拉斯维加斯是如何成为全球最大赌场的
时间:2023-09-22 16:48:57 出处:赔率分析阅读（143）
客户背景
第一个宾果店成立于1937年，这是使拉斯维加斯赌场成为世界上与众不同的赌场的主要提供者。公司起建于雷诺公司，后来通过发展新特性、扩建、收购而慢慢成长起来。2005年六月, 雷诺公司通过与一个杰出赌场的合并，以及通过各子公司的承认，现在在美国的十二个州和三个国家拥有超过40家的赌场。这家公司以其强大的品牌以及其无与伦比的地理多样化和高效的顾客忠诚计划而著名。在合并前，该公司的年收入超过了40亿美元。联合组织后期望该公司能产生90亿美元的年收入。
商业挑战
在博彩业里，电子竞技网赌推荐对于建筑物规模，还有它的分布和独特的营销方式以及服务能力来说，整合策略已成为一个日益重要的战略。随着一个个相对较小企业的收购,拉斯维加斯赌场将它的目光放在与一个杰出赌场的融合上，如此一来就有每年94亿美元的交易了，该公司的地理区域将扩大到两倍以上，还有就是它的顾客数据从2800万扩大到到了4000万。合并使该公司一步跨越成为世界上最大的赌博公司。该公司通过合作也在快速的发展着，比如它成功案例，以顾客忠诚计划而成为全球最大的赌场。
解决危机
除了收入的潜力，自这个合并在2004年七月被公布那一刻起，就面临迫在眉睫的电竞赛事竞猜官网障碍。众所周知,两家公司是在两种截然不同的企业文化下运作的。公司的高级管理层认为，缓和两个组织内部文化的差异才是第一要务,并且也提出了整合的风险,并说利用这一信息,可以指导以后至关重要的决定。通过获取确切文化差异的证据以及对商业潜在的影响,公司采取必要的管理措施整合的矛盾。随着时间的推移,该公司还在寻求更好的方式来使组织更好的适应合并，作为一种可以获得持续反馈的合并,员工正在面临上门服务和理解当前政治的问题。要成为一个高效的公司，对绩效评价的奉献证实了赌博公司的承诺。埃森哲在整个行业内和同伴中学习了数以百计的公司特点,以便成为高性能的企业。研究中发现：高性能企业的与众不同往往提现在其性能的解剖,价值的取向,绩效的评估,不断的更新,并且勇于承认人才及其在一直增加影响。但是拉斯维加斯赌场需要获取一个更值得信赖的合作伙伴,以便帮助它创造出赌博帝国的效果。
如何帮助埃森哲
埃森哲为自己庞大的赌场提供成功了机会, 赌场评价了12家经验丰富的公司合并计划，结果依旧转向了埃森哲得指导,整合压力，合并岗位,电竞赛事门票价格项目的跨越管理,供应链,营销服务和组织策略。该公司也知道,埃森哲在这些区域有着很丰富的经验。埃森哲的组织策略包括彻底的文化分析,旨在减轻合并组织所存在的风险。埃森哲的一个目标是，可以利用量化的方法来测量两国文化和发展计划,以及改进合并组织的动力。在这种情况下,挑战变得尤为复杂。因为两家公司的合并，包括着几十种性能和一个尤为分散组织的整合。
译文：
how does Las Vegas become the world's largest casinos
Client Background
Founded in 1937 as a bingo parlor, this Las Vegas casino is the world’s premier provider of branded casino entertainment. The company was born in Reno and has grown through the development of new properties, expansions and acquisitions. By merging with a prominent casino in June, 2005, the acquiring casino now owns or manages through various subsidiaries more than 40 casinos in twelve US states and three cou
从很小的时候，小明就对扑克牌情有独钟。每当家人和朋友聚在一起玩牌，他总是迫不及待地加入，竭尽全力地学习和掌握不同的牌技。随着时间的推移，小明逐渐熟练掌握了各种扑克玩法，但最喜欢的还是德州扑克。
在学校里，小明也和同学们组织了一个扑克俱乐部，每周定期举行德州扑克比赛。他们在校园的角落里搭起桌子，用自己攒下的零花钱买来扑克牌和筹码。虽然奖金只是一些微不足道的糖果和小礼物，但对于小明和他的朋友们来说，这已经是无上的荣誉。
随着年龄的增长，小明的技艺不断进步，他开始参加更大规模的德州扑克比赛。他每次都以全身心的投入去面对每一局，不管是胜是负，他总是努力寻求进步和提高。
有一天，小明听说了一场德州扑克大赛，奖金丰厚，吸引了全国各地的高手前来参赛。虽然他并没有很大的信心，但他还是毅然决然地报名参赛。
比赛当天，小明一直保持冷静和专注，不受外界的干扰和压力。他用自己多年的积累和对手一决高下，从一局一局中不断吸取经验教训。
终于，在决赛的最后一局，小明顶住压力，成功地击败了对手，赢得了整场比赛的冠军。奖金丰厚的同时，他更感到一种满足和自豪。因为在他看来，胜利并不仅仅是赢得比赛，更是对自己不懈努力和执着追求的肯定。
从此以后，小明的名字在德州扑克圈子里广为流传。他继续参加各种比赛，也结识了许多志同道合的朋友。他深知在德州扑克的世界里，胜负只是一时的事情，真正重要的是对这项游戏的热爱和不断进步的追求。
德州扑克不仅成为了小明生活中的一部分，更是他对生活的一种态度。他相信只要有热爱和执着，不管是在扑克牌桌上还是生活中，都能够获得属于自己的荣誉和成功。因为只有真正喜欢的事物，才能够让人持之以恒地追求，不断地进步和成长。而正是这份热爱和坚持，让他在德州扑克的世界里赢得了属于自己的幸运与荣耀。
ntries. The company is known for its strong brands as well as its unmatched geographic diversification and highly effective customer loyalty program. Prior to the merger, the company had yearly revenue in excess of US$4billion. The combined organization is expected to generate about US$9 billion in annual revenue.Business Challenge
In the gaming industry, consolidation has become an increasingly important strategy for building scale, improving distribution and leveraging unique marketing and service capabilities. Following a succession of relatively small acquisitions, the Las Vegas-based casino set its sights on merging with a prominent casino in a US$9.4billion deal that would nearly double the company's geographic reach and expand its customer database from 28 million to 40 million names. The merger would allow the company to leapfrog over other recently merged organizations to become the world’s largest gaming company. The company also stood to generate significant revenue gains by developing synergies such as expansion of its successful customer loyalty program to the acquired casino.
the crisis Solutions
Despite the revenue potential, the merger faced a looming obstacle from the moment it was announced in July2004. It was well known that both companies operated under vastly different corporate cultures. The acquiring company's senior management saw the importance of mitigating cultural issues before the merger closed-identifying the key differences in culture within both organizations that posed integration risks and using that information to guide crucial decisions. By gaining quantifiable evidence of culture differences and the potential business impact, the acquiring company could take the necessary management steps tonsure a smooth and swift cultural and operational integration. The company also sought a means of measuring how the organization adapted to the merger over time, as a way of obtaining continual feedback on the merger, tracking performance and understanding the critical ongoing issues facing employees.
The dedication to performance measurement demonstrates the gaming company's commitment to becoming a high-performance business. Accenture has studied hundreds of companies across industries and within peer sets to determine the traits of high-performance businesses. Among the findings: high-performance businesses are distinct for their performance anatomy, a mindset that values performance measurement, continuous renewal, and a recognition that talent and its impact can be multiplied, making workforce productivity a key execution differentiator. But the Las Vegas-based acquiring casino needed a trusted partner to help it achieve its vision of creating a gambling empire renowned as much for its high performance as for its size.
How Accenture Helped
To help boost the odds of success for its own huge gamble, the acquiring casino evaluated a dozen companies experienced in integration planning and turned to Accenture for guidance in pre- and post-merger integration in a broad-ranging initiative that spanned program management, supply chain, marketing services and organization strategy. The company knew that Accenture came armed with deep experience in each of those areas. Accenture's organization strategy approach includes thorough cultural analysis, which is designed to help mitigate the inherent risks of combining organizations. Accenture takes an objective, quantifiable approach to measuring the culture of both organizations and developing specification plans that drive improvements. In this case, the challenge was particularly complex: the merger of both companies encompassed dozens of properties and an exceptionally decentralized organization.
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