Essay Mgm Resorts International Case Study

The maloofs and *name of owner* can spend hours promoting Vegas hockey. However their completely wrong. The arena wasn't built with Hockey in mind. The ultimate owner built it for various different reasons. Professional

commonplace, the shear size of MGM Grand Hotel & Casino has helped to solidify its landmark

Also, with the new renovations, MGM Las Vegas was known for having a vast amount of

working on a corporate customer service program for all MGM-Resorts dealers. He told me that he thought we some fantastic ideas, and the he might be able to incorporate some of them into his corporate program. After several months I was told that Mr. Kirby attended a corporate event were Greg Chase presented his customer service program “Table Games Guest Workshop”. Mr. Kirby took for the meet the accompanying literature the Mr. Chase gave to the attendees. The similarities between Mr. Chase’s presentation and the one I created are quite obvious. A week or so later, Mr. Hartley ask me if I would be willing to present the new corporate program to the New York New York dealers. Mr. Hartley told me that it was Mr. Kirby’s suggestion

Are any changes taking place in the macro-environment that might have a positive or negative impact on the industry in which your company is based? Apply the PESTEL framework to identify which factors may be the most important in your industry. What will be the effect on your industry?

By 2009, MGM was on the brink of bankruptcy due to CenterCity. MGM thought the recession wouldn’t happen because it was in the gaming and hospitality market. MGM over built and significantly funded by MGM’s growth investments—showed its hand. In 2008, MGM reacted by folding its $5 billion Atlantic City project and selling its Treasure Island Resort and Casino for approximately $775 million. The $7 billion CityCenter project budget quickly ballooned to over $9 billion and MGM had to be bailed out by its joint venture partner—Dubai World. To avoid negative credit/stock ratings and continue operations, MGM needed to generate cash; however, it was in too deep on a number of projects and had no choice but to stick it out and see them to completion. CityCenter opened in December 2009—unfortunately, to less than stellar fanfare. Stock prices fell hard and fast with impending negative quarterly profit earnings. MGM reported a net loss of $856 million in 2008 and $1.3 billion in 2009 and saw

Las Vegas hotel executives face overwhelming challenges to keep up with the latest trends in hospitality technology. Executives reminisce on the earlier years when gamblers used to spend a majority of their time in casinos but as more non-gaming attractions appear along the strip the hours spent have decreased. According to Pete Earley, author of Super Casino: Inside the New Las Vegas, “the average gambler used to spend four hours per day playing in a casino, but not that same gambler only plays two hours per day because there is so much more to see and do,” (Earley, 2010). This factor has influenced MGM Grand to strategize ways to emphasis customer segments by building strong operations and marketing strategies. Kirk Kerkorian first operated a hotel in the seventies, named MGM Grand Hotel and Casino. The MGM Grand Hotel and Casino, set new standards for Las Vegas hotels and casinos, considering it was one of the largest hotels in the seventies. Before the technology boom and popularity of the Sin City began, entertainment, lodging, and food for extremely low prices. The luxurious experience you find in Vegas at one time

As we well know, any bill which is passed can be overturned rather simply in its early stages. That doesn’t seem to have put the dampers on MGM Resorts plans, with the company eager to jump on the prospect before other casino giants do, should gambling become legal in the Asian country in the near future. MGM Resorts is looking at anything from around 500 billion to 1 trillion JPY for the project, which could equate to a cost worth up to $10 billion. The resort would likely feature hotels, food and drink, shopping, and of course, gambling as well as offices and convention space.

This is an area of opportunity for growth for MGM” ("Scholarworks @ CSU San Marcos," n.d.) The threats associated with substitute products are high since the consumers have a variety of alternatives they can choose. In Vegas, there are numerous alternative casinos that the customers have access to select. Therefore, MGM needs to foster core means that are exceptional, benificial, difficult to imitate, and non-substitutable, thus becoming core competencies leading to sustainable competitive advantage (Scholarworks @ CSU San Marcos,”

MGM Resorts International is a gaming, hospitalist and entertainment company based out of Paradise, Nevada. MGM was formally known as MGM Grand Inc. (1986-2000) and

RealD Inc is a leading global licensor of 3D technologies while IMAX Corp specializes motion picture technologies and presentations. While the two markets may seem mutually exclusive, they are not, and with indications of both parties having intentions to foray into broader market segments, the competition between both parties could not be more intense than it is now. Even though it may seem that IMAX is performing better, a deeper look into the financial statements of both companies shows that each company has its own strengths and weaknesses. It is also reassuring to see that RealD is improving upon its financial position while IMAX seems to be

1. What is the importance of Mr. Steven Wynn himself, to the company? What potential problems could arise if he left the company?

Blue Mountain Resorts were first built in 1941, and it is the largest family-operated ski resort in Canada. The major problem in this case is that the CEO of the Blue Mountain Resorts has to decide whether to install facilitates or not for the night skiing in 1979-1980 winter skiing season. Maintaining comfortable capacity at ski resort is very important in this field of market. The capacity depends on the hill size, hill development, and lift facilities. Therefore, to provide the night skiing service, investing in hills and lifts are important factors. So, if the CEO decides to install the night skiing facilities, he needs to decide the price of the single-night lift ticket

The Studio City development, at a cost $3.2 billion, is the new vision of Macau; one of the first of its kind in China to cater to middle class families, and not wealthy gamblers. Melco Crown Entertainment partnered with Warner Bros. to bring to life old Hollywood charms, magical illusionists, and a 5,000 seat theater that housed Mariah Carey as the first opening act. The theater is also designed to host concerts, awards shows and sporting events.

New casino projects are already popping up in the nearby region and looking to attract high-rollers away from Macau. This particular market segment has been an integral part of Macau's growth and currently accounts for 60-65% of the revenues of its largest casinos (The Economist, 2013). As Chinese leaders attempt to zero in on leadership corruption, high-rollers seek alternatives to the restricted Macau.