Controls At The Bellagio Casino Resort Solution
Controls At The Bellagio Casino Resort Casino

The administration and operation of Bellagio casino and resort must be operated by advanced technology. 3) Control Problems: The major problem faced by Bellagio casino and resort is monitoring as well as supervising the sticks, legislative compliance as well as employee performance (Merchant et al. Analysis: The Bellagio use the combination of many controls to manage their resort including result, action, and personnel control to achieve their goals. From exhibit 2, the revenue information of MGM illustrate that the hotel revenue increase was largely rate driven both in 2004 and 2005. The Bellagio was one of 23 properties of MGM MIRAGE (NYSE: MGM), one of the world's leading hotel and gaming companies. In addition to the 23 properties shown in Exhibit 1, MGM MIRAGE was also developing a major resort in Macau (with a joint-venture partner) and a new multibillion dollar “urban metropolis” on 66 acres of land on the Las. WEEK 2 2 The case study, Controls at the Bellagio Casino Resort, discusses different controls systems that are implemented in the organization. These controls follow action and personnel control that allow the casino to be successful and follow guidelines that have been put in place. 3600 Las Vegas Boulevard South - Las Vegas, NV 89109 (702) 693-7111. VISIT THE WEBSITE.

Nowadays, customers become more interested in leisure time in resort than just gambling. Problem statement Major problem is result controls is relatively weak. May be because customer tastes have changed, which is from gamble to Other things, such as shopping, dining, spas, shows, and entertainment. But companies IS used to control gaming side critically. The minor problem is action controls. Some employees did not well. What’s more the companies is trying to track every penny at the table, but having too much information is not always good for customers.

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Analysis: The Bellagio use the combination of many controls to manage their resort including result, action, and personnel control to achieve their goals. From exhibit 2, the revenue information of MGM illustrate that the hotel revenue increase was largely rate driven both in 2004 and 2005. And in 2004, the revenue of casino and non-casino part was almost the same, but in 2005, Non-casino revenue was 2 times as casino revenue. However, there was a big part of cash revenue was from gaming and the company relied heavily on the ability of its reports to generate operating cash flow to repay debt financing.

So no-casino revenue kept growing was not good for cash flow. At present, the UP of table games reported directly to CEO. However, with the increasing of Nan-casino revenue, the UP of hotel can only to Vice CEO. List of alternatives Plan A: using new technology RIFF and still focus on doing a better control on gaming to get more revenue because the gambling is still a big part of revenue. Plan B: Keep present good control on gaming, and as soon as Seibel do better on no-gaming control, because more and more people prefer no-casino more than casino.

Recommendation It may be better to introduce new technology. Expect for REID, the company also can develop some online gambling which can offer guest gambling using the special computer in their own room via internal network.

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Case 3: Controls at the Bellagio Casino Resort
Bas Bode s0177784 Group A9
Odmar Hannink s0169536 Datum 23 September 2011
Niels Wifbold s0171719
The Bellagio Casino Resort (BCR) is one of the 23 properties of MGM MIRAGE and widely recognized as one of the premier casino resorts in the world. Beside entertainments options like an expansive pool and a world-class spa there is a large casino area which contains 2,409 coin-operated gaming devices and 143 game tables. Just as in most companies in this industry the casino area is leaded as a separated profit centre (Merchant, Van der Stede, 2007, P.153-155) In this case we’ll discuss the control systems used in the BCR.
1. Prepare a list of all controls applied to the table games in…show more content…
However dealers have to use a lot of standard procedures when doing their job. For example, they have to open their hands and reverse them in front of the camera before they leave the table to make sure that they don’t take any coins with them. This is an example of tight action control. There are a lots of other standard procedures which the dealers have to follow in order to prevent fraud which is part of a tight action accountability environment (Merchant et al, 2007 P. 123) To make this action accountability control system tighter, the BCR uses an action-tracking system (2000 cameras are observing their actions all the time). Recording to Merchant, employees who are certain that their actions will be noticed, will be affected more strongly by an action accountability system than those who feel that the chance of being caught is small.
Pit Boss
The main task for the pit managers is to supervise the ‘pit’ and the dealers who are working on it. Besides that, their main task is to check the incoming and outgoing amount of chips and cash from the tables to the count room. Like we said above, the drop boxes (with the cash and coins) are cleared only once per 24 hours. At the end of that period all the coins and cash need to get count. After that, the outgoing and incoming pit

Controls At The Bellagio Casino Resort Solution

Controls At The Bellagio Casino Resort Casino