MGM Resorts International is a major gaming and hospitality company operating casino resorts across the United States and internationally. The company owns and operates properties including the MGM Grand, Bellagio, and Aria in Las Vegas, along with regional casinos and resort destinations. MGM Resorts generates revenue through gaming, hotel accommodations, food and beverage, and entertainment offerings.
The company owns BetMGM, its digital sports betting and iGaming platform, which recently achieved profitability. This marks a significant shift in MGM's business model as digital gaming channels become increasingly important to overall revenue generation. The company maintains operations in international markets, diversifying its geographic exposure beyond the United States.
For hotel operators and investors, MGM Resorts represents a major competitor in the integrated resort space and demonstrates the industry's ongoing transition toward omnichannel gaming and hospitality experiences. The profitability of BetMGM signals that digital gaming integration can complement rather than cannibalize traditional casino floor operations.
MGM Grand's buffet survived 33 years, a pandemic, and the slow erosion of everything that made it worth running. The real question isn't why they're closing it... it's what the 15,000 square feet of prime Strip real estate becomes next, and what that tells you about where casino F&B is actually headed.
When a major operator bundles 50% room discounts with free drinks, meals, and parking, the question isn't what guests save. It's what the trailing RevPAR data already told you about where Las Vegas yield is heading through 2026.
The MGM Grand Buffet lasted 33 years before the math finally caught up with it. If you're still running a dining concept because "guests expect it," you might want to check whether those guests are actually paying for it.
BetMGM's Q1 revenue missed forecasts by 14% and EBITDA cratered 68% below expectations, forcing a full-year guidance cut. If you're running a casino-adjacent hotel and assuming the gaming floor will keep subsidizing your room rates, this is the quarter that should make you nervous.
BetMGM's Q1 miss and lowered 2026 outlook isn't a sports betting story. It's a signal about which guests your casino hotel is going to be fighting over for the next three years... and what that fight costs at property level.
BetMGM's first quarter shows fewer users, higher revenue per player, and a deliberate shift toward premium customers that mirrors a strategy casino hotel operators have been arguing about for years. The question is what happens to your floor traffic when the feeder system changes who it's feeding you.
BetMGM's Q1 results reveal a counterintuitive strategy most hotel-casino operators talk about but never actually execute: firing your worst customers to grow profits. The question is whether the physical casino floor has the guts to follow the same playbook.
Wynn just resumed construction on a $3.3M-per-key integrated resort in a country where commercial gaming has zero operating history. The cap rate math only works if you believe the UAE becomes a $5B gaming market... and that Wynn captures a third of it.
When the government shutdown left 1,000 TSA agents at Harry Reid Airport working without pay, MGM didn't send thoughts and prayers... they sent 1,400 lunches. The interesting part isn't the generosity. It's what it tells you about how exposed your revenue is to things completely outside your control.
IAC just locked in two guaranteed board seats at MGM Resorts while capping its own voting power at 25.73%, and if you think this is just a governance story, you're not looking at the technology and platform implications underneath it.
IAC and Barry Diller just formalized a voting cap that limits their influence at MGM Resorts to roughly a quarter of the vote while guaranteeing two board seats. For anyone running an MGM-flagged property or watching the asset-light strategy play out, the governance structure tells you exactly where the pressure is heading next.
MGM Resorts is feeding TSA agents who are working without paychecks at Harry Reid International, and it's a genuinely good thing. But if you're an operator in a tourism-dependent market, the story underneath is what should keep you up tonight.
IAC now owns 26% of MGM but just agreed to cap its voting power at 25.73%, which sounds like a minor governance tweak until you realize what it tells you about who's really running the show and who's getting comfortable being a passenger.
MGM just closed one of the last affordable buffets on the Strip, and the timing alongside their new all-inclusive package at Luxor tells you exactly where casino F&B strategy is headed. If you're still running a loss-leader restaurant because "guests expect it," this is your wake-up call.
Resorts World and MGM are bundling rooms, meals, and entertainment into all-inclusive packages for the first time on the Strip. When two of the biggest operators in Las Vegas start pricing like Caribbean resorts, the question isn't whether it works... it's what the 7.5% visitor decline already cost them.
MGM is bundling rooms, meals, shows, and parking at Luxor and Excalibur for $165 per night all-in, while the Plaza is at $104 per person. The per-night economics tell a very different story than the press release.
MGM is calling its new Luxor and Excalibur package "all-inclusive," but anyone who's actually run an all-inclusive knows this is a pre-paid bundle with guardrails, dedicated menus, and a prayer that guests don't do the math on margin once they're inside the building.
MGM is bundling rooms, meals, shows, and parking at its two cheapest Strip properties for $330 a stay, calling it innovation. When you start packaging everything together at your value tier because nobody's walking through the door on their own, that's not a new product... that's a fire sale with better marketing.
When your in-room coffee costs more than the guest's lunch and two drinks at a show require a payment plan, you haven't found a revenue strategy. You've found the fastest way to teach your best customers to spend their money somewhere else.
Wynn Resorts is the fourth major casino operator hit by cybercriminals in three years, and the attack vector keeps being the same: people, not technology. If you're running a hotel of any size and you think this is a big-company problem, you're wrong.
