Answer to the bottom question, How can MGM be gaining profit while being ethical.

The answer should be in a case analysis format, identify the key problem and then talk about the problem, then give alternatives and steps on how to put one of the alternatives in action.

W24930 As of 2019, MGM owned and operated more than 27,400 hotel rooms, 2.7 million squarc fect (about 250,000 square metres) of meeting and convention space, and 1.3 million square feet (about 121,000 square metres) of casino space. Moreover, the gross book value of the land was US 4.6 billion' and the buildings, $9.3 billion.. MGM RESORTS INTERNATIONAL: RESPONSIBILITY VERSUS In 2019, MGM recorded over $12 billion in revenue, with its casinos accounting for most of it. 11 The company showed a steady growth pattem in terms of both revenue and earnings per share (see Exhibit 2 ). 1. PROFITABILITY 1 Company History Wan-Yang ah and Josuh Tade wote this cose saloy to prowide material for clsss alsousaion. The authers do not inrond to hesstrate MGM w'as established when MGM Grand Inc. acquired Mirage Resorts Inc. and Mandalay Resort Group. infomiation to prefect coribientiakly. The conglomerate was collectively renamed MGM Resorts Intemational in 2010.13 This puticabon miay not be transmined, aholocopied. digized, or athensise ropvodiesed in any fom or by any means miticut the permizsion of the coperight hoider. Raprotuction of this mstavis is not coveded cnder autherization by syy roproduction rights MGM Grand had operated the MGM Grand Hotel and Casino in Las Vegas since December 18. 1993. At Pele's, Buffalo Bill's, and the Primm Valley Resort in Primm, Nevada, P.-1 Cogynaht e 2021, Noy Eusinoss Schaci Foundanian When MGM Grand acquired Mirage Resorts on May 31,2000 , the acquisition was valued at $6.4 billion. The new company, then named MGM Mirage, ereated one of the largest hotel-casino companics in the world.15 MGM soon became a global hospitality company operating hotels and casinos domestically, such as in Nevada and Detroit, and internationally in Darwin, Australia, and in cities in the Republic of South Africa, which were later sold after years of operations. 6 Mirage Resorts was the first hotel to obtain a gaming licence, acquired in 1946, from the Nevada Gaming Commission. 17 Operating then under the name Golden Nugget Inc., the company ow owed a number of hotels in I.as Vegas, such as the Bellagio, the Mirage, Treasure Island, and Golden Nugget, 18 Mandalay Resort, which was the last compiny to join MGM, was founded as Circus Circus Enterprises Inc. in 1968.19 The company owned 15 resorts worldwide when it merged with MGM. 20 Mandalay Resort was the largest gambling company on the Las Vegas Strip, controlling about 40 per cent of the slot machines on the Strip. 21 On April 25, 2005, MGM completed the acquisition of Mandalay Resort, which was worth $7.9 billion.,2 Through the acquisition, MGM came to own and operate 24 hotels and casinos in properties in Nevada, Michigan, and Mississippi, and it had invested in three other locations in Nevada, New Jersey, and the United Kingdom 23 COMPANY BACKGROUND Customer, Competition, and Marketing MGM Resorts International MGM's customers included premium gambling customers, leisure travellers, and business travellers, Headquartered in Las Vegas, Nevada, MGM was a holding company operating hotel, casino, convention, Vegas Strip: MGM Grand, the Siguature at MGM Grand, Bellagio, the Mirage, Vdara at Aria, Aria, Park other hotel casinos in the Las Vegas area 26 The wealth and popalarity of the 4.2-mile Las Vegas Strip 27 were domninaled by MGM and a few competiturs, 25 such as Caesars Enterlainment Inc. (Catesars MGM, New York-New York, Excalibur, Luxor, Delano Las Vegas, NoMad, and Mandalay Bay. 6 The were dominaled by MGM and a few competiturs, 28 such as Caesars Entertainment) and the Las Vegas Sands Corporation (Las Vegas Sands)..29 company also bad operations in other cities in the United States and China (see Exhibit 1).? Cacsars Entertainment opened its first property in Reno, Nevada, in 1937. The company had grown by MGM's casino operations had a wide variety of slot machines, table games, and sports wagering. Further. expanding its properties, developing new resorts, and merging with other companies. 37 In 2020 , Caesars the company provided high rollers with lounge access and high-limit rooms to provide differentiated and Entertainment became the largest gaming company in the United States when it merged with Eldorado upscale experiences," Resorts Inc. 31 The company operated more than 50 top-tier resorts-including Cacsars Palace Las Vegas Hotel and Casino, Harrah's Hotels and Casinos, Horscshoc Hotels and Casinos, Eldorado Reno Hotel and Negative Effects of Gambling Addiction Casino, Silver Legacy Resort Casino, and Circus Circus Reno 12 - in more than 30 destinations in the United States and Canada. 33 Cacsars Entertainment had more than 1.9 million square fect (about 180,000 square In the United States, more than 2.6 per cent of the population_approximately 10 million people - had melres) of meeting space and almost 40,000 hotel roums across 47 casinos in 13 US slates and five couniries. 2 issues with gambling addiction and 1 per cent of the adult population had a severe gambling problem. .4A majority of these gambling addiets did not recognize their gambling addiction as a problem. 50Morcover, Las Vegas Sands developed and operated resurts worldwide, mostly in the United States and Asia, 35 the negative impact of gambling addiction not only affected the gamblers themselves, but also their families, providing accommodations, gaming, entertainment, retail, and convention space. 36 The company's friends, and society as a whole." Major issues related to gambling addiction included high levels of debt, properties included the Venetian Las Vegas, the Palazzo Las Vegas, Sands Expo and Convention Center, criminal activity, family breakdown, and suicide. S2 Sands Macio, the Palazzo Macao, and Sands Cotai Central. To effectively compete against these companies, MGM had a marketing program called " M life More than 23 million Americans went into debt because of gambling, and the average loss was estimated to be around $55,000 per individual. 53 Gambling addiction was also associated with crime. 51 For example, Rewards" - a tiered customer loyalty program that allowed customers to enjoy benefits across MGM more than two-thirds of the people with severe addictions had committed crimes that were directly related properties. The program encouraged customers to spend money within MGM properties." to their gambling. 55 One of the most serious problems was that addicts were more likely to attempt suicide. 5i. In the United Kingdom, people with gambling issues faced a risk of dying by suicide 15 times higher than the average. 57 In the United States, more than 20 per cent of gambling addicts attempted suicide, the highest The Challenges: Decline of Gaming Revenue in Las Vegas percentage among people with addictions. .8 In 2020, Nevada hotels and casinos experienced a significant drop in revenue as restrictions to prevent the There also had been a noticeable trend in the increase of gambling activity among college students. 99 Nearly spread of COVTD-19 limited customer visits. 30 However, even before the pandemic, Las Vegas was already 6 per cent of college students had serious gambling issues, causing psychological difficulties, unmanageable experiencing an overall decline in gaming revenue, largely due to changes in consumer demographics and behaviours. 0 MGM was reporting a similar pattern of decreasing gaming revenue at its Las Vegas debt, and failing grades. 6 properties, while its other regional properties outside Las Vegas, including China, were showing steady growth (see Fxhibit 4). 4 Industry Actions for Responsible Gambling In recent years, there had been a transition in consumer demographics and spending pattems in Las Vegas, 2 Due to the nature of its business model, the gaming industry made significant efforts to ensure that More visitors were spending less time on gaming, and their gambling budgets were also smaller. Instead, customers enjoyed games responsibly as a form of entertainment. 61 Specifically, the Nevada Council on visitors were spending more on non-gaming activities and expenses, such as lodging, transportation, Problem Gambling (Nevada Council), a non-profit organization aimed at reducing gambling problems, was sightseeing, and food. 41 As a result of these changing consumer demographics and behaviours, MGM's established in 1984 to provide information and programs to support individuals and families affected by gaming revenue was declining at its Las Vegas propertics. 44 gambling problems. 62MGM and Cacsars Entertainment participated in Nevada Council programs as founding members. Las Vegas Sands also had been an active supportive member. 6 INDUSTRY TREND: SOCIAL RESPONSIBILITY MGM's CSR Engagement Corporate social responsibility (CSR) was becoming more important as ethical values became an imporlant determinant of a compeny's image and reputation. is According to rescarch by Mintel Group, a London- Following the industry trend, MGM was committed to active CSR engagement. 64 The company made CSR based market research firm, more than 50 per cent of Americans were refusing to buy brands that they one of its key stralegic objectives, writing in the company"s annual report, "We believe that profitibility believed were not ethical, and 35 per cent were willing to stop buying such brands even if a substitute right and social responsibility can be linked for long-term sustainability and profitability in furtherance of value not have been available. 4 to all our stakeholders - our shareholders, our cmployees, our customers and our communities."?55 MGM established four strategic pillars for its CSR initiatives: (1) fostering diversity and inclusion, (2) investing Customers' expectations of companies were also changing. Specifically, social media gave customers a in community, (3) caring for one another, and (4) protecting the planet. 6 new way to voice their opinions. Seventy-one per cent of young customers believed that boycotting and criticizing a company on social media was more likely to make a difference in bow that company acted. 4J MGM's leadership team also strongly supported proactive CSR engagement. In 2019, MGM's chairman and chief executive officer, James Murren, announced a clear vision for social impact and sustainability. Consequently, the hospitality industry in Las Vegas had increasingly engaged in CSR activities to enhance called "Focused on What Matters: Embracing Humanity and Protecting the Planet." He said, "As a company its corporate image and reputation. 49 with a global presence and more than 80,000 employees worldwide, MGM Resorts recoguizes our responsibility extends beyond simply serving our customers and growing our bottom line. Focused on What Matters elevates and builds upon our work and investments in responsible leadership and provides a roadmap for making the most meaningful, enduring impact possible.,6 According to the company's social impact and sustainability report, one of the key social objectives was its The responsible gambling program was also extended to MGM's online business operation as online diversity and inclusion initiative. 6 MGM tried to build an inclusive corporate culture by recruiting. gambling gained popularity. BetMGM, the online sports betting division of MGM, announced its retaining, and advancing employees from diverse backgrounds, such as women, ethnic minorities, people commitment to responsible gambling on March 9,2021, developing the GameSense program to be fully with disabilities, and those who identified as LGBTQ +. integrated into BetMGM's mobile application (or app). 5 The announcement came as MGM joined the Problem Gambling Awareness Month that had been promoted by the National Council on Problem MGM also focused on the sustainability of the planet by becoming an environmentally friendly company. "o Gambling. s. This commitment indicated that the company would provide the necessary tools for players to More than 45 million square feet (about 4.2 million square metres) of hotels, casinos, and convention be better informed and more responsible when gambling. The purpose of the commitment was not only centres at 26 buildings on MGM's properties made efforts to reduce their energy and water consumption to provide players with insights into gambling behaviours, but also to educate employees so that they could as well as their emissions and waste. 71 For example, to reduce water consumption, MGM installed be equipped with responsible gambling tools, information, and customer care. 90 sprinklers on its properties that used anly 38 per cent as much water as traditional sprinklers. The Shark Reef Aquarium at Mandalay Bay began reusing 90 per cent of its water, which saved over 2.1 million gallons (about 8 million litres) of water per year, 72 Further, the company replaced 1.3 million lightbulbs Competitors' Actions with light emitting diode (LED) lights to improve energy efficiency and brightness. 3 As a result, in 2017, While MGM proactively promoted its responsible gambling program, its competitors followed suit. Caesars a non-profit organization striving to promote environmentally friendly buildings. 7/4 Entertainment was the first company in the industry that established a task force to study and implement responsible gambling initiatives. 11 In 2019 , the company celebrated the 30 -year anniversary of its company. wide responsible gambling program. 52 Named "Operation Bet Smart," the program was designed to train employees about information related to responsible gaming to enhance their awareness, 93 Similarly, Las Vegas Sands had created a responsible gambling program, called "Play Responsibly." The program provided materials and signage about responsible gambling at each of Las Vegas Sands' propertics." by promoting its responsible gambling program. This program was designed to support customers in keeping gambling fun but also responsible.' Therefore, the program's objective was to have proactive, positive, and transparent communication with customers about how to enjoy gaming responsibly. 76 This DILEMMA: PROFITABILITY VERSUS RESPONSIBILITY about how different games worked, and know how to seek resources for help when necessary. 7 As a result, As senior vice-president, chief diversity and sustainability officer, Chopra was responsible for improving customers would be able to make informed decisions. the company's social impact and sustainability. The responsible gambling program was valuable to MGM for enhancing its image and reputation. The program also played a pivotal role in promoting customers responsible gaming behaviour. However, at the same time, MGM had to turn around the decline in its gaming revenue at its Las Vegas properties. To do so, MGM needed more customers, especially gamblers, spending large amounts of money at its businesses. Chopra would have to find the optimal balance between financial profitability and social responsibility. Advisors." The role of GameSense Advisors was to educate and inform customers ahout any gamblingHow could she manage the tension between these two? Could she find a way to achieve both? and interactive GameSense touchscreens located at the M life Rewards desk. kT When GameScnse surpassed one million customer interactions at MGM's US propertics, Rich Taylor, executive director of responsible gaming at MGM Resorts, said, "We're thrilled to have reached this milestone. Our conversations with guests are not only about cncouraging responsible play, but improving guest relationships and providing world-class service. I'm so proud of our teams, especially the GameSense Advisors, who deliver GameSense to our guests cvery day.": Further, MGM continued its efforts to promote responsible gambling by supporting various non-profit organizations that were focused on gambling problems. Specifically, since the late 1990 s, Mirage Resorts had been supporting the International Council for Responsible Gaming (ICRG), a non-profit group that funded scientific research and education on gambling addiction. 35 After Mirage Resorts was acquired by MGM in 2000, the company supported ICRG under the name MGM Resorts International. As a platinum donor, MGM had contributed $300,000 or more per year since joining the ICRG. 66 W24930 As of 2019, MGM owned and operated more than 27,400 hotel rooms, 2.7 million squarc fect (about 250,000 square metres) of meeting and convention space, and 1.3 million square feet (about 121,000 square metres) of casino space. Moreover, the gross book value of the land was US 4.6 billion' and the buildings, $9.3 billion.. MGM RESORTS INTERNATIONAL: RESPONSIBILITY VERSUS In 2019, MGM recorded over $12 billion in revenue, with its casinos accounting for most of it. 11 The company showed a steady growth pattem in terms of both revenue and earnings per share (see Exhibit 2 ). 1. PROFITABILITY 1 Company History Wan-Yang ah and Josuh Tade wote this cose saloy to prowide material for clsss alsousaion. The authers do not inrond to hesstrate MGM w'as established when MGM Grand Inc. acquired Mirage Resorts Inc. and Mandalay Resort Group. infomiation to prefect coribientiakly. The conglomerate was collectively renamed MGM Resorts Intemational in 2010.13 This puticabon miay not be transmined, aholocopied. digized, or athensise ropvodiesed in any fom or by any means miticut the permizsion of the coperight hoider. Raprotuction of this mstavis is not coveded cnder autherization by syy roproduction rights MGM Grand had operated the MGM Grand Hotel and Casino in Las Vegas since December 18. 1993. At Pele's, Buffalo Bill's, and the Primm Valley Resort in Primm, Nevada, P.-1 Cogynaht e 2021, Noy Eusinoss Schaci Foundanian When MGM Grand acquired Mirage Resorts on May 31,2000 , the acquisition was valued at $6.4 billion. The new company, then named MGM Mirage, ereated one of the largest hotel-casino companics in the world.15 MGM soon became a global hospitality company operating hotels and casinos domestically, such as in Nevada and Detroit, and internationally in Darwin, Australia, and in cities in the Republic of South Africa, which were later sold after years of operations. 6 Mirage Resorts was the first hotel to obtain a gaming licence, acquired in 1946, from the Nevada Gaming Commission. 17 Operating then under the name Golden Nugget Inc., the company ow owed a number of hotels in I.as Vegas, such as the Bellagio, the Mirage, Treasure Island, and Golden Nugget, 18 Mandalay Resort, which was the last compiny to join MGM, was founded as Circus Circus Enterprises Inc. in 1968.19 The company owned 15 resorts worldwide when it merged with MGM. 20 Mandalay Resort was the largest gambling company on the Las Vegas Strip, controlling about 40 per cent of the slot machines on the Strip. 21 On April 25, 2005, MGM completed the acquisition of Mandalay Resort, which was worth $7.9 billion.,2 Through the acquisition, MGM came to own and operate 24 hotels and casinos in properties in Nevada, Michigan, and Mississippi, and it had invested in three other locations in Nevada, New Jersey, and the United Kingdom 23 COMPANY BACKGROUND Customer, Competition, and Marketing MGM Resorts International MGM's customers included premium gambling customers, leisure travellers, and business travellers, Headquartered in Las Vegas, Nevada, MGM was a holding company operating hotel, casino, convention, Vegas Strip: MGM Grand, the Siguature at MGM Grand, Bellagio, the Mirage, Vdara at Aria, Aria, Park other hotel casinos in the Las Vegas area 26 The wealth and popalarity of the 4.2-mile Las Vegas Strip 27 were domninaled by MGM and a few competiturs, 25 such as Caesars Enterlainment Inc. (Catesars MGM, New York-New York, Excalibur, Luxor, Delano Las Vegas, NoMad, and Mandalay Bay. 6 The were dominaled by MGM and a few competiturs, 28 such as Caesars Entertainment) and the Las Vegas Sands Corporation (Las Vegas Sands)..29 company also bad operations in other cities in the United States and China (see Exhibit 1).? Cacsars Entertainment opened its first property in Reno, Nevada, in 1937. The company had grown by MGM's casino operations had a wide variety of slot machines, table games, and sports wagering. Further. expanding its properties, developing new resorts, and merging with other companies. 37 In 2020 , Caesars the company provided high rollers with lounge access and high-limit rooms to provide differentiated and Entertainment became the largest gaming company in the United States when it merged with Eldorado upscale experiences," Resorts Inc. 31 The company operated more than 50 top-tier resorts-including Cacsars Palace Las Vegas Hotel and Casino, Harrah's Hotels and Casinos, Horscshoc Hotels and Casinos, Eldorado Reno Hotel and Negative Effects of Gambling Addiction Casino, Silver Legacy Resort Casino, and Circus Circus Reno 12 - in more than 30 destinations in the United States and Canada. 33 Cacsars Entertainment had more than 1.9 million square fect (about 180,000 square In the United States, more than 2.6 per cent of the population_approximately 10 million people - had melres) of meeting space and almost 40,000 hotel roums across 47 casinos in 13 US slates and five couniries. 2 issues with gambling addiction and 1 per cent of the adult population had a severe gambling problem. .4A majority of these gambling addiets did not recognize their gambling addiction as a problem. 50Morcover, Las Vegas Sands developed and operated resurts worldwide, mostly in the United States and Asia, 35 the negative impact of gambling addiction not only affected the gamblers themselves, but also their families, providing accommodations, gaming, entertainment, retail, and convention space. 36 The company's friends, and society as a whole." Major issues related to gambling addiction included high levels of debt, properties included the Venetian Las Vegas, the Palazzo Las Vegas, Sands Expo and Convention Center, criminal activity, family breakdown, and suicide. S2 Sands Macio, the Palazzo Macao, and Sands Cotai Central. To effectively compete against these companies, MGM had a marketing program called " M life More than 23 million Americans went into debt because of gambling, and the average loss was estimated to be around $55,000 per individual. 53 Gambling addiction was also associated with crime. 51 For example, Rewards" - a tiered customer loyalty program that allowed customers to enjoy benefits across MGM more than two-thirds of the people with severe addictions had committed crimes that were directly related properties. The program encouraged customers to spend money within MGM properties." to their gambling. 55 One of the most serious problems was that addicts were more likely to attempt suicide. 5i. In the United Kingdom, people with gambling issues faced a risk of dying by suicide 15 times higher than the average. 57 In the United States, more than 20 per cent of gambling addicts attempted suicide, the highest The Challenges: Decline of Gaming Revenue in Las Vegas percentage among people with addictions. .8 In 2020, Nevada hotels and casinos experienced a significant drop in revenue as restrictions to prevent the There also had been a noticeable trend in the increase of gambling activity among college students. 99 Nearly spread of COVTD-19 limited customer visits. 30 However, even before the pandemic, Las Vegas was already 6 per cent of college students had serious gambling issues, causing psychological difficulties, unmanageable experiencing an overall decline in gaming revenue, largely due to changes in consumer demographics and behaviours. 0 MGM was reporting a similar pattern of decreasing gaming revenue at its Las Vegas debt, and failing grades. 6 properties, while its other regional properties outside Las Vegas, including China, were showing steady growth (see Fxhibit 4). 4 Industry Actions for Responsible Gambling In recent years, there had been a transition in consumer demographics and spending pattems in Las Vegas, 2 Due to the nature of its business model, the gaming industry made significant efforts to ensure that More visitors were spending less time on gaming, and their gambling budgets were also smaller. Instead, customers enjoyed games responsibly as a form of entertainment. 61 Specifically, the Nevada Council on visitors were spending more on non-gaming activities and expenses, such as lodging, transportation, Problem Gambling (Nevada Council), a non-profit organization aimed at reducing gambling problems, was sightseeing, and food. 41 As a result of these changing consumer demographics and behaviours, MGM's established in 1984 to provide information and programs to support individuals and families affected by gaming revenue was declining at its Las Vegas propertics. 44 gambling problems. 62MGM and Cacsars Entertainment participated in Nevada Council programs as founding members. Las Vegas Sands also had been an active supportive member. 6 INDUSTRY TREND: SOCIAL RESPONSIBILITY MGM's CSR Engagement Corporate social responsibility (CSR) was becoming more important as ethical values became an imporlant determinant of a compeny's image and reputation. is According to rescarch by Mintel Group, a London- Following the industry trend, MGM was committed to active CSR engagement. 64 The company made CSR based market research firm, more than 50 per cent of Americans were refusing to buy brands that they one of its key stralegic objectives, writing in the company"s annual report, "We believe that profitibility believed were not ethical, and 35 per cent were willing to stop buying such brands even if a substitute right and social responsibility can be linked for long-term sustainability and profitability in furtherance of value not have been available. 4 to all our stakeholders - our shareholders, our cmployees, our customers and our communities."?55 MGM established four strategic pillars for its CSR initiatives: (1) fostering diversity and inclusion, (2) investing Customers' expectations of companies were also changing. Specifically, social media gave customers a in community, (3) caring for one another, and (4) protecting the planet. 6 new way to voice their opinions. Seventy-one per cent of young customers believed that boycotting and criticizing a company on social media was more likely to make a difference in bow that company acted. 4J MGM's leadership team also strongly supported proactive CSR engagement. In 2019, MGM's chairman and chief executive officer, James Murren, announced a clear vision for social impact and sustainability. Consequently, the hospitality industry in Las Vegas had increasingly engaged in CSR activities to enhance called "Focused on What Matters: Embracing Humanity and Protecting the Planet." He said, "As a company its corporate image and reputation. 49 with a global presence and more than 80,000 employees worldwide, MGM Resorts recoguizes our responsibility extends beyond simply serving our customers and growing our bottom line. Focused on What Matters elevates and builds upon our work and investments in responsible leadership and provides a roadmap for making the most meaningful, enduring impact possible.,6 According to the company's social impact and sustainability report, one of the key social objectives was its The responsible gambling program was also extended to MGM's online business operation as online diversity and inclusion initiative. 6 MGM tried to build an inclusive corporate culture by recruiting. gambling gained popularity. BetMGM, the online sports betting division of MGM, announced its retaining, and advancing employees from diverse backgrounds, such as women, ethnic minorities, people commitment to responsible gambling on March 9,2021, developing the GameSense program to be fully with disabilities, and those who identified as LGBTQ +. integrated into BetMGM's mobile application (or app). 5 The announcement came as MGM joined the Problem Gambling Awareness Month that had been promoted by the National Council on Problem MGM also focused on the sustainability of the planet by becoming an environmentally friendly company. "o Gambling. s. This commitment indicated that the company would provide the necessary tools for players to More than 45 million square feet (about 4.2 million square metres) of hotels, casinos, and convention be better informed and more responsible when gambling. The purpose of the commitment was not only centres at 26 buildings on MGM's properties made efforts to reduce their energy and water consumption to provide players with insights into gambling behaviours, but also to educate employees so that they could as well as their emissions and waste. 71 For example, to reduce water consumption, MGM installed be equipped with responsible gambling tools, information, and customer care. 90 sprinklers on its properties that used anly 38 per cent as much water as traditional sprinklers. The Shark Reef Aquarium at Mandalay Bay began reusing 90 per cent of its water, which saved over 2.1 million gallons (about 8 million litres) of water per year, 72 Further, the company replaced 1.3 million lightbulbs Competitors' Actions with light emitting diode (LED) lights to improve energy efficiency and brightness. 3 As a result, in 2017, While MGM proactively promoted its responsible gambling program, its competitors followed suit. Caesars a non-profit organization striving to promote environmentally friendly buildings. 7/4 Entertainment was the first company in the industry that established a task force to study and implement responsible gambling initiatives. 11 In 2019 , the company celebrated the 30 -year anniversary of its company. wide responsible gambling program. 52 Named "Operation Bet Smart," the program was designed to train employees about information related to responsible gaming to enhance their awareness, 93 Similarly, Las Vegas Sands had created a responsible gambling program, called "Play Responsibly." The program provided materials and signage about responsible gambling at each of Las Vegas Sands' propertics." by promoting its responsible gambling program. This program was designed to support customers in keeping gambling fun but also responsible.' Therefore, the program's objective was to have proactive, positive, and transparent communication with customers about how to enjoy gaming responsibly. 76 This DILEMMA: PROFITABILITY VERSUS RESPONSIBILITY about how different games worked, and know how to seek resources for help when necessary. 7 As a result, As senior vice-president, chief diversity and sustainability officer, Chopra was responsible for improving customers would be able to make informed decisions. the company's social impact and sustainability. The responsible gambling program was valuable to MGM for enhancing its image and reputation. The program also played a pivotal role in promoting customers responsible gaming behaviour. However, at the same time, MGM had to turn around the decline in its gaming revenue at its Las Vegas properties. To do so, MGM needed more customers, especially gamblers, spending large amounts of money at its businesses. Chopra would have to find the optimal balance between financial profitability and social responsibility. Advisors." The role of GameSense Advisors was to educate and inform customers ahout any gamblingHow could she manage the tension between these two? Could she find a way to achieve both? and interactive GameSense touchscreens located at the M life Rewards desk. kT When GameScnse surpassed one million customer interactions at MGM's US propertics, Rich Taylor, executive director of responsible gaming at MGM Resorts, said, "We're thrilled to have reached this milestone. Our conversations with guests are not only about cncouraging responsible play, but improving guest relationships and providing world-class service. I'm so proud of our teams, especially the GameSense Advisors, who deliver GameSense to our guests cvery day.": Further, MGM continued its efforts to promote responsible gambling by supporting various non-profit organizations that were focused on gambling problems. Specifically, since the late 1990 s, Mirage Resorts had been supporting the International Council for Responsible Gaming (ICRG), a non-profit group that funded scientific research and education on gambling addiction. 35 After Mirage Resorts was acquired by MGM in 2000, the company supported ICRG under the name MGM Resorts International. As a platinum donor, MGM had contributed $300,000 or more per year since joining the ICRG. 66