Call Girls SG Highway 7397865700 Ridhima Hire Me Full Night
MaComber cnslts pwrpt 120110
1. 0
Presented to:
Kansas Lottery Gaming Facility Review Board
Presented by:
Dean M. Macomber
Macomber International, Inc.
December 1, 2010
REVIEW OF ANCILLARY
DEVELOPMENT
South Central Zone
3. ASSIGNMENT
REVIEW THE ANCILLARY AMENITIES
AS PROPOSED BY EACH APPLICANT
FOR THE
SOUTH CENTRAL ZONE GAMING LICENSE
Global Gaming Solutions, LLC (“GGS”)
Peninsula Gaming Partners, LLC (“PGP”)
Definition
Ancillary Amenities = Non-Gaming Facilities
4. PROCESS
REVIEWED APPLICANT SUBMISSION MATERIAL
MACOMBER INTERNATIONAL, INC. (“MI”)
EXTRACTED INFORMATION PERTINENT TO THE ANCILLARY
DEVELOPMENT REVIEW AND CATEGORIZED IT AS FOLLOWS:
I. Goal Set
II. External Considerations
III. Internal Considerations
IV. Targeted Market Segments
V. Product Marketing Plan
VI. Demand Stimulation Marketing Plan
VII. Sum of the Parts
• MI THEN COMPARED AND RATED EACH SUBMISSION
5. PROCESS … continued
THIS PRESENTATION WILL FOCUS ON HOW THE
ANCILLARY DEVELOPMENT PROPOSAL OF EACH
APPLICANT:
o Satisfies and optimizes the State of Kansas goals
set forth by its gaming legislation.
o Supports and optimizes the gaming effort.
o Act as independent activities.
BY ITS NATURE THIS REVIEW, EVALUATION, AND
CONCLUSIONS IS …
o Part objective, tangible, and quantitative
o Part subjective, intangible, and qualitative
6. QUALIFICATIONS
This review and evaluation was conducted solely by Dean M.
Macomber, President, Macomber International, Inc.
36 years in the gaming industry.
Held operation positions ranging from Dealer to President.
Worked as a consultant for a public accounting firm as well as my own company, MI.
Involved in the opening of 7 casinos and 2 takeovers.
Projects have included:
o Scope: 200 unit slot operation to >$2B mega Casino-Resorts.
o Positioning: Locals’, Regional, Domestic/International; Value driven slot to
VVIP table game operations; and virtually everything in between.
o Location:
Operations: Nevada, New Jersey, Canada, Macau
Consulting: U.S., Canada, Caribbean, Latin America, Europe, Asia, Australia, Internet gaming, and technology
o Projects similar to South Central Zone: Grove, OK; 2 in IA (not with PGP); 3 in
suburban/rural WA; Pendleton, OR; Gary, IN; southeast WI; Greater LA market, CA
65 domestic/international presentations, university casino gaming courses, 14 articles
Masters Hotel School of Administration, Cornell University plus undergraduate Marketing
8. CONTEXT
Development and subsequent operation will take place in the
grip of the Financial Crises
The dynamics of casino demand show that the ‘inner’ and
‘middle’ ring markets produce the greatest volume and ‘quality’
gaming demand, i.e., more or less within 100 miles of the site.
Extensive and well developed competition already exists in many
feeder markets, particularly the outer markets where the
greatest population densities reside.
Most of the Midwest and the South Central Zone in particular is
inherently a middle market.
9. CONCLUSION
The first and second goals of the Kansas gaming statutes – jobs
and income to the State – are best achieved and sustained by
each South Central Zone development …
First being …
The Best Locals’ Casino It Can Be
… and then second being …
The Best Regional Casino It Can Be
And, the derivative second conclusion is that gaming will be (and
must be) the marketing and profit engine for each casino.
10. CONCLUSION … continued
Experience elsewhere shows that the driving considerations for a
Local /Regional gamers are:
First and foremost … the games and gaming experience: e.g.,
selection of games, price/cost/time-on-device, incentives, playing
environment.
A distant but still important second … the food, i.e., the minimum
expectation is good food but preferably great food. In either case value
pricing is expected and appreciated.
Everything else comes next: parking, beverage, entertainment, hotel.
Consequently, the primary goal of ancillary development should
(must?) be to support gamers.
11. CONCLUSION … continued
Achieving the third goal of the Kansas gaming statutes –
generating tourism – follows after gaming and the gaming
experience is fully supported.
The proposals validate these contentions:
Visitors within 100 miles : Total Visits 84% to 90%
Gamers : Non-gamer visits 96%
Gaming revenue : Total Revenue 87% to 91%
Gaming departmental profit : EBITDA 121% to 201%
MI’s review and evaluation took place in this context and based
upon these conclusions.
13. TOTAL PROJECT – full build out and 2016
Both are designated as
“destinations,”
“regional” and
“entertainment”
destinations.
Both claim to have
conceptualized and
designed their projects
specific to Midwest,
Sumner County
dynamics.
Both invest $280M to
$285M
Both will depend largely
upon gamers and
visitors within 100 miles
of the site.
GGS PGP
CONCEPT “Entertainment
destination”
“Regional
destination”
THEME Midwest / Sumner County
EXPERIENCE Midwest successful operations
POSITIONING Mid-market …
3-star hotels
Average food check $9 to $13
INVESTMENT $280M “all in” $285M “all in”
VISITORS 2016
<100 mi.
>100 mi.
Total
Gamers
Non-gamers
Total
2,113K 84%
417K 16%
2,530K 100%
2,429K 96%
101K 4%
2,530K 100%
2,611K 90%
291K 10%
2,902K 100%
2,786K 96%
116K 4%
2,902K 100%
14. GAMING (a reference point) – 2016
Both are proposing
virtually the same
gaming capacity
GGS’s forecast spend
per visitor is 84% of
PGP’s.
GGS is forecasting
86% of the gaming
visitors and 78% of
the GGR of PGP.
Profit margins are the
same so GGS
departmental profit is
also 78% of PGP.
* MI calculations
** GGS table includes poker
GGS PGP
Capacity 2000 slots
40 tables
20 poker
2000 slots
50 tables
20 poker
Demand – physical
Demand – financial
2.4M gamers
$157M GGR
2.8M gamers
$202M GGR
GGR/visitor $64 $76
Utilization*
Physical
Financial – WPPD
39%
$172
42%
$214
Slot revenue
Table**
Poker
Total Revenue
Depart. Profit
Margin
$135M
$ 22M
n.a.
$157M
$ 82M
52%
$170M
$ 30M
$ 3M
$202M
$105M
52%
15. DINING – full build out, all by 2016
GGS: Partnering with
Emerging Brands/
Jimmy’s Egg and Rock
bottom.
GGS: Higher margin
may be due to 3rd
party involvement.
PGP: Higher BE
average check implies
higher ‘quality.’
PGP: Loss leader
average check implies
attempt to use food as
a marketing tool
PGP forecasting twice
the total comp $ of
GGS although GGS
shows $0 on P&L.
GGS PGP
DESCRIPTION
(ave. check)
Deli $10
Sports bar $14
Buffet $15
Upscale $35
Snack bar $ 7
Food court $ 9
Buffet $11
Upscale $43
CAPACITY
“S.F.” = square feet
510 seats
21,377 S.F.
430 seats
22,250 S.F.
AVE. CHECK* $13 average
$10 breakeven
$ 9 average
$14 breakeven
UTILIZATION* 73% ave. day 84% ave. day
REVENUE – cash
REVENUE – comp
REVENUE - total
PROFIT/(LOSS)
Margin
$7.0M
$0.0M
$7.0M
$1.8M
25%
$ 3.9M
$ 4.8M
$ 8.7M
($3.0M)
- 34%
* MI calculations
BE average check = total departmental expense / total covers
16. BARS / LOUNGES – full build out, all by 2016
Both propose two
bars, each with a
casino bar plus one
other.
GGS casino bar is a
“center bar.”
PGP proposes a stage
in their casino bar
while GGS proposes a
stage in their Lounge.
GGS’s margin may be
due to 3rd parties.
GGS’s revenue is 66%
of PGP’s but has 82%
of PGP’s capacity.
* MI calculation
GGS PGP
DESCRIPTION
“S.F.” = square feet
Center casino
bar 2,700 S.F.
Lounge and
bar 2,000 S.F.
Casino bar
2,700 S.F.
Sports bar
3,000 S.F.
CAPACITY 4,700 S.F. 5,700 S.F.
AVE. CHECK n.a. n.a.
UTILIZATION* 75% ave. day 71% ave. day
REVENUE – cash
REVENUE – comp
REVENUE - total
PROFIT/(LOSS)
Margin
$3.8M
$0.0M
$3.8M
$2.7M
73%
$5.8M
$0.0M
$5.8M
$0.9M
16%
17. ENTERTAINMENT – full build out, by 2016
GGS: 1400
seat multi-
use theater
mimic-ing
their highly
utilized
Riverwind
model.
PGP
proposes a
larger multi-
use center
for enter-
tainment
and equine
events.
* MI calculation
GGS PGP
DESCRIPTION Event /
Conv. Center
Event/
Conv. Center
Equine
Support Ctr.
CAPACITY
Seats
Space (S.F. = sq. ft.)
Pre-function
Breakout rms.
1,400 seats
42,549 S.F.
1,657 S.F.
1,360 S.F.
3,000 seated/
4,200 concerts
100,000 S.F.
1,200 S.F.
unclear
1,500 seats
covered,
outdoor
arena, 24
acres
Implied attend.
@ $X ave. ticket
Implied events
@ Y attend./event*
~ 55,000
$35 ticket
55 annually
1000/show
~ 200,000
$35/ticket
80 annually
2500/show
REVENUE – cash
REVENUE – comp
REVENUE - total
PROFIT/(LOSS)
Margin
$1.9M
$0.0M
$1.9M
($0.5)M
- 25%
$4.2M
$2.7M
$7.0M
($0.5)M
- 8%
18. ENTERTAINMENT … continued
GGS PGP
GGS’s Event Center is positioned as a
flexible entertainment venue with
meeting / convention capabilities (pre-
function area, 4 breakout rooms, and
flat ground floor in Event Center with
non-fixed seats, movable partitions).
PGP’s Event Center is positioned as
an equine-based multi-use
entertainment venue with meeting
/ convention capabilities (pre-
function area, 2 breakout rooms in
hotel).
Tout their extensive experience with
entertainment in Oklahoma … 49 acts
appeared at their Riverwind Casino in
Oklahoma City in 2009.
The equine nature of the center is
supported with stalls, feed, wash
area(s), dirt storage area(s), and
cleaning/odor control capabilities.
Entertainment would ostensibly be
stars, acts, and shows appearing on
stage.
Entertainment would be equine
based events in the indoor or
outdoor arenas plus ostensibly
stars, acts, and shows appearing
on the stage.
19. HOTEL – by 2016 and full build out
GGS PGP
By 2016
Comparables
Sq. ft. per room
Other amenities
After 2016
80-100 rm., 3-star, $10M
Holiday Inn Express/La Quinta Suites
320 standard/620 premium
Business center, pool, spa, exercise
area, small meeting area, brkftst. area.
120 key, 4-star, $10-$15M*
300 rm., 3-star, $38M
Hol. Inn Exprss./Hilton Grdn Inn
450 standard/900 premium
Business center, pool, spa, fitness
center, laundry, 2 meeting rooms
None
Ave. occ. / ADR 71% / $97 85% / $84
REVENUE
PROFIT
Margin
$2.5M
$2.5M
100%
$0.0M
$0.0M
0%
OTHER 3rd party to manage first hotel.
Expect initial 30% to 40%
comped increasing to 70% in a
stabilized year, translates into
56 to 70 rooms/night.
*2nd hotel subject to market conditions
Equity stake, but 3rd party
management. Initial room
block 5 MW/10 WE.
Comps 7%-10% + discount
rooms 20% = 30% casino,
~ 90 rooms/night.
20. RV PARK – 2016 and full build out
GGS PGP
2016
Year 10
Existing 37 space RV Park
with 2 lodges, 1 cabin.
Add 60 spaces. $7M
100 space RV Park with
water/electric hookup.
Results No utilization, price, or
financial results segregated
out or shown
No utilization, price, or
financial results
segregated out or
shown
21. RETAIL – 2016 and full build out
GGS PGP
2016 1,200 S.F. store 650 S. F. store
Goods/items sold Sundries and logo
merchandise.
Gift shop, sundries, and
logo merchandise*
REVENUE – cash
REVENUE – comp
REVENUE – total
PROFIT
Margin
$0.1M
$0.0M
$0.1M
$0.0M
0%
$0.2M
$1.0M
$1.2M
$0.4M
34%
MI: high comp revenue
suggests possible Loyalty
Club “points for merchandise”
program may be credited here
as comp revenue.
22. PARKING – 2016 and full build out
GGS PGP
2016
POST 2016
0.9M square feet paved parking
2,357 parking spaces
485 valet spaces
384 employee spaces
27 RV space
996 space parking garage
3,353 total spaces
Ostensibly, the parking garage could be
built sooner if demand so dictates.
1.5M sq. ft. paved parking
3,965 parking spaces
200 valet spaces
295 employee spaces
100 RV spaces
No additional
3,965 parking spaces
25. MARKETING – 2016
GGS PGP
$ % TR $ % TR
COMP EXPENSE
Includes pref. guest
expense if applicable $ 3.9M 2% $ 8.5M 4%
BAD DEBT EXPENSE $ 0.0M n.a. $ 0.2M nil
ADVERTISING AND
PROMOTION $10.0M 6% $25.2M 11%
TOTAL MARKETING $14.0M $33.9M
% TR
$ TR
8%
$181M
15%
$226M
OTHER MARKETING $2.4M
$ unk.
$ unk.
Entert. CoS
Golf
Speedway
$4.9M Enter. CoS
26. M.I.C.E. – by 2016 and full build out
M.I.C.E. = Meeting, Incentive, Convention and Exhibition
GGS PGP
M.I.C.E. 42,549 square foot multi-use
event center with 1,657 S.F.
pre-function area plus
1,360 S.F. breakout room
space (4 rooms)
100,000 square foot
multi-use event/equine
center, includes 31,700
S.F. pre-function space and
1,200 S.F. breakout room
space (2 rooms) in hotel.
AS SUPPORTED BY HOTEL OPERATIONS (previously reviewed)
HOTEL by 2016
Sq. ft. per room
Other amenities
After 2016
80-100 rm., 3-star, $10M
320 std./620 prem.
Business center, pool, spa, exercise
area, small meeting area, brkfst area.
120 key, 4-star, $10-$15M*
300 rm., 3-star, $38M
450 std./900 prem.
Bus ctr., pool, spa, fitness center,
laundry, 2 mtg. rms.
None
27. TRAVEL PLAZA – full build out, by 2016
GGS PGP
By 2016 OnCue travel plaza.
5000 S.F. convenience store and other
premises.
None
Goods/items sold Convenience: snacks, beverage, and
limited hot food.
Trucker services: overnight parking,
showers, and laundry.
Fuel: multiple unleaded octanes,
multiple ethanol, and diesel.
REVENUE – cash
REVENUE – comp
REVENUE – total
PROFIT
Margin
$9.0M
$0.0M
$9.0M
$0.6M
7%
28. TOURIST ACTIVITIES – full build out
GGS PGP (with MI adjustments)
HOTEL
80 – 100 room, 3-star
120 room, 4-star subject to market conditions
TRAVEL PLAZA
Previously described
GOLF COURSE RENOVATION
Upgrade greens and clubhouse (“destination
clubhouse”) of Wellington Municipal Golf
Course
SPEEDWAY
260 ac. Sports car racecourse for vintage car,
motorcycle, performance production racing
ADDITIONAL 420-acres AVAILABLE
HOTEL
300 room, 3-star
EQUESTRIAN CENTER
Previously described
29. TOURIST ACTIVITIES – full build out
GGS PGP (with MI adjustments)
TRAVEL PLAZA $8M
Previously described
GOLF COURSE RENOVATION $3M
Upgrade greens and clubhouse
(“destination clubhouse”) of
Wellington Municipal Golf Course
SPEEDWAY $7M to $10M
260 ac. Sports car racecourse for
vintage car, motorcycle, performance
production racing
TOTAL TOURIST INVEST. $18M-$21M
% of total $280M investment 6%-8%
Forecast Tourist visitors 417,000
HOTEL with MI ADJUSTMENT
300-rm. Hotel $38M
Less GGS 220-rm. 1 & 2 - $25M
“Net” large hotel add $13M
EQUESTRIAN CENTER
with MI ADJUSTMENT
Total Event/Equine/ Convention
Complex $25M
Less
GGS 1400 seat MI adj. - $10M
“Net” Equine add $15M
TOTAL TOURIST INVEST. ADJ. ~$28M
% of total $285M investment 10%
Forecast Tourist visitors 291,000
30. TOURIST ACTIVITIES – full build out
GGS PGP (with MI adjustments)
TRAVEL PLAZA $8M
Previously described
GOLF COURSE RENOVATION $3M
Upgrade greens and clubhouse
(“destination clubhouse”) of
Wellington Municipal Golf Course
SPEEDWAY $7M to $10M
260 ac. Sports car racecourse for
vintage car, motorcycle, performance
production racing
TOTAL TOURIST INVEST. $18M - $21M
% of total $280M investment 6%-8%
Forecast Tourist visitors 417,000
HOTEL with MI ADJUSTMENT
300-rm. Hotel $38M
Less GGS 100-rm. Hotel 1 - $13M
“Net” large hotel add $25M
EQUESTRIAN CENTER
with MI ADJUSTMENT
Total Event/Equine/ Convention
Complex $25M
Less
GGS 1400 seat MI adj. - $10M
“Net” Equine add $15M
TOTAL TOURIST INVEST. ADJ. ~$40M
% of total $285M investment 14%
Forecast Tourist visitors 291,000
31. JOBS – 2016
GGS forecasts 1,103 FTEs
vs. GGP’s 879.
The primary variance is in
gaming with GGS showing
141 more FTE’s or 21%
greater than PGP even
though PGP having 4%
more capacity.
The 68 more FTE’s in GGS
Entertain./Retail may be
due to the Travel Plaza.
It is likely that the number of
employees and labor cost may not be
apples-to-apples due to accounting
treatment of third-party employees.
* MI calculations
GGS PGP
CASINO 660 519
HOTEL 67 73
FOOD
185 186
BEVERAGE
ENTERTAINMENT
134 66
RETAIL
OTHER 20 6
G & A 37 20
TOTAL 1,103 879
LABOR $
% Tot. Rev.*
Labor/Employ.*
$31.2M
17%
$28,269
$35.0M
16%
$39,843
32. PHASING
GGS PGP
+ 9 MONTHS – PHASE 1A Nov. 2011
1310 slots, 32 table games
50 seat snack bar, several F&B kiosks
+14 MONTHS – PHASE 1A
1300 slots, 30 tables, 20 poker tables
100 seat food court, 250 seat buffet, 140 seat sports bar, steakhouse
50 seat center bar, 90 seat show lounge
1400 seat event center
+18 MONTHS – PHASE 1B
80 to 100 room 3-star hotel
+21 MONTHS – PHASE 1B Nov. 2012
1500 slots, 42 table games, 10 poker
Food court (2 outlets), 250 seat buffet, 110 seat steakhouse
100,000 sq. ft. indoor arena
150 room 3-star hotel, 20 space RV park
33. PHASING – Non-critical to Gaming
GGS PGP
+36 MONTHS – PHASE 1B
1550 slots, 40 tables, 20 poker tables
Golf course renovation + clubhouse and Travel Plaza
+45 MONTHS – PHASE 2 Nov. 2014
2000 slots, 50 table games, 20 poker
3-star hotel expanded to 300 rooms, 40 space RV park
24 acre Equine/Rodeo Center expansion
+60 MONTHS – PHASE 1B
1800 slots, 40 tables, 20 poker tables
BEYOND 2016
PHASE 2A
Yr. 7: 2200 slots, 40 tables, 20 poker
Yr. 8: 996 space parking garage
Yr. 10: 120 key 4-star hotel + additional
RV spaces + race track.
FUTURE DEVELOPMENT
Additional hotel
Master planned retail development
Phase 2 expansion of Equine Center
100 space RV Park
34. PHASING - Summary
GGS PGP
Opens with permanent facility but
5 mo’s. after PGP – Month 14.
Opens with 1300 slots, 30 tables,
20 poker tables and full FB&E.
Gets to 2200 slots, 40 tables, 20
poker in Year 7
80 to 100 room hotel opens in
Month 18
Opens 5 months ahead of GGS but
with interim facility – Month 9.
Opens with 1310 slots, 32 table
games
Full permanent facility with full
FBE, 1500 slots, 42 tables, 10
poker, and 150 room hotel opens
Month 21
Gets to 2000 slots, 50 tables, 10
poker and expansion to 300 room
hotel in Month 45 (approx. Year 4)
Performance: GR / Tot. Rev.
2013 $129M / $141M
2016 $157M / $181M
Performance: GR / Tot. Rev.
2013 $148M / $163M
2016 $202M / $226M
35. P&L – 2016
Higher PGP gaming
revenue due to
higher forecast
gamer visitor
volume, higher
average spend per
visit, and slightly
more capacity.
Possibly also due to
almost $20M more
spent on Marketing.
Margin difference
due to higher PGP
Marketing and G&A,
expenses and GGS’s
hotel and other non-
gaming profit.
GGS PGP
GAMING REV. $157M $202M
ALL OTHER REV. $ 24M $ 24M
TOTAL REVENUE $181M $226M
EBITDA $ 67M $ 59M
% margin 37% 26%
39. EQUIVALENCIES - ‘Big Picture’
GGS PGP
Entertainment destination, destination resort
Mid-market
Theme and development adopted to Midwest, Kansas, Sumner County
Community partnership and partnering program
Midwest, successful development, operating, and marketing history
Reasonably well developed pre- and post opening Marketing Plan
Investment at full build out: $280M for GGS and $285M for PGP
40. EQUIVALENCIES
GGS PGP
GAMING DIRECT
GAMING: Full build out capacity …
Slots 2200
Table games 40
Poker tables 20
GAMING: Full build out capacity …
Slots 2000
Table games 50
Poker tables 10
FOOD 510 seats / 4 outlets FOOD 430 seats / 4 outlets
BEVERAGE 140 seats / 2 outlets BEVERAGE 185 seats / 2 outlets
HOTEL: 80-100 room 3-star hotel
90 space RV Park at full build out
HOTEL: 150 room 3-star hotel
100 space RV Park
TOURISM ORIENTED
MEETING AND CONVENTION
Multi-use event center + pre-function
area + 4 breakout rooms
MEETING AND CONVENTION
Multi-use indoor event center + pre-
function area + 2 breakout rooms
41. DIFFERENCES
GGS PGP
GAMING DIRECT
GAMING:
• Gaming opens Month 14 in
permanent building with all critical
FBE.
• Maximum capacity Year 7 but can
be accelerated if demand warrants.
GAMING:
• Gaming opens Month 9 in interim
facility with sufficient but modest
FBE. Permanent opens Month 21.
• Maximum capacity completed by
end of Year 4
FOOD PRICE: $13 ave. food check FOOD PRICE: $9 average food check
ENTERTAINMENT
1400 seat multi-use event center
ENTERTAINMENT
Larger 3000 TO 4200 seat multi use
event/equine center
PARKING 2357 spaces / 485 valet
Year 8 or upon demand – 996 space
parking garage
PARKING 3965 spaces / 200 valet
MARKETING (2016): $14M, 8% TR MARKETING (2016): $34M, 15% TR
42. DIFFERENCES
GGS PGP
TOURISM ORIENTED
GOLF Upgraded of municipal golf
course and clubhouse expansion/
upgrade Month 36
HOTEL Expansion of initial 150
room 3-star hotel to 300 rooms in
Month 45
TRAVEL PLAZA Month 36 ENTERTAINMENT 24-acre expansion
for Equine/Rodeo Center in Mo. 45
HOTEL Year 10 – 2nd hotel, 120
room, 4 star hotel. Additional spaces
in RV Park. Add speedway.
PERFORMANCE - 2016
Gaming Revenue $157M
Other Revenue $ 24M
Total Revenue $181M
EBITDA $ 67M
Margin 37%
Gaming Revenue $202M
Other Revenue $ 24M
Total Revenue $226M
EBITDA $ 59M
Margin 26%
43. RATING
GGS 93% of PGP score
Category Weight Score Score
PRODUCT MARKETING 50% 6.5 3.3 7.4 3.7
Casino 0% n.a. n.a. n.a. n.a.
Food 25% 8 2.0 8 2.0
Beverage 15% 7 1.1 7 1.1
Entertainment 20% 8 1.6 9 1.8
Meeting / Convention 3% 4 0.1 4 0.1
Hotel 20% 3 0.6 6 1.2
RV Park 5% 7 0.4 7 0.4
Retail 2% 5 0.1 5 0.1
Other (cumulative) *** 10% 7 0.7 8 0.8
Subtotal - Product Marketing 100%
DEMAND STIMULATION
MARKETING 25% 7.4 1.9 7.6 1.9
Pre-opening 40% 8 3.2 7 2.8
Post opening 60% 7 4.2 8 4.8
100%
SUM OF THE PARTS 25% 8 2.0 8 2.0
TOTAL 100% 7.1 7.6
GGS PGP
Result Result
44. RATING – one person’s (consultant’s) view
GLOBAL GAMING SOLUTIONS LLC SCORE 7.1, 93% of
PGP
• Concept, positioning, investment same or about equal with PGP
• Opens with permanent casino in 14 months
• Critical FBE gaming support about equal with PGP
• Tourism activities deemed not as compelling as PGP
PENINSULA GAMING PARTNERS LLC SCORE 7.6
Opens with interim casino in 9 months
4 yr. full build out
PGP apparent willingness to use food as a marketing tool (price subsidy)
PGP’s apparent more aggressive marketing ($ spent).
PGP larger hotel with no outs.
PGPs larger, triple use Event, Equine, and Meeting/Convention Center.
More effective use of capex on Tourism generators (hotel + event center).
