1. Running Head: STRATEGIC MANAGEMENT 1
Case Analysis Questions
[Name of Writer]
[Name of Institution]

2. STRATEGIC MANAGEMENT 2
Executive Summary
Monarch Casino & Resort, a Fortune 500 reputable hotel brand worldwide diversified
portfolio of complex, the need to redefine their identity in the excitement of the entertainment
industry and Casino, and look for opportunities for Long-term sustainability. The analysis of this
case focuses on the strategic management and strategic planning process of Monarch Casino &
Resort, the situation and included (in the general environment, the industry environment and the
environment, the competition, the average internal) environment and developing strategies and
implementing the strategy, and competitive analysis reaction. Monarch Casino & ResortStrategic
positioning is reflected in the mission, vision and values of the company as well as the
knowledge obtained from the analysis of the strategy will be used to develop a strategy and
implementation plan competitive. In pursuit of competitiveness and strategy of higher than
average yields, company’s wide policy to cope with the growth comes from two aspects:
External perspective relate to the company in the market to boost growth and profitability in the
future expansion; organizational point of view, interior, became the core competitiveness of
training and development (T & D) on, including functionality and transformation of strategic
human resources human resources and increased levels of single the levels of customer service
(Signed participating Monarch Casino & Resort). The aim of the strategy is Monarch Casino &
Resort to become a learning organization, to promote learning and individual development
despite the exchange of information, culture, and leadership training.

3. STRATEGIC MANAGEMENT 3
Case Analysis Questions
Introduction
Monarch Casino & Resort (MCRI) or the company currently owning and operating the
Reno’s Atlantic Resort Casino, in Nevada, by having its single subsidiary, named Golden Road
Motor Inn. The operating income and revenues of the company are mostly dependent upon the
gaming activity level at the caisson Atlantic. The major goal of company’s marketing is utilizing
the facilities of Atlantic for generating new casino play. The company has been successful in
coming up with different ideas in order to compete effectively and efficiently in the market. The
CEO of the company is John Farah who is responsible for operating the business. The company
has shown significant growth in recent years despite of the fact that economy is tough and the
industry of casino is declining (Monarchcasino.com, 2014). This report will be evaluating the
marketing strategies and tactics of the company in order to evaluate if it is following an effective
and productive approach or not.
Company’s Marketing Function
According to Wiere (2012), the CEO of the company has a mindset that opportunities are
everywhere, however, there is a requirement of availing such opportunities by being different
from others. The market analysis of the company shows that it is using a focus differentiation
approach. A focus differentiation approach is the one in which a company is targeting a focus
group of population by offering something different from the competitors. Such companies are
likely to focus less on minimizing the costs; rather, they focus on maximizing the quality that
means something positive for the targeted customers. The CEO of the company gives great value
of continuously changing and taking risks. Therefore, the business model of the company is to

4. STRATEGIC MANAGEMENT 4
create something unique that can attract customer’s attention. The marketing function of the
company is to produce a service that can be differentiated from those services being provided by
companies lying under the same strategic cluster. The marketing strategy of the company shows
that it is targeting mostly upper class and upper middle class living in the city. The company is
also trying to target those people who are fun loving and enjoy their leisure time in visiting
Casinos to play different games (Bloomberg, 2014).
The company is positioning itself as being a superior brand which offers high quality of
services to the customers. However, the company is charging a premium price for the services it
offers. The marketing analysis of the company shows that the company has also diversified itself
in the field of Casino and resorts by acquiring a SPA at the Atlantis Casino Resort, a casino/hotel
facility in Nevada, Reno along with a Monarch Casino with Casino Black Hawk, Colorado, and
Black Hawk. The resort spa owned and operated by the company has nearly sixty one thousand
square feet area for casino which has the capacity of welcoming many guests in eight twenty four
available suites and guest rooms. It also has eight food outlets where the customers can enjoy
most unique cuisine available in town. It also has two pastry bars and espresso bars where
customers can enjoy pastries, coffees and some other similar items. It has a thirty thousand
square foot salon and health spa with an additional enclosed round pool. The company has its
own retail outlets that offer traditional gift short and clothing merchandise. Apart from it, the
company has meeting room, banquet and convent space, over 1400 slot and machines for poker
games, different tale games like roulette, craps, blackjack and many others, a live keno lounge
operating 24 hours a day, a snack bar, buffet type restaurant and various other facilities.
The above discussed facilities being provided by the company shows how the company
has been able to differentiate itself with other players in the market. This marketing strategy of

5. STRATEGIC MANAGEMENT 5
the company has enabled it to outperform competitors and attract and retain customers from not
only the city, but from around the globe as most of the tourists are keener to visit such tremors
places.
The market tactics of the company have been effective too. The company has been able
to build a workforce that brings highest level of productivity. The company also has good
contingency plans which enabled it to be profitable during the time of worth economy. All the
players of the market were greatly impacted by the decline of Casino industry; however, the
studied organization was successful in coping up with the environmental change to sustain a very
strong position in the market. The two major elements of a sustainable competitive advantage
include being different from others in term of market offering, and doing different things that are
difficult for the market players to imitate.
Conclusion
SWOT analysis is one of the important tools that are being used by organizations around
the globe for evaluating the internal and external environment of the company (Kajanus, 2002).
However, this section will be particularly focusing on the internal environment of the
organization. The strengths of an organization include that internal environment factor that can
be beneficial for the overall organization (Pahl, 2009). For instance; a greater goodwill of an
organization can be seen as strength as it would result in future monetary value benefit. On the
other hand, the weaknesses of an organization include those internal environment factors that can
be negative for an organization’s future.
The first and foremost important strength of the company is that it has both, retail outlets
and adjoining food. This allows the company to offer greater value to the customers. Secondly,

6. STRATEGIC MANAGEMENT 6
the company has strong financial background. It means that the company is able to invest more
heavily on the Research and Development plan for coming up with better products and services.
Thirdly, the company has diversified its operations. This will allow the company to remain
profitable even during the times when one service offering face decline. This is one of the major
reasons why the company has been able to grow during the worth market conditions where other
market players were impacted dramatically (Bloomberg, 2014). The major weakness of the
company is that it does not offer low quality services to the customers with decreased costs and
prices. This has left a room for new entrants to target the set of customers that are facing
difficulty in affording the price being offered by MCRI (Marie, 2014).
External Factor Analysis Summary: (EFAS)
External Strategic Factors Weight Rating Weighted Score Comment
Opportunities They all are interdependent
Strategic Agreement 30 3 90
Market Evolution 40 4 160
Strategic Costing 30 3 90
Total 100
Threat Opportunities if not availed
can transform into threat.
Competitive environment 40 4 160
Highly Legitimate 30 3 90
Economic Uncertainty 30 3 90

7. STRATEGIC MANAGEMENT 7
Total 100
Figure 1

8. STRATEGIC MANAGEMENT 8
References
Bloomberg. (2014). Monarch Casino & Resort INC (MCRI:NASDAQ GS): Stock Quote &
Company Profile - Businessweek. [online] Businessweek.com. Available at:
http://investing.businessweek.com/research/stocks/snapshot/snapshot.asp?ticker=MCRI
[Accessed 5 Oct. 2014].
Bryant, L. L., & Walker, D. M. (2011). The financial returns to casino Amenities. Journal of
Gambling Business and Economics, 5(1), 68.
Doole, I., & Lowe, R. (2012). International marketing strategy.Cengage Learning.
Eadington, W. R. (2011). After the great recession: The future of casino gaming in America and
Europe. Economic Affairs, 31(1), 27-33.
Finance.yahoo.com, (2014). MCRI Profile | Monarch Casino &Resort.Stock - Yahoo! Finance.
[online] Available at: http://finance.yahoo.com/q/pr?s=MCRI [Accessed 5 Oct. 2014].
Kajanus, M., Leskinen, P., Kurttila, M., &Kangas, J. (2012). Making use of MCDS methods in
SWOT analysis—Lessons learnt in strategic natural resources management. Forest
Policy and Economics, 20, 1-9.
Kang, K. H., Lee, S., & Yang, H. (2011). The effects of product diversification on firm
performance and complementarities between products: A study of US casinos.
International Journal of Hospitality Management, 30(2), 409-421.
Kim, W. G., Jackson, L. A., & Zhong, J. (2011). Performance comparison of lodging REITs,
hotel C-corporations and resorts and casinos. Tourism Economics, 17(1), 91-106.
Marie Wiere's (2012). Lessons in Business From Monarch Casino & Resort Inc. CEO John
Farahi. [online] Available at: http://mariewiere.com/2012/03/10/lessons-in-business-
from-monarch-casino-resort-inc-ceo-john-farahi/ [Accessed 5 Oct. 2014].

9. STRATEGIC MANAGEMENT 9
Monarchcasino.com, (2014). Monarch Casino & Resort.. [online] Available at:
http://www.monarchcasino.com/ [Accessed 5 Oct. 2014].
MUEHLHAUSEN, J. (2013). Business Models For Dummies. 1st ed. Hoboken: Wiley.
Pahl, N., & Richter, A. (2009). SWOT Analysis-idea, methodology and a practical approach.
BoD–Books on Demand.
Parker, R. E. (1999).as Vegas Casino Gambling and. The tourist city, 107.
Peng, G. C., &Nunes, M. B. (2007, July).Using PEST analysis as a tool for refining and focusing
contexts for information systems research.In Proceedings of the 6th European
Conference on Research Methodology for Business and Management Studies (pp. 229-
237). Academic Conferences Limited.
RENKO, N., SUSTIC, I. and BUTIGAN, R. (2011).DESIGNING MARKETING STRATEGY
USING THE FIVE COMPETITIVE FORCES MODEL BY MICHAEL E. PORTER-
CASE OF SMALL BAKERY IN CROATIA.International Journal of Management
Cases, 13(3), pp.376--385.
Repetti, T., & Kim, J. (2012). Analyzing the Relationship Between Systematic Risk and
Financial Variables in the Casino Industry. UNLV Gaming Research & Review Journal,
14(2), 4.
Rogers, D. A. (2002). Managerial incentives and executive stock option repricing: A study of US
casino executives. Journal of Compensation and Benefits, 4, 22-27.
Skolnick, J. H. (1978). House of cards: The legalization and control of casino gambling. Boston:
Little, Brown, Data retrieved from
https://www.ncjrs.gov/App/Publications/abstract.aspx?ID=56616
Trost, A., & Kravetsky, V. (2014). Best Casinos in the United States Top 100 (Vol. 1). A&V.

10. STRATEGIC MANAGEMENT 10
Walker, D. M. (2013). Casinonomics: The Socioeconomic Impacts of the Casino Industry.
Springer, Data retrieved from http://books.google.com/books?hl=en&lr=&id=bdJ8a9F-
pCAC&oi=fnd&pg=PA1986&dq=casino+industry+america&ots=Gr8UsJwY0k&sig=tB
mUePqLxmwPfU9g8m5XHP0E3s8#v=onepage&q=casino%20industry%20america&f=f
alse
Wei, Y. (2013). A comparative analysis of investment returns on hotels and casino hotels
through the recession.