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 |
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BSTR273 |
For delivery in electronic format: Rs. 300;
For delivery through courier (within India): Rs. 300 + Shipping & Handling Charges extra
ThemesStrategy and General Management |
| Case Length |
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15 pages |
| Period |
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1988-2007 |
| Pub Date |
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2008 |
| Teaching Note |
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Not Available |
| Organization |
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| Industry |
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Entertainment |
| Countries
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USA, Macau SAR |
Abstract:
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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:
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
Las Vegas Sands Corp.: A High-Risk, High-Return Strategy?
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