Strategy: Las Vegas Sands (Singapore)
MGMT102: STRATEGY
LAS VEGAS SANDS CORP.
Table of Contents
Executive Summary 4
Company Profile 4
The External Environment 5 Environmental Analysis 5 Industry Analysis 7 Competitor Analysis 9 Future Trends 10
The Internal Environment 11 Resources 11 Capabilities & Core Competencies 14 Value Chain Analysis 17 Performance Analysis 18
Strategic Issues 19
Recommendations 20 Reducing the Reliance on Debt 20 Las Vegas: Pursuing New Business Level Strategies 21 Building New Core Competencies: The Development Business 21 Overall Corporate Level Strategy and International Diversification 22
Looking Ahead 23
Appendix 24
List of References 31
Executive Summary
Las Vegas Sands Corp. (NYSE: LVS) first came into existence in 1988. Prior to 1988, the company was more commonly known as the Sands Hotel, and its main business was carried out solely in the hotel industry. Today, not only does it own various hotel and casino resorts globally, it is also one of the world’s leading international developers of multi-function integrated resorts. In a relatively short span of 20 years, how has the company been able to transform itself from an aging hotel operator to what it is today?
This report seeks to answer this question by presenting an in-depth analysis of the many factors that have been responsible for this success. Firstly, the environment in which the company is operating in will be carefully looked at; this will include looking at the general trends within the environment, followed by an examination of the resorts and casinos industry. Next, an analysis of the strengths and weaknesses of LVS’ competitors will be carried out in a bid to provide an offensive and defensive strategic context through which opportunities and threats can be easily identified. The environmental analysis will then conclude with a discussion of the future trends of the industry.
The report then moves on to an internal analysis of the company itself. This
LAS VEGAS SANDS CORP.
Table of Contents
Executive Summary 4
Company Profile 4
The External Environment 5 Environmental Analysis 5 Industry Analysis 7 Competitor Analysis 9 Future Trends 10
The Internal Environment 11 Resources 11 Capabilities & Core Competencies 14 Value Chain Analysis 17 Performance Analysis 18
Strategic Issues 19
Recommendations 20 Reducing the Reliance on Debt 20 Las Vegas: Pursuing New Business Level Strategies 21 Building New Core Competencies: The Development Business 21 Overall Corporate Level Strategy and International Diversification 22
Looking Ahead 23
Appendix 24
List of References 31
Executive Summary
Las Vegas Sands Corp. (NYSE: LVS) first came into existence in 1988. Prior to 1988, the company was more commonly known as the Sands Hotel, and its main business was carried out solely in the hotel industry. Today, not only does it own various hotel and casino resorts globally, it is also one of the world’s leading international developers of multi-function integrated resorts. In a relatively short span of 20 years, how has the company been able to transform itself from an aging hotel operator to what it is today?
This report seeks to answer this question by presenting an in-depth analysis of the many factors that have been responsible for this success. Firstly, the environment in which the company is operating in will be carefully looked at; this will include looking at the general trends within the environment, followed by an examination of the resorts and casinos industry. Next, an analysis of the strengths and weaknesses of LVS’ competitors will be carried out in a bid to provide an offensive and defensive strategic context through which opportunities and threats can be easily identified. The environmental analysis will then conclude with a discussion of the future trends of the industry.
The report then moves on to an internal analysis of the company itself. This