On Tuesday we went over the Wynn Resorts case study. We analyzed what makes Wynn Resorts so successful. They're strategy of differentiating their hotels from the competition, in Las Vegas and Macau, is a key in the company being so profitable. They target the "whales" by establishing a luxury brand through their upscale design/architecture and their product layering, providing luxury rooms, top notch spas, Ferrari and Lambo dealerships, and tour-quality golf courses at their locations. A couple of the main threats that face Wynn Resorts are: 1) What do they do when Steve Wynn steps down? What is their succession plan for when the most important person in the company steps out? 2) The future growth and profitability of their Macau location looks promising, but high political risk may impede upon that growth or even worse, force them to leave the location. Mr. Wynn has very important chess pieces throughout his BOD, and those members are arguably the companies greatest resources (outside of Steve Wynn) as the company looks to continue its expansion and growth.
On Thursday we covered a lecture going over "internal analysis"... covering the factors/concepts that can contribute to either a company's strength or a company's weakness; and how a company can create and sustain a competitive advantage.
These are reports--somebody else's information. I'm more interested in Adam's take on things....
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