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Majestic Star Casino

Majestic Star Casino. G. Ruger. History. Majestic opened in June 1996 by Don Barden. Competes in the third largest gaming market in the nation. Purchase of Fitzgerald brand properties in Las Vegas, NV, Tunica, MS and Black Hawk, CO. In 2001.

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Majestic Star Casino

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  1. Majestic Star Casino G. Ruger

  2. History • Majestic opened in June 1996 by Don Barden. • Competes in the third largest gaming market in the nation. • Purchase of Fitzgerald brand properties in Las Vegas, NV, Tunica, MS and Black Hawk, CO. In 2001. • In December 2005 Majestic acquired both harbor properties located at Buffington Harbor. • Majestic Star II opened as well as the Majestic Star Hotel. • Company filed for bankruptcy November 2009. • Reported that year Majestic was struggling with its long-term debt load of $580 million and total liabilities of $771 million.

  3. Company Operations • Employing 2,600 people, Majestic Star's properties have around 4,160 slot machines, 116 table games, 21 poker tables and 806 hotel rooms. • On property there is the Majestic hotel, the pavilion that houses the restaurants, retail outlets, entertainment venue, lounge and boarding access to two casinos, and a 2,000 space parking garage. • Majestic Star Casino (Gary, IN) • Fitz Hotel & Casino (Las Vegas, NV and Tunica, MS) • Fitzgerald’s Hotel & Casino (Black Hawk, CO)

  4. Code of Business Conduct and Ethics The Code is designed to deter wrongdoing and promote: • (1) Honest and ethical conduct, including the ethical handling of actual or apparent conflicts of interest between personal and professional relationships; • (2) Full, fair, accurate, timely and understandable disclosure in reports and documents that the Company files with, or submits to, the Securities and Exchange Commission (the "SEC") and in other public communications made by the Company; • (3) Compliance with applicable governmental laws, rules and regulations; • (4) The prompt internal reporting to the appropriate person or department of any violations of the Code; and • (5) Accountability for adherence to the Code.

  5. Implemented Management Strategies • Majestic hired a company called Unifocus, which is a consulting company specializing in property management. • In 2003, the casino decided to look for a different approach to staff planning based on the competitive environment, the need to better match staffing to guest activity, and the concern that there might also be times when staffing wasn’t consistent with the needs of the guest. • Labor processes were concentrated on during this time. Development in software technology and staff processes were restructured as well.

  6. Progress in Performance By May 2010, Majestic Star posted its third consecutive month with year-over-year growth in revenue and admissions, once again outperforming local rivals such as Ameristar in East Chicago."When this new management team came in last year, our goal was simple: Create a friendly, comfortable environment with a focus on good service and good food at a great price," said Larry Buck, Senior Vice President and General Manager of Majestic Star Casinos & Hotel. "We wanted to connect with our players and give them the best value in Chicagoland—in our pricing, our food and entertainment, and certainly with our loose slots. What we're seeing with these numbers is that our commitment is paying off."The numbers are significant, considering the economic climate and compared to other area casinos.- In April, revenue up 6% and admissions up 11% from 2009.- Third straight month posting year-over-year growth in both categories.- Outperforming Ameristar East Chicago in both revenue and admissions in March and April.- Loosest nickel and dollar slots in 2009, according Casino Player magazine. These results come in the wake of recent property enhancements that include new Video Poker and Baccarat rooms, the new Key Rewards Players Club, and new menus and pricing at Don B's Steakhouse and Passports Buffet.

  7. Questions • From your hospitality experience, would you suggest any operational changes in regards to how your guests experience their time at Majestic? The floor or buffet for example. • From our tour can you give a summary of what you perceive the managerial approach at Majestic to be? • If you were the director of marketing, what kinds of marketing approaches would you take in trying to increase gaming revenue by guest attendance?

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