In 1998 a small family run casino operation was acquired by a large Las Vegas Casino Corporation. At the time the two companies had different cultures and there was an immediate clash between the two as the larger corporation sought to change the ways business was being conducted. Compounded by out side economic factors the business experienced a dramatic decline in revenue and employee morale. In this case study, the personalities and outside factors that had an impact on this acquisition will be revealed and the steps taken to change and manage the culture of the company, improve morale and reverse the downturn in revenue will be discussed.
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