Las Vegas Sands Corp.: A High-Risk, High-Return Strategy?

            
 
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Please note:

This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.



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Case Details:

Price:

Case Code : BSTR273 For delivery in electronic format: Rs. 300;
For delivery through courier (within India): Rs. 300 + Rs. 25 for Shipping & Handling Charges

Themes

Strategy and General Management
Case Length : 15 pages
Period : 1988-2007
Pub Date : 2008
Teaching Note : Not Available
Organization : -
Industry : Entertainment
Countries : USA, Macau SAR

Abstract:

Las Vegas Sands Corp, incorporated in 2003, is one of the world's largest casino developer-cum-operators. Initially, it was a one casino-resort company. Over the years, it adopted an aggressive expansion strategy and entered the Asia-Pacific region in a big way.

In Macau, the company planned to build an entire city in a span of three years. The proposed city was to have hotels, theaters, a sport stadium, spas, shops, and banquet halls. The case gives information on the company's vision. It speaks about the possible risks that the company faces in realizing the vision and the rewards that the company can expect if it succeeds.

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The case ends with a brief discussion on the future potential of the casino market in Asia and the company's financial state.

Issues:

To learn more about the casino-resort market in Macau.

To analyze the high-risk, high-return strategy adopted by the company.

To analyze the future prospects of the company.

Contents:

  Page No.
Introduction 1
Background Note 2
The Vision 3
The Rewards and The Risks 4
Outlook 8
Exhibits 9

Keywords:

Las Vegas Sands, High-risk high-return strategy, Impact of rapid growth, Regulated gaming market, Integrated casino resorts, Macau Cotai, Meeting incentive convention exhibition market

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