Grand Casino - КОЗЛЫ (старый русский лохотрон) отзыв
The company parlayed early success as one of the first companies in the country to manage and develop Indian-owned casinos into company-owned dockside casinos on the Mississippi Gulf Coast, but larger ventures proved more troublesome.
Indian Casino Management Group In 1989, the chairman of the Mille Lacs Band of Ojibwe in Minnesota asked David W.
Anderson, a member of two Indian tribes and of the first national task force on Indian gaming, to help find a manager for their bingo operation.
Anderson contacted Stanley M.
Taube, a one-time Minneapolis developer who managed Indian bingo concerns in the South.
Taube and Anderson began to develop a proposal for the Mille Lacs Band about the same time the state of Minnesota entered into negotiations with the tribes in regard to the 1988 National Indian Gaming Regulatory Act which allowed Indian bands to open casino-style gambling in states which had other forms of gambling.
The men broadened their plans to include a casino and drew Lyle Berman, a high-stakes championship-level poker player and successful leather goods retailer, into the management end of the gaming business.
Grand Casino Mille Lacs opened in April 1991 to a flood of business.
Under the management contract Berman's group would receive 40 percent of the profits.
Established Berman, Taube, and Anderson incorporated the management group in 1991.
The Mille Lacs Band received approximately 100,000 shares, 1.
Grand Casinos helped finance a second, much larger casino in Hinckley, Minnesota, the halfway point as grand casino the Twin Cities and Duluth on a route that saw millions of travelers during the busy tourist season.
The Mille Lacs Band sought additional funding through government-guaranteed loans and banking institutions.
The new casino, complete with child care center, video arcade, RV park, as well as a number of restaurants, opened in May 1992.
The ownership share of the original three players was reduced to less than 50 percent--Berman held 26 percent and Taube and Anderson each held about 10 percent of the company.
Grand Casinos expanded its operations to the South in 1992.
The company received contracts to build and manage casinos for the Coushatta and Tunica-Biloxi Tribes in Louisiana.
And with the legalization of dockside gambling in the state of Mississippi, Grand Casinos made plans to build as grand casino first company-owned casino in that state--the area was expected to become the third major gambling center in the U.
Back in Minnesota, Indian-owned casinos helped reduce notoriously high unemployment rates among Indian people living on reservations, and the tribes became some of the largest employers in their areas for non-Indian people.
The gaming profits helped improve education, health and public services, and housing on the reservations.
Sixteen Indian-owned gaming facilities were in operation in the state by late 1992.
Chief operating officer Thomas Brosig, a key employee since the company's founding, succeeded Berman as president in May 1993; Berman continued as chairman of the board and chief executive officer.
Bets Placed on Larger Ventures With an eye toward future growth, Grand Casinos, Inc.
The company also invested in its first Las Vegas gambling concern.
The Stratosphere Tower project had been conceived by Robert E.
Stupak, a Las Vegas legend and owner of the 932-room Vegas World Hotel and Casino.
Stupak knew Berman from poker tournaments and asked him to invest in what would be the highest observation tower in the U.
But Berman was interested in renovating and expanding the casino and hotel as well as completing the 1,149-foot tower, and Grand Casinos eventually gained controlling interest in Stratosphere Corp.
But its check this out with the Mille Lacs Band had become unsettled.
The tribe wanted to renegotiate the terms of its contract with Grand Casinos, but the company resisted.
In a December 18, 1994, Star Tribune article, Berman defended the agreement on grounds of the risk involved in the initial investment with the asset-poor tribes.
The company also provided employee training and development as well as its professional gambling expertise.
In November, an Inspector General audit listed Grand Casinos among management companies said to be charging excessive fees to Indian tribes.
Grand Casinos became the major gaming operator in Mississippi when it opened Grand Casino Biloxi, the as grand casino largest floating casino, in January 1994.
MCDC faced a challenging business climate.
Attendance figures had been falling off in three of five casinos operating in Tunica County, and more competitors were in line to open in the area.
Bill Dorn wrote in a May 1994 Corporate Report Minnesota article, "Grand Casinos has come this far this fast by using Lyle Berman's disciplines from chain retailing--centralized management to provide continuity and consistency of product.
Changes on the Horizon Citing personal reasons, Brosig cut back his level of involvement with the company and was succeeded as president by Pat Cruzen, a former Las Vegas executive with experience in the gambling and hospitality industries.
Josephine Marcotty, in an August 17, 1994 Star Tribune article, said, "Cruzen is assuming responsibility at a critical time for Grand.
The Stratosphere Tower, located off the main strip and away from downtown Las Vegas, had been viewed as controversial from its conception.
In addition, the company was in the midst of building hotels next to a number of its existing casinos at a time when financing for gambling concerns was tight.
In September, Grand Casinos announced that both the Buck Lake and the Stratosphere projects would be delayed.
And while Grand Casino Avoyelles opened in 1994, negotiations to develop and manage casinos for tribes in California and Canada had fallen through.
Stock was trading in the low teens at year-end.
Indian-owned casinos brought in a significant portion of operating income in 1994, but the Indian-gaming situation was changing.
In addition to increased competition for contracts, the best locations and situations had already been developed and federal guidelines were tightening.
Grand Casino Coushatta opened in January 1995, drawing guests from Houston and the surrounding area.
In read article, Grand Casinos moved to jumpstart the Tunica County casino-resort project--renamed Diamond Lake--by infusing it with new loans and investments.
The company then acquired full ownership of the project by merging with the other two players, Gaming Corp.
Other activity for the year included new financing for the Stratosphere Corporation, refinancing of Grand Casinos, Inc.
Stratosphere tower and casino complex opened click April 1996.
The tower itself quickly became a top paid tourist attraction, but gambling revenue was lower than expected.
In a September 1996 Business Week article Richard A.
Melcher wrote, "Unless Berman can win a sharp reduction in Stratosphere's debt--talks with bond holders began in late August--he may put the company into bankruptcy.
Grand Casino Tunica, the third largest casino in the U.
Brosig, who had been working part time in investor relations, replaced Cruzen and returned the position of president in September 1996.
To lure in more gamblers, the Grand Casino implemented new marketing strategies, such as more favorable odds, first at Stratosphere and later in Tunica.
The Mississippi Gulf Coast floating casinos, located 15 miles apart, had gained more than 40 percent of its market with 30 percent of the gaming capacity, but Mirage and Circus Circus had casinos under construction.
Future Uncertainties The Stratosphere Corp.
Berman and two other Grand Casinos board members resigned from the Stratosphere board in July.
read more McCartney wrote in an August 1, 1997, St.
Paul Pioneer Press article, "The as grand casino was prompted by Stratosphere Corp.
On the up side, the Clinton administration recognized Grand Casinos in May 1997 for its efforts in hiring and training unemployed and underemployed people, and gaming grew at Grand Casino Tunica with the addition of a 568-room hotel and helped boost the company's second quarter revenues.
Grand Casinos remained among the top Indian-owned casino management companies, but the lucrative contracts were set to begin expiring beginning in 1998.
Fiedler, Terry, caesars facebook fan page Out, Brosig Back As President of Grand Casinos," Star Tribune MinneapolisSeptember 11, 1996, p.
Fiedler, Terry, and David Phelps, "Grand Plans, Harsh Reality," Star Tribune MinneapolisSeptember 23, 1996, p.
Ison, Chris, and Lou Kilzer, "Outside Managers Are Big Winners In Indian Gaming," Star Tribune MinneapolisDecember 18, 1994, p.
Kennedy, Patrick, "Viva Mille Lacs!
Paul CityBusiness, December 11-17, 1992, p.
Paul CityBusiness, April 22-28, 1994, p.
Paul CityBusiness, September 23-29, 1994, p.
McCartney, Jim, "Leaving Las Vegas?
Paul Pioneer Press, March 12, 1997.
Paul Pioneer Press, August 1, 1997.
Melcher, Richard, with Dale Kurschner and Ronald Grover, "You Gotta Know When To Hold 'Em," Business Week, September 9, 1996, p.
Paul Pioneer Press, October 26, 1992.
Palmeri, Christopher, "Now the Public Takes the Risk," Forbes, August 17.
Schafer, Lee, "What's in the Cards," Corporate Report Minnesota, May 1995, pp.
Anthony, Neal, "Original Investors Could Win Big in Casinos Offering," Star Tribune MinneapolisSeptember 19, 1991, p.
Stych, Ed, "Grand Casino's Chairman Plans check this out Expand Outside of Minnesota," St.
Paul Pioneer Press, August 16, 1992.
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