make sure you have cited your work properly. Utilize the APA resource material provided in the lessons section of the classroom under course materials.
After reading chapters 9 & 10 from week 6 and reading chapters 11 & 12 from week 7 you should have an understanding of the types of strategic control, the need for balance between rewards, culture, and boundaries, the pros and cons of different organizational structures, the elements of effective leadership, ethics programs, the types of risk a company may take. After reading the attached articles below, you then can incorporate all of these strategies with the managerial economic impact certain decisions will have on a company.
Read the two articles attached about managerial economics.
Discuss six selected topics from our studies throughout weeks six and seven (chapters 9 – 12)(HERE THEY ARE: building a strong and effective culture; setting boundaries and constraints; creating an effective structure; creating an ethical organization; staffing to capture value from innovation;; motivating with rewards in incentives;
Discuss these six topics in relation to your company and also incorporate the issue of managerial economics within your company and how the economic situation of today influences the strategic decisions your company is making. Each of the six topics discussed should be in
bold
print. For example, one topic you may choose may be how your company attains
balance between culture, rewards, and boundaries
. Another topic may be your company’s
organizational structure
and why they have the structure they have.
Give examples using the terms and concepts in your textbook and your research articles. (Terms to choose from from text:
strategic control
,
traditional approach to strategic control
informational control
,
behavioral control
,
organizational culture
reward system
,
boundaries and constraints
,
corporate governance
corporation
,
agency theory
,
board of directors
shareholder activism
external governance control mechanisms
,
market for corporate control
,
takeover constraint
,
principal-principal conflicts
,
expropriation of minority shareholders
,
business groups
,
organizational structure
,
simple organizational structure
,
functional organizational structure
,
divisional organizational structure
,
strategic business unit (SBU) structure
,
holding company structure
,
matrix organizational structure
,
international division structure
,
geographic-area division structure
,
world ...
Lucky Dragon
This document provides information about the Lucky Dragon project, a new casino resort in Las Vegas designed to create an authentic Asian cultural and gaming experience. It will be located near the Las Vegas Strip and Chinatown, and close to the airport and major highways. The project has received government support and approval. It is expected to create over 2,300 jobs and attract Asian customers to Las Vegas.
Macomber International (Dean Macomber)
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.
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EECS 441 - Company Preso
- 2. Clear Competitors Not Tech Affected by Current Events Why LVS?
- 3. People Like Gambling Not Always Legal Problem Not Always Close
- 6. USD 3.304 billion Net Income 2019
- 8. Finances - Stock Value
- 9. How does LVS Make Money?
- 10. SlotsNon-Rolling Tables Rolling Tables Business Model - Gambling
- 11. Business Model - Other Sources
- 12. The Venetian, Macau Business Model - Result
- 13. Business Strategy - Asian Expansion Macau Singapore
- 14. Las Vegas USD 444 Million Singapore USD 2.167 Billion Macau USD 7.018 Billion 2019 Casino Revenue by Site
- 15. Where Does the LVS Story Start?
- 16. Company History - Founder/CEO Sheldon Adelson
- 17. Company History - 1989 Sands Hotel and Casino
- 18. Company History - 1997 The Venetian, Las Vegas
- 19. Company History - 2004 Sands Macao
- 20. Company History - Late 2000s Cotai Strip
- 21. Company History - 2010 Marina Bay Sands
- 22. Company History - Future New Asian Markets
- 23. What is the Hot Product?
- 24. Hot Product 1 Resort Casinos Non-Rolling Gambling
- 25. Hot Product 2 Baccarat Table Game Drop by Type
- 26. Secret Sauce Combined Resort Casino Expanded Markets Catering to Whales
- 27. LVS: Mover or Milker?
- 28. Competition MGM Resorts International SJM Holdings Wynn Resorts
- 29. Competition - Market Share
- 30. Prediction - Short Term Covid-19 A Tale of Three Cities More Addictive than Cruising
- 31. Prediction - Long Term Online Gambling China and Asia Addictive
- 33. ● https://en.wikipedia.org/wiki/Las_Vegas_Sands ● https://s21.q4cdn.com/635845646/files/doc_financials/2019/Q4/85632175-4c89-4 bae-80ef-8fd37cba2340.pdf ● https://s21.q4cdn.com/635845646/files/doc_financials/2020/Q1/LVS-1Q20-Final- Presentation-Deck.pdf ● https://www.macrotrends.net/stocks/charts/LVS/las-vegas-sands/revenue ● https://en.wikipedia.org/wiki/Sheldon_Adelson References