Las vegas sands swot analysis

Situation Analysis-Las Vegas Sands Corp

Chen Chen, Aryan Taright, Xiyan Zhang, Gwansu Kim, Leungling Chen, Kaixiang Ke

MKT 304 - 13509

09 Mar. 2018

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Table of Contents

1.0 EXECUTIVE SUMMARY …………………………………………………..………………1

2.0 COMPANY …………………………………………………………………….…………….3

2.1 Company description ………………………………………………..………………..3

2.2 Mission and Vision ..…………………………………………………….……………3

2.3 History and Goals ……………………………………………………….……………4

3.0 SWOT …………………………………………………………………………..…………….4

3.1 SWOT Table ……………………………………………………………………..….4

3.2 SWOT Description …………………………………………………………………..5

4.0 COMPETITOR ANALYSIS ……………………………..…………………………..………7

4.1 SWOT Table for competitor 1 ……..……………………………………..…………..7

4.2 SWOT Table for competitor 2 …………………………………...………………….10

5.0 CUSTOMER ANALYSIS …………………………………………………………………..13

5.1 Geographic segmentation...…………………………………………….……………13

5.2 Demographic segmentation ………...……………………………………………….13

5.3 Psychographic segmentation………...……………………………………………….14

5.4 Behavioral segmentation …………………………………………………………….14

6.0 MARKETING AND PRODUCT OBJECTIVES ……………………...……………..……..14

6.1 Current Market and New Market…. ………………...………………………………15

6.2 New Products………… ……………………………………………….…………….16

6.3 Target Market………… ……………………………………………….…………….16

6.4 Positioning ………………………………………………………….……………….16

7.0 REFERENCES AND APPENDIXES…………………………………….…..……………..20

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Executive Summary

Las Vegas Sands Corporation is a firm which deals with class gaming, luxury hotels,

entertainment, leisure amenities, convention and meeting facilities. The company had

consistently grown since its formation in the year 1989 when Sheldon Adelson and his partners

bought the Sands hotel in Las Vegas. The corporation has a vision of becoming a global leader in

sustainable resorts, building development and environmental conservation. The firm aims at

ensuring that its customers and employees have been treated in the right way and it is also

focused on sustainable development. The corporation wants to achieve its vision through green

buildings, green meetings and events, environmentally responsible operations, and stakeholder

engagement. The firm acknowledges that there has been great dynamism in the global

environment and the private, societal and public sectors are supposed to work together to

conserve the environment. The Las Vegas Sands Corporation has therefore taken a step to

increase its share of renewable energy and also to enhance water use efficiency across all sectors.

The Las Vegas Sands firm has its internal strengths and weaknesses, and there are also external

opportunities and threats. One of the strengths of the company is that it has an integrated resort

business model. The corporation has ensured that it has a diversified service and product system

where it operates a casino and also offers on conventions and events. The company has also

expanded its operations to Asia. The company is known to have the largest casino market in the

world. The expansion ensures that the company generates more revenue which leads to growth

and development of the organization. This expansion ensures that the financial base of the

organization has been strengthened. One of the weaknesses of the company is that there have

been too many government restrictions which lead to cutting down on casino revenues. Also, as

a result of the many restrictions and regulations, the VIP players reduced their spending rates

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which affect the earnings of the company. There are also opportunities which include growth in

Asia. The main threat which the company is facing is the increased competition as internet

gambling is on the rise.

The customers of the corporation can have analyzed and segmented regarding geographic

segmentation, behavioural segmentation, psychographic segmentation and demographic

segmentation. Regarding geographic segmentation, there are those hotels which are located in

Las Vegas, Singapore, and also Pennsylvania. Regarding demographic segmentation, all the ages

visit the casino, but those between the age of 50-64 are the biggest group which visits the

casinos. Psychographic segmentation indicates that most people visit the casinos and hotels for

luxury purposes and fun.

The Las Vegas Sands Corporation wants to increase its current market by 11% in the year 2018.

The company also aims at customer retention through offering the quality products and services,

and it is aiming at attracting new customers through making their services better and through

advertisements. The new markets in Asia have been successful hence the company aims at

opening newer markets to expand its business. The company also aims at opening a new resort

with the same model in Japan. The company also wants to position itself as a firm which

provides world-class hospitality, gaming, dining, entertainment, and convention centres.

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Las Vegas Sands Corporation

Las Vegas Sands Corp is a pre-eminent operator and developer of world-class resorts

founded in 1989. It features dining and entertainment, best-in-class gaming, luxury hotels, retail,

leisure amenities, and Convention and Meeting facilities. The corporation is a leader in MICE-

integrated Resort which is an extremely successful and unique model serving both leisure and

business tourism market. Sands Corp claims ownership of integrated resorts in Asia and the U.S.

operates in.

The Mission/ Vision Statement

Las Vegas Sands believes that its response to the planet is vital to its commitment to the

well-being and comfort of its team members and guests. The global sustainability strategy for

Sands is aimed at reducing the company’s environmental impact, and it is a reflection of its

vision to be a global leader in sustainable resorts operations and building development (Fifield).

Strategy

The company has developed its plan through four pillars namely: green buildings,

stakeholder engagement, green meetings and environmentally responsible operations, and. The

four components ensure that the company has the most excellent environmental opportunity and

impact.

History

Las Vegas Sands was founded in 1989 after Adelson and partners bought the famed

Sands hotel in Las Vegas. Sales from his previous ventures in show business and computer trade

helped significantly in the opening of the firm. In 1990, the company had a breakthrough after

the Sands Expo and Convention Center was launched. In 2004, the company was incorporated,

and it extended its presence in Asia. In 2009, Sands Casino Resort Bethlehem was opened, and

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in 2010, Adelson flagged off the $5.6billion Marina Bay Sands Resort in Singapore. In 2012, the

management had discussions with the European government in Barcelona and Madrid. In

September the same year, the company announced Madrid as the chosen destination for Euro

Vegas, a gambling resort project. However, by the end of 2013, the initiative was canceled.

Further, in 2015, the company a 2020 project of a 65,000-seat facility for Oakland Raiders team

(Trefis). The conglomerate opened the Parisian Macao in 2016, marking Adelson’s dream to

replicate the delight and accomplishments in his Las Vegas Strip. Since then, the firm has

recorded significant growth in its various resorts in Asia and the United States.

Goals

The emergence of new challenges and growth in its portfolio, Las Vegas Sands has

changed significantly over the past years (Trefis). The public sector, government, and business

are joining hands for global development. In 2011, the company started a five-year

environmental reporting cycle. The company also set new performance targets of 2020. Of the 17

global sustainable development goals (SDGs), the company has embraced SDG 6 on water, SDG

12 on responsible consumption, and SDG 7 on energy. Under each goal, Las Vegas Sands came

up with targets that were incorporated in its strategy through internal and long-term external

objectives.

SWOT Table (Strengths, Weakness, Opportunities, and Threats)

Internal Factors Strengths Weaknesses

Management Integrated Resort business model

Government restrictions

Marketing Expansion in Asia Struggle in Macau

External Factors Opportunities Threats

Consumer/Social Growth in Asia Increase in Internet Gambling

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LVS’s strength

Integrated Resort business model: Las Vegas Sands is a resort company not only operating a

casino but also emphasizing the value of appealing to the convention and exhibition business.

The CEO of Las Vegas Sands Adelson saying, “encouraging retail mall development and other

ancillary revenue opportunities makes sure that Sands gets as much of its customers' money as

possible.” (Caplinger) LVS is the first casino that initituted MICE (Meetings, Incentives,

Conventions, and Exhibitions) model. By using this model, LVS can use empty conference

rooms to maintain certain revenue during the time that hotels and casino experiencing low

demand.

Expansion in Asia：Although Las Vegas is third largest casino market in the world, Las

Vegas Strip only generates about 13% revenues for Las Vegas Sands. Because of the gambling

industry growth in Asia, it created a lot of opportunities for LVS to increase their income and

expand their profit margins. The company has expanded their businesses in Asia, such as Macau

and Singapore. Las Vegas Sands is also competing with other casinos to get the contract to build

new casino in Japan recently.

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As we can see from the table above, LVS’s operation in Macau and Singapore is much higher

than the operations in US. This result showed us that VIP players from Macau and Singapore

played an important role of creating higher profit margins for Las Vegas Sands. (Team)

LVS’s Weakness

Government Restriction：During the year in 2014, gambling revenue started to evaporate on

the Chinese territory. The Chinese government had started cracking down on corruption. A lot of

VIP players started getting scared of showing off their money. At the same time, Chinese

government has restrictions for people who go to Macau. And the government is also monitoring

UnionPay, Chinese debit card. All of these restrictions have made some troubles for casinos to

earn revenues. There were moments in 2015 when gambling revenue was cut in half. (Lopez)

Struggle in Macau: "There's a slowdown in China that is affecting the way people are

spending," CEO Sheldon Adelson acknowledged on the company's earnings call. Because of the

government restriction and regulations, a lot of the VIP players were not putting money in the

games. And the sub-concession agreement between LVS and Macau will expire on June 26,

2022. LVS will face some difficulties in the future in Macau.

Opportunities

Growth in Asia: “About 85% of LVS’s business is leveraged towards Asian gaming. Asian

gaming is the biggest growth opportunity. In October 2013, LVS received an additional five-year

exemption from Macao’s corporate income tax. The exemption was for profits generated by

operating casino games.” (Yahoo Finance) Macau has the largest and most successful gambling

http://www.businessinsider.com/macau-vip-volume-continues-decline-2015-11
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market in Asian. Macau is often regarded as the “Las Vegas of the East.” The casino industry is

expanding in size. Macao draws a significant number of customers. The customers are visitors or

residents of Hong Kong. (Market Realist)

Threats

Increase in Internet Gambling: There has been an increase in Internet gambling. The

government took steps to legalize it. This could be a threat to Las Vegas Sands. Gamblers in

casinos may decrease because they can gamble from their home or smartphone. (Yahoo Finance)

COMPETITOR ANALYSIS

Wynn Resorts Ltd

Wynn Resorts Ltd or Wynn Las Vegas is a public company in Nevada. It founded by

Stephen Alan Wynn, former chairman and CEO of Mirage Resorts, in October 25, 2002.

Headquartered in Paradise, Nevada, USA. It employs 20,800. Its business scope is mainly in the

United States and China. Its industry is hospitality and tourism, and mainly engaged in the

development and operation of high-end hotels and casinos. It develops a series of products and

services, such as resorts, casinos, gaming, entertainment, and related products. Wynn Las Vegas

is the company’s first project. It finishes in April 28, 2005. Wynn Macau is the second project. It

start on June 28, 2004, and finish on November 25, 2006.

Wynn Resorts Ltd SWOT Analysis

Strengths Weaknesses

Internal Factors High-end market and the elite customers Restricted by national policy

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Strategic locations Fierce competition in limited

market

Brand recognition is high Scandal

Good Cash Flow Declining operational performance

Opportunities Threats

External Factors Open the mass market Regulatory Interference

Online platform Rising raw material

Environmental policy China slowdown

Good tourism prospects Consumer buying behavior

changing

Wynn Resorts Ltd Strengths

Wynn Resorts Ltd has invested a lot of money in its casinos and resorts. Their casino and

accommodation is very luxurious. Each of their facilities and environments has a professional

design to make people feel amazed. And there are many unmatched art collections. Mainly to

meet the high-roller customers, rather than meet the mass customers. Those customers have more

purchasing power and are more resistant to external factors, such as, political factors, distance,

and so on. These are major customers. Their location is also very good. It was located in major

entertainment and travel destinations. Those places attract a lot of rich people and tourists. Also,

the brand of recognition is high. Wynn Resorts Ltd has a long history of entertainment, resorts,

and casino industry development. They have a lot of experience to manage these industries. It

makes people know and recognize them a lot.

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Wynn Resorts Ltd has a very good cash flow. They need cash in a lot of places to operate

the industries, such as casino, resorts, and entertainment, etc. This allows them to have a lot of

cash to solve the problems when they encounter difficulties.

Wynn Resorts Ltd Weaknesses

Wynn Resorts Ltd face many constraints. For example, travel restrictions, taxation

problems, and national policy, etc. Wynn Resorts Ltd is not a normal company. Their business

may cause a lot of bad influence. It also requires a lot of resources and a large land. These need

the government to apply for them. Therefore, the national policy can cause a lot of effect to them.

Moreover, the market for this industry is not large, but more competitors enter the market in

recent years. This reduces their profits every years.

The scandal also is a big problem in Wynn Resorts Ltd, their CEO Steve Wynn is

involved in sexual scandal, and he and his ex-wife have been engaged in a highly public legal

lawsuit. It damages the reputation of Wynn Resorts Ltd.

Wynn Resorts Ltd Opportunities

Wynn Resorts Ltd can open the mass market, because it can attract more new customers.

The competition for high-end customers is very fierce, so open the mass market is the method to

increase profits. Another method is to open and develop the online platform. The internet is now

the biggest market in the world. It has less limitation in this market, so it can increase the profit.

An environmental policy can help the Wynn Resorts Ltd too, because more of the

industries in Wynn is tourism, it can make the place more beautiful and cause the environment

better, so they can ask the government to help them to develop their industries.

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Wynn Resorts Ltd threats

Wynn Resorts Ltd faces a lot of regulatory interference, whether in the United States or

China. And China’s economy is slowing down, it reduce the Chinese tourists to spend money in

their industries.

The raw material is the big problem, because the price index rises every year. It causes

their cost are on the rise. They need to spend more time and money to complete the project, and

part of the cost will make their price of products increase.

Consumer buying behavior changing is a big problem too. The people now need more

convenient and quick way to finish or enjoy things, so many old methods will need to be

replaced. These will increase a lot of costs.

MGM Resorts International

MGM resorts International is a casino, resorts, and hotel operating company located in

Paradise District, Las Vegas, Clarke County, Nevada. MGM Resorts International is the second

largest gaming company in the world. They own fifteen properties in Nevada, Mississippi and

Michigan plus 50% ownership of four properties in Nevada, Illinois, and Macau, China. MGM

Resorts International was called MGM Mirage before. It changed the name in June 2010.

MGM Resorts International SWOT Analysis

Strengths Weaknesses

Internal Factors High level of customer satisfaction Weak financial planning

Successful records of mergers and

acquisition

The challenges from new

competitors

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Brand recognition is high A gap in their product

Good Cash Flow Need more investment

Opportunities Threats

External Factors Online platform Government policy

New acquisitions Growing strengths of local

distributors

Decreasing cost of transportation Changing consumer buying

behavior

Government green policy Rising raw material

MGM Resorts International Strengths

MGM Resorts International has a long history and experience on operate casinos and

hotels, so people can recognize this brand. People will willing to go to their industries because

they trust this brand. MGM Resorts International attaches great importance to customer needs

and opinions. They set up a special relationship management department to collect and listen to

the opinions of the customers, and present and achieve a better customer satisfaction and good

brand equity to all the ₩s.

MGM Resorts International has many successful records of mergers and acquisition.

They acquired a lot of technology companies in recent years. It can help the company create a

stable and reliable supply chain. This can simplify the process and reduce the time and cost.

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MGM Resorts International Weaknesses

MGM Resorts International acquired frequently, and it causes many operations and

financial problems. MGM Resorts International has a lot of money that is not properly used.

They cannot use the cash effectively and cause a lot of financial planning problems. They waste

a lot of money in many projects. However, because of the acquisition, they also need more

investment. The cost may increase in these situations if they do not solve the problems.

There are many new competitors enter the market, so they may face many challenges

from them. The market is limited, so they should open several new markets to increase their

profits.

Many customers say that there is a gap in their product. Their product lacks choice and

innovation. It may cause many new competitors easily to enter the market.

MGM Resorts International Opportunities

The internet is the world biggest market now, so they should open and invest more new

online platform to attract more customer and open different markets. This investment can create

a bigger profit for the company.

In recent years, the cost of transportation is decreasing, because of lower shipping prices.

It brings down the cost of products. It can help the company to gain more market share.

Moreover, the government green policy can also create an opportunity for the company. Their

industries are good for the environment, so they can ask the government to reduce help them to

develop and operate the industries.

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MGM Resorts International Threats

MGM Resorts International may face a lot of threats. MGM Resorts International invests

a lot of money in different places, but the local distributors in those places also grow very fast in

recent year.

The raw material is increasing, and it causes the cost of the products increasing too. The

increasing costs will lead the product price increases. Many customers may leave because of the

price increases.

Customer Analysis

Geographic segmentation

Las Vegas Sands operates five hotels in Macau, two hotels in Las Vegas, one hotel in

Singapore and one hotel in Pennsylvania. Macau and Las Vegas are representative cities of

casino and entertainment. Geographically, casino hotels have good accessibility to customers

who visit Macau and Las Vegas to enjoy entertainments and casino. Where The Venetian Las

Vegas and The Palazzo are located is in the center of hotels and casinos congested area in Las

Vegas. Macao draws a significant number of customers and the customers are visitors or

residents of Hong Kong. The need of customer is good accessibility with entertainments and

casino. The wants are hotels are located in the center of hotels and casinos congested area.

Demographic segmentation

It seems like all ages visit casinos evenly. But 50-64 are the biggest group of casino

visitors. And the middle-income groups are the main group of casino visitors(see Appendix A for

demographic information). It shows that stable income and ages make visit casinos more.

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Psychographic segmentation

Customers who go to Las Vegas or Macau and stay casino hotels want to stay at luxury

hotels and do gamble. Las Vegas casino hotels’ room price is not that expensive, but customers

can get high-quality rooms. Since these hotels have casinos, customers can enjoy gambling at

where they stay. This is the chart that shows the price per one night of luxury hotels in Las Vegas

(see Appendix B for Price Chart of Three Main Hotels in Las Vegas Strip). Even though it seems

expensive, customers who want to stay at luxury hotels and play gamble choose these casino

hotels.

Behavioral segmentation

The trend of Las Vegas Strip is revenue from gaming has been decreasing and revenue

from non-gaming has been increasing(see Appendix C for Las Vegas Strip Gaming vs. Non-

gaming Revenue Mix). Customers’ behavior has been changed. Las Vegas hotels used to be

known for the gambling. But recently, spending behavior goes to non-gaming elements.

According to the Business Insider article by Sam Ro, it says “Today, non-gaming revenue

comprises around 64% of Las Vegas' total revenue mix as a result of the market evolving over

the past ten years into a more complete tourist destination with hotel, entertainment, retail, and

F&B/fine dining becoming increasingly important revenue drivers.”

Marketing & Product Objectives

Las Vegas Sands market intent is to be “the pre-eminent developer and operator of world-

class Integrated Resorts that feature luxury hotels; best-in-class gaming; retail; dining and

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entertainment; Meetings, Incentive, Convention and Exhibition (MICE) facilities; and many

other business and leisure amenities,” according to sands.com. Las Vegas Sands currently has

properties in Las Vegas, NV, Bethlehem, PA, China, and Singapore. These locations currently

offer world class hospitality to both leisure and business tourism markets. Current properties as

well as planned new markets will serve as a platform to grow sales revenue. This will be detailed

in four areas below:

Current Markets

Las Vegas Sands expects to increase revenue about 11% in current markets in 2018. Our

plan is to do so by continuing to implement the “MICE” model. The model integrates a focus of

meetings, incentive, convention, and exhibition with luxury gaming, dining, entertainment, and

hospitality. This formula has allowed for Las Vegas Sands to be an industry leader, and we

expect it to continue to do so. This model has been successful in all markets starting from Las

Vegas all the way to China. We expect to retain customers by continuing to offer the same

product as well continuously gain more as our reputation expands.

New Markets

Las Vegas Sands is a growing company, our next step in expansion is to build a luxury

resort in Japan. Las Vegas Sands originated in the United States, but has recently expanded into

Asia. Multiple resorts have been opened in Macau, China as well as one in Marina Bay,

Singapore. The newer Asian markets have all proven to be successful, actually accounting for

more revenue than the American market. Las Vegas Sands plans to expand into Japan using the

same model that has granted us success in China and Singapore.

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New Product

Las Vegas Sands plans to open a new resort with the same model in Japan. We plan to

invest $10 billion dollars on the resort, making it the biggest investment the company has ever

made on a stand-alone resort. According to Bruno (2017), as of now, the company is planning on

emphasizing its focus on non-casino attractions such as exhibition halls. Japan is currently

revising its laws to allow casinos to operate in the country. Las Vegas Sands will closely monitor

the situation. If the Japanese law allows for casino operation, the planned Las Vegas Sands

Japanese resort will have a casino.

Target Market

The target market for Las Vegas Sands new resort in Japan will be the business and

leisure tourism market. The target market is not emphasized on one demographic, Instead we are

focused on developing and operating resorts that will accommodate to many different adults.

Target consumers are business men and women, vacationers, single, couples, and even families.

Positioning

Currently, Las Vegas stands as an industry leader in providing world class hospitality,

gaming, dining, entertainment, and convention centers. The Sands Expo is Las Vegas is the third

largest convention center in the city and the connected Venetian and Palazzo resorts operate as a

hotel giant on the Las Vegas Strip. Las Vegas Sands was the first American company to invest in

development of resorts in Macau, China, but is currently facing some major competition.

American companies such as MGM, Wynn, and Melco have entered the Macau market. Of its 5

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resorts in China, only one saw growth in revenue last year (Sun, 2017). The Singapore location

remains strong, and gambling revenues from the Chinese market have increased 15% since last

year (Sun, 2017). With our planned expansion into the Japanese market and diligence in current

markets Las Vegas Sands plans to remain a premier developer and operating of world class

resorts.

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References

Trefis, T. “Why Las Vegas Sands Is Focused On International Expansion.” Forbes,

Forbes Magazine, 26 May 2017,

www.forbes.com/sites/greatspeculations/2017/05/26/why-las-vegas-sands-is-

focused-on-international-expansion/.

Fifield, Anna. “American gambling companies are lining up to open casinos in Japan.”

The Washington Post, WP Company, 16 Oct. 2017,

www.washingtonpost.com/world/asia_pacific/american-gambling-companies-are-

lining-up-to-open-casinos-in-japan/2017/10/14/5d4aebee-a904-11e7-8ed2-

c7114e6ac460_story.html.

“Higher Rates Will Drive Wynn Resorts' Domestic Hotel Operations In The Coming

Years.” Trefis, Trefis Team, 20 May 2015,

www.trefis.com/stock/wynn/articles/297253/higher-rates-will-drive-wynn-resorts-

domestic-hotel-operations-in-the-coming-years/2015-05-20.

Market Realist, marketrealist.com/2014/09/casinos-able-attract-visitors-different-age-

groups.

Ro, Sam. “Las Vegas Hasnt Been About Gambling Since 1999.” Business Insider,

Business Insider, 8 Mar. 2013, www.businessinsider.com/las-vegas-gaming-vs-

non-gaming-revenue-2013-3.

All products require an annual contract. Prices do not include sales tax (New York

http://www.trefis.com/stock/wynn/articles/297253/higher-rates-will-drive-wynn-resorts-domestic-hotel-operations-in-the-coming-years/2015-05-20
http://www.trefis.com/stock/wynn/articles/297253/higher-rates-will-drive-wynn-resorts-domestic-hotel-operations-in-the-coming-years/2015-05-20
http://www.businessinsider.com/las-vegas-gaming-vs-non-gaming-revenue-2013-3
http://www.businessinsider.com/las-vegas-gaming-vs-non-gaming-revenue-2013-3
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residents only). “Age group distribution of U.S. casino visitors in 2010 | Survey.”

Statista, www.statista.com/statistics/188424/percentage-distribution-of-casino-

visitors-in-the-us-by-age-2010/.

Caplinger, Dan. “5 Things Las Vegas Sands Management Wants You to Know.” The

Motley Fool, The Motley Fool, 2 Sept. 2015,

www.fool.com/investing/general/2015/09/02/5-things-las-vegas-sands-management-

wants-you-to-k.aspx.

Team, Trefis. “Why Las Vegas Sands Is Focused On International Expansion.” Forbes,

Forbes Magazine, 26 May 2017,

www.forbes.com/sites/greatspeculations/2017/05/26/why-las-vegas-sands-is-focused-

on-international-expansion/#7dd36cf0354b.

Lopez, Linette. “Las Vegas Sands Is Getting Slaughtered.” Business Insider, Business

Insider, 21 Apr. 2016, www.businessinsider.com/las-vegas-sands-is-getting-

slaughtered-2016-4.

“Must-Know: A SWOT Analysis of Las Vegas Sands.” Yahoo! Finance, Yahoo!, 18 Sept.

2014, finance.yahoo.com/news/must-know-swot-analysis-las-182950239.html.

Market Realist, marketrealist.com/2014/09/why-casino-industry-rapidly-expanding-into-

new-markets

http://www.fool.com/investing/general/2015/09/02/5-things-las-vegas-sands-management-wants-you-to-k.aspx
http://www.fool.com/investing/general/2015/09/02/5-things-las-vegas-sands-management-wants-you-to-k.aspx
http://www.forbes.com/sites/greatspeculations/2017/05/26/why-las-vegas-sands-is-focused-on-international-expansion/#7dd36cf0354b
http://www.forbes.com/sites/greatspeculations/2017/05/26/why-las-vegas-sands-is-focused-on-international-expansion/#7dd36cf0354b
http://www.businessinsider.com/las-vegas-sands-is-getting-slaughtered-2016-4
http://www.businessinsider.com/las-vegas-sands-is-getting-slaughtered-2016-4
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Bruno, G. (Oct. 4 2017). Las Vegas Sands Eyeing $10 Billion Resort in Japan. Thestreet,

Retrieved from https://www.thestreet.com/story/14330585/1/las-vegas-sands-eyeing-

10-billion-resort-in-japan.html

Sun, L. (Nov 6, 2017). Will 2018 Be Las Vegas Sands Corp.’s Best Year Yet? The Motley

Fool, Retrieved from https://www.fool.com/investing/2017/11/06/will-2018-be-las-

vegas-sands-corps-best-year-yet.aspx

https://www.thestreet.com/story/14330585/1/las-vegas-sands-eyeing-10-billion-resort-in-japan.html
https://www.thestreet.com/story/14330585/1/las-vegas-sands-eyeing-10-billion-resort-in-japan.html
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https://www.fool.com/investing/2017/11/06/will-2018-be-las-vegas-sands-corps-best-year-yet.aspx
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Appendix A

Demographic Information by Age and Houshold Income

Appendix B

Three Main Hotels in Las Vegas Strip

Appendix C

Las Vegas Strip Gaming vs. Non-gaming Revenue Mix