Hunter S. Thompson’s Fear and Loathing in Las Vegas is a travelogue of sorts‚ due to the blurred lines between fiction and non-fiction‚ which deeply explores the status of the American Dream during the early 70’s‚ specifically 1971. Thompson states this purpose within the first three chapters of the book in the line‚ “Because I want you to know that we’re on our way to Las Vegas to find the American Dream.” (F&L pg 6) Although Thompson states in the beginning of the book that‚ “Our trip was different
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โรงแรม Shangri-La ในเดือนพฤศจิกายน 2006 Symon Bridle หัวหน้าเจ้าหน้าที่ปฏิบัติการคนใหม่ของโรงแรมและรีสอร์ทในเครือ Shangri-La ได้ตรวจสอบความคืบหน้าของบริษัทแม่ในฮ่องกง ซึ่งได้ดำเนินการมา 10 ปีก่อนหน้านี้ ซึ่งมีการเติบโตจากธุรกิจที่มุ่งเน้นระดับภูมิภาคไปสู่กลุ่มโรง แรมหรูระดับนานาชาติที่มีการขยายตัวอย่างรวดเร็ว ด้วยพนักงานจำนวน 18‚400 คน โรงแรมจำนวน 50 แห่ง และรายได้ 842 ล้านเหรียญสหรัฐฯ โรงแรมและรีสอร์ทในเครือ Shangri-La เป็นผู้นำในอุตสาหกรรมโรงแรมหรู บริษัทมีการเติบโตอย่างรวดเร็วเพื่อตอบสนองต่อความต้องการที่เพ
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of Competition 20 Executive Summary Symon Bridle‚ CEO must determine if the current strategy Shangri-La has in place could maintain their unique brand of Shangri-La Hospitality as they moved into tighter labour markets. As they battle with high-end Western hotel chains at home and abroad they need to overcome wages and cultural issues with their hotels world wide. To ensure Shangri-La maintains its service model during their expansion a consistent platform and service quality needs to be maintained
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Casino Industry in Las Vegas. The gaming industry is the livelihood of Macau. It is responsible for 75% of the government’s income and provides the people of Macau with millions of jobs. Even though gambling was first legalized under Portuguese rule to finance the government‚ it remains the same under Chinese rule today. The rules and regulations set forth oversee the casino industry and grant companies with casino concessions. It is dramatically more profitable than Las Vegas because of the devastating
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INDRODUCTION In this project I intend to analyze the complex case of Shangri-La hotel chain a company mainly situated in the Asia pacific but also in some regions of Europe‚ North America and Australia. I will explain its business strategy making an external analysis about the macro environment‚ the industry environment and the competitors. I will then try to find some ways to improve the company’s financial and strategic performance and its contribution to a sustainable competitive environment
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Analyst Report Prepared by: Michael Boone John Tabler April 29‚ 2012 The Company Las Vegas Sands Corporation (LVS) is the leading developer of global destination properties. LVS offers premium accommodations‚ gaming activities‚ retail locations‚ exhibition facilities‚ and high-end dinning to its customers. Currently LVS has facilities in Asia and the United States‚ and is actively looking to expand its operations further in Asia as well as into Europe in the near
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(What Happens in Vegas Stays in Vegas) Las Vegas SWOT Analysis By Jennifer Bourdeau Marketing 370‚ section 04 September 18‚ 2007 STRENGTHS The largest strength Las Vegas tourism has is its brand recognition of its famous phrase‚ "What happens in Vegas‚ stays in Vegas". Other phrases such as "Your Vegas is showing" are in the works. Vegas also has an enormous bank of existing visitors- over 38.9 million a year. These visitors produce a city wide average occupancy of about 90%‚ the largest in
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Singapore and in 2006 it was reported that Genting (Chua and Whitley‚ 2006) and Las Vegas Sands (Sgentrepreneurs‚ 2006) won the bid. Having two casinos in Singapore we can forget about the competitiveness of both the integrated resort. 1.1 Overview of the Industry‚ Resort World Sentosa and Marina Bay Sands Singapore decided to build Casino in 2004 and two licenses are given out‚ one to the Las Vegas Sands and the other to Genting international. The Singapore integrated resort is a combination
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Economic aspects The so-called "Monte Carlo of the Orient‚" Macau’s economy relies heavily on gambling. Nowadays‚ the gambling industry generates over 40% of the GDP of Macau. Since the early 1960s‚ around 50% of Macau’s official revenue has been driven by gambling. The percentage remained steady until the late 1990s. In 1998‚ 44.5% of total government revenue was produced by the direct tax on gambling. Then there was a 9.1% decrease in 1999‚ probably due to internet gaming. After the handover of
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