Mandalay Resort Group-2004

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Mandalay Resort Group - 2004
Summary of the Case
At the year end of 2003, the Las Vegas a place of glitz and glamour survived the terrorist attack of September 11, 2001. Mandalay describe themselves as business of entertainment and it has been one of the innovators in the theme resort concept that is popular in casino gaming. They are also famous for extravagant vacations and convention centers in Las Vegas, Reno, and Laughlin Nevada. They rejuvenate the Circus Circus with new marketing strategy and experienced rapid growth and high profitability. Mandalay currently does not seem to have a formally stated mission and no publicly stated vision statement is available. However, the development of Mandalay Mile continues to be the core of Mandalay’s future. Although Mandalay does not publish its organization chart, it appears that they provides overall direction and strategic leadership as well as functional coordination in areas of finance, accounting, human resources, legal issues, and marketing. Each resort enables to handle the specific activities required to successfully operate a large, combined hotel, casino, and entertainment resort. I. Statement of the Objectives

1. To improve their basic requirements that a business needs. 2. To expand rapidly worldwide.
3. To provide quality and the best service for their customer. 4. To get ahead with all their competitors.
5. To have an advance equipment and technology for their resort and casino.

II. Central Problem
How they can develop their casino even if there are a restrictions in other states?

III. Areas of consideration
* Strengths
1. They have rejuvenated the Circus Circus with fresh marketing and experienced rapid growth and high profitability. 2. They have a good location.
3. The average return on invested capital was 16.5% and they generated over $1 billion in free cash flow. 4. Each Mandalay location has a distinctive personality.
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