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Module 4,5,& 7 Strategic Management - Essay Example

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U.S. Entertainment / gaming industry has seen major changes in industry culture. Mandalay's signature theme resort concept aside, entertainment / gaming is no longer a Las Vegas', Sin City's, exclusive monopoly over gain, fun and play. Internet gambling, an increasing number of competitors, mergers, acquisitions, and joint ventures (MGM, Park Place, and Harrah's Entertainment, Inc.) all contribute to market share shifts and slowing revenues and net profits…
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Module 4,5,& 7 Strategic Management
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Download file to see previous pages Expanding abroad is one strategy entertainment / gaming major players resort to in order to make up for slowing returns inside and to avoid prolonged licensing procedures. Further, given heavy investments in real estate developments, a typical entertainment industry strategy for growth (Ross, Keeffe, & Middlebrook, 2006), market expansion based on property development is both an opportunity during booms and a threat during recessions and economic down turns (Stein, 2009).
Given no public mission statement exists for Mandalay Resort Group, Mandalay's vision should build upon company's founders' conception of fun, play, and entertainment. Future actions by Mandalay should center on insights possibly translated into following set of goals and objectives:
1. Expanding on concept of "entertainment" such as to, on one hand, approach "gaming" players (e.g. Nintendo) whose main target (teens, young adults, and family) borders on Mandalay's (e.g. themed parks, play areas, and "low roller" clients) and to move away from wrong-doing characterization associated with gaming and gambling industry upon entering markets (e.g. Middle East) whose local cultures regard gaming - and enjoyment of it - as sinful, on another.
2. Considering mergers and acquisitions as facts of a changing industry in which survival can by no means be sustained by older ways of tit-a-tat competition in an infinitely expanding market.
3. Investing wise in real estate developments especially in local market (i.e. U.S.) in which gains achieved during booms cannot be guaranteed at sustainable levels during recessions and downturns - let alone negative public image impressions of a luxurious facility / development, working great as fun and entertainment destinations during booms, but questioned as extravagancies and spoils during hard times.

Ross III, K. J., Keeffe, M., & Middlebrook, B. (2006) . Mandalay Resort Group. In David, R. F. (Ed.), Strategic management: concepts and cases (10th ed.) (pp. 124-133). China: Pearson.
Stein, J. (2009, Aug. 31). Less vegas. Time, 174, 26-33.
Strategic Plan for Harley-Davidson, Inc.
[Insert Your First and Last Names]
[Insert Name of University]
This paper develops a 3-year strategic plan for Harley-Davidson, Inc. as of 2004.
Strategic Plan for Harley-Davidson, Inc.
Domestically, "Harley-Davidson" echoes quite favourably not only amongst motorcycles owners and fans but also among brand-aware consumers. Clearly, one major asset of Davidson, Inc. is Harley-Davidson ...Download file to see next pagesRead More
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