Mgm Resort Case

575 Words2 Pages

1. Grow and build: I, II, & IV Intensive strategies (market penetration, market development & product development) or Integrative strategies (backward, forward, & horizontal integrations) After analyzing the EFE and IFE data for MGM Resorts and inserting those points into the IE Matrix I have identified that MGM falls into the grow and build portion of the matrix. The EFE point of 3.2 indicates that MGM resorts is responding well to opportunities and threats within the industry. The IFE point of 2.3 indicates that the organization is average at best internally. I. Product Development The first strategy I recommend for MGM Resorts in product development. In July of 2015 MGM Resorts announced plans for a 5,000-seat theater at the Monte Carlo Resort and Casino. “The new concert venue will amplify the vibrant entertainment district taking shape on the west side of the Las Vegas Strip with a robust calendar featuring special engagements by many of the music industry’s most celebrated performers.” (PR Newswire). Product development is attempting to increase sales by improving present products and …show more content…

MGM Resorts has proven success as one of the world’s leading global hospitality companies. They currently own and operate a myriad of companies including 15 properties located in Nevada in addition to a 51 percent interest in MGM China Holdings Limited and has 50 percent investments in three more properties located in Nevada and Illinois. The new property, National Harbor, will be located in Prince George’s County, Maryland. “We see enormous opportunity in Maryland. At National Harbor, MGM Resorts is bringing far more than just a casino. We are calling on our years of worldwide resort experience to design a fully-appointed Destination Resort that respects the history and atmosphere of Prince George's County, while meeting the needs of the sophisticated Maryland marketplace.” (MGM National

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