Inside Asian Gaming
2020 年 10月 IAG JAPAN 83 corporate strategies and business models. And in an especially fast changing environment, the successful companies will be the ones that have the appetite to try new things and not entirely rely on what worked in the past. Whilst the ability to generate oligopoly style investment returns in Asia’s casino gaming space has long since passed, opportunities do remain. To a certain extent, Asia’s casino industry players have had a far too easy time over the past few years, reaping huge profits while not entirely delivering unique product offerings. VIP gaming largely remains a commoditized affair. The companies that succeed into the next decade are going to be the ones that can best recover from the COVID-19 pandemic – requiring casino operators to dig deep, work hard, truly understand an increasingly diverse number of stakeholders and produce a value- added proposition that their customers actually enjoy in order to drive sustainable businesses that produce market-normal profits. Asia’s casino industry players have had a far too easy time over the past few years, reaping huge profits while not entirely delivering unique product offerings. アジアカジノ業界のプレイヤーたちは、ここ 数年間あまりに簡単な時代を過ごしてきてお り、完全にユニークな製品サービスを提供し ないながらも大きな利益を得てきた。 The US$4.9 million development cost for each of Crown Sydney’s 349-rooms and suites far exceeds any other major IR development. 690万米ドルというクラウン・シドニーの349の客室およびスイート各室の開発コストは他のいずれの大規模IR開発も大きく上回っている。 コラムニスト
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