The Las Vegas Casino Hit List for 2021

Expect lots of temperature checks and one-way routes. ‘As we experienced in China, this will be a journey.’
Wearable social-distancing buzzers. Masked blackjack dealers. Drive-thru electronics purchases. From cubicles to factory floors, cafes to clothing boutiques, businesses around the world are dreaming up creative ways to reopen, attempting to start revenue flowing again while minimizing the risk to customers and employees.
The global economy is riding on their ability to pull off that delicate balance. A new flareup of Covid-19 cases could shutter offices, stores, restaurants and manufacturing plants once again, further choking off the flow of goods and services and threatening more jobs. Some governments, such as China, are providing rigorous oversight of the process. Others, including President Donald Trump’s administration, have offered looser guidance and are entrusting businesses to monitor their facilities. Scientists are still studying how the virus is spread, and whether keeping people six feet apart is enough, adding to the risks.
The companies’ plans rely on a steady supply of masks, gloves, thermometers and tests that is likely to strain budgets and manufacturers’ ability to keep up. Social distancing will be built in, with people divided by barriers and kept apart from colleagues and customers, a U-turn after years of movement toward open floor plans. Some companies will monitor employees more closely than ever before, while others will let workers choose how much protection they need. The way we work, shop, travel and eat in 2020 – and probably beyond – is being plotted out in boardrooms around the world.
Here are the changes companies are contemplating for their workplaces in the coming weeks.

The Office

Seats on the shuttle bus to Unilever’s Shanghai offices can be reserved using a chat group. Employees must be masked to board, and they sit on alternating sides, one person to each four-seat row. Upon arrival, each worker scans a QR code and fills out a health status report to get a daily pass to enter. Then comes the temperature check and the hand sanitizer.
Inside the office, movement is tightly regulated. Employees keep their masks on and are encouraged to use the stairs instead of the elevator, with spritzes of hand sanitizer before and after touching the regularly disinfected handrail. In the canteen, a single person is allowed at each four-seat table.
Such measures might seem predictable in a centrally controlled society like China, but some version of them is starting to appear in the West. At Britain’s former state phone monopoly, BT Group Plc, call center workers sit two meters apart, and walkways are designated as one-way to keep people from brushing past each other. Temperature checks are becoming routine at Sistema, the Russian conglomerate, which also says it’s developed its own two-hour test for Covid-19. Employees who come to the office have been tested in the past couple of weeks, though as many as half of the call center workers at MTS, the mobile network controlled by Sistema, are operating out of their homes.

More Room

Flexible space operator Knotel, which runs offices for corporations including Uber and Netflix, says workplace design has to change. Offices will likely be less densely populated, and altered to make them “antiviral,” according to Amol Sarva, Knotel’s chief executive officer.
“Things like ventilation, UV light, density screening, video monitoring, and temperature monitoring, cleaning protocols — those are all going to have to change,” he said. “Certainly there’ll be more space.”
In China, Cushman & Wakefield has helped move nearly a million workers back into 800 million square feet (74 million square meters) of office space. The company is creating a Recovery Readiness manual for landlords and tenants, based in part on its experience in China, that includes colored carpets to create visual boundaries around desks, plexiglass shields between desks that face each other and signs that direct walking traffic in a single direction.

Fewer Meetings

Even when people do come back to the office, meetings will be limited, and large gatherings are out of the question. This week, Facebook Inc. CEO Mark Zuckerberg canceled all physical events of 50 or more people through June 2021. The vast majority of employees are required to work from home through May, and those who need to carry on doing so will be able to work at home through the summer.
The road to normalcy may be much longer than that. At Abcam Plc, a British protein research company, 40 out of 300 China-based employees started returning to work in Beijing, Shanghai, Hangzhou and Hong Kong on Feb. 14. Two months later, the company is running split shifts to maintain distancing for the roughly 50% of employees based in manufacturing, logistics and essential lab work.

The Factory

On Feb. 10, Winly Automotive (Wuhan) Ltd. was assigned a checklist from the government. To reopen, the company would be required to have a one-month stash of masks and sanitizer, take a photo of the supplies, and send it to officials before submitting to a detailed inspection. “The policy has been constantly changing,” said Wang Xuepan, one of the plant’s managers. “It’s very difficult for us to handle.”
In the Seattle area, Boeing Co. has worked with the Washington state labor department on a plan to reopen its factories. It will be doling out cloth masks to most workers, saving the gold-standard N95 masks for a select few in more hazardous conditions.
Unlike office drones, factory workers have to show up in person to get the job done. Figuring out what basic protections they’ll need is part of the challenge. At Boeing, industrial engineers are analyzing the sequence of work on its assembly lines to find ways to spread apart workers.

Taking the Temperature

Airbus SE has divided employees at its plants into red and blue teams, who don’t see each other because they use different routes to enter and exit buildings. Volkswagen AG is allotting more time between shifts and reducing expectations for production because it takes longer for people to move around each other at a safe distance. Ford Motor Co. is experimenting with wearable devices that would buzz workers if they get too close together.
While the virus can be transmitted by people with no symptoms, many manufacturers are doing temperature checks, whether with thermometers, thermal imaging cameras or — in the case of Fiat Chrysler Automobiles NV in the U.S. — reusable forehead strips.
Fiat Chrysler, whose CEO Mike Manley is one of the executives talking with Trump about reopening the economy, is requiring workers to fill out a health questionnaire two hours before reporting to work each day. They must bring either a hard copy, or scan a QR code with their phone, to prove they aren’t displaying signs of illness or exposure to the virus, according to documents obtained by Bloomberg. Workers can’t enter the plant without it.
Some companies are closing cafeterias in favor of vending machines. Dongfeng PSA in Wuhan is handing out prepared lunchboxes to employees, who must eat at least 1.5 meters apart with their backs to each other.
Zhejiang Geely Holding Group Co. said Chairman Li Shufu wrote a song to keep workers motivated through such dreariness. “A world full of expectations/Turned to dust of yesterday,” the lyrics go. “Their sorrow flowing into the sea/But the flower of love is quietly blooming.”

The Airplane

When air travel resumes in earnest, it’s likely that hand sanitizers, face masks and thermometers will become standard at most major airports, said David Powell, medical adviser for the International Air Transport Association, a trade group. All three have shortcomings, but can also reassure passengers, he said.
The International Civil Aviation Organization, which sets global flying standards, wants to establish a “public health corridor concept.” Under such a plan, major airlines, airports, public authorities and other parties would adopt common protocols for screening, boarding, in-flight procedures, arrivals, customs and baggage.
“We cannot all just stop flying,” Ansa Jordaan, the group’s chief of aviation medicine, said during an April 15 webcast.
Emirates Airline said this week it was the first to conduct rapid Covid-19 blood tests, with results available in 10 minutes for passengers flying Wednesday from Dubai to Tunisia. It plans to extend the procedure to other flights, according to Chief Operating Officer Adel Al Redha.
Other carriers are attempting less invasive measures. Etihad Airways, another major airline in the United Arab Emirates, plans to deploy touchless self-service devices at its hub airport in Abu Dhabi to identify travelers with medical conditions, including the early stages of coronavirus.
In the U.S., American Airlines Group Inc. plans to continue spacing customers apart during boarding and flights, conducting extensive cleanings of aircraft and reducing food and beverage service to limit contact, CEO Doug Parker said in an April 15 video message.
“When you do fly, aircraft cleanliness and social distancing matter greatly,” he said.

The Store

In China, it’s become standard to have your temperature taken any time you want to go shopping. Visitors to the Wuhan International Plaza luxury mall are checked for a fever at the door, before they queue up to be served one at a time at Louis Vuitton.
Levi Strauss & Co. disinfects its Chinese stores three times a day and requires temperature checks for customers, who are expected to wear masks before entering the store. Fitting rooms and products that have been tried on are disinfected each time they’re used.
It’s unclear whether practices implemented in China will make their way to other parts of the world, though several companies said they’ll learn from their experience in Asia.

Drive-Thru Shopping

Another technique is to keep shoppers out of the store altogether. Dixons Carphone Plc, the electronics retailer, is considering plans for contact-free “drive-thru” style stores to limit the risk of coronavirus for staff and customers. Shoppers would park outside, call the store to select items to buy, use a contactless system to pay and then open their trunks so staff could deliver the products.
Salespeople at luxury retailers in China were already using social media to engage with customers before the outbreak, but they’ve stepped up the effort since, adding clients on WeChat and sending them information about the latest trends. Louis Vuitton tried showcasing its summer product line in a livestream show on March 26 featuring a social-media star, but was ridiculed for the quality of the video. Sometimes there’s no substitute for personal contact.

The Restaurant

Buffets and salad bars will be re-thought, and self-serve drink stations may be “a thing of the past,” said Taco John’s CEO Jim Creel, who added that other changes are afoot at the 387-store chain. Taco John’s popular salsa bar — around for the past 15 years — may be removed.
“We hope we don’t have to take them out — that we’ll be able to figure out a way to make them still work — but I’m afraid the fear factor our there will force us to go to a pre-packaged option.”
A test of self-ordering kiosks may also get pulled back. “It was a good idea three months ago, but not so good today,” Creel said.

Phone Pay

In China, restaurants and even bars have opened back up in Shanghai, with varying limits on seating arrangements – some allow six to a table, others only one. In Beijing, restaurants are doing temperature checks. In Wuhan, most places are still delivery-only.
“In the short run, as dining rooms open back up again, you’ll probably see many restaurants space their tables a little bit further apart,” said Jack Li, CEO of menu researcher Datassential. “You’ll see more restaurants try to adopt phone pay. So not having to hand your money or card to anyone. You’re certainly going to see more places continue to do things like contactless delivery.”
Starbucks Corp. is taking a store-by-store approach to resuming business activities in the U.S., with services limited to drive-thru, delivery and takeout via mobile orders and contactless pickup.
“As we experienced in China, this will be a journey,” CEO Kevin Johnson wrote in a memo to staff on Thursday.

The Menu

Chains are cutting back menus, focusing on products that sell best and are easy to make. Romano’s Macaroni Grill has pared down its menu to 70% of what it used to be, saying goodbye to pizzas and calzones recently. McDonald’s all-day breakfast menu is gone.
Fazoli’s Italian restaurant chain is trying to secure Purell sanitizing stations – four for each store — along with “millions” of alcohol-based wipes for re-opening the dining rooms of its 216 locations. The company is also re-thinking bathrooms and looking into touch-less soap dispensers. It’s an investment, but a worthwhile one, says CEO Carl Howard.
“I want to let the consumer know I’m doing everything I can to keep them as safe as possible,” Howard said in an interview.

The Arena

Large public gatherings aren’t top of mind yet in China, but Trump and the people who run the U.S.’s biggest sports leagues appear aligned in their thinking that live games, at least in some form, are a critical part of helping the country recover.
“The progression needs to be open outdoor sports first, golf, tennis, swimming so that we can start to test the waters — that I’m fine with,” said billionaire Mark Cuban, who owns the NBA’s Dallas Mavericks.
One obstacle may be local politicians. When UFC floated plans to host an event this weekend on tribal land in California without spectators, it was pressure from politicians, including Governor Gavin Newsom, that led to its cancellation. Los Angeles Mayor Eric Garcetti has reportedly discussed the possibility of prohibiting large gatherings like concerts and sporting events in the city for another year.

The Movies

That said, there’s billions on the line for sports leagues, sponsors and media networks if the games don’t resume soon. Anthony Fauci, the nation’s leading infectious-disease expert, has said that that the only way to do that this summer is to close venues to fans and keep all the players, coaches and referees isolated from society.
Cinema owners are also waiting to see when health officials give them clearance to open up. Cinemark Holdings Inc., the third-largest U.S. movie chain, has been in discussions with major film studios about when to release blockbusters again. The chain’s management thinks they could begin bringing back staff starting in late June, then build up a marketing campaign for a broader re-opening on July 1.
The experience won’t be like it was before coronavirus hit. The chain will either have to limit the available tickets for each showing, leaving about half its seats open. Or it may eliminate reserved seating, so customers can voluntarily spread themselves out when they arrive. Cleaning will have to be ramped up, and opening hours may be limited to accommodate the changes.
“How long that will take? We’re not completely certain,” said Mark Zoradi, Cinemark’s CEO, on a call with analysts and investors on Wednesday. “But we’re planning on anywhere from one to three months to light up that engine again and then to begin with higher profile, new product.”

The Casino

Las Vegas casino executives have discussed opening with as little as one-third of their rooms available, with limited entrances where guests’ temperatures could be checked. Casino employees would wear masks and gloves, and gamblers would sit at least a chair apart at blackjack tables.
The moves are similar to what is already occurring in Macau, the world’s largest gambling market, where casinos closed for 15 days in February and reopened under tight restrictions.
The companies are also discussing enhanced cleaning techniques, something unions have requested.

Fun Parks

The $19.3 billion U.S. theme park industry is also making plans, though no one knows when gates will reopen.
When they do, employees may be wearing masks and temperatures may be checked not only at the entrances but inside as well, said Dennis Speigel, a theme park consultant in Cincinnati. Operators may also institute virtual queues, where guests snag a place in line through an app and come to ride when it’s their turn.
“The theme park of the future is going to have to take a much different turn, from distancing to wanding to cleaning,” Speigel said. “I’ve never heard the fear in the voices that I’ve heard. Nobody knows what they’re going to be doing.”
Bloomberg News - With assistance from Thomas Buckley, Thomas Seal, Dana Hull, Natalie Wong, Julie Johnsson, Charlotte Ryan, Christoph Rauwald, Kyunghee Park, Gabrielle Coppola, Shiho Takezawa, Tian Ying, Chunying Zhang, Keith Naughton, Mary Schlangenstein, Justin Bachman, Layan Odeh, Jordyn Holman, Deirdre Hipwell, Robert Williams, Kim Bhasin, Jinshan Hong, Claire Che, Leslie Patton, Kelly Gilblom and Christopher Palmeri.

i was 11, almost turning 12, and my family decided to go to america for a holiday where we stayed in las vegas for a few days at the stratosphere hotel. the hotel is split between hotel rooms and a large casino that we’d sometimes had to walk through to get out of the hotel.
one night, my parents had to go do something and they told me to just wait there (so stupid of them). it had been quite a while and they still hadn’t returned. later, a black woman, probably in her late 20s, approached me and asked me if i could accompany her in the elevator because she had a fear of them. my first thought, as a naive 11 year old, was to of course agree, as i loved being a helping hand to other people. however, i wanted to tell my parents where i had gone so that they didn’t have to worry where i went when they came back. i told the lady this and then went on a quest to find my parents in this vegas casino alone, not really sure where they had gone, but wanting to find them fast because i didn’t want to keep the lady waiting.
i couldn’t find my parents so i just decided to go back and accompany the lady anyway, since i had nothing better to do and would probably be back before my parents got back. to my dismay, when i returned, she had gone. soon after, my parents had finally come back and they explained that she most likely was going to kidnap me but left because i said i would tell my parents. in retrospect, i find it completely stupid to leave an 11 year old alone in a las vegas casino for 20+ minutes. it was a recipe for disaster and god knows what would have happened had the lady still been there!

Voy a hacer este DD dividiendolo en 4 fases:
1) ¿Quien es Michael Burry? El doctor e inversionista Michael Burry es conocido por ser uno de los pocos que predijo la crisis del 2008, y se benefició de ella de manera bestial, yendo en contra de las hipotecas subprime (algo asi como una inversión en corto). Tal fue el logro que Christian Bale lo interpretó en la aclamada película The Big Short (La gran apuesta). Se describe así mismo como una persona con un leve trastorno de autismo. Yo personalmente, lo vi siempre como el típico yankee obsesionado con la perfección en cada una de sus inversiones. Esto lo podemos ver en su selección de acciones con grandes valores fundamentales (aunque no le crean el tipo también la pego al bet de WSB "Gamestop"), el gran acierto de derivados financieros como sus calls y puts, y su elevada confianza en tener poca diversificación en cartera
2) ¿Por que me gusta el sector del gambling? En primer lugar, debo admitirles que siempre fui un fanático de ver el nivel de locura que manejaban algunas personas al ir al casino. Y no hablo solamente del juego en si, sino del elevado nivel de gastos de estas personas en lujosas habitaciones, costosos tragos o incluso comidas. Otra de las cosas que me llamo mucho la atención, es la preparación del ambiente, a través de su música, sus olores, o incluso la vestimenta de los empleados del lugar. Debemos recordar que personalidades con gran olfato para los negocios estuvieron en este sector, como lo son Sheldon Adelson o incluso el ex presidente Donald J. Trump. Ademas hagamos mención , de que últimamente una gran cantidad de compañas del sector están incursionando en el gambling online, el cual ha demostrado ser extremadamente rentable. Sino veamos el caso de BET365 y las apuestas deportivas.
3) ¿Por que estas 2 compañas? Primero y principal: Porque todas las personas del grupo tienen la posibilidad de invertir a través de la bolsa local mediante al acción de $BOLT y el cedear de $LVS. Yo personalmente vengo viendo a estas dos compañas con gran hambre, y comencé a invertir en ambas en la caída de marzo, iniciando posiciones muy pequeñas que fueron creciendo a lo largo del tiempo.
4) Analisis de ambas compañas:
Las Vegas Sands: Esta es una de las compañas mas monopólicas del sector, principalmente en los mercados de Macao (recordemos que en China los casinos están prohibidos, por lo que las personas suelen ir a barcos en el área marítima de Hong Kong o directamente a Macao) y en Singapur. Tambien debemos recordar que sus casinos mas emblemáticos, los posee en Las Vegas como su nombre lo indica, pero que los últimos años, pasaron a ser una menos del 30% de los ingresos que produce la compaña. Personalmente Adelson nunca tuvo la iniciativa de comenzar a incursionar en el sector del gambling online, pero ahora que falleció hace poco, es probable que la nueva dirección tenga iniciativa viendo la gran competencia en el sector. Particularmente, si realizamos un análisis minucioso de sus finanzas podemos ver que la acción esta en un precio con gran descuento, si tenemos en cuenta que el EVITDA que genera a día de hoy la compaña es demasiado bajo por la situación del COVID-19. Para que se den una idea, cotiza a precios de 2005 en las ultimas ruedas. Debemos recordar que esta compaña, cuenta con una gran cartera de clientes VIP, que no reparan gastos para poder ver a personalidades del espectáculo, comer las mejores comidas, escuchar a sus DJs de moda favoritos, o jugar grandes sumas de dinero en sus casinos. Y por supuesto, el mercado asiático esta creciendo a tasas agigantadas. Lo negativo es que la compaña tiene unos ratios de endeudamiento bastante altos. Ademas corren varios rumores de que la compaña piensa enfocarse totalmente en el mercado asiático, y vender sus casinos en Las Vegas, cosa que para algunos puede ser negativa, pero para mi es una excelente decisión, ya que los ingresos que produce en ese lugar son mucho menores.
Boldt: Esta compaña la decidí incluir personalmente sobre todo porque es una de las empresas mas infravaloradas del MERVAL. Si vemos sus últimos estados contables, podemos ver unas perdidas billonarias, pero aun así, la compaña cuenta con una solvencia a corto plazo envidiable para afrontar sus deudas menores a 12 meses, superando por amplio margen sus activos corrientes a sus pasivos corrientes. Otra de las razones por las que pienso que sus fundamentales la acompañaran a largo plazo, es que hace muy poco tiempo, la compaña comenzó sus casinos online. Debemos de tener en cuenta que la situación económica en la Argentina es muy inestable, y que la economía no acompaña el crecimiento de este tipo de empresas. Ni hablar de la burocracia. Pero esto también lo podemos ver de manera positiva, ya que este sector goza de una posición oligopólica regulada que podría llegar a beneficiarle.
Esto es todo, es mi primer análisis en profundidad para esta comunidad. Gracias a todos los que llegaron hasta acá. La verdad que no quería entrar en tantos tecnicismos, y prefería analizar a las compañas de una manera fundamental "mas entendible" para todos los miembros del grupo. Si desean aportar o comentar sus opiniones siéntanse libres de hacerlo. Muchas gracias a todos! Vamos por mucho mas 🚀 🚀 🚀

Hey Swag Crew,
Not sure if anyone else is on the grind for this activity but a few tips for you all. I'm on level 90 in maybe 6 days... or something. WIll check later for you!

1. Play Alot whenever you can. The grind from 90-110 is slow so get the early levels banged out ASAP. The clock is ticking for how long you have left...
2. Stick to 1% of the bank. EG if you have 125 mil bet 1.25m . Go rogue every now and then to try and get some quick cash. keep a close eye on your bank at all times. You'll find sometimes you'll dip down maybe 20mil but this should come out in the wash after a few big bonus wins.
3. Be prepared to BABYSIT this game all day for maybe 6-7 days.
   1. EDIT [Erm so i'm stupid and have been betting 0.1% NOT 1% of my bank. This means in theory your levelling up should be 90% faster than me. I'm actually un-Real. 2-4 days I'd say!]
4. Wake up. Launch the game, chuck it on charge and leave on the game below as much as you can. Be careful with your bank rolling and don't be silly. Follow my rules.
5. Playing the Howling moon seems safe and a lot less clicking that others. You can pretty much AFK this while watching tv etc. I'm watching the VOW its crazy haha.
6. Grab the free coins from everywhere. Online (google it), the daily mates coin, the 20min coin and the shop daily coin. Especially early days.
7. Bet more cash, gain more XP. level up more.
8. Bet more risky, level up quick BUT you'll probably destroy your bank roll. Resort back to 1% again. Trust me just stick to that.
9. Join a good crew. Move crew when you level up unless you can see 100-200k a day then stay there. that seems strong to me.
10. LEVEL UP QUICK and LEVEL UP EARLY. [In the early levels you're going to get from zero-level 40/50 quick. Push this as much as you can keep a close eye on your bank roll and be careful.]

Any questions hit me up!

It would be so awesome to have a Las Vegas casino Map or just a casino map that would be awesome

I saw that claim somewhere but cannot remember where

(Bad) sign of things to come for Vegas? Surprised that Adelson would want to sell basically at the lows; things must be looking pretty bleak on the Strip to consider dumping Las Vegas.
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Adelson’s Las Vegas Sands Exploring $6 Billion Sale of Vegas Casinos Gillian Tan and Christopher Palmeri, Bloomberg News
Pedestrians pass in front of the Venetian Resort in Las Vegas, Nevada, U.S., on Sunday, Oct. 18, 2020. Las Vegas Sands Corp. is scheduled to release earnings figures on October 21. Pedestrians pass in front of the Venetian Resort in Las Vegas, Nevada, U.S., on Sunday, Oct. 18, 2020. Las Vegas Sands Corp. is scheduled to release earnings figures on October 21. , Bloomberg
(Bloomberg) -- Sheldon Adelson’s Las Vegas Sands Corp. is exploring the sale of its flagship casinos in Las Vegas, according to people familiar with the matter, a move that would mark the mogul’s departure from the gambling mecca.
The casino operator is working with an adviser to solicit interest from potential suitors, and may fetch $6 billion or more for its Vegas properties, said the people, who asked to not be identified because the talks are private.
The portfolio includes the Sands Expo Convention Center, the Venetian Resort Las Vegas and the Palazzo.
A representative for the company confirmed it was in very early discussions about a sale and that nothing has been finalized.
A sale would result in Adelson, one of the world’s richest men, exiting the U.S., with his remaining casino assets concentrated in Macau and Singapore.
Adelson is chairman, chief executive officer and a majority shareholder of Las Vegas Sands, which has a market value of $37.5 billion.
The stock rose as high as 12% in after-hours trading Monday, after Bloomberg reported on the news of the deal. The stock had closed down 3.1% to $49.13.
https://www.bnnbloomberg.ca/adelson-s-las-vegas-sands-exploring-6-billion-sale-of-vegas-casinos-1.1513344