TopRankiNevada - Nevada Business Magazine

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COMMENTARY
jBUSINESS
40URN:,~1
Conflict ollnterest?
LYLE E. BRENNAN Publisher
... caught in conflict of interest," has been the subject of many newspaper
stories, especially as of late. What can one do to avoid being the recipient of
such negative recognition?
A conflict of interest can be defined as "a situation in which a person, such as a
'public
' official, an employee, or a professional, has a private or personal interest sufficient to appear to influence the objective exercise of his or her official duties."
Political scientists, Ken Kernaghan and John Langford, list seven categories of
typical conflicts of interest:
1. Self-dealing (i.e. working for the gove=ent and using your official position to
secure a contract for your private consulting company, or using your gove=ent
CORPORATE BOARD OF DIRECTORS
Lance Bradford - Partner, Bradford & Bradford CPAs
Lyle Brennan -Publisher, NBJ
Stephen Brock - President, NBJ
Philippe Jaramillo - President, Mardi Gras Hotel
Dr. Anthony Pollard -President, Rainbow Medical Center
Frank Scott - CEO, Sports Media Network
ADVISORY BOARD OF DIRECTORS
Scott Voeller- Dir. of Advertising & Public Relations
Silver Legacy Resort Casino
Mary S. Falls - Vice-Pres. Northern Nevada
Business Banking US Bancorp
Somer Hollingsworth - Pres. evada
Development Authority
Larry E. Krause - Partner and Director
Arthur Andersen LLP
MaryDean Martin - Pres. MaryDean & Associates
Clare O'Brien - Dir. of Marketing McCarran Airport
Stan Thomas - Dir. of Special Business Projects
Sierra Pacific Power Company
Carole Vilardo - Pres. Nev. Taxpayers Assoc.
Patrida M. Wade - Pres. Wade DeVelopment Co., Inc.
position to get a summer job for a member of your family);
2. Accepting benefits (i.e. bribery);
3. Influence peddling (i.e. receiving benefits from a party in return for using your
influence to unfairly advance the interests of that party);
4. Using your employer's property for private advantage (i.e. appropriating office
supplies or software for your own personal use);
5. Using confidential information (i.e. upon learning a client is planning to buy land
in your region, you rush out and purchase the land in an' associate's name);
6. Outside employment or moonlighting (i.e. setting up a business on the side that
is in direct competition with your employer, or taking on so many outside clients
that you don't have the time and energy to devote to your regular duties);
7. Post-employment (i.e. a person who resigns from public or private employment
and goes into business in the same area, lobbying the former department in
which he or she was employed).
How do you determine if you are in a conflict of interest, or entering into that
quagmire? The answer surfaces when a particular situation offers the appearance of,
or opportunity for, compromising your judgment in performing your official duties.
You should ask yourself: "would others (my employer, my associates, my clients, or
my constituents) trust my judgment if they knew I was in this situation?"
Private and personal interests can distort a person's objectivity. It is definitely easier to recognize when others enter into a conflict rather than when you do. It may be
useful to talk to a trusted associate or friend when you are in doubt. Once you recognize you are heading into a conflict of interest, or already involved in one: get out of
the situation, or, if you can't, make known to all affected parties your private interest.
Most of us regularly encounter potential conflicts of interest during the course of
our daily lives. Regardles the circumstances, one must strive to steer clear of such ethical entrapments. Private and personal interests can distort a person's objectivity and
can result in irrevocable damage to one's reputation and credibility.
PUBUSHER
Lyle E. Brennan
PRESIDENT
Stephen Brock
ASSOCIATE PUBUSHER - EDITOR
Connie Brennan
ASSOCIATE EDITOR - ART DIRECTOR
Barbara L. Moore
CffiCIDAnO~~UTION
Usa Maguire
CONI'RIBUTING EDITORS
Tom Dye I Kathleen Foley I George Fuller
David Hofstede I Jan jones I Sandy Miller
joe Mullich I Richard Perkins I Randall Putz
jennifer Robison I R. Keith Schwer I Michael Sullivan
CORPORATE OmCE
2127 Paradise Road • Las Vegas, NY 89104
(702) 735-7003 • FAX (702) 733-5953
email:www.nevadabusiness.com
NATIONAL MARKETING REPRESENfATIYE
Usa Maguire
SOUlliERN NEVADA MARKETING REPRESENTATIVES
Stephen Brock
Christopher Evans • Letty Elias
Claire Smith • Uz Young
NORTIIERN NEVADA MARKETING REPRESENIATIVE
The Elizabeth Younger Agency
Tiffany Frisch
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(702) 329-4200 • FAX (702) 329-4283
Nevada Business Journal is Jjsted in Standard Rates & Data,
#20A-Business-Metro, State & Regional.
Advertisers should conlact Sales at (702) 735-7003 in Southern
Nevada. or (800) 242-0164 in Northern Nevada. or write to: Nevada Business Journal, 2 127 Paradise Rd .• Las Vegas. NV 89104.
Demographic infonnation available upon request. M onth-to-month
circulation may vary.
NBJ is published monthly. bulk poslage paid. Subscription r.lle is
$36.00 per year. Speci al order single-copy price is $3.95.
All contents © 1997 copyright, and reproduction of material appearing in NBJ is prohibited unless so authorized by the publisher of NBJ.
CHANGE OF ADDRESS: Please send previous address or mailing label & new address. Allow six weeks.
EDITORIAL SUBMISSIONS: Address all submissions to the
attention of Connie Brennan. Unsolicited manuscripts must be accompanied by a self-addressed stamped envelope. NBJ assumes no
responsibility for unsolicited materials.
COMMENTS? e-mail: [email protected]
4 evada Business Journal •
November 1997
DISCLAIMER: Editorial views expressed in this magazine
are not necessarily those of the publisher or its boards.
From
the
Editor
CONNIE BRENNAN Editor
Customer Service?
-You Bet!
Last month the Las Vegas Chamber of
Commerce made a big d_eal out of
Customer Service Week ... and rightfully
so. Nevada's continued success depends
on our ability to continue delivering
superior service.
At a recent Chamber luncheon celebrating Customer Service Week, a number
of letters from visitors that touted outstanding service were shared with the
audience. And, while tourists expect
exceptional service . . . locals demand it.
Anyone in the resort business will tell
you that locals are their toughest customers. And, it only takes a trip out of
town for us to realize that we are, indeed,
spoiled to the superior service provided
here in Nevada.
Having just returned from a trip to the
Midwest, I can tell you that not everyone
grasps the concept of customer service.
The entire experience ... from transportation ... accommodations . .. and food service was several notches below the service
routinely delivered in Nevada.
And, while management may set the
policy, the real credit belongs to the thousands of front-line workers that deal oneon-one with the customers. They are the
ones that have made Nevada the resort
capital of the world . . . and they are the
ones on which our future depends.
•
COMMENTS? e-mail: [email protected]
Tallc
\.
Dear Editor:
Hooray for a publisher with both conviction and guts. Most are being so careful to be "politically correct" that they
don ' t stand for anything anymore. Oh, for
a few politicians with real convictions and
the integrity to express them. But now I'm
off into fantasy land on a rainy day.
Enjoy the Nevada Business Journal
and what always appears to me to be
objective reporting.
Charlie Abbott
President
Abbott's Audio and Video
r J "'.: I [.1 I (
~ .!J -!.) J .1
Dear Charlie:
Thanks for writing and thank you for your
kind comments, howeve1; our publisher
needs no more encouraging.
- Ed.
ARE JUST TOO IMPORTANT TO
mss ...
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NoYember 1997 •
Nevada Business journal 5
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November 1997
Volume 12 -No. 11
Features
8 GAMING- Nevada's Prime Economic Force
BY JENNIFER ROBISON
Industry public officials, executives and analysts discuss the current
and future prospects ofgaming in Nevada.
17 Industry Leaders Speak Out
BY JE
IFER ROBIS01
Some ofNevada's leading gaming executives talk about issues
confronting the industry.
20 State Taxes- How does Nevada truly rate?
On tbe Co11er: Pbantom Belle
is one of the 3-D video games
ofchance offered on Silicon
Gaming~ new OdysseJ• digital
slot macbine.
Building
Nevada
BY MIKE SULLIVAN
Is Nevada really the third lowest taxed state in the U.S. , or do the
numbers tell a different story? ... It depends ...
55 TopRank Nevada STATEWIDE BooK OF LISTS
REsEARcH BY usA MAGUIRE
EMPLOYME 'T AGE.t\'CIES • GAMING SUPPlY & SERVICE COMPANIES • HOME HEALTH CARE PROVIDERS
HOTELS & RESORTS • INSURANCE COMP NIES • POOL CO. TRACTORS • PREFERRED PROVIDER
ORGANIZATIONS • SMALL BUSINESS ADMINISTRATION (SBA) LE.t\'DERS • SHOPPING CENTERS
34 THE CHALLENGES OF HOTEUCASINO CONSTRUCTION
BY JENI'HFER ROBISON
Builders and contractors share concerns and discuss solutions.
37 KEEPING YOUR HOME SECURE
BY TOM DYE
Homeowners today have access to a wide selection of security ci(wices.
39 Q&D CONSTRUCTION TEAM
BY JA! JONES
Taking on Reno I Tahoe's fun projects.
41 STUART MIXER COMMERCIAL
BY DAVID HOFSTEDE
Innovative software puts the brokerage firm on the cutting edge.
43 BUILDING NEVADA NEWS IN BRIEF
Page34
45 COMMERCIAL REAL ESTATE MARKET REPORT
Industrial Market Summmy - Compiled by Lee & Associates and Grubb & Ellis.
Departments
4
5
27
COMMENTARY
BY LYLE BRENNA.N
48
49
BY KATHLEEN FOLEY
Manny Cortez - At the helm of the
Las Vegas Visitors and Convention Authority.
BY RICHARD PERKINS
Legislative accomplishments
achieved during the 1997 session.
FROM THE EDITOR • TALK • TALK BACK
EXECUTIVE PROFILE
SPEAKING FOR NEVADA
INSIDE POLITICS
BY MlCHAEL SULLIVAN
It's a dirty business.
50
TAX TIPS
BY NEVADA CPAS
Applying for a Mortgage 101.
28
john Ascuaga's Nugget
Page28
ATTHETOP
BY SANDY MILLER
John Ascuaga's Nugget The personal touch his key to success.
30
Palace Court Restaurant
Page47
LIFESTYLES
BY KATHLEE1 FOLEY
Hotel Restaurants:
Benihana Village, Hilton Hotel - Las Vegas
White Orchid, Peppermill Hotel- Reno
Palace Court, Caesars Palace - Las Vegas
CUTTING EDGE
BY RANDAI.L PUfZ
Technology as your recruiting
partner. Part two of two.
52
NBJ DIRECTORS
A brief introduction to the distinctive
members of Nevada Business journal's
Board of Directors.
47
51
BUSINESS STRATEGIES
BY GEORGE FULLER
Positive ways to demonstrate
leadership.
68
70
73
74
PEOPLE ON THE MOVE
NEVADA BRIEFS
BUSINESS INDICATORS
COFFEE BREAK
Don't lose your arch-nemesis.
BY R. KEITH SCHWER
BY JOE MULUCH
lndustrq publi[ offi[ials. eHe[utiues and analqsts dis[uss
the [Urrent and future prospe[ts of gaming in lleuada
BV JElllliFER ROBISOll
n
evada's gaming industry has
long been the state's economic reason for being. However, a number of trends and issues
are surfacing which could
impact - both negatively and
positively - Nevada's gaming
and tourism business. Here,
some of the state's leading gaming analysts talk about where
we've been, where we are and
where we're going with gaming.
8 Nevada Business journal •
November 1997
THOMAS TAlT, EXECUTIVE DIRECTOR OF
THE NEVADA COMMISSION ON TOURISM
How important are gaming's tax contributions to Nevada's economy?
Gaming revenues pay for virtually all
the education our primary and secondary
school students receive, and they're also
a significant contributor to our university
budgets. Gaming taxes also go into
Nevada's general fund, so the industrY
contributes to nearly all state expenditures in some way.
Is depending so much on one type of
enterprise for a substantial source of
revenues a problem?
Difficulties are always possible when
an over-reliance on any particular industry exists. However, Nevada is taking a
lot of steps to diversify its economy.
Also important, is that we're seeing
diversification in our tourism product.
Whole new markets for convention and
incentive travelers [those who win a trip
through a sales initiative, for example]
are opening up. These towists aren ' t
Photographs of new generation digital 3-D video gambling games provided by
Silicon Gaming. Photo lllustration by Barbara L. Moore
major casino customers, but they contribute to our economy when they make
purchases at retail outlets, dine at our
restaurants and pay room taxes.
We have so many different products to
showcase now. For example, MGM Grand
should have 300,000 square feet of convention and exhibit space completed by
next April, and Caesars Palace will add
110,000 square feet of convention space
by the year's end. This type of development makes us more competitive with
other major convention markets, such as
Washington D.C. , Chicago and San
Francisco. Nevada as a whole is increasingly recognized as a major player in
convention and incentive markets.
Should we be concerned about the effect
the nationwide spread of gaming might
have on our position in the world market?
What the expansion of gaming throughout the country has really done is open a
whole new customer base for us. Having
gaming in their neighborhoods has exposed people to something that once was
seen as very negative. They're learning
gaming isn ' t as bad as they thought, that
it's actually just another form of recreation and entertainment. Those seeing
gaming for the first time this way will still
understand that Las Vegas ar1d Reno represent the ultimate gaming experience.
This does, however, mean that we aren ' t
the only players in the gaming industry
anymore. We need to vigorously protect
our market share, and we can do that by
constantly reminding people that we're
the best in everything - best odds, best
payoffs, best value, the best overall vacation experience you can possibly have.
WE CAN PROTECT OUR MARKET
SHARE BY CONSTANTLY REMINDING
PEOPLE THAT NEVADA HAS THE
BEST IN EVERYTHING - BEST ODDS,
BEST PAYOFFS, BEST VALUE, THE
BEST OVERALL VACATION EXPERIENCE YOU CAN POSSIBLY HAVE .
- Thomas Tait
years won't just revolve around domestic
gaming- we're seeing large-scale casinos
open throughout the world. There are literally a dozen casino operations of size in
Australia, South Africa and Monte Carlo,
for example. Whether these casinos will
appeal to Nevada 's tourists as destination
resorts is something over which we have
to remain very, very watchful.
Occupancy rates are down in Las Vegas.
Are we overbuilding?
Occupancy has dropped by a couple of
percentage points, but we have to remember inventory has increased by several
points. If we've had a 1.2 percent drop in
occupancy, for example, but a 7 percent
increase in inventory, the net result is a
gain in occupancy. If a market has
100,000 rooms one year, and 107,000 the
next, and occupancy drops from 84 to 83
percent in the same year, it's not accurate
to say occupancy rates have fallen .
What else can we do to prevent other
gaming markets from chipping away at
our tourism base?
How do you foresee President Clinton's
gaming commission affecting Nevada's
gaming industry?
We have every chance in the world to
maintain our market share as long as we
keep our product fresh, don't let the paint
dry too much and keep our lawns beautiful. The competition issue in the corning
The impact the panel will have on gaming in Nevada is virtually impossible to
predict because of the divergent views it
represents. While some members of the
commission are hostile toward gaming,
others will represent our industry well.
Terry Lanni [chairman ofMGM Grand] is
an excellent choice for the commission,
and Bill Bible [State Gaming Control
Board chair] is second to none in his
knowledge of gaming regulations and
enforcement. John Wilhelm [Culinary
Union International secretary/treasurer]
brings the entire history of organized
labor and its role in the development of
Nevada as a gaming destination.
We have to remember that the commission was not established to serve as a
witch hunt. I have high hopes that the
wealth of knowledge those on the commission possess can be positive for gaming and Ne~ada.
BILL BIBLE, CHAIR OF THE STATE GAML G
Co TROL BOARD
What's the state of hotel/casino development in Nevada? Are we still growing
expansively, or are things slowing a bit?
Approaching it from a regional basis,
current growth within the industry is
focused almost exclusively on Southern
Nevada. The Reno-Sparks area has had
some additions, including the Silver
Legacy. But the bulk of expansion
remains in Las Vegas.
The reasons for that come partly from
the differing attitudes toward growth in
each region, and partly from the fact
Southern Nevada appeals to many varied
markets. Las Vegas is more national and
international in character, whereas Northem Nevada focuses more narrowly on
Northern California and Oregon markets.
What are some of the key issues
currently facing the state's gaming
industry?
Increased competition represents one of
the bigger issues we have to contend with.
We have a lot of competition now that we
November 1997 •
Nevada Business journal 9
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Have You Met With The
President Of Your Bank Lately?
didn' t have even a few years ago, as more
jurisdictions have added gaming to their
economies. The pressure on our industry
is coming from such places as the Mississippi River [with its river boat gambling],
Canada, California and Native American
tribal gaming operations.
Another issue we obviously have to
think about is President Clinton 's National Gaming Commission and the Congressional mandate to study the economic and
social impacts of the industry. It's premature to say which direction the commission and its studies might take, but the
gaming industry will have to respond to it,
at least in terms of providing information.
Discuss President Clinton 's gaming
commission a bit more. What kind of a
role do you see yourself playing as a
commission member? What will be your
goals within the commission, and what
do you hope to accomplish?
We've been very, very slow in getting
off the ground - we had our first meeting
in June, and our second last month. In
addition, we only have one contract in
place to do any studies, and we're still in
the organizational phases of the commission in terms of developing rules and
guidelines. All this means that it's just too
early to judge the outcome or direction.
The commission can be highly helpful
in at least a couple of areas. First, Internet
gaming is totall y unregulated, and it
comes with a lot of potential problems. It
brings gaming directly into the home,
making it difficult to know whether a
minor is gambling. Also, we have no idea
regarding the economic makeup of those
gambling via the Internet, and no regulations exist to ensure winnings are paid.
The commission can also take a strong
look at tribal gaming and how it's regulated. Current policies vary wildly from
effective regulation to none at all. We need
more consistency in tribal gaming regulation, some set standards so that both tribes
and patrons get a fair game.
As gaming burgeons across the country,
how can Nevada protect its market share
within the industry? Should we be
attracting more tourists, and how do we
go about doing that?
JoltiJ Gaynor, Presidem, CEO.
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Director, R. Keith Schwer, Ph.D
THE SOUTHERN N EVADA
BUSINESS DIRECTORY, 1997
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MARYlAND PKWY, Box 456002 • LAs VEGAS, NV 89154-6002 • (702) 895-3191 • FAX (702) 895-3606
November 1997 •
Nevada Business Journal 11
GAMING IS THE ICING ON THE CAKE
FOR OUR TOURISM INDUSTRY, BUT
WE HAVE TO KEEP OFFERING REA-
We recently had a big debate in the
Legislature regarding casinos in residential areas. Are there any other legislative
topics that you see emerging?
Casinos in residential areas is a major
issue, and we' ll certainly see more debates in the future regarding where and
what type of gaming is appropriate. Regulatory structures for the gaming industry
in Nevada have been resolved and stable
for a number of years - we have the
longest history of established regulatory
policies in gaming of any state. WhHe we
don't need any major overhauling in that
regard, what we are likely to see is the
continued debate and dialogue about zoning issues - where we can actually put
gaming operations.
SONABLE RATES FOR OTHER AMENITIES,
SUCH
AS
HOTEL
ROOMS,
RESTAURANTS AND ACTIVITIES ASSOCIATED WITH MAJOR RESORTS.
-
Manny Cortez
We thought there'd be more growth in
the gaming industry across the country at
this point than we've actually seen. A lot
of jurisdictions have looked at gaming and
have decided not to pursue it, so gaming
expansion outside Nevada has slowed.
Also, we draw a critical mass of visitors,
and we benefit from a certain acceptance
level. That will make it difficult for others
to replicate our gaming industry, and we
should be able to retain our market share.
We do have to increase tourism in
Nevada if we're going to fill the number
of rooms expected to be built in the next
few years. We're seeing an awareness of
that understanding with the addition of
gates at McCarran International Airport,
for example, and with the improvements
to corridors of road travel between Southem California and Nevada. Also beneficial to drawing more visitors is that our
product mix has changed considerably in
the last 10 years. There are more options
in terms of retail and entertainment experiences, and that diversity will continue to
attract people to the state.
12 Nevada Business Journal •
November 1997
MANNY CORTEZ, PRESIDENT, LAS VEGAS
CONVENTION AND VISITORS AUTHORITY
Describe the challenges we're facing in
the Southern Nevada gaming industry.
The issues we're confronting are varied,
but the most significant one continues to
be providing entertainment options for a
more sensitive traveling public. Tourists
are more sophisticated when it comes to
finding value and good prices. Gaming is
the icing on the cake for our tourism
industry, but we have to keep offering reasonable rates for other amenities, such as
hotel rooms, restaurants and other activities associated with major resorts.
We can' t lose sight of the importance of
value, and we need to be careful about
pricing ourselves out of the market.
Should we be worried about falling hotel
room occupancy rates?
Occupancy rates are a cyclical problem.
The tourism industry is very fragile, and
can be affected by factors ranging from
the weather to economic conditions
around the world. This past winter, we
had floods in the Midwest and in some
of our major Nevada markets [such as
Reno] ; these things can affect travel.
Another factor is that we don ' t have
enough air travel corning into the Valley.
Our market in Las Vegas added 13 percent to its inventory this past year. That's
an unheard of level of expansion, and it
takes time to assimilate such development. With 12,000 new rooms last year,
and 9,000 projected for the next year, it
will take two to three years to absorb
the growth with increased traffic. We
shouldn' t be panicking about occupancy
rates at this time.
We've been at 30 million visitors per year
in Las Vegas. What can we do to attract
more tourists, aside from enhancing
travel networks and facilities?
We need to continue creating entertainment venues that are entities within them•
selves, b~cause that's given us the ability .
to market Las Vegas as a more exciting
place than it has been in the past.. Local
properties all have a market base to draw
from, and we need to reinforce that.
I can ' t repeat strongly enough: remaining competitive means offering tourists
value for their dollar. Las Vegas is not a
destination that lends itself well to $300 or
$400 rooms. If we want people to spend
money on gambling, we have to keep
other facets of our industry affordable.
As more non-gaming businesses arrive
in Southern Nevada, do you see gaming
playing more or less of a role in our
economy in the future?
Gaming will always be at the forefront
of our economy. It's what allows us to
keep our taxes low. Our reduced sales
taxes, relatively low property taxes and
lack of inventory taxes are being absorbed
by gaming. That's what attracts many of
these new companies to the area. If we
ever lose our gaming industry, our tax climate could become unhealthy, and we
would see residents and businesses moving to other venues.
Do local casino executives share their
concerns with you?
They express concern over such issues
as occupancy rates and the number of visitors we have in Las Vegas, as well as the
WE'VE BEEN ABLE TO MARKET THE
RENO-SPARKS AREA AS A YEARROUND
DESTINATION
FOR
BOTH
GAMING AND NON-GAMING ACTIVITIES. WE'RE DISTINGUISHING OURSELVES AS A COMPLETE DESTINATION, COMPETING IN THE ARENAS
THAT OUR RESOURCES MATCH.
-
Phil Keene
; l
fluctuation in gaming revenues. Most of
them are bullish on Las Vegas, and they
aren 't anticipating a downturn. They have
faith in our economy, and they're willing
to reinvest in it. That's why we're seeing
so much expansion lately.
Are any changes occurring in the type of
casino development in Las Vegas?
If we were simply building casinos with
hotel rooms attached, we wouldn ' t be in
the successful position we're in right now.
Resorts are increasingly free-standing
properties with many entertainment activities on site. Such mega-resorts can lure
people in and keep them on the property
by providing many different things for
them to do.
What issues do we need to watch cautiously in the coming years?
The overriding concern for us will be
the intervention in our industry of the
federal government. For the federal government to decide to tax and regulate
gaming like it does many other industries
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November 1997 •
Nev11da Business journal 13
would not be in our interest. Federal
officials are not best-suited to understanding how to nurture and enhance
gaming as a type of commerce.
We need to become more proactive in
showing the rest of the world that we're
more than a state with legal gaming. Our
quality of life is better for having it than
the quality of life in many places without it. We have Little League, churches,
schools - thi s message needs to be
brough t out to all the naysayers who
oppose legalized gaming.
PHIL KEENE, PRES IDENT/CEO ,
CONYENTIO
RE
o-SPARKS
AND VISITORS AUTHORITY
Is the number of visitors coming to
the Reno-Sparks area up or down in
recent years?
The number of visitors coming to the
area has been fairly stable, at about 5.6
million annually. The floods in January
and February dampened our first quarter
numbers, but we' ve made up significant
ground in the second quarter. We' ve had
an exceptional second quarter this year.
What's contributed to Reno-Sparks'
second quarter success?
We' ve been able to market the area as a
year-round destination for both gaming
and non-gaming activities. We have rivers
and forests, skii ng, golfing, the National
Bowling Stadium - all of these elements
are enabling us to develop an image of
Reno-Sparks as more than just a gaming
environment. We' re distinguishing ourselves as a complete destination, competing in the arenas that our resources match.
What will be the challenges for Reno 's
gaming industry in the next few years?
One of the challenges we're all concerned about entails the proliferation of
other gaming opportunities across the
country. It signals a need for us to diversify our tourism base as a means to compensate for the fact that gaming may not
be the number one reason people are coming to Reno.
I4 Nevada Business journal •
November I99i
What can the Reno-Sparks area do to
draw more visitors?
We have strategic plans in place for different markets. Potentially huge areas for
growth exist in Reno-Sparks. We currently have 18 golf courses locally, but we 're
projected to have a total of 50 golf courses by the year 2005. Our skiing opportunities are every bit as diverse and high in
quality as those of our neighbors to the
east. We can use the initial appeal of gaming to attract visitors, and our natural
resources (such as Lake Tahoe) to broaden the area 's appeal beyond that.
What type of hotel/casino development
have you been seeing in the region?
Since the Silver Legacy [mega-resort]
came online about three years ago, much
of the building activity has constituted
expansion within existing facilities. The
ugget has added a second hotel tower,
and the Atlantis has very ambitious expansion plans slated for the next few years.
This shows increasing confidence in our
economy. Those who invest in our community feel strongly that growth potential
exists, and that should encourage investment in other· sectors as well.
How will the Reno-Sparks area continue
to improve its gaming-friendly climate?
The city council is considering numerous proposals for downtown revitalization
and beautification. The Truckee River
running ri ght through the center of town is
one of the great natural and promotable
resources we have, and we're goi ng to
look for options to enhance the area.
Another high priority of ours entails
expanding services at our airport. For
those not driving into Reno-Sparks, our
airport's size limits our ability to accommodate additio nal visitors.
Do
L AS VEGAS IS L AS VEGAS, AND
WHAT WE'VE BECOME IN THE LAST
EIGHT TO
10
YEARS IS VERY DIFFI-
CULT TO DUPLICATE. PEOPLE ARE
COMING HERE TO GET AN EXPERF
E CE THEY CAN'T HAVE ANYWHERE
ELSE . IF ANYTHING, GAMING IN
OTHER REGIONS PROVIDES US WITH
FEEDER MARKETS .
-Don Snyder
We're increasingly moving toward
whole environments rather than just
attractions. Properties are goi ng to do
more to retai n visitors for longer periods
of time. To remain successful, developers
will need to pay attention to establishing a
total environment with timeless qualities.
Do you think lower occupancy rates indicate that we 're overbuilding?
We always need to be concerned about
occupancy rates, because that keeps us
focused on determining how we're goi ng
to look for new markets and bring more
visitors into Las Vegas. It remi nds us to
concentrate on enhancing the quality of
new development.
As far as current occupancy levels, the
McCarran expansion should help in keeping occupancy from becoming a problem.
SNYDER,
P RESIDENT OF B OYD G AMlNG
As gaming continues to evolve in Las
Vegas, do you anticipate changes in the
type of development we see?
How do we attract more tourists to
Southern Nevada?
The type of product corning online will
help draw more touri sts. The new
marquee properties - Bell agio , New
York-New York - are the kinds of development that attract worldwide attention
for the entire region .
The bar has been raised in terms of the
kinds of properties coming to Las Vegas,
and we should all answer the call to raise
the quality of development here. We can
accommodate a tremendous number of
people from all over the world, especially
as we work on infrastructure issues.
The Money Store Commercial Lending Division is
pleased to announce that Mike Rogers is the Business
Development Officer in the company's new Las Vegas
office.
Mike has been living and working in Las Vegas
for more than 14 years, including seven years in the
banking industry. This experience has taught Mike two
important things about life in Las Vegas: 1) Expect the
unexpected and 2) Move quickly and efficiently. These
valuable lessons are Mike's key to doing busine~:; in
the fast-paced, winner-take-all climate of the Las Vegas
business community.
As America's #1 SBA Lender, The Money Store~
offers commercial real estate, working capital and
equipment loans for owner/users.
Might gaming in other areas detract
from our gaming industry?
This has been an issue for a number of
years. When Atlantic City legalized gambling, people were concerned about it taking away from our gaming and tourism
industry. It didn ' t happen. Las Vegas is
Las Vegas, and what we've become in the
last eight to I 0 years is very difficult to
duplicate. People are coming here to get
an experience they can't have anywhere
else. If anything, gaming in other regions
provides us with feeder markets.
Where are you seeing more of your actual gaming revenues come from?
The industry is being driven increasingly by the technological side of the business. Technology is giving rise to innovations in slot machines , and the slot
machine has emerged as the driver of the
industry. I think that trend will continue.
Where will locally-oriented casinos fit in
as our gaming industry heads into the
future, especially as mega-resorts continue to come online?
Locally-oriented properties and megaresorts have very different markets.
Locals don ' t always like to go to the Strip,
and casinos targeted toward locals can
give them an alternative to the traffic and
congestion there. As our community continues to grow, there will be a market for
gaming companies that can build properties geared toward locals.
What are some issues and concerns you
think we'll need to address in the next
five to 10 years as a community and a
gaming-intensive economy?
Nationally, we 're going to have to
address issues regarding responsible
Mike Rogers
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Norember 1997 •
Nevada Business Journal 15
Silicon Gaming's Odyssey digital slot
machine offers players a choice of
six video gambling games all
in one machine.
gaming. Locally, we'll need to focus on
broadening our entertainment industry,
with gaming at the core. We need to have
our economic engine as diverse as possible in terms of both product and customer.
We're seeing more industry competition in Las Vegas, and that can be healthy.
Some properties will respond more effectively than others to that challenge, but as
an industry, we've raised the standard as
to what we need to do to stay successful.
can address some of the critical issues - taxation and Indian reservation operations, for
example- actually facing gaming today. The people on the
panel have solid backgrounds,
and they face unique challenges,
but I think real potential exists
for accomplishing good things.
RHETI L ONG, VICE-PRESIDENT OF
MARKETING FOR THERE 0 Hl.LTO
I
Have gaming and tourism traditionally
played as strong a role in the Reno economy as they have in Las Vegas?
Yes. Gaming in Reno extends back to
before Las Vegas was a significant city. If
you look at the total number of people
gaming and tourism employ, as well as the
number of resorts we have here, you can
see our economy has been and is still driven by tourism dollars.
IT'S IMPORTANT TO NOTE TECH-
Which games are currently the most
popular and profitable?
It's important to note that technology
has driven many of the changes we've
seen in what types of games are favored
by the public and making money for casinos. A lot of pit games have been on a
10-year decline in popularity- keno and
poker, for example - because video poker
has taken over the industry in the last 20
years . Video poker has been a significant
factor in the demise of table games, which
continue to slide in appeal. Reel slots are
making a comeback, and have stayed in
demand with those 55 and older.
What's the prevailing sentiment in Reno
toward added growth in the gaming
industry? Do people in the area want to
increase tourism or see it remain at its
current levels?
The residents of Reno understand how
important gaming is to our economy, so
they reali ze the necessity for some expan16 Nevada Business journal •
No,·ember 1997
NOLOGY HAS DRIVEN MANY OF THE
CHANGES WE'VE SEEN IN WHAT
TYPES OF GAMES ARE FAVORED BY
THE PUBLIC AND MAKING MONEY
FOR CASINOS.
BEEN
ON
A
PIT GAMES
10- YEAR
HAVE
DECLINE
BECAUSE VIDEO POKER HAS TAKEN
OVER THE INDUSTRY.
-Rhett Long
sion. But they 're cautious about such
growth, and they want to make sure it's
managed properly. We all want to make
sure that any development we promote
fits in with our master plan of where
we want to take the Reno-Sparks area in
the next few years.
Are you concerned about how President
Clinton's gaming panel might affect the
Northern Nevada gaming industry?
I'm not concerned, because I think the
panel, once it's finished defending itself,
Is there anxiety in the RenoSparks market that gaming in
other areas will detract from
..gaming there?
With certain niche markets, this
is absolutely a concern. We're
finding, for example, that poker
rooms in California have hurt
poker rooms in both Reno and
Las Vegas. However, we need to
remember that there's still only
one Nevada. No other place in the
world can compete with our entertainment
venues, the shows we offer, the values we
have and the overall experience visitors
take away from here.
What are some of the issues Reno will
need to address in the next few years as a
gaming-intensive economy?
All the things facing us, such as growth
issues, are positive challenges. One of the
things restricting our growth is the size of
our airport and the subsequent lack of
availability of flights to Reno. We' ll continue to work at opening up more air-links
to Reno-Sparks.
Also, we need to become a bigger
player as a city in terms of new markets.
We're starting to break into the convention market; next month, the Western
States Republican Conference is coming
to town, and in 1998, Reno will host
the National Mayors Convention . We' re
headed in the right direction for the next
few years, and Reno-Sparks is a great
pl ace to be ri ght now.
•
Some of lleuada'sleadin~ Gamin~ EHe[utiues Talh Hbout Issues [onfiontin~ the Industry
BY JElllliFER ROBISOll
HEINZ
GARTLGRUBER
GENERAL
MANAGER
HYATT REGENCY
LAKE TAHOE
T
his bas been a good year for our triproperty complex [Circus Circus, The
market, and when weather makes it difficult for those Californians to come to the
day come in to apply for work, and now
we're down to about 35 or 40 daily. To
compound the problem, few applicants
make it successfully through the drug testing and background check processes.
We're projected to have 17,000 new
rooms in the market by the end of 1999.
With each room creating 4.5 jobs, the key
issue for all of us will be where we'll find
new workers. Our recruitment policies are
going to need to become a little more
broad. We'll also have to pay some attention to retention problems . As. new proper-
Silver Legacy and The Eldorado). As the
area, we really feel it. In addition, we're
ties go up along the Snip, we'll lravt tv
larger properties are more successful, that
may affect the area's smaller hotels and
casinos in downtown Reno and the
region's peripheral areas. However, 1998
shows great promise for the entire Reno
market as our convention bookings continue to come in, and as we anticipate the
opening of the $50 million National
Championship Bowling Stadium.
The challenges for Reno's gaming
industry in the coming few years will
entail competing with the expansion of
rooms in Las Vegas and the lower room
rates that the more competitive market in
the south is bringing. We need to continually focus on improving our product, and
we're seeing that happen with a lot of the
downtown development and redevelopment. We need to highlight that Reno is a
different experience from Las Vegas. We
have the opp01tunity to market ourselves
as a complete destination, including Lake
Tahoe in the marketing mix.
confronting a bit of an over-supply in
gaming, with gambling operations emerging in other states, especially California.
The expansion of Las Vegas mega-resorts
bas also impacted our market.
We really need to concentrate on how
we can better promote the region. At the
Hyatt Regency, 'we're looking into a wide
variety of marketing options designed to
attract a more diverse range of clientele,
and that's something the entire Reno
market will have to look toward doing.
While we won't ever be competitive with
Las Vegas in terms of the marketing
dollars available to us, it is essential we
remain as effective as possible with the
resources we do possess.
develop ways to teach our employees why
it's often better to stay where they are.
E . EDWARD
CRlSPELL
GENERAL
MANAGER
._...... . ...
IMPERIAL
~
HEINZ GARTLGRUBER, GENERAL MANAGER
RYATI REGENCY LAKE TAHOE
PALACE HOTEL
& CASINO
LAS VEGAS
usiness has been soft for us and many
other properties in the market this last
year, especially when compared with our
stronger years in 1995 and 1996. Winter
was certainly a difficult time for us, with
the flooding and the snow. We're very
dependent on the northern California
B
ne of the biggest issues the Las Vegas
market will confront in coming years
will be the shortage of qualified employees. We just can' t get people in to do the
jobs. We used to see about 200 people a
O
PREsiDENT
CEO
,SHOWBOAT
LAS VEGAS
here's always some concern when
new properties open regarding
whether those new properties will detract
from existing hotels ' market share. In Las
Vegas, where we're continually seeing
new properties open, this is an especially
prominent issue. This is a global environment, so what happens on the Strip and in
Green Valley affects us as well. In tracking head counts, we found that when the
Sunset Station opened [in Henderson] , the
market's head count grew significantly.
We've taken our share of that. We've been
getting visitation from around the Valley,
which is important for us since we're not
situated in the best neighborhood.
As far as enhancing the customer service we can provide to our visitors,
automation will be a critical factor.
Automation has helped the gaming
T
November 1997 •
N~'l!da Business Journal 17
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each of which provides me valuable info rmation for my profession."
Joe W. Brown
President, Jones, Jones, Close & Brown
T he Nevada Business journal editori~ staff conveys a
refreshing approach of the state's economic development thro ugh well-written, fact-filled editorials.
T he array of ropiC.s addressed exemplifies the diversity of our industries- industries which make Nevada's economy the strongest in the nation." ·
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industry by freeing up time and money to
concentrate on serving our market base. If
we improve our customer base, we can
spend more money on attracting and
retaining the quality employees that are
committed to accommodating customers.
It all works together, and we see positive
trends as automation continues to evolve.
PmLIP D. GRIFFITH, CHAIRMAN/CEO
lNN
FITZGERALD ' S CASINO AND HOLIDAY
e will have to contend with the backlash emerging against gaming. The
National Gaming Commission was created with an agenda to discredit gaming,
and we're seeing factions come after gaming as the next tobacco. They 're determined to find a way, whether it's through
taxation or by other means, to target gaming for some sort of national policy oversight. We've got to be concerned that as
gaming is raised as a national question,
W
we ' ll become a target for taxation .
That could be problematic for a town
that will continue to grow well into the
next century. We' re developing all the
same big city problems other people face
in terms of infrastructure demands.
Downtown properties will need to remain
especially attentive to these types of
issues. It's not always convenient for
employees and visitors to come downtown, which has become problematic for
us. The city has done tremendous things
to help us, but we still have a lot of challenges to address in this regard.
JOHN
O'REILLY,
PREsiDENT
KEEFER, O'REILLY, FERRARIO
& LUBBERS
e' ve got to continually consider the
risk of becoming a gaming environment with no excitement. People corning
to Las Vegas are seeking entertainment,
not just warehouses with gaming
W
machines. Currently, slot machines comprise 72 percent of the market's gaming
mix, which can be problematic because
slot machines are impersonal and offer little excitement and opportunity for enthusiasm. The issue goes back to sensing an
aura of discontent among tourists.
We have excellent potential for addressing this particular problem. We can easily
position ourselves as the wave of tomorrow in drawing significant events. Las
Vegas represents one of the few cities in
the world that can accommodate, in a
quality manner, events and activities
drawing hundreds of thousands of people.
We truly have the ability to entertain peo~
pie 24 hours a day. We can house and feed \..
event attendees, and we can provide them
with entertainment options before and
after the functions they·came to see. As a
community, we need to focus on the
positive aspects of what we are accomplishing, in addition to understanding our
future potential.
•
M-Et
November 1997 .
Nevada Business journal 19-
F
or years, Nevada's elected officials
have trumpeted the Silver State's
ranking as the third lowest taxed state in
the country. They have proudly proclaimed this fact in their campaign literature, and pledged their commitment to
keeping the state in its current position.
But is the ranking correct? No one
seems to remember who made the original
declaration. As far as anyone knows,
somebody said it, and everyone else just
kept on repeating it. Several politicians
interviewed for this article seem to
remember that somebody in the governor's office reported the figure during a
recent campaign. Of course, no one in the
capitol would take credit for this, but they
contend that if it carne from their office, it
must be true.
To find out the real answer, Nevada
Business Journal went to the guru of state
taxation matters - Carole Vilardo, longtime executive director and chief lobbyist
for the Nevada Taxpayers Association.
Unfortunately, Vilardo's answer to the
question "How low are business taxes in
Nevada?" was not any more enlightening.
"How low do you want them to be?"
she said with a smirk. "For some taxes, we
are the lowest in the country. For others,
we are extremely high. Take your pick."
There are some national companies that
research tax rates across the country and
Regional Financial Associates (RFA),
which recently published its "Cost of
Doing Business" analysis of all the states.
Nevada ranked 16th on this Hst. Hawaii
was the number one costliest place to do
business and Alaska the 50th, with its
extremely profitable energy industry
keeping the labor productivity high and
tax burdens low.
Sixteenth costliest place to do business
in the nation? That doesn't seem to jive
with third lowest, does it? But to be fair,
politicians never claimed Nevada was the
greatest place to do business in the nation,
just a great place for people to escape
excessive tax burdens.
What the RFA study really shows is that
Nevada does have some costs and taxes
that businesses should be aware of. The
comparison was broken down and calculated by three components: unit labor
costs, energy prices and state and local
taxes and fees. Nevada ranked 13th, 18th
and 15th respectively in these categories.
The labor ranking accounts for more
than 75 percent of the overall RFA index,
with energy being the next largest component and taxes the third. Nevada's ranking
in the energy index could change in the
next few years since the state legislature
recently passed legislation to deregulate
the electric utility industry. That is exactly
what has happened in the South and will
the RFA study groups taxes with the levies
municipaJ!ties charge for various items,
such as hook-up fees and business Hcense
fees. This is then divided by total personal income to get a final figure.
After seeing the RFA report, Vilardo
said she had numerous questions about
the criteria used to make the rankings.
Repeated calls to RFA, a consulting firm
based in Pennsylvania, went unreturned.
"Because gaming is such a large part of
Nevada's economy, you can't just use the
same criteria to evaluate its business climate that you would in other states," she
said. "These kinds of rankings certainly
don' t reflect the reaHty - people move
here in droves and we have had numerous
businesses relocate here because of our
favorable business cHmate."
In addition, Vilardo was concerned
about which area of the state was used as
a comparison. " You have a different set of
circumstances in Reno and Las Vegas,"
she said. "To use Las Vegas as an indicator is to do a great disservice to Reno."
Las Vegas' tremendous growth rate is
one reason for that unfair comparison.
Nevada's ability to keep its taxes and
business expenses low in the face of
this enormous growth still amazes State
Senator Bob Coffin. A former chairman
of the Senate Taxation Committee, he
is very proud of the state's tax climate,
the report findings to their members or
soon happen in the Northeast.
but somewhat apprehensive
subscribers. One of the most notable is
20 Nevada Business journal •
November 1997
As far as taxes go, to make up its index,
the future might hold.
CAROLE VILARDO- KEEPING THE
or the past seven decades - it was formed in
" We're not an anti-tax organization, as some
1922 - the Nevada Taxpayers Association has
would like to categorize us," she said. "Our asso-
been keeping a watchful eye on Nevada's tax
ciation is recognized throughout Nevada for its
climate for business and private citizens.
advocacy of sound fiscal policies and promoting
F
"Nevada still has a favorable tax climate, despite all the growth that would,
I'm sure, have crippled most communities," he said. "What I continue to worry
about is our reliance on the sales tax as a
method to fund expenditures for the
future. Already we have seen steep rises in
the amount of catalog and computer shopping people are doing. If even more tum
to this method because of higher sales
taxes, that could severely hurt retail businesses in the state."
Coffin said he has talked with many
local businesses that are already feeling
the pinch of competition from out-ofstate catalog sellers. "We have to make
sure these businesses are protected,
because they are the backbone of our
retail base," he said. "And raising sales
taxes doesn' t help their cause."
Vilardo is also concerned about the
plight of small businesses. While she says
her organization is generally very happy
with the tax structure in Nevada, the plight
NTA fOCUSED
It's a private, non-partisan, non-profit advocacy
the c-ause of the taxpayer for responsible govern-
and research group supported solely by its mem-
ment at a reasonable price."
bership- taxpayers from small businesse , arge
Aside from her duties with NTA, Vilardo has
corporations, individuals and associations.
served on two Legislative Interim Committees
While she certainly-hasn't been their since its
dealing with tax issues. She also served on the
inception, for the past 11 v.ears Carole Vilardo has
Clark County Transportation Funding Committee;
been the most visible and, at times, vocal member
_ J he Integrated Resources Planning Advisory
of this pro!Jlinent association.
Vilardo joined the organization in 1986 as its
deputy director after spending 23 years in private
enterprise. She became its president in 1988 and
Committee of the Southern Nevada Water Authority and is currently a member of the Governor's
Committee on Health Care.
The Nevada Taxpayers Association has offices
can always be found when the issue of taxes is
in Las Vegas and Carson City. For membershi
being discussed statewide.
information, call the Las Vegas office at 457--8442.
of small businesses is a concern. "We're
considered to be an entrepreneurial state
because of the large amount of small businesses," she said. "It's the smaller businesses that are being hurt by things such
as higher sales and business taxes."
During the 1991 session of the Nevada
Legislature, many small business owners
protested the passage of the state's busi-
ness employment tax. The current Jaw '
states each business must make quarterly
payments of $25 per employee. Although
the final approved measqre was far better
than the original proposal, some business
leaders still voiced opposition because it
wasn' t based on how much a business
makes, but how many employees it has.
The argument small business owners
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November 1997 •
Nevada Business journal 21
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make is that when you 're paying an
employee minimum wage, $25 per quarter
seems a steep price to pay. If it was based
on revenues or total payroll, then larger
businesses, such as gaming, would have to
pay quite a bit more.
Aside from the business tax, however,
Vilardo said Nevada's tax climate is very
favorable for businesses. "We don' t have a
corporate income tax, as many other states
do, and our property tax rates are in the
lowest percentile," she said.
The state's reliance on gaming revenues, however, concerns Vilardo and
other state leaders, as it has for years.
"There's no doubt that the success of gaming has helped our state," she said. "But
what is going to happen if the feds decide
to start taxing it, as they are now considering? It obviously will have a great
impact on Nevada."
While there's no doubt industries like
gaming and mining have helped lower the
burden on Nevada taxpayers, the age-old
battle pitting business and corporations
against private taxpayers still wages on.
Residents, specifically those who have
moved to Nevada from other areas of the
country, want a certain level of services indeed, many feel they are entitled to
them. But often they aren't willing to pay
for these needed services through increased property or sales taxes.
"They want the extra services, they just
don ' t think they should have to pay for
them," Vilardo said. "I think people
should look at services this way: if it's
something that you 're willing to raise
your property taxes to pay for, then it's
important enough for government to fmd
a way to fund it. If we didn' t have gaming
and mining, then property taxes and other
personal taxes are one of the few ways
governments would have to get the money
needed to fund services."
The good news for all Nevada taxpayers
is that, through the urging of the Nevada
Taxpayers Association, the Legislature
has created a standing committee to study
the state 's tax distribution formulas .
"These are things we need to continually
watch and study," Vilardo said. "Conditions change, and the tax that was fair and
equitable at one point may no longer be.
•
That's why we keep watching."
November 1997 •
Nevada Business Journal 23
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Exciting Architecture for the Casino/Resort Industry
ergman, Walls & Youngblood,
Ltd. meets the Increasingly
challenging needs of today's
casino and resort planning field with
individual service and a commitment
to excellence. A team approach allows
BWY to produce distinctive products
characterized by aesthetic appeal,
function and safety.
Joel Bergman, President of
Bergman, Walls & Youngblood, Ltd.,
remembers standing around a wooden table on a platform in a jungle in
Laos near the Cambodian border,
beside the roar of a monsoon swollen
river in a raging downpour, designing
what would be a world class resort in
what was once a jungle. While the
experience was unusual even for
Bergman, he says, "That's what makes
architecture fun."
Bergman breathes life into every
project, "going to the client, getting
into his head, trying to figure out the
things that can be done to make a
project outstanding, things that the
client may not be aware can be done."
Not only does BWY get satisfaction
from satisfied clients, they claim there
is no greater satisfaction than being in
an environment that you have
designed and watching people enjoying themselves. They have had this
experience many times since the Principals pose between them over
50 years combined talent.
Bergman established Joel D.
Bergman and Associates Architects in
1978 after investing 10 years learning
casino resort design with Martin
Stern Associates in Los Angeles. For 16
years, his sole client was Steve Wynn
and the Golden Nugget/Mirage. The
practice of not accepting more commissions than would allow for the
principle architects' personal atten-
B
tion to detail, and the clients access to
the Principle Architect, was carried
forward when in 1994 he was joined
by Scott Walls and in 1995 by Richard
Youngblood, forming Bergman, Walls
& Youngblood. Ltd.. Together they
have planned, designed and consulted
on numerous projects around the
world including The Mirage Resort in
Las Vegas (Joel Bergman was the
Design Architect), Crown Casino in
Melbourne, Australia, Regency Casino
in Thesoliniki, Greece, the Riverside
Resort Hotel Casino in Laughlin, the
Sahara Hotel & Casino's recent expansion and Golden Nugget properties in
Las Vegas, Atlantic City and Laughlin.
The firm's projects, planned or
under construction, include a casino
in Johannesburg, South Africa, the
Paris Casino Resort in Las Vegas, the
Caesars Palace expansion in Las Vegas,
Venture Bay Casino Resort in Pahrump and Club Vegas in Lima, Peru.
In addition, Bergman, Walls &
Youngblood is expanding their
Nevada Business Journal
Olympic North Casino,
Caesars Palace, Las Vegas
ADVER
project base to include retail planning
and design, with current and
completed projects including the
56,000-square-foot premier Findlay
Toyota dealership at the Valley
Automall in Las Vegas, the Saturn
dealership in St. George, Utah and El
Portal Luggage shops in California,
Nevada and Hawaii.
"It's just not enough to build another 3,000-room hotel with 100,000
square feet of casino, nine or 10
restaurants, a 1,500-seat showroom, a
swimming pool and a health spa:'
Says Bergman, "Properties must be
unique and offer guests surprises,
amenities and excitement not found
in their everyday world. Each new
venue our firm creates builds on and
adds to our experience and challenges
our creativity:'
"When we begin a project, we get
outside of ourselves, not only to get
into the vision of the owner who has
the dream and the contractor who has
to build it, but ultimately we try to
envision the patron who will use it
and the employees who's workplace
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so that joy of being there carries
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In their continuing efforts to anticipate clients' needs, they have developed alliances with equally world class
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Says
Bergman, "No matter who the client
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remains the same: Responding to
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"We believe it is fundamental to the
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-
JOEL BERGMAN
evada Business Journal
Paris Casino Resort, Las Vegas
Clients select architectural firms for
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EXECUTI VE PROFILE
by Kathleen Foley
MANNY CORTEZ
At the Helm of the Las Vegas
Convention and Visitors Authority
anuel "Manny" Cortez is a longtime
resident of Clark County, having
li ed in Las Vegas since 1944. After graduating from Las Vegas High School , he
erved for three years in the U.S. Army,
and then attended Nevada Southern Uni,·er ity. As a young man , he held a variety
of positions, including working as a parking attendant at The Dunes, as an investi gato r for the District Attorney, and as
a polygraph examiner. In 1973 he was
appo inted by the governor to serve
a administrator of the State Taxicab
A uthority. Cortez was elected to the
County Commission in 1976 and served
four terms, deciding in 1990 not to seek
re-election. He has served on the Las
Vegas Convention and Visitors Authority
(LVCVA) Board since January, 1983, and
acted as chairman from 1985 through
1990. On July 2, 1991 he began his current
appointment as president of the LVCVA.
The LVCVA brings visitors to Las
Vegas and other Clark County communities by promoting tourism, conventions,
meetings and special events. Created in
1955 as the Clark County Fair and Recreation Board, the LVCVA was charged with
a dual mission which has essentially
remained unchanged: to attract to the Las
Vegas area a steadily increasing number of
visitors to support the hotel and motel
room inventory in Clark County, and to
efficiently operate and maintain all
LVCVA facilities. As president, Cortez
oversees the operations of Cashman Field,
the Las Vegas Convention Center and visitor information centers in Jean, Boulder
City and Mesquite. The LVCVA has satellite offices in Chicago, Washington, Japan,
London and Munich, and employs more
than 400 people worldwide.
M
The Authority's $12 million budget for
parks and recreation enables it to sponsor
events in outlying areas, including offroad
races, balloon races. rodeos and other
events designed to attract visitors from
outside the state. It has provided grants to
the Clark County Fair in Logandale and
the Fremont Street Expe1ience downtown.
Although a state political subdivision.
the LVCVA board is unique in that its 12
members include five representatives from
the private sector. Clark County and the
city of Las Vegas each have two representatives. while the cities of North Las Vegas
and Henderson have one each: Mesquite
and Boulder City · share a seat that alternates every two years. Private sector members, nominated by the Las Vegas Chamber of Commerce, include three for the
hotel industry, and one each for motel
operators and general business interests.
" It's an awesome responsibility," says
Cortez, to manage a budget of approximately $82 million , generated by an
8 percent room tax levied on hotel and
motel properties in Clark County. "The
room tax is a win-win situation for locals,"
says Cortez. "They get the benefit of
everything we do for the local economy
without having to pay the tax."
Convention Authority statistics show the
entire Southern Nevada economy is heavily dependent on the hotel, gaming and
convention industry, which directly employs 26.5 percent of the county's labor
force. In 1995, they estimate the direct and
indirect impact of tourism put $29.7 billi on in Las Vegas coffers. In fiscal year
1996, the LVCVA hosted over 3,399 conventions attended by 3.3 million delegates.
This makes Las Vegas the nation 's leading convention destination, followed by
Chicago at 3 million convention VISitors.
1996 was the third consecutive year in
which more than 500,000 travel industry
professionals worldwide recognized Las
Vegas as the leader among convention destinations. The LVCVA received the following 1996 World Travel Award ~ : World's
Leading Tourist and Convention Bureau ,
World 's Leading Conference and Convention Center, World 's Leading Gaming Destination, and Top North American Tourist
and Convention Bureau. Cortez calls the
awards "a credit to the people who work in
the hotels and to those who live here. Our
success is the result not only of our efforts
but also the efforts of the community."
" We market Las Vegas as a worldclass complete resort destination ," says
Cortez. "Rather than focusing on family
entertainment, which some resorts have
been promoting recently, we concentrate
on the things that have attracted people to
Las Vegas since the beginning: gaming,
showgirls, glitz and glamour, as well as
Red Rock Canyon and the other scenic
wonders in Southern Nevada. Las Vegas is
alive and well , despite some recent reports.
It has a strong and healthy economy, and
the quality of life is unparalleled."
Cortez is active in the community and
serves on several local community boards,
including Boys and Girls Club Board of
Directors, Southwest Gas Board of Directors and Primerit Bank Board of Directors.
He contributes time and effort to youth
activites such as The Lied Foundation, Big
Brothers and B ig Sisters of Southern
Nevada and The March of Dimes. Cortez
and his wife, Joanna, have been married
for 38 years and have two daugh ters. He
loves the outdoors, and his hobbies include
fly fishing, golf, hiking and biki ng.
•
November 1997 •
Nevada Business journal 27
JOHN ASCUAGA'S NUGGET
The personal touch key to success
Sandy Miller
he two 29-story towers of John
Ascuaga's Nugget sit on what has to
be one of the finest pieces of real estate in
Reno- the first thing people t_raveUng west
on Interstate 80 see as they approach "the
biggest little city in America."
The hotel-resort, located east of Reno in
Sparks, draws a diverse clientele, from the
overnight guest to the businessman to the
traveler looking for a weekend of gambling minus the megaglitz of Las Vegas.
John Ascuaga's Nugget has a lot to offer
guests - l ,600 deluxe hotel rooms, most
with incredible views of Northern
Nevada's mountains and valleys, no less
than eight award-winning restaurants, an
indoor Olympic-size swimming pool with
nine spas and much more.
The complex also includes five 24-hour
lounges, the 900-seat Celebrity Showroom, a II 0,000 square foot convention
center, the I ,900-seat Rose Ballroom, a
health club, beauty salon, the Race and
Sports Book, a casino and an arcade.
The Nugget's East Tower, which opened
in 1984, has 610 rooms, including two
floors of specially appointed rooms on the
executive levels. The Nugget's $80 million
West Tower, which opened in late 1996,
has 802 deluxe rooms, a casino and a 300seat gourmet restaurant expected to open
this spring. The restaurant, christened
Orozko after the small Basque village in
the Pyrenees Mountains from which John
Ascuaga 's father emigrated, will feat ure
Basque and Mediterranean cuisine.
Not bad for a place that began in 1955 as
a 60-seat coffee shop with a few slot
machines. In 1958, the business had grown
so much it had to move across the street to
its current location. lt has since developed
into one of the most popular and lucrative
hotel-casino operations in Nevada.
T
28 Nevada Business journal •
November 1997
The year-round pool at Ascuaga 's Nugget.
"My dad is the type to always have
a project," said his daughter, Michonne
Ascuaga, recently named the Nugget's
chief executive officer. "I've worked for
him for 14 years and he always has something new going on."
An October 1994 article in Forbes magazine estimated that Ascuaga is now making more than $20 million in annual operating cash flow, with high-yielding dollar
slots his main moneymaker. It's also been
said that the second Nugget hotel tower
economically impacted the suburb of
Truckee Meadows by $50 million.
He's come a long way since he was born
72 years ago in Caldwell, Idaho to parents
who had immigrated from the old Basque
country in the early 1900s. His father,
Jose, didn't know a word of English when
be first stepped ashore at Ellis Island in
1914. Like most Basque immigrants during that time, Jose Ascuaga came to America in search of a better life and got his
start in the sheep business in Idaho, where
there was a large community of Basques.
Two years later, he invited Marina Aguliz,
his wife by proxy, to join him in Idaho. He
later sold his interest in the sheep business
and started his own family farm which
yielded an abundant harvest of potatoes,
corn and sugar beets. Jose Ascuaga
instilled a strong work ethic in his two
sons and two daughters and stressed the
value of a good education.
John Ascuaga earned his bachelor's
degree in accounting a semester early
from the University of Idaho and another
bachelor's degree in hotel and restaurant
management from Washington State
University, putting himself through college
by working as a bellman. In 1954, he took
a job as the food director for a group of
Idaho restaurants owned by restaurateur
Dick Graves, who also owned the Nugget,
then a small cafe casino on B Su·eet.
Ascuaga moved to the Silver State in 1954
and a year later, was named manager of the
Nugget. Graves retired from the restaurant-casino busi-ness in 1960 and sold his
interests in the Nugget to Asc uaga,
making him the sole owner and operator.
Ascuaga took the little coffee shop
operation and built it into one of
the largest hotel-casino operations in
Nevada. He's since come to be known
as a leader in the Nevada gaming and
tourism industry, a businessman dedicated
to excellence but not afraid to branch
out and try something new.
Today, Ascuaga's Basque roots are
reflected in the hotel's architecture and
furnishings, a mix of old Basque country
and new West. Many of the hotel's furni shings came from the Basque country
in northern Spain, while the rock in
the hotel's walls came from the nearby
SieiTa Nevadas, not far from one of
Ascuaga's three ranches.
At 72, Ascuaga has no plans to retire
just yet. The man Forbes estimated as
having a net worth of about $200 million
still drives to work everyday in his
favorite red and white pickup.
"That 's a big part of why the Nugget is
so successful," Michonne said. "People
are comfortable with him. They like the
fact that he 's a regular guy."
When he's not at the office, Ascuaga
enjoys spending time on his three cattle
ranches in Jacks Valley, Smith Valley and
Bridgeport, Calif. , which supply a lot of
the beef used at his eight restaurants. True
to his roots, Ascuaga keeps a flock of
sheep at his home ranch in Jacks Valley.
Ascuaga has made sure his business
stays in the family, and his four children
learned the operation from the bottom up
when they were still in their teens. Today,
three of his children continue to work in
the family business - daughter Michonne,
son John L. Ascuaga, the executive vice
president of casino operations, and son,
Stephen Ascuaga, the executive vice president of marketing. Another daughter,
Cami lle, lives in Boston with her husband
and two children.
John Ascuaga's secret to success? It's in
his ability to make his customers feel at
home, Michonne said.
"My dad has always said we wi ll
stay one-on-one with our customers,"
Michonne said. "He really believes in that
personal attention."
•
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November 1997 •
Nevada Business journal 29
NEVADA BUSINESS JOURNAL
is Pleased to Introduce its
Board of Directors
LA.\CE
STEPHE.\
DR.
BRADFORD
BROCK
POLLARD
ounder and owner of
Bradford & Bradford
CPAs, Lance Bradford
has a wealth of experience in corporate
accounting. Prior to forming his company
in 1991, he worked for the "Big Six"
accounting firm of Ernst & Young International where he specialized in corporate
auditing and tax planning.
His accounting firm offers a wide range
of account services for an extensive list of
clients. Bradford & Bradford works with
several industries including manufacturing, real estate, development, retail ,
restaurants, gaming, healthcare, and
financial services.
Bradford is active in the Southern
Nevada community. In addition to his
position with Nevada Business Journal,
he serves as an advisory member of the
board of directors of Keepers of the Wild,
and an advisor to the board of directors of
the Las Vegas Rescue Mission.
F
LYLE
BRE\1\A.\
yle Brennan, publisher
Business
since 1986, is
also among Southern
Nevada's most successful design, architectural and construction entrepreneurs.
His projects are found throughout
Southern Nevada and include a wide
range of commercial properties. With an
emphasis on high-tech and medical construction projects, Brennan 's development
company remains in high demand.
His publishing experience began in the
early eighties when he became one of the
investors of LV Magazine. Brennan later
purchased LV Magazine , created Reno
Magazine and acquired Nevada Business
Journal, which became his favorite.
Demands from his development company forced Brennan to streamline his publishing operation. However, he remains
heavily involved in NBJ, the only magazine he currently publishes.
Lof Nevada
Journal
30 Nevada Business journal •
November 1997
tephen Brock, president and associate
publisher of Nevada
Business Journal, became partners with
Brennan in 1996. Applying hi s extensive
marketing and management background,
Brock immediately launched an expansion of the magazine's sales, editOiial and
circulation departments.
Brock's successful ways began early in
his career. At 21 , he had developed a lOGemployee landscape contracting company
in Baltimore, which garnered him a nomination for the SBA's Small Businessman
of the Year. He quickly advanced from
landscaping to the highly competitive
parking industry where he also excelled.
Even though Brock is not a native
evadan, his roots run deep in the state.
His wife, Kathryn , is a native Las Vegan.
They recently purchased a home and plan
to raise their Y.oung daughter and new son
in Las Vegas near friends and relatives.
S
PHILLIPE
}ARA_viiLLO
hillipe Jaramillo is
responsible for the
daily management of
properties owned and
operated by the Nevadan, Inc. Included in
the company 's portfolio are the Best
Western Mardi Gras Inn and Casino and
numerous apartment complexes throughout Las Vegas.
In addition, Jaramillo and his brother,
Jean Pierre, developed and operate
Easyriders of Las Vegas, a motorcycle
store specializing in Harley-Davidsons.
Prior to his current positions , and after
receiving his law degree from Pepperdine
University, Jaramillo practiced law at a
civil defense firm in Santa Monica, Calif.
Jaramillo is active in a number of local
organizations including the Rotary Club,
Founders Fifty-five, Las Vegas Chamber
of Commerce and Latin Chamber of
Commerce. He and his wife, Samatha,
have two young sons.
P
il\TH0\1'
evada's most successful family practitioners. He owns and
operates Rainbow Medical Centers and is
on staff at most local hospitals.
Rainbow Medical Centers, with five
locations in Southern Nevada, are full service medical facilities providing diagnostic services, complete laboratories, x-rays,
EKGs and pulmonary functions.
Prior to opening his practice in 1988,
Pollard served as a senior naval flight surgeon for the Department of Aerospace
Medicine. at the Naval Regional Medical
Clinic in Adak, Alaska. He was also a
naval flight surgeon at two stations in
Hawaii and one in the Philippines.
Pollard completed his internship at
Riverside Hospital in Wichita, Kansas
where he was runner-up for Intern of the
Year in 1984. He and his wife, Dianne,
have two young daughters.
FRA.\1\.
ScoTT
rank Scott, one of
Nevada's most successful and respected
business leaders, has
been working in Southern Nevada since
1941 when he served as a superintendent with the Basic Magnesium
Construction Project.
His accomplishments and contributions
to the area's economy are renowned. He
was the builder and original owner of the
Union Plaza Hotel and Casino until 1987,
top executive with First Western Savings
and Loan Bank from 1972 until 1974,
founder and owner of DRES Medial
Channel 21 until 1994, chief operating
officer of HSST (magnetic levitation
train) from 1987 until 1991 , and establi shed the Scott Foundation in 1995.
Scott has been active in dozens of
organizations throughout Nevada and
continues to be amo ng the state's
strongest business leaders.
•
F
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Building Nevada
INSIDE THIS ISSUE
34 The Challenges
of Hotel!Casino
Construction
37 Keeping Your Home
Secure
39
Q&D Construction
Team - Taking on Reno-
Tahoe's Fun Projects
41 Stuart Mixer
Commercial-
On the Cutting Edge
43 Building Nevada
News in Brief
45
Commercial Rcal Estate:
Industrial Market
Summary
On the &ver: The new Caesars
Palace Tower will add 1,200
rooms to the Las vegas resort
when it opens in December.
~BUSINESS
A building is held together
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The largest structure is ultimately assembled one bolt
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~OURNAL
Perini
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Follow the Rainbow to Good Health!
I•
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November 1997 •
Nevada Business Journal 33
_ •
INDUSTR IAL PHOTOGRAPH ICS, INC.
BY JE NIFER ROBISO
!though little has changed regarding
the importance of hotel and casino
construction as a major evada industry, the nature of building such properties
is continually evolving. Transformations in
the construction industry as a whole and
emerging trends in hotel and casino design
have combined to render hotel/casino construction more demanding than ever. From
the increasing popularity of themed
resorts to industry consolidation, builders
and contractors are confronting a host of
issues and concerns that they must
address in the coming years.
A
The nouent ot Themes
s themed resorts- properties featuring a
Aunified design and decor atmosphere -
have become popular across the state,
building hotels and casinos has come to
require both more time and money.
"Depending on the depth of the theme,
34 Nevada Business Journal •
NoYember 1997
components can become more expensive
due to the level of detail required," noted
Stuart Mason, vice-president of development for Las Vegas's Venetian. "We're no
longer simply fmding wall coverings. We're
looking for ways to convey the feel of
Venice or Rome, for example, and that
often entails such additional elements as
crown moldings and other special touches.
"The amount of detail theming requires
has added to the cost and tin1e it takes to
build a propetty because features have to
be made off-site and to a greater level of
detail," Mason added. "Coordination of the
design elements and the concept creators
becomes much more critical as well. "
Themed properties also utilize special
features which were uncommon just a
few years ago. According to Tim !<rump,
executiYe nee-president of Reno-based
Krump Construction, such characteristics
and details have become more elaborate.
"Traditionally, expansion and new
hotel/casino construction· in Reno meant
additional rooms or more gaming space,
with an.occasional coffee shop thrown in
as well," I<run1p desctibed. "Today, new
construction entails more sophisticated
lighting and fixtures, and we're seeing
such features as arcades and waterfalls.
Those elements will probably continue to
be popular as themes evolve."
Frank Martin, presidenUowner of
Martin-Harris Construction, asserted that
the theming of hotels and casinos has
added to the roster of contractors a
builder must coordinate. "We now have
theme contractors, which represents a
whole new classification of contractors
that we didn't have five years ago," Martin
stated. "Theming has made things a little
more difficult because generally, theme
designers are not architects. They operate
more from a certain feel that they're looking to achieve than from hard-line drawings and concepts. They're interested more
in how an array of boulders might contribute to an atmosphere than they are in
whether something will be placed three
feet in one direction or the other. This can
make bringing a themed property to life a
little more demanding mechanically."
Above: Perini Building Company is the
general contractm· jar the new 1,200?·oom classic Roman-them ed Ca.esars
Palace Towe1; scheduled to open in
Dece1nbe1·. The archi tect jm· the pr-oject is
Bergman, Walls & Youngblood.
structural Challenges
n addition to creating themes that can be
difficult to build, many hotel and casino
operators are also looking to open projects
with more and larger rooms.
"In the last two years, we've noticed a
definite trend toward larger rooms," Martin noted. "Room sizes of about 12 feet by
20 feet used to prevail, but now we're seeing rooms measuring 16 feet by 20 feet or
more. That means rooms have increased
20 percent in size. When living area goes
from 280 to 350 square feet per room,
we see added costs."
"The scope and size of the newer projects coming online can bring numerous
obstacles," added Mason. "When the original Caesars Palace was completed, it had
650 rooms. Now, properties with 1,000 to
5,000 rooms are fairly normal. Higher costs
and more challenges accompany that."
Changing preferences in interior layout
and design have also required builders and
contractors to formulate and utilize more
sophisticated construction components.
"Casino developers used to be satisfied
with a 60- to 80-foot column span," Martin
explained. "Now, however, we see column
spans of 160 feet or more. This totally
changes the structural system not only in
terms of carrying weight, but in selecting
lateral shear loads [which keep the building from collapsing]."
"Heightened awareness regarding seismic loads following the Northridge Earthquake has yielded more stringent structural standards as well," Martin continued.
"Information taken from failures during
Northridge have given way to more rigorous welding and testing standards. Most
structural engineers prefer to err on the
side of caution, and thus adhere to even
stricter standards than those mandated by
building codes."
I
an ongoing challenge for us," Krump
stated. "We're confronting intensified demands on our schedules. Maintaining quality under such circumstances is essential.
The most important key to effectively
working under such pressure begins with
making sure the documents, plans and
specifications the contractor is given are
well-drafted. The fewer clarifications the
contractor needs to pursue, the fewer the
delays we have to endure.n
Avoiding such delays is especially critical when the contractor is working on the
expansion of an existing property, according to Krump. "A lot of the more recent
hotel and casino development in Reno has
comprised additions to standing projects,"
he said. "It can be difficult to maintain a
positive atmosphere at the property with
construction going on everywhere, but as
contractors, it's important for us to work
with the hotel/casino operators in addressing this concern. n
Krump noted that the solutions to such
construction woes include creating
appealing alternate entrances for customers. "We don't want them to feel like
they're just walking through a plywood
tunnel," he asserted. "We've also kept
more unusual work hours so as not to disturb patrons during prime visiting times.
Failing to take such measures can very
negatively affect hotel/casinos, because
their customers come for rest and relaxation. If it's a challenge for them to get
from their car to their room, or if it's noisy
when they want peace and quiet, it
detracts from their experience. A project
addition may last 12 to 18 months, and we
don't want visitors to stay away just
because of the construction. The bottom
line entails doing as much as we can, in
conjunction with the owners, to subdue
the construction from a visual standpoint."
Building Codes
hanging building codes have made the
job of the contractor building Nevada's
hotels and casinos more challenging.
"Over the years, building codes have
evolved and become more focused on protecting the safety of occupants and
guests," Mason said. "Contractors have,
become much more attuned to the user's
safety in the sense that exit stairs, corridors and life safety systems are more complicated tl}an they used to be. As the stateof-the-art in guest safety has improved, so
has the complexity of building properties
to accommodate visitors. "
According to Martin, the influx of gaming operators and executives from other
states can compound issues related to
more stringent building codes. "Out-oftown companies and executives may have
a tough time understanding a lot of the
aspects of our building codes," he elaborated. "What they may know from their
experiences in other states doesn't apply
here. For example, we have a substantial
number of amendments to our code due to
fires at the MGM and Hilton hotels.
"The biggest area consistently over-
C
Time constraints
ompounding the dilemma of increas-
Cingly strict design and structure codes
is the frequent pressure contractors face
to finish a project as quickly as possible.
"Getting a property completed and open
to the public as soon as possible remains
The Venetian Casino Resort, scheduled for completion in the sp1ing of 1999, wiU be
1·eminscent of Venice. Depicted above: the Grand Canal Shoppes indoor retail centm:
November 1997 •
Nevada Business journal 3;
Completed last yea1~ John Ascuaga s Nuggets new west tower wiU soon house a gourmet
Basque restaurant, set to open next spring.
looked or misinterpreted by those unfamiliar with Clark County building codes
involves life safety issues, both in hotel
towers and casinos," Martin added. "It can
constitute a serious problem when a construction manager or coordinator lacks
knowledge regarding code requirements.
The best way to approach this problem is
to tell all the entities, executives and managers new to the area that they should contact the building department before they
do anything else. Sit down with someone
from the department and obtain all the
addenda, changes and modifications. It's
not difficult, and it can spare an operator
or contractor significant problems."
The Chanulnu Business Climate
hallenges in building to day's hotels and
Ccasinos transcend physical and structural concerns. The nature of doing business
with hotel/casino operators and owners
has metamorphosed for many contractors
and builders, as well. An industry in which
family-owned and locally-based companies prevailed has evolved into a trade
dominated by large, world-class corporations. This has had numerous effects on
how contractors do their jobs.
"Relationships with our clients have
become a little bit harder to structure,"
Krump asserted. "Contracts have become
purely business. In the past, working with
smaller, family-owned operations enabled
us to develop more personal ties and closer friendships with those who hire us as
36 Nevada Business Journal •
November 1997
contractors. It's tougher to accomplish
that with a big corporation."
According to Mason, working more with
corporations has also added tin1e to project completion. "When working with individuals or family operations, we can often
have decisions made virtually inlffiediately," he noted. "Corporations, on the other
hand, often require meetings with multiple
levels of staff. Such management by committee - in Which several layers of corporation government have to approve a decision - increases the amount of total time
spent working on a project."
Future Issues
n
umerous concerns have the state's
hotel/casino builders looking to the
future. According to Martin, an anay of
emerging issues could pose ongoing problems for many contractors.
"As hotel/casino projects grow bigger,
we're seeing an accompanying consolidation of contractors," Martin explained. "It's
becoming increasingly difficult for smaller,
locally-based companies to handle the
demands of building mega-resorts and
other large-scale properties, so more and
more of them are selling out to larger
firms. In the end, this will mean less competition in the market, and when that happens, the costs of building will rise."
Martin also expressed mounting concern over a personnel and labor shortage
likely to worsen in the future. "We're facing unique and severe shortages in man-
power. The average age of our crews has
increased seven months for every year
since 1989. That year, our crews averaged
about 41 years old; today, they're at about
age 46. This means that we're failing to
attract young people into our industry.
"Tackling this problem will require that
the Clark County School District to recognize only 20 percent of the area's students
are going to make it to college," Martin
explained. "There are other great opportunities out there for the other 80 percent.
Sixty percent of my people make more
money than college graduates. The school
district needs to reinstate and re-emphasize vocational training and classes, and
not focus so entirely on a course of action
only 20 percent of its students will opt for."
Finally, Martin expresses worry regarding the fragmenting of the contracting anp
building industry into various SJnall special
interest factions. "A major challenge of our
industry in the very near future will
encompass addressing its splintering into
many different groups, rather than concentrating on advancing our causes as one
trade association," he noted. "As many
smaller organizations, we won't have the
political clout necessary to protect our
interests as a group. This will do nothing
but weaken our industry. We need to work
together as a whole to remind legislators
about what policies, regulations and laws
are beneficial to our businesses, our
clients and consumers."
In spite of such warnings, the state's
contractors and builders maintain a bright
outlook regarding the assorted challenges
they face . "We've entered into a time in
which we expect more from everyone
involved in completing hotel/casino projects - trade craftsmen, architects, engineers," Mason said. "In that sense, contJ.·acting and building is becoming more
interesting and enjoyable. Rising to meet
these challenges brings about a strong
sense of reward and pride."
"Building hotels and casinos has always
been exciting work, and I'm confident that
it will remain that way," Krump concluded.
"We'll continue to focus on the benefits of
working in the industry while taking a
practical approach to addressing the
•
issues and concerns within it."
KEEPING YOUR HOME SECURE
Homeowners today have access to
a wide selection of security devices
evadans have good reason to feel
uneasy about the security of their
homes. The state has a high crime
rate and a reputation for attracting lawbreakers because of its affluence.
But new technology and methods in
home security can make homeowners
safer and give them peace of mind,
experts in the field said. Homeowners are
advised to assess their risk and take precautions against break-ins and safeguard
their families and belongings.
The problem facing homeowners is
finding the right company to provide
security features for their residences. The
industry is growing rapidly to keep pace
with the population. "The whole industry
is on fire," according to Tom Haynie,
manager of Communications Specialists
of Las Vegas, a company that provides
closed-circuit television systems to morntor the safety of homes and businesses.
"The atmosphere is so competitive."
Consumers have suffered because some
new companies are unreliable. "People
are getting ripped off," Haynie said. "It's
really ugly. Many newcomers to the market are not reputable."
Experts in consumer protection advise
people searching for the right company to
check with their Better Business Bureau
to find out about any complaints against a
particular operation . Consumers can also
check with the company 's customers to
find out if they are satisfied.
"It's important to compare pricing,
and make sure you are dealing with a reputable company," said Steve Soares of
ADT Security Systems, a national operation that protects homes and businesses.
Another question facing people trying
to protect their homes is how extensive
their security system should be and what
features it should have.
"It depends on what the customer is
looking for, way of life and schedule,"
N
Soares said. "If people travel a lot, we
design a system for them to take that into
account. If they stay home most of the
time, we design a system with that in
mind. We customize the system to meet
the customer's needs."
ADT and other security companies
have monitoring centers that contact law
enforcement agencies if alarms or other
protection devices are triggered in homes.
Soares said ADT dispatches personnel
when the center is alerted to find out if
there is a real emergency.
BY ToM
DYE
Communities vary in how they respond
to alarms. In some munucipalities, the
police won' t take action on an alarm until
the monitoring center sends personnel to
check a home. In other communities,
police will respond if the monitoring center telephones a residence after an alarm is
triggered and is unable to determine if the
emergency is real.
"About 90 percent are false alarms,"
Soares said of one of the problems facing
both homeowners and authorities. Alarms
can be triggered by the wind, pets or malfunctioning equipment. The industry continues to make equipment that is more
sophisticated and " user friendly" to cut
down on false alarms, Soares explained.
All homeowners need protection ,
Soares said. "We have a large transient
community out there. There is definitely a
great need for it (security)."
He recommends that people take basic
precautions to protect their homes by getting to know their neighbors, joining
Neighborhood Watch programs and making sure windows and doors have locks to
make them secure. Hedges should be cut
back so the home exterior is visible.
Another way to protect a home is to buy
outside lights with motion detectors. The
lights are triggered by any movement in
the yard, Soares said.
When deciding on a home security system, owners can opt for equipment that
protects the interior or a system that covers the perimeter. Even though it 's more
expensive, people should consider buying
a system covering the inside and outside
for extra safety, Soares said.
Homeowners should be aware that burglars can be clever figuring out how to get
into a home without being detected. One
of the favorite ways for burglars to get in
November 1997 •
Nevada Business Journal 37
HOME SECURilY
is to remove swamp coolers on the roof.
Security systems for the exterior have
sensor pads on doors, windows and other
places where intruders might gain entry.
The alarms can be silent or loud enough to
scare off burglars and alert neighbors. The
signals from the alarm are also transmitted
to the monitoring center.
Sensors have been developed that are
triggered by the sound of glass breaking
to protect against intruders who shatter
windows or glass in doors to gain entry.
Interior systems can be installed with
infrared beams that cover hallways and
other key areas. Alarms are set off when
intruders pass through these beams. This
type of system is not recommended for
people with large pets that are kept
indoors because of the potential for triggering false alarms.
Many secmity systems now include
remote units so people can turn them on
and off when leavi ng, or before entering
their homes. Many remote units include a
"panic button" which can be pressed if an
intruder or another emergency is encountered in a home.
ADT has a feature on one of its systems
that sends signals to pagers when children
come home from school and use their
remotes to gain entry. The pagers alert
parents the children are home. Alerts will
also be transmitted to the pagers if an
intruder triggers an alarm.
More sophisticated systems utilize
closed-circuit television so occupants can
monitor their grounds. Although these
systems usually are purchased by more
affluent homeowners, they are now m
wider use, industry experts said.
Haynie believes the installation of
video cameras will become a trend in
home security. "People will have cameras
by the door. They wi ll have cameras by
the pool so they watch the kids," he said.
Video cameras are also used to monitor
When Casinos Donlt Gamble.
The Casino of The Desert Inn. ~
lli
When it comes to a multi-million dollar facelift , you
take no risks. That 's why the Desert Inn turned to the
state's premier constructor, Clark &
CLARK&
Sullivan. For 21 years, they've been
SULLIVAN
•
CONSTRUCTORS
building a better Nevada.
RENO • LAS VEGAS
38 Nevada Business journal •
November 1997
the inside of a home. With recent technological advances, security cameras have
grown increasingl y small, and can be hidden in such places as flower pots, television sets and lamps.
Soares said the typical home security
system can range from $400 to $700.
Monthly costs are assessed for being connected to the monitoring center (ADT
charges $25). Some centers charge each
time they are alerted by an alarm, whether
it is false or not.
One financial benefit for homeowners
with an alarm system is through their
insurance company; many give policy discounts for homes installed with security
and fire protection systems.
Homeowners can take an additional
step to make sure their hQJCI1e is secure by
installing metal shutters, said Fran
Minnozzi, owner of Rolladen Rolling
Shutters' of Las Vegas. "When you think
of security, you think of alarms or iron
bars on the windows," she said. "But
another choice is shutters."
Shutters, popular in Europe and many
other countries as a way of preventing
break-ins, are gaining in popularity in the
United States, Minnozzi explained.
Rolladen 's shutters are made of
aluminum and are opened and closed by
manual or motorized controls on the
inside of the windows. The shutters lock
into place, and are difficult to penetrate
from the outside. Burglars are di scouraged from breaking into a shuttered home
because they can ' t see inside to know if
the residents are in or not.
The shutters come in different colors
and have more esthetic appeal than iron
bars on windows, she sai d.
"The initial investment is more than
people like to spend," she said. "They (the
shutters) cost about the same as custom
drapes." However, homeowners save in
the long run because the shutters are
effective at climate conu·ol and cut down
on utility bills. When closed, the shutters
also keep out ultaviolet light from the sun,
Minnozzi said.
"What price can you put on the loss of
your belongings or the loss of your life?"
she asks of those who are hesitant to
spend money on home secmity.
•
Buildin~ Nevada
Q&D CONSTRUCTION TEAM
Taking on Reno/fahoe's fun projects
"w
e are fortunate to have taken prut
of some of the really ftm projects
in this area," says Sheila Muhtadi, director
of communications at Q&D Construction,
one of Northern Nevada's largest builders.
She mentions MmmtainGate, the striking headquarters of a trendy computer
company in the South Meadows Business Park and the elegant clubhouse at
the Edgewood-Tahoe Golf Course as
recent examples. "These are just oneof-a-kind projects," she enthuses, "and
Edgewood-Tahoe is simply one of the most
beautiful facilities at the lake." That
$5 million clubhouse renovation earned
Q&D both a Gold Nugget Awru·d and the
Award of Excellence from the Tahoe
Regional Planning Authority.
It all began in 1964, she says, when
Norn1an Dianda and Lawrence Quadrill
fmmded the firm. But they got their first
big break in 1967, landing a remodeling job
for legendary casino operator Bill Hauah.
Since then, Q&D Construction has worked
consistently for Harrah's hotel and ganling
operations in Lake Tahoe and Reno, as
well as many other high-profile clients.
Unfortunately, Quadrill died in the n1id70s, leaving Dianda to run the company
alone. "His death had a lot to do with the
culture of our company," says Mul1tadi.
"Norman was your typical high-strung
Italian and he made a decision to keep a
really mellow environment - so we have a
nice fanilly-oriented corporate culture."
Today, Q&D employs 450 people in four
divisions, including 32 full-time mechanics, who keep Q&D's lru·ge fleet of heavy
equipment running. "We're on a high right
now because we just delivered two new
elementary schools to the Washoe County
School Distiict, despite having 23 bad
weather days from the New Year's flood,"
she says. "There were days when we had
by jan jones
Legislative expansion, Carson Ci ty
as many as 68 trucks going to different
sites - and the schools were pruticulru·ly
intensive for site work."
Mul1tadi attributes this continuing flow
of business, projected at $85 million tllis
year, to the company's wide range of
services and its attention to detail. "What
really sets us aprut is the diversity of our
services," she says. "We can do all the
site work, act as general contractor for
the building itself, and bting in the nullwork people for the finislling touches.
They create beautiful moldings, doors,
even furniture. Then we follow-up with
our tenant improvement division, which
can1e about because of a need to continue
to serve our existing clients."
Here's a quick recap of the four divisions
that make up Q&D Consti11ction:
Genera l Engineering
One of Q&D's most important divisions
is general engineering, which began in
1978 and has "grown tremendously."
Muhtadi says they recently completed 300
finished lots in Sprulish Springs Valley, as
well as 9 holes of a golf course and 800
"super pads" at neru-by Wingfield Springs,
which involved moving 2 nlillion yards of
dirt. Last year, this division completed a
$3 million sewer interceptor for the city of
Spru·ks and 2.5 miles of roadway connecting Sprulish Springs with Sparks.
Tenant Improvement
The firm's newest division is the threeyeru"-old tenant in1provement group, which
Muhtadi says is "growing by leaps and
bounds - there's just so much going on in
this market." For example, after the
MountainGate building was completed,
the company decided it needed a skateboard rack, an aquariun1, and a soda
fountain, she recalls. "Our tenant improvement division does those kinds of projects
for existing clients. "
Millwork S hop
Perhaps the most unusual division at
Q&D is its millwork shop, which Dianda
started so he could get the level of n1illwork he needed for demanding clients like
November 1997 •
Nevada Business journal 39
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40 Nel'ada Business Journal •
Nol'ember 1997
Q&D Constmcti on 's n ew
headquaTters i n Spa.Tks
Bill Harrah. Today, as you stroll through
Q&D's spacious new headquarters building, it is particularly fascinating to smell
the fresh lumber being milled and to see
elaborately carved doors and mantles
emerging from the wood.
"For clients like these, eve~hing had to
be just so," Muhtadi says, referring to
the luxury homes at Lake Tahoe the company has bUilt for people such as Steve
Wynn, owner of the Mirage Hotel in Las
Vegas, and Saudi multi-millionaire, Hlissan
Kushogi. "That's the way we've been able
to get a lot of these projects."
Building
Last, but not least, is Q&D's building
division. "We're best known for this part of
the business," admits Muhtadi, "because
this is what people see. " To make her
point, she reels off a list of recent highvisibility projects: St. Mary's Hospital,
Washoe Medical Center's new 11-story
tower, two new elementary schools,
the Nugget parking garage and luxury
homes at Lake Tahoe.
"We're building a home there right now
where the site development is very tricky,"
Muhtadi says. "The house literally has 200
comers - it looks like a caterpillar worming its way around these giant boulders! "
She says the terrain is so steep that a
power crane has been used the entire time
to get building materials in and out, and
the home will even have its own gondola
to carry its owners from the road-level
garage to the house.
·As you can imagine, it was just a nightmare to stake out," she notes. But that
ne.er deterred Q&D from this job or any
orher. "We have an attitude that whatever
•
rhe eliem wants we can do it. "
. Buildin~Nevada
STUART MIXER COMMERCIAL
On the cutting edge
by David Hofitede
escribing the real estate industry as
"antiquated" in its acceptance of new
technology, Stuart Mixer Commercial
cofounder James M. Stuart was determined that his company would embrace
the high-tech revolution.
Stuart and company cofounder Michael
Mixer both grew up using computers, and
were certain they could be utilized to
increase the efficiency of their operation.
When they opened their office in 1993,
they immediately began searching for the
right software to manage and collect data
on every variety of commercial property,
in an interactive format. "We wanted
software that would allow us to have a
multi-dimensional approach in the way
we view buildings and floor plans, and
allow us to obtain data about rents
and vacancies," Stuart said.
He expected the problem to be deciding
from the choices available; "You would
think in an industry that involves trillions
of dollars in assets, there would be numerous alternatives available to us. But 36
months ago, there were none," Stuart said.
"We found ourselves to be either the only
ones who believed it was important, or on
the forefront of a great opportunity. We
chose the latter."
The company hired the development
firm of Armstrong & Yawney, a Walnut
Creek, Calif. software systems developer,
to design what would ultimately become
the Stuart-Mixer Information System
(SMIS). This was no ordinary slide show SMIS displays video and digitized floor
plans on buildings, text that monitors
lease rates and tenant rosters, generates
reports and facilitates communication, all
on a real-time basis.
"Traditional commercial brokerage
involves going out to look at a lot of buildings, which to us is a highly ineffectual
D
way of spending our time," Stuart said.
"From our office, a client can visually tour
all buildings of interest to him in the entire
market, which is a great advantage if he or
she has a limited schedule in Las Vegas.
It will never replace the need to physically
inspect the property, but it eliminates a lot
of wasted time."
It was a proposition not without risk.
"Our investment in the system is approaching $250,000, without an exact indication
of what the return will be," said Stuart.
"But to ignore technology at any level is
probably bordering on ignorant. And in
an industry where consolidation and efficiency is key, those who avoid keeping
pace with technology could find themselves out of buSiness."
Stuart-Mixer Commerical also established its own website in 1996 for transporting and receiving inforn1ation, at a
time when the Internet is still uncharted
territory for many companies. "We knew it
wasn't going to be a major part of our business right away, but we knew it was important to start getting linked up to more
important websites, and that process takes
awhile," said Stuart. "(The website) is a
platforn1 to allow clients of our firm to
have coded access to certain data engines
within our company. It will allow them to
look at market conditions and other
reports, whether they're in Henderson or
Kuala Lampur."
Technology is not the only area in which
Stuart-Mixer excels beyond the standard
role of a commercial real estate broker.
Though the company has divisions and
tean1s set up to handle every facet of the
market - office, industrial, retail, investment sales, and property/asset management, the company objective is not quantity, but quality. "We are not in the
transaction business. Our focus is on care-
fully selected relationships with clients,"
said Stuart. "There is a market for mass
production, but our firm is a provider of
value-added services. We do not do things
inexpensively, so we need to be a part of
clients and organizations that grow our
business, while we help grow their real
estate activity."
As a member of Oncor International, the
largest real estate corporation in the
world, Stuart-Mixer clients have access to
more than 6,000 brokers worldwide. The
philosophy behind Oncor, Stuart explains,
is to enter a local market and let the company in that market decide what it takes to
succeed, instead of turning that decision
over to a corporate office in New York or
Los Angeles. "They control the quality of
what we do without compromising our
efficiency in how we do it," Stuart said.
The firm is up for recertification every
24 months, and if Oncor decides Stuart
Mixer is no longer the best in the market, it
will be replaced. "We're honored they
selected us - when you consider that five
firms in their system have been around for
more than 100 years, it's a real privilege for
us to be ranked with those companies, and
we strive to be the best we can be."
The SMIS and other technological innovations have helped in this pursuit, but
computers, no matter how sophisticated,
are only as good as the people behind
them. Stuart-Mixer assembled a team of 35
employees, including 15 brokers, that has
propelled the company from a non-entity
40 months ago, to a fornlidable competitor
in Southern Nevada. "We have a group of
people who combine experience and teanlwork, who share common goals, and who
have a passion to look out for our clients,"
said Stuart. "At the end of the day, we all
go home with a snille on our face, because
we love what we do. "
•
November 1997 •
Nevada Business j ournal 41
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A
WestPark Plaza Galleria, provides tenants with great visibility and
easy access from the freeway, Sunset Road and Stephanie Street.
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use of marble and glass, lush landscaping, dynamic entryway and
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Serving the West Valley:
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for leasing and Purchase Option information:
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Building, Nevada
NEWS IN BRIEF
Grand opening planned for
MGC Operations Center
MGC Communications (formerly Ne,-TEL) plans to hold grand opening ceremonies this month for its 33,000-squarefoot operations center at Cheyenne and
Buffalo in Las Vegas. The phone company's new building, patt of orthshore
Professional Offices, will house the finn's
national call center and offices for corporate executives.
Jalmar enters market
Jalmru· Properties, Inc. , a real estate
company headquartered in Los Angeles,
in association with JPI-Partners Ltd.
Partnership, recently purchased Park
Flan1ingo, a three-story, 117,000-squarefoot office building in Las Vegas. The
purchase marks Jalrnar's entry into the
Las Vegas real estate arena. The company plans to acquire additional Southern
Nevada properties to expand its portfolio
of investment properties.
Forest City to manage Venetian Shop pes
The Venetian Casino Resmt recently announced that Forest City Commercial Management,
one of the nation's largest retail mall management compat1ies, will manage The Grand
Canal Shoppes, an indoor retail center in the Venetian Casino Resmt scheduled to open in
the spring of 1999. The retail space in the resmt will span more than 500,000 squru·e feet of
space and include 90 retail stores.
NAIOP spotlights
commercial real estate
The Southern 1evada Chapter of the
ational Association of Industrial and
Office Properties (NAIOP) is honoring
the best in Las Vegas commercial real
estate with the inaugural 1998 Spotlight
Awards. The organization recently issued a
call for entries to developer, architect
and contractor NAIOP members. Any
building project completed since January
1, 1993 is eligible to enter and there is no
limit on the number of projects a member may submit. A panel of five jurors
continued
WEST ELEVATION
Nevada Dance Theatre breaks ground
The Donald W. Reynolds Cultural Center, a 35,000-square-foot facility which will serve as
the future home of ·evada Dance Theatre, recently held ground breaking ceremonies in
Summerlin. The facility, designed by JMA Architecture Studios, will be located on land
donated by The Howard Hughes Corporation. The new center is made possible by a
$3.6 million grant from the Reynolds Foundation, the largest grant ever awarded to a nonprofit ruts orgat1ization in Nevada.
:\0\·ember 199i •
1\e-•&da Business journal 43
~
_Buildin~Nevada
Serving Las Vegas Since 1974
Planning
Interi or Design
Purchasing & Installation
Services for
Hotels & Casino's
Health Spas & Cou ntry Clubs
Sports & Recreation Facilities
Restaurants & Food Facilities
Office & Residential
50 15 Schuster
Las Vegas, NV 89118
-.
American Nevada Corporation to build call center
Tel: (702) 895-9100
Fax: (702) 895-91 04
American Nevada Corporation recently began site work on its newest commercial development at the 90-acre Green Valley Corporate Center in Green Valley located in Henderson.
The Plaza at Corporate Center is a back-office call center complex which at build-out will
total 182,000 square feet. Construction on Phase I, including 56,862 square-feet of office
space in a two-story building, will begin this quarter.
including two developers, one architect,
one contractor and one real estate broker
will judge entries in five categories. The
deadline for registration forms and entry
fees is January 5th with awards announced on February 28th at the 1998
Spotlight Awards dinner to be held at the
Mirage. For more inforn1ation contact
NAIOP at 702-836-3000.
+ REAL ESTATE TRANSACTIONS
+REFINANCE/ SECONDARY LOAN
ESCROWS
+BULK SALE/BUSINESS SALES
+COLLATERAL DOCUMENT
PROTECTION
+STOCK SUBSCRIPTION RECEIPT
+LOAN SERVICING
+ FORECLOSURES
Martin Harris to build
convalescent center
Manor Convalescent, a 95,000-squarefoot facility in Sun City, Sun1merlin, will
be be built by Martin Harris Construction.
The 220-bed convalescent facility, developed by W.D. Development of Ohio, will
cost $9.5 million and is slated for completion in August of next year.
SOUTHWEST ESCROW COMPANY
31 10 S. Va lley View, Suite1 05
Las Vegas, NV 89102
(702) 247-7772
FAX: (702) 247-8759
44 :<evada Business journal •
November 1997
Homes that fight crime
reap awards
A home floor plan that helps reduce
neighborhood crime and a new home project with emphasis on construction quality
were awarded top honors by national
judges reviewing Southern Nevada's home
and neighborhood builders' entries in the
14th Annual Homer Awards sponsored by
the Southern Nevada Homebuilders Association last month. Eighteen additional
awards of the industry's most coveted
prize, the Homer statuette, were bestowed
on winners at the event. One hundred
flfteen entries in 18 categories were
evaluated by professional judges from
major U.S. cities. Astoria Homes won the
"Home of the Year" award for "The
Sunset" model at Sun1mer Heights. Following is a recap of winners:
Five awards -Astoria Homes
American West Homes
Two awards -Johnson Communities
Nigro Associates
Trophy Homes
One Award - Champion Homes
Howard Hughes Corp.
Pageantry Communities
RealHomes
•
Commercial Real Estate Market Report
INDUSTRIAL MARKET SUMMARY
LAS VEGAS: Third quarter statistics for the industrial market in the las Vegas Valley continued to
absorption, allowing a correction to normalize
the vacancy-absorption ratio by year-end.
square feet to the total market by year-end.
As is traditional to summer building activity,
RENO: Business has been brisk through the third
cube space hovering in the 25 cents to 30 cents per
several new "big box" buildings were completed
quarter of 1997 with gross absorption of 775,552
square feet and year-to-date gross absorption total-
existing space trailing by one cent to four cents a
show strength in growth and absorption .
in the third quarter. This includes new product
Current market conditions indicate supply is
meeting demand. Rents remain stable with large
square foot range (net net net) for new space and
that came on-line at Dermody Industrial Park
ing 2,502,561 square feet Overall vacancy is 11 per-
square foot Standard tenant improvements includ -
(500,000 square feet), Majestic's Sunset Valley
cent, however, when property available for sublease is taken out ofthe equation, the rate drops to
ed in the base rent have ESFR fire suppression sys-
View Industrial Center (36o,ooo square feet),
Black Mountain Corporate Center in Henderson
(17o,ooo square feet) and Pacific Industrial Cen-
an acceptable 9 percent
tems, 15 foot-candles to 20 foot-candles of lighting
in the warehouse, pit levers at every other dock
Eleven new speculative buildings planned for
door and 3 percent to 5 percent office build-out
construction this year by local developers contain-
allowance. Three-year to five-year leases are the
norm, with little or no free rent offered by landlords.
ter (21o,ooo square feet), also in Henderson.
What this reflects is a temporary increase in
ing 1,698,070 square feet are well underway. Of the
the vacancy percentage for the third quarter.
11 buildings, all but one should be finished by year-
Given present activity, this aberration should
end. Coincidentally, there are 11 new build-to-suit
NEXT MONTH:
adjust itself in the fourth quarter as inflated
projects under construction adding 1,580,787
Office Market Summary
OFFICE MARKET- 2nd Quarter 1997
TOTAL MARKET
lAS VEGAS
Number of Properties
Total Square Feet
Vacant Square Feet
Percent Vacant
New Construction
842,294
Net Absorption (SF)
Avg Lease SF/Mo (FSG- NNN)*
$1.72
Planned Construction
2,161,449
Under Construction
862,743
CLASS 'A' OFFICE PROPERTIES
Number of Properties
27
Total Square Feet
Vacant Square Feet
272,130
Percent Vacant
8.23%
New Construction
237.667
Net Absorption (SF)
100,000
93.820
$uo
250,000
178,000
1,092,000
58.375
5.oo%
50,000
36,200
$us
Avg Lease SF/Mo (FSG- NNN)*
Planned Construction
Under Construction
(LASS 'B' OFFICE PROPERTIES
Number of Properties
Total Square Feet
Vacant Square Feet
Percent Vacant
New Construction
Net Absorption (SF)
RETAIL MARKET- 2nd Quarter 1997
RENO
147.000
17,500
218
597.602
54
32,500
8,402
Avg Lease SF/Mo (FSG- NNN)*
Planned Construction
Under Construction
CLASS '('OFFICE PROPERTIES
Number of Properties
Total Square Feet
Vacant Square Feet
Percent Vacant
1,261,434
502,127
92
942,750
181,085
11-71%
New Construction
7.025
Net Absorption (SF)
1,245
Avg Lease SF/Mo (FSG- NNN)*
hs4
Planned Construction
Under Construction
ss.ooo
17,500
$.60
18,200
27,475
*Average Monthly Lease Rates for Las Vegas reported
as Full Service Gross and for Reno as Net Net Net
INDUSTRIAL MARKET- 2nd Quarter 1997
TOTAL MARKET
LAs VEGAS
RENO
Number of Properties
186
77
Total Square Feet
22,361,394 8.430,312
Vacant Square Feet
Percent Vacant
New Construction
Net Absorption (SF)
Average Lease (N N N)
h29
$1.04
Planned Construction
686,032
2,758.728
Under Construction
131,995
POWER CENTERSRETAIL CENTERS > 100,000 SF
WITH MINIMAL OR No IN-LINE SPACE
Number of Properties
19
Total Square Feet (GLA)
Vacant Square Feet
0
528,492
Percent Vacant
0
9-30%
New Construction
460,000
0
Net Absorption (SF)
30,000
428.ssa
Average Lease (N NN)
$1.00
Planned Construction
0
204,000
Under Construction
0
14,000
COMMUNITY AND REGIONAL CENTERSRETAIL CENTERS WITH ANCHOR(S)
Number of Properties
99
43
Total Square Feet (G LA)
13,066,360 6,134.960
Vacant Square Feet
359.977
398.700
Percent Vacant
2-75°/o
New Construction
86,000
92,000
Net Absorption (SF)
51,000
Average Lease (NNN)
hoB
$1.24
Planned Construction
2,728,671
434,032
Under Construction
117.995
STRIP CENTERS- RETAIL CENTERS
Number of Properties
68
29
Total Square Feet (GLA)
3,611,400
776.345
Vacant Square Feet
58,ooo
Percent Vacant
7-So/o
4-30%
New Construction
0
93.000
Net Absorption (SF)
4,100
Average Lease (NNN)
Planned Construction
Under Construction
30,055
48,200
0
0
TOTAL MARKET
Number of Properties
Total Square Feet
Vacant Squa!J! Feet
Percent Vacant
New Construction
Net Absorption (SF)
Under Construction
Planned Construction
MULTI-TENANT PROPERTIES
LAs VEGAS
RENO
1,081
655
44.893.512 40,443,224
Number of Properties
430
30,141.668
Total Square Feet
2,702,383
Vacant Square Feet
Percent Vacant
1,170,000
7-60%
New Construction
1,753.608
558.570
Net Absorption (SF)
Under Construction
Planned Construction
2,116,os6
Average Lease (NNN- MG)*
Less than s.ooo SF
$o.s6
From s.ooo-15,000 SF
So.so
Greater than 15,000 SF
SINGLE-TENANT PROPERTIES
$.30- .48
$.21-.36
Number of Properties
Total Square Feet
14,751,844
Vacant Square Feet
438,203
Percent Vacant
New Construction
130,321
441,600
Net Absorption (SF)
Under Construction
Planned Construction
390.900
1,146,000
2,109,111
1,219,000
Average Lease (MG)
Less than s,ooo SF
From s.ooo-15,000 SF
$o.so
Greater than 15,000 SF
Abbreviations
MG:
BTS: Build To Su it
NNN: Net Net Net
Modified Gross
FSG: Full Service Gross
SF:
GLA: Gross Leasable Area
YTD: Year To Date
Square Foot
t The decrease in overall/ease rate for Las Vegas Class
A Office Space is attributable to the large amount of
vacant space at the Bank of America Center.
lAS VEGAS STATISTICS COMPILED BY lEE AND ASSOCIATES COMMERCIAL REAL ESTATE SERVICES
RENO STATISTICS COMPILED BY GRUBB
& ELLIS NEVADA COMMERCIAL GROUP
November 1997 .
NevadaBusiness)oumal 45
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-
LIFESTYlES
Reviewed by
Kathleen Foley
HOTEL RESTAURANTS
Benihana Village
Las Vegas Hilton
732-5537
Benihana, one of the best-loved names
in Asian cuisine, has established a dining
fantasy land at the Las Vegas Hilton, complete with realistic special-effect thunder
and lightning storms, lush Japanese gardens, flowing ponds, and exotic statuary.
Under an authentic soaring Torii Arch,
diners may experience the masterful,
entertaining cookery of Hibachi, where
skilled chefs chop, slice and grill at table
side. Hibachi entrees include prime New
York sirloin, shrimp, salmon and swordfish. They may also choose the tranquil
setting of Benihana's Seafood Grille for a
selection of delicacies from the deep. All
meals are served with a combination of
mushrooms, onions, bean sprouts and zucchini, and include a shrimp appetizer,
Japanese onion soup, Benihana salad with
ginger dressing, steamed rice and green
tea. Benihana's Kabuki Lounge provides a
perfect opportunity to enjoy a variety of
Japanese and Western beverages surrounded by a display of kimonos, kabuki theater
masks and other souvenirs of the Orient.
The room 's executive chef is Toy
Tomme, whose flair for showmanship and
incredible Hibachi-style culinary expertise
delights the sights and tastes of guests
nightly. Tomme, a native of Bangkok,
Thailand, has been with the Las Vegas
Hilton for more than 20 years .
Benihana Village is open nightly from
5-11 PM. Reservations are suggested.
White Orchid
Peppermill Hotel/Casino, Reno 689-7300
The White Orchid, crown jewel of the
Peppermill 's six restaurants, offers patrons
a warm and intimate atmosphere where
they can enjoy contemporary cuisine with
an innovative flair. The setting is elegantly
appointed and invitingly intimate, featuring plush high-back chairs and softened
lighting. In the middle of the room is a
striking white orchid "tree" in full bloom
with its canopy of blossoms reflecting the
delicate fresh orchid gracing the center of
each table. Oriental rugs, exquisite fine
art, floral arrangements and decorative
glass complete the' accents.
Diners may choose from a regular menu
or the Chef's Selection of the evening, a
one-of-a-kind four course meal with select
wines to accompany each course. The
Chef's selection offers a choice of four
entrees, and the menu changes every two
weeks. Some of the entree choices have
included Pan Seared Atlantic Salmon on a
bed of cucumbers and endive salad, Black
Oregon Truffles and Celery Broth , and
Pork Medallions wrapped with apples and
potatoes in an apple brandy sauce. Fabulous desserts top off the evening. Favorites
include: Lemon Bavarian with Fresh
Raspberries in a Sweet Mango Sauce,
Chocolate-Raspberries Truffle Torte and
Pineapple-Pina Colada in Puff Pastry.
The White Orchid opens nightly at 6
p.m. Reservations are recommended.
Palace Court Restaurant
Caesars Palace, Las Vegas
731-7110
The Palace Court at Caesars Palace
combines haute cui sine with continental
Th e tony Palace Court Res~iau.ran.t at
Caesars Palace, Las Vegas, offers patrons a
first-class din ing experience.
service in the atmosphere of a private
courtyard. Guests arrive at the Palace
Court in a crystal and bronze round elevator framed by a spiral staircase. The
restaurant resembles a mini-museum
filled with art treasures of the past and
crowned by a unique domed stainedglass ceiling which can be retracted to
reveal the desert sky.
From delicate hors d' oeuvres through
exqui site entrees to famous dessert souffles and sliced fresh fruits dipped in white
chocolate, patrons are u·eated to the best of
French Modern cuisine, expertly prepared
and meticulously presented. An extensive
menu of after-dinner libations provides a
relaxing epilogue to the dining experience.
Executive Chef Laurent Tourondel
received on-the-job training from master
chefs in New York City, France, Moscow
and London. In September, he hosted the
Chefs of Las Vegas Dinner at the Palace
Court, which featured seven dishes each
prepared by a world-class chef. Each
course was accompanied by a wine selected by Barbara Werley of Caesars Palace,
one of only five women in the world to
achieve the Master Sommelier title by the
Court of Master Sommeliers of London.
The Palace Court is open for dinner
only. Reservations are suggested. Gentlemen are required to wear jackets.
•
November 1997 •
'evada Business journal 47
SPEAKI NG FOR NEVA DA
by Richard Perkins, Majority Leader, Nevada Assembly
THE 1997 SESSION
An overview of legislative accomplishments
ven if you followed the news during
the 1997 Legislature, you still may
have missed many of the accomplishments
made during the 69th session. While major
pieces of legislation often grab big headlines forgotten are the hundreds of other
bills that have a great impact on the lives
of every Nevadan.
The 1997 Legislature was one of the
most "business friendly" sessions in recent
memory. The number of bills passed to
help Nevada businesses was impressive.
Many went by without fanfare, but really
deserve a bit more attention.
In an attempt to benefit small employers, we passed AB 521 , a bill which brings
Nevada into compliance with the federal
Health Insurance Portability and Accountability Act of 1996. Businesses with two to
50 employees can now receive group
health insurance regardless of the health
risk of their employee groups, or past
claims experience. The group plan must be
renewed by the carrier as long as the
employer has paid the premiums on time,
has not performed an act or a practice that
constitutes fraud, or has not fai led to comply with provisions of the group policy.
There were significant changes made to
existing campaign Jaws to make the political contribution process fair, and encourage full disclosure. The 1997 Legislature
passed some of the most sweeping election
reform legislation this state has ever seen.
Just a few of the measures passed were:
• Lowering the threshold for contribution reporting from $500 to $100. This
allows for greater disclosure of a candidate's campaign financing.
• Setting new limits on what a candidate can receive from a person or group.
• Requiring political parties and committees to report contributions received.
I hear from business leaders all the time
about the importance of creating a welleducated workforce. That's why the 1997
E
48 Nevada Business journal •
November 1997
Legislature worked hard to make improvements to Nevada's educational system.
With bi-partisan support, we passed a
landmark school construction bill, which
requires our state's two largest industries gaming and developers - to pay more for
the building of new schools and refurbishing older schools. Because of our growth,
we are in constant need of new schools,
and it's increasingly difficult to keep up
with the repair of older chools. These
meas ures, along with a ballot proposal to
freeze current property taX levels used to
fund the building of chools. hould take
care of our needs into the next decade.
We also passed major education reform
legislation to impro e the quality of what
is taught in our school . Higher academic
standards, greater accountability and increased and improved technology in the
classroom were included.
The Legislature took a hard line on
crime and public afety ·
creased the penalties for crim
on school property, school
stops . There were bill
the prosecution of sexual assault
The Legislature took step to
businesses from being liable for unfore-
seen actions by employees. Under AB 595,
an employer is not liable for the intentional conduct of an employee that harms or
injures a fellow employee, if the following
conditions are met: I . The employee's
conduct is obviously independent of the
employer; 2. The employee's conduct is
not committed during the course of a task
assigned to the employee; 3. The employee's conduct is not reasonabl y foreseeable by the employer.
We also allowed employers immunity
from civil liability when it comes to job
references. An employer can disc lose
information regarding job performance
providing the information is limited to
facts about the employee's ability, di ligence, skill , reliability and/or illegal or
wrongful acts committed by the employee.
To assist the needs of families and businesses, SB 450 provides exemptions to the
state business tax for employers who offer
employees child care assistance. The bill
was supported by the Las Vegas Chamber
of Commerce, which added an amendment
to provide immunity from liability for participating businesses from the independent
actions of a licensed childcare facility.
As legislators we are proud of these
achievements, yet we know there is plenty
of work still to be done. We continued to
reform our welfare system this session; we
must monitor progress to make sure welfare recipients who get jobs keep those
jobs and stay off the roles permanently. We
are also working on increased health coverage for uninsured chi ldren, additional
refonns to our educational system and
improvements to our judicial system.
Our most challenging task is to to manage and plan for continued growth in
evada. I was born here and grew up here.
evada has always been a great place to
rai e a family, earn a good living and enjoy
the retirement years. It's our responsibility
to keep it that way.
•
INSIDE POLITICS
by Michael Sullivan
POLITICS
It's a dirty business
t's getting so you can ' t read a newspaper or tum on a newscast without seeing a story about a politician involved in an
ethical dilemma or conflict of interest
charge. From the chairman of the Clark
County Commission to the School Board
Trustees, our elected officials appear to be
long on ambition and short on moral fiber.
Are we being besieged by a new crop of
unethical politicians or has the media become sensitized to the deals elected officials have taken advantage of for years?
The answer, it appears, is a little of both.
Stories about corrupt politici ans are
nothing new. From the earliest days of our
democracy, abuses of power made headlines. But even for Las Vegas, this recent
rash of problems seems atypical.
That's not to say we haven ' t had our
share of politicians accused of betraying
the public trust. Frank Hawkin s, Ron
Lurie, Bob Nolen and Floyd Lamb come
to mind. But their transgressions occurred
years apart, and were considered isolated.
One thing that appears to be more than
coincidental about recent events is in the
past fi ve years, Nevada has seen unprecedented changes in the make-up of its
governmental bodies. Si x county commissioners have been ousted from office since
1992, as have four city councilmen and
scores of state assembly and senate candidates. Several long-time public officials
lost their jobs to newly-elected officials
who took ad vantage of public unrest over
increased growth and gridlock traffic.
Many of these first-term officials have
limited or no experience with government
or public service. Some have no knowledge of business or the private sector. Yet
they are leading entities with budgets larger than most corporations. And, unlike
their predecessors, these people are not
content to let those who have gone to
school to study public ma nagement - the
members of their staff - do their jobs.
I
What role does the media have to play in
• Divorce Financial Planning
•Insurance
•Investment & Asset
Management
all of this ? Well , for several years members
• Pension & Retirement Planning
of the fo urth estate have made a big deal
over what they termed "career politicians':
Nationwide, thi s furor has caused a ras h of
term-limi t proposition s to be successful.
In addition, the heightened reporting of
the personal lives of politicians or candidates for elective office have caused many
worthwhile people to decide not to seek
public service. Who would want a profession where the best you can hope for is that
your sexual preferences, personal relationships and favorite grooming habits will be
on display for the world to see?
That's not to say the Southern Nevada
media 's recent revelations into the actions
of local politicians haven' t been insightful.
Allegations of a county commi ssioner pursuing business dealings with those she regulates, and a school board member threatening to hold up important budget items
unless her agenda is approved, are things
about which the public needs to know.
But perhaps if there was more attention
paid to a candidate's actual qualifications
for the job and less importance put on
whether they attend church regularl y, we
wouldn ' t have the kind of politicians that
commit such ethical errors.
There are still earnest elected officials
who are doing the job for the right reasons
-to make the community they call home a
better place to live. The question is, how
long will they survive, and whether whim
or reliable criteria will be used to evaluate
the effectiveness of thei r tenure when their
current term of office expires. Perhaps the
better question is, given the whimsical way
we allow the issue du j our to determine
what happens in the voting booth, is who
will be next in line to replace them? •
• Estate Planning
Michael Sulli van is the president of
Paladin Advertising, a local government
affairs consulting firm.
Call For Consultation Today
(702) 838-8111
EMILY T. SHEHANE, MS
Certified Financial Planner
Certified Divorce Planner
Registered Representative
Financial Network Investment Corporation
Registered Investment Advisor
Member NASD, SIPC
2441 Tech Center Court, Ste. 11 8
l as Vegas, NV 89128
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(702) 565-2171 • ~llX (702) 565-2177
November 1997 •
Ne\'l!da Business journal 49
T A X
T
p
s
APPLYING FOR A MORTGAGE 101
pplying for a mortgage can be a
complex , expensive and emotional
experience. But there are some steps you
can take ahead of time to help the process
go smoothly. Here are some suggestions
from the Nevada Society of CPAs.
A
CHECK YOUR CREDIT REPORT
When you apply for a mortgage, one of
the first things the bank will request is a
credit report. Good credit is critical to
securing a mortgage and lenders place a
great deal of credence on the information
in your credit report. That's why you
should make every effort to be sure that the
information in your credit report is correct.
Often, consumers assume their fiscal
responsibility has resulted in a clean
credit report and are surprised to learn that
mi stakes on credit reports are ali too common. Occasionally, incorrect entries are
caused by mjspostings due to similar
names. You should be panicularly wary if
you have a common surname such a
"Jones" or "Smjth,'" or if you are a "junior'"
or "senior." Other times, a dispute with a
merchant over a billing error or retumed or
damaged merchandise may remain on
your credit report long after the problem
THE
MORTGAGE
LE DER
REVIEW HOW MUCH YO
WILL
OWE, AS
WELL AS THE POTE. TIAL AMO
T OF
CREDIT AVAILABLE TO YOU . IN FACT,
FOR THE PURPO E OF CALC LATI G
YO R DEBT, SOME LE DERS CO. L
SIDER THE MI I 1 M MONTHLY PAYME T THAT WOULD BE D E ON EACH
OUTSTANDI 1G CREDIT ACCO
T,
REGARDLESS OF WHETHER OR ·oT
THE ACCO . 1T· IS ACTI E.
how much you owe, but also at the potential amount of credit available to you.
In fact, for the purpose of calculating
your debt, some lenders consider the minimum monthly payment that would be
due on each outstanding credit account,
regardless of whether or not the account
90 days for creditors to close your
accounts and notify credit repomng agencies of the accounts ' closing.
GET YOUR FIN NCIAL
RECORDS IN ORDER
Once you apply for a mortgage, you ' ll
need to ubmit a great deal of paperwork.
You can get a head start by beginning
to pull together what you can. Precisely
what you need will vary b_y lender, but
you can be certain that your lender will
want to VJ rify your employment information to ascertain whether your income
is not only sufficient, but also if it is
stable enough to meet monthly mortgage
payments. To pave the way for a timely
response to your lender's request for
employment verification, you may want to
alert your human resources or payroll
department in advance to e]jcit their cooperation in completing and returning
the information promptly.
Some of the other items you may be
asked to produce include: the names ,
addres es and phone numbers of previous
employers; IRS W-2 forms; your last two
paycheck stubs ; copies of your bank state-
has been res olved .
is active. The lender's rationale is that it
information for each of your
By getting a copy of your credit repon,
you ' ll know what creditors have reponed,
be prepared to explain any discrepancies,
and have time to correct any errors.
To request a copy of your credit report,
contact any of the major credit bureaus
for instructions: TRW (800-392- 1122);
Equifax (800-685-1111); and TransUnion
Corp. (312-408-1050). There's a nominal
fee un less you ' ve been denied credit
within the past 60 days.
is possible that, at some point after you
obtain your mortgage loan , you could
potentially use these accounts to run up
debt that could affect your ability to
make your mortgage payment.
The best way to avoid the risk of having too much crerut available to you is to
identify credit cards or ]jnes of credit that
you don "t use and notify those creditors
that you wish to close the accounts. Be
sure to ask the creditor to indicate on your
account that it was "closed at the customer's request." Tills notation makes it
clear the account was not closed by the
creditor for "adverse" reasons . Allow 60 to
and any outstanding loans ; and co
your tax retums from the last two _
The latter item is panicularly impor:
you are self-employed. You al o
CLOSE INACTIVE CREDIT ACCOUNTS
The lender who reviews your mortgage
app]jcation will be loobng not only at
50 Nevada Business journal •
November 1997
<.:re'UU- "-'1,10,1,10
income, such as Social Security
interest and dividends, rental inconr
alimony that you want the bank to
may help improve the chances
mongage loan will be approved.
Prepared by the Nevada Soci
Certified Public Accountants.
THE MOBILE
STORAGE GROUP
CUTTING EDGE
by Randall Putz
TECHNOLOGY AS YOUR
RECRUITING PARTNER
PART
Two
IN
A
inding the right employee at the right
Ftime and at the right price can be a dif-
ficult task these days. The market for qualified workers is extremely competitive,
and the success of an organization is
linked directly to how many qualified individuals are found to fill the ranks. Fortunately technology comes to the rescue
with specialized software and services that
have the potential to dramatically affect
the way you look for your next employee.
There are two basic ways to take advantage of new hiring technology - use an
online service, or install an internal tracking system. An online service is the quickest and easiest way to exploit these new
recruiting methods, and there are a variety
of such services available on the Internet
that can be located by searching your
favorite search engine with keywords like
"jobs" or "recruiting." (Try taking a look at
www.monsterboard.com.) Typically an
employer pays a fee to search the service's
candidate database using a prospective
employee profile. This profile will include
necessary skills, geographic location and
experience. The results of the search are
delivered immediately online, or the employer can subscribe to a monitoring service that will provide notification through
e-mail when a profile match is made.
While this method of recruiting is relatively new, proponents swear by it and
many large corporations maintain their
recruiting edge by regularly searching various online recruiting services. It is probably no surprise this type of service has
proven especially effective in specific markets and specific industries with a high
online population. And compared to the
cost of a single-market employment ad, a
nation or world-wide online recruiting service can be quite cost effective.
Two-PART
SERIES
While it doesn' t help much with the
process of locating potential employees,
specialized recruiting software helps to
manage the hiring process. Recruiting
software electronically captures applicant
data, and once in the recruiting system,
applicant information can be retrieved and
analyzed quickly and efficiently. The system will rank qualified applicants in order
of preference for each open position using
user-defined selection criteria, helping
make strong matches between applicants
and available positions.
Taking this concept one step further,
recruiting software can also help you in
other human resource-related areas. What
applicants have been told, given, or offered
can be tracked and mass mailings to large
applicant pools can be sent. Recruiting
systems can also provide required reports
and tracking necessary to stay in compliance with federally-mandated hiring legislation. Of course the larger the number of
applicants, the more valuable the software.
Finally, there is a third way companies
can use technology to their hiring advantage, and that is through their own website.
Increasingly, prospective employees cull
the Internet for information on companies
they may be interested in working for.
Gearing part of a company's website content towards this trend can help move that
company up on a prospective employees
list. Appropriate online employment content may include an online job board listing open positions, or employee testimonials mentioning some of the company's
wonderful employment advantages. •
Randall Putz is a principal of the Marketing Technology Group, a Las Vegas-based
digital communications firm specializing
in strategic on-line presence.
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November 1997 •
Nevada Business journal 51 -
STRATEGIES
by George Fuller
POSITIVE WAYS TO DEMONSTRATE LEADERSHIP
uch has been written about leadership
in business. The role models cited in
articles and books range from swashbuckling generals to ancient philosophers.
While these examples may make for interesting reading, they don ' t do much to
explain the basic day-to-day practices
needed for effective leadership in the business world. One of the problems often
pointed out is that managers are fundamentally concerned with achieving
planned objectives in an orderly fashion,
while leadership involves change, vision,
and risk-taking. However, for practical
purposes, good managers do handle both
roles in varying degrees.
Perhaps too much emphasis is placed on
trying to define the difference between
managerial and leadership roles rather
than identifying how a manager can also
be an effective leader. Adopting some of
the following techniques will go a long
way toward improving leadership skills.
1. Encourage teamwork and worker
participation before making tough decisions. But don't go overboard in seeki ng a
consensus . Even employees who don't
agree with the ultimate decision will
respect your leadership if they have been
given an opportunity to voice their concerns beforehand.
2. Be enthusiastic about the future even
when things aren ' t going well at the
moment. Enthusiasm is just as contagious
as gloom and doom, so your attitude will
be reflected by your workers.
3. Always remain calm under pressure.
Maintaining control under stressful conditions is important in two ways. First, it
helps you to make better decisions. Second, it demonstrates to employees they
have a leader who can be relied upon in
critical situations. This sort of reassurance
also encourages workers to keep their own
cool when work pressures intensify.
M
52 Nevada Business Journal •
November 1997
ONE OF THE BEST LEADERSHIP
TRAITS YOU CA PRACTICE FROM A
PERSO AL STANDPOI T IS TO
KNOW WHEN TO LET GO .
4. Be willing to admit your own mistakes. Employees know when errors have
been committed, and a manager who can
admit to them demonstrates the self-confidence of a leader.
5. Accept the blame when things go
wrong. Managers who assume responsibility for errors made by people working
for them will encourage workers to do the
same, rather than pass the buck or point
fingers elsewhere. Perhaps of even greater
importance, employees will be more willing to take risks when they know they
won't be singled out for criticism.
6. Encourage debate and dissent. A
manager who is a good leader will encourage employees to express their concerns .
You might think that this is essentially a
"no-win" headache for yourself, when in
fact, it can be a valuable asset. If workers
know they can freely express their opinions, they will bring problems to your
attention that might go unnoticed until
they erupt into a crisis.
7. Be open and honest. If you are
willing to level with employees, they will
be willing to level with you. Being forthright with workers on a consistent basis
will pay dividends when you have to relay
unpleasant news. It also builds a fo undation for the trust that's needed to
be an effective leader.
8. Give credit where credit is due. Praise
employees for a job well done, but don' t
overdo it. When someone performs exceptionally well, take the time to let them
know. On the other hand, don' t arbitrarily
scatter compliments about, since this
detracts from praise that is truly deserved,
and can create resentment by deserving
employees when they see marginal workers receiving equal credit.
9. Try looking at things with a critical
viewpoint in terms of seeking a better way
to perform existing tasks. Jyfany routine
functions continue to be performed
in the san;e way simply because no one
has given any thought as to how they
can be done better.
10. Question things that do not make
sense. More than a few administrative routines and policies are continued long after
they have outlived their usefulness simply
because no one has questioned their present day purpose.
11. Try to recognize changes taking
place within your department, division,
company, or industry, and look for ways to
benefit from them. This is the sort of forward-looking vision that di stinguishes
leaders from followers.
aturally, the
extent to which you can react will relate to
your particular position . Nevertheless,
whatever your sphere of influence, it's the
thought process that's important in fostering leadership qualities.
I 2. One of the best leadership traits you
can practice from a personal standpoint is
to know when to let go. This applies, not
only to the need for delegating work to
subordinates, but also in recognizing there
is life beyond work for yourself. An effective manager and leader knows when to
call it a day and head for home, which is a
leadership tactic anyone can relate to. •
George Fuller is the author of The
First-Time Supervisor's Survival Guide,
published by Prentice Hall.
A
BUILDING AND
CONSTRUCTION
MANAGEMENT
s Southern Nevada's job climate
grows increasingly sophisticated and
competitive, the process of pairing qualified
employees with their ideal working environment has become more complicated. The
W
Matrix Croup, Nevada's largest indepen-
ith Southern Nevada's top ranking in
contracting and construction growth,
dently owned and operated executive
never have quality building industry man-
search firm and personnel service, has been
agement and personnel been more in
committed to finding personnel and
demand locally. According to Duane Hogge,
employment solutions for Las Vegas Valley
The Matrix Group's Director of Business
businesses and residents for nearly 10 years.
In an effort to effectively serve the wide
array of needs existing in Southern Nevada,
Development, the firm's ability to attract top
Will Case
The Matrix Croup has established divisions
edge regarding the industries we serve," Case
focusing on the economy's principle
explained. " Since our firm's recruiters each
industries.
work within a specialized arena, we can con-
talent from across the nation makes it a
substantial resource for its construction
industry-related clients.
" Companies are relying on us to find
people they couldn't find on their own,"
centrate on understanding the particular
INFORMATION SERVICES
AND ENGINEERING
aspects of our clients' businesses. We' re more
readily prepared to accommodate their personnel needs, as well as to assess a candi-
T
he Matrix Croup furnishes its clients
with a comprehensive executive search
date's potential within a certain position. "
" We take our jobs very seriously, because
program in information services and engi-
we know that a business can only be as suc-
neering, with a concentration on the gaming
cessful as its employees," Case added. "As
industry. According to Will Case, Senior
personnel recruiters, we play a direct and
Technical Recruiter, remaining abreast of
vital role in the success of our customers'
constantly evolving technical fields is essen-
companies. We look for candidates who
tial to serving the needs of clients.
thrive on a team approach, because that's
"As recruiters, we realize the importance
of maintaining a solid foundation of knowl-
necessary to meeting the demands of today's
ever-changing technological environment."
Nevada Business Journal
Duane Hogge
ADVER
T
OR
AL
stated Hogge. "Sometimes, that entails a
nationwide search for the best candidate for
a specific position . Finding and retaining a
fresh , qualified labor pool will constitute an
important challenge for our market in the
est about what we can help them accom-
coming years. Many of today 's human
plish. Personalized, attentive customer ser-
resources managers are so busy understand-
vice represents a substantial element of our
ing laws, regulations, EEOC policies and
overall mission. "
other related issues that they have little time
For Stieffermann, persistence, drive,
to devote to seeking high-quality employees,
integrity and a genuine concern for people
managers and executives. We consider our-
are essential attributes for anyone looking to
selves an extension of their company, and
successfully assist companies with their
we're 100 percent centered on searching for
staffing searches.
their best-suited candidate."
Myra jordan and Cottia Bender
ness," Stewart pointed out. "That's a testament to our efforts on behalf of our
"Accu rately assessing whether a candidate
customers. They know they can rely on us to
fits a job or a co mpany, and vice ve rsa,
continually go the extra mile in determining
that we know Southern Nevada and can
requires thoroughness, patience and a true
their needs and serving them. When they
acquaint newly-situated residents with the
interest in bringing about the best end result
recommend us to friends and associates,
area," continued Hogge. "The owners of
fo r all involved, " she explained.
they have confidence in the caliber of appli-
" Drawing top talent in any field requires
cants we attract and place .~.
The Matrix Group, in addition to the firm's
recruiters, are all life-long or long-time residents of Las Vegas. We can offer our clients
an important service - that of acclimating
their new staff to aspects of Las Vegas rang-
ADMINISTRATIVE
SUPPORT
"The Matrix Group has developed an
extensive national and regional network of
busines; contacts and associates; and that
he Matrix Group is known for their
allows us to access the most sought-after tal-
qualified, fully-tested and performance-
ent pools across the country," Stewart stated.
ing from the schools to recreational and
T
leisure opportunities."
evaluated candidates for the total office
" Whether we 're working w ith technological-
environment, including office management,
ly-oriented companies, contractors and
administrative support, legal secretarial,
builders, lenders or any other type of busi-
MORTGAGE
BANKING
executive and general secretarial, accou nt-
ness, we ' re equipped to meet their person-
ing, job costing, purchasing, data entry
nel needs now and into the next ce ntu ry."
and receptionist.
Myra Jordan and Cottia Bender are the
dynamic team building the highest level
of quality assurance in administrative personnel placement, wh ich is the foundation
of any business.
" We're always expanding the options and
alternatives we provide for our clients," stated Bea Stewart, President and Co-owner of
The Matrix Group. "Becoming a full-service
Carol Stieffermann
T
he Matrix Group also maintains a separate division designed to service the
unique needs of Southern Nevada's dynamic
mortgage lending business.
"Th e banking and mortgage industry is
playing an increasingly key role in Southern
placement firm has enabled us to focus on
creative problem-solving for our cl ients and
their personnel or placement needs. "
Matrix Group in 1988 with her sister, company President Bea Stewart. Both are lifelong Las Vegans and have witnessed its
dynamic growth.
Nevada's economy, and thus merits added
They believe their commitment to honest
attention as a staffing and executive place-
and ethical business practices, employee in-
ment discipline," noted Carol Stieffermann,
dustry training and team building has created
CPC, Senior Staffing Specialist for The Matrix
a company that is an asset to the challenges
Group. "We place a priority on listening
facing the Las Vegas business community.
ca refull y to the needs of both companies
and job applicants, in addition to being hon-
Bea Stewart (/eft) and Darlene Karn
Darlene Karn, CEO, established The
" Between 80 and 90 percent of our busi ness is comprised of repeat and referral busi -
Nevada
Business Journal
For ymu company's
staffing needs call:
(702) 598-0070
Fax (702) 598-4927
1-800-595-6975
www.matrixgrp.com
"And Experience
the Difference''
To pRank Nevada
STAT EWIDE BOOK OF LISTS
Research by Lisa Maguire
SMALL BUSINESS - SUBSTANTIAL RESULTS
.
There are approximately
22.1 million small businesses operating in the
United States.
• Of the 2.5 million jobs
created in 1995, industries
dominated by small business produced an estimated
75 percent of those jobs.
• Small business-domi
nated sectors of the
economy will contribute
approximately 60 percent
of new jobs between
1994 and 2005.
.
.
.
.
Small businesses produce
50 percent of the United
States' private gross
domestic product.
Small businesses employ
53 percent of the private
work force .
Small businesses account
for 46 percent of all sales
in the country.
Small firms accounted
for nearly 25 percent,
or $43 billion, of all
1995 direct government
contracting awards.
.
Overall, small firms produce 55 percent of innovations, and create two times
as many innovations peremployee as large firms.
• Small business provided
virtually all of the net new
jobs added to the economy
from 1991 to 1995, or
about 7.7 million new jobs.
Source: The Facts About
Small Business, 1996, Office
of Advocacy, U.S. Small
B usiness Administration.
On the Following Pages
E:\ilPLOYME T AGE CIES
56
l'\SURANCE COMPANIES
57
PooL C o TRACTORS
58
GAMING SUPPLY AND
59
S ERVICE COMPANIES
60
HOTELS AND REsORTS
PREFERRED PROVIDER
62
0RGAN1ZATIO S
HOME HEALTHCARE PROVIDERS
63
)HOPPING CENTERS
64
)BA L E DERS
66
Lists
~p coming
::ONVENTIO
I
I MEETING FACILITIES
• 'SURANCE BROKERS
The newest casino
in las Vegas has
made abusiness
out of kickin' back.
Discover Key Largo Casino, where vacation
is a state of mind. 248 slot/keno/video
poker machines, live gaming, Slot Bonus
Bingo, great food and exceptionally
friendly service. Drop in after work and
you'll see how we've made the preservation of your sanity our business.
...ANDSCAPE ARcmTECTS
'EVADA'S TOP
50 B USINESSES
TEVADA's ToP
50 B u siNESs
LEADERS
)FFICE B UILDINGS
)rncE FURNITURE A D S uPPLY Cos .
On Ramingo Near Paradise
tEsiDE TIAL REAL E STATE BROKERS
(702) 733 -7777
~-\REHO USING
I MA UFACTURING Cos .
November 1997 •
1\evada Business journal 55
TopRankiNevada
S T A TE WID E BOOK OF LISTS
Employment Agencies
Ranked by Total Employees
EMPLOYMENT AGENCY
PHONE
TOTAl
EMPLOYEES
ADDRESS
E-MAIL
I
W EBSITE
O FFICES
IN NV
TEMPORARY
PERMAHENT
f EE PAID BY
Yes
Yes
Employer
M ary Grear
1991
Yes
Yes
Employer
Jane Whisner, CPC
1974
41
Yes
Yes
Employer
40
Yes
No
Employer
Yes
Yes
Employer
Yes
Yes
Employer
3
Yes
No
N/A
2
Yes
Yes
Employer
Ruth Ryan
1991
Yes
Yes
Employer
Darlene Karn
1988
Yes
Yes
Employer
Pat Adamsen
1987
Yes
Yes
Employer
Yes
Yes
Employer
G & A Medical Personnel, Inc.
3006 S. M aryland Pkwy., Ste. 400, LV 89109
732-1930
132
2
The Eastridge Group
4220 S. Maryland Pkwy., Ste. 205 , LV 89119
732 -8855
75
3
MCSS, LTD.
6140 Plumas St., Ste. 300, Reno 89509
827-2226
4
Professional Healthcare Staffing
5300 W. Sahara Ave. , Ste . 202 , LV 89102
362-0711
5
Olsten Staffing Services
5440 W. Sahara Ave., Ste . 101, LV 89102
6
Robert Half In!' I
3980 Howard Hughes Pkwy., Ste. 380, LV 89109
20
7
Labor Ready
1123 E. Sixth St., Unit C, Reno 89512
15
8
Snelling Personnel Services
1056 E. Flamingo Rd., Ste. 142, LV 89119
14
9
The Matrix Group
501 S. Rancho Drive, Ste. G-46, LV 89106
www.matrixgrp.com
598-0070
13
10
Adecco Services
1050 E. Flamingo Rd ., E225, LV 89119
731-2267
10
10
COREStaff Services
6655 W. Sahara Ave., Ste. B-108, LV 89102
220-3040
10
10
Kelly Services, Inc.
1160 Tow n Center Drive, LV 89134
www.kellyservices.com
255-4877
10
3
7
2
2
Lynn Gerard
1987
Thomas Ynigues,
1972
Remedy Intelligent Staffing
2301 Kietzke Lane, Reno 89502
8
Employer
Donna Tillman
1993
Career Connectors Employment Service
4015 West Charleston Blvd , LV 89102
7
Applicant,
Employer
Larry Schwartzer
1993
6
Employer
Chuck Burr
1996
6
Applicant,
Employer
Uniforce Staffing Services
1105 Terminal Way, Ste. 114, Reno 89502
6
Employer
Preferred Personnel of Nevada
2250-4 E. Tropicana Ave., LV 89119
5
Yes
Employer
Evelyn Bu rnstein
1995
18
Source Services Corporation
1601 E. Flamingo Rd., Ste. 18, LV 89119
www.experienceondemand.com
5
Yes
Employer
Rick Bidelman
1996
20
Career Choices
625 Margrave Dr., Ste. 101, Ren o 89502
4
Yes
Employer
Nancy Runburg
1988
20
Talent Tree Staffing
2920 S. Jones Blvd., Ste. 220, LV 89102
4
Yes
Employer
Janice E. Wesen
1993
20
Accustaff
1565 Vassar St., Reno 89502
323-5004
4
No
Employer
Bob Flowers
1977
23
Staffing Resources
4620 S. Valley View, Ste. E, LV 89103
795-7767
3
Yes
Employer
Sue Peck
1996
24
Adecco Employment Service
2303 S. Virginia St. , Ste. 7, Reno 89502
2
Yes
Employer
DND
1993
25
Flowers Executive Search Group
1565 Vassar St. , Reno 89502
No
Yes
Employer
M arsha Flowers
1977
N/ A
Interim Personnel
657 E. Moana Ln. , Reno 89502
829-8367
DND
DND
Yes
Yes
DND
N/ A
SOS Staffing Services
333 N. Rancho, Ste. 180, LV 89106
647-4778
DND
9
Yes
No
DND
- - -1
Roger Lytle
1990
• •
•
Ben Sartori
1985
DND = Did not disclose
~ Note: The above information was supplied by representatives of the listed companies in response to faxed survey forms. Companies not appearing did not respond. To the best of our knowledge. the information is accurate as of press time.
BOOK ~LISTS
OF
u.atLI While every effort is made to ensure accuracy and thoroughness, errors and omissions do occur. Send corrections or atiitions on company letterhead to TopRank Nevada Statewide Book of Lists. Research Depl. 2127 Paradise Rd., LV, NV 891~
56 Nevada Business journal •
November 1997
TopRankiNevada
STATEWIDE BOOK OF LISTS
Life Fraternal Insurance Companies
Ranked by 1995 Direct Premiums
"'z
.:2
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
MARKET
INSURANCE COMPANY
INSUUHCE COMPANY
Hartford Fire & Casualty
Prudential of America
Principal Financial Group
New York Life Group
Travelers Insurance Group
John Alden Group
Sierra Health Services Group
Aegon USA, Inc.
Metropolitan Group
Allstate Insurance Group
Mutual of Omaha
Group Health Insu rance, Inc.
Aetna Life & Casualty
Cigna Group
General Electric
Jackson National Group
American Express Group
American General Group
Nationwide Corp.
Guardian Life Insurance
lnteninancial Inc.
American International Group
Teachers Insurance & Annuities Assoc.
Mass Mutual, LIC
UNUM
State Farm IL
Liberty Mutual Insurance
Conseco Group
Beneficial Life
Reliastar Life Insurance Group
Transamerica Group
CNA Insurance Group
Great West Life Assurance
Kemper Corp Group
Liberty National
Allianz Insurance Group
Security First Life Group
Northwestern Mutual
DIRECT PREMIUMS •
SHARE
$11,204,648
10,820,594
10,390,360
10,316,377
9,759,233
9,007,349
8}55,961
8,338,798
7,508,274
7,348,714
7,213,479
7,075,304
7,061 ,197
6,749,339
6,353,843
6,343 ,238
6,0680195
6,028,479
5,860,916
5,696,147
5,416,536
5,236,765
5,081,601
5,020,616
4,962,263
4,321,178
4,262,357
4,252,971
4,243,200
4,029,397
4,006,090
3,963,197
3,946,545
3,697,870
3,663,776
3,424,328
3,381,987
0.83
0.80
0.77
0.77
0.72
0.67
0.65
0.62
0.56
0.55
0.54
0.53
0.52
0.50
0.47
0.47
0.45
0.45
0.44
0.42
0.40
0.39
0.38
0.37
0.37
0.32
0.32
0.32
0.32
0.30
0.30
0.29
0 .29
0.27
0.27
0.25
0.25
CUMULATlVE
Mocr SHARE
72.31
73.11
73.88
74.65
75.37
76.04
76.69
77.31
77.87
78.42
78.95
79.48
80.00
80.50
80.89
81.45
81.90
82.35
82.78
83 .20
83.61
84.00
84.38
84.75
85.11
85 .44
85.75
86.07
86.38
86.68
86.98
87.27
87.57
87.84
88.11
88.37
88.62
Source: 1995 Market Share Reports, NAIC, Washington, D.C.
• Tolills for Life Insurance, Annuity Considerations, Deposit Type Funds & Accident & Health Insurance.
rnr:-:1 Note: The above informatioo was supplied by representatives of the isted companies in response to faxed survey forms. Companies not appearing eM not Cl!SpOOd. To the best of oor knowledge. the informatioo is aCOJrate as of press time.
BOOK ~LISTS
OF
llltU While t!VeJY effort is made to ensure acruracy and thoroughness, errors and omissions do ocrur. Send corrections or additions on company lettemead to TopRank Nevada. Statewide Book of lists, Research Dept, 2127 Paradise Rd .. LV. NV 89104.
Communications
Technology ...
CRC, Las Vegas' oldest long distance company, is
committed to providing the IOVI/8St cost, most effective
caller conveniences. and a full range of services:
+ Long distance
•
•
•
•
•
•
I
Local service
Debit cards
Operator services
International origination
International calling card
Enhanced calling card with
voice and fax mail
Call 1-800-873-2722
today to save money.
... the company that cares
4275 E. Sahara Avenue, Suite 6
las Vegas, Nevada 89104
November 1997 •
Nevada Business Journal 57
TopRankiNevada
STATEWIDE BOOK OF LISTS
Pool Contractors
Ranked by Pools Contracted in 1998
POOL CONn<ACTOR
ADDRESS
E-MAIL I WEBSilt
PHONE
1996
POOLS YEAR ESTABCoNn<AmD
LISHED
EMPLOYEES
Anthony & Sylvan Pools
2890 E. Tropicana Avenue, las Vegas 89131
www.anthony-sylvan.com
736-1327
674
1985
123
2
Whitaker Pools & Spas
5455 Cameron #2, l as Vegas 89118
253-6468
568
1970
52
3
Blue Haven Pools
1126 S. Rainbow Blvd., l as Vegas 89102
795-9500
410
1982
31
4
Renaissance Ceramic Pools & Spas
1245 N. Boulder Hwy. , 89015 Henderson
566-5536
201
1991
22
5
Pools by Grube
3401 Sirius #5, las Vegas 89102
364-8668
120
1965
5
6
Smart Pools & Spas
2081 E. Sunset, las Vegas 89193
269-1777
95
1994
10
California Pools & Spas
1911 S. Rainbow Blvd., las Vegas 89102
84
1987
13
Tropic Isle Pools, Inc.
2545 E. Chandler Ave, Suite 1, las Vegas 89120
80
1994
5
Mission West Pools
1750 S. Rainbow #11, las Vegas 89102
1985
7
Baja Pools & Spas
3281 S. Highland Drive, Suite 801 , l as Vegas 89109
1992
7
Swan Pools
2445 N. Green Valley Pk~. Suite 607, Henderson 89014
1994
6
12
Certified Pool & Spa, Inc.
555 E. 4th Street, Reno, 89512
1978
10
13
Ozzie Kraft Enterprises, Inc.
204 S. Jones Blvd ., l as Vegas 89107
878-4206
25
1942
21
N/A
Artistic Pool & Spa, Inc.
2980 S. Rainbow, l as Vegas 89102
870-6760
DND
1973
4
Kirk Vetter
Matt Whitaker
Ron Foglia
DND = Did not disdose
~
BDDK ~LISTS
OF
lllt.U
Note: The above information was supplied by representatives of the listed companies in response to faxed survey foons. Companies not appearing Old not respond. To the best of our knowledge, the information is acrurate as of press
While f!rlery effort is made to ensure accuracy and thoroughness, erroo and omlssions clo occur. Send corrections or ackfrtions on company letterhead to TopRank Nevada Statewide Book of lists, Research Dept, 2127 Paradise Rd., LV, NV 89104.
The One Stop Shop for all of
your mail processing needs.
•
•
•
•
Computer Services
Data Entry & Conversions
Local, Regional & Natio!Hif liSts
Business, Residentiar.: ·
al
ostal Preparation
ersonalized Latta~
• lntelligeut lasaJting & DiniCtJI'tfdlellaing
58 Nevada Business journal •
November 1997
TopRankiNevada
STATEWIDE BOOK OF LISTS
Gaming Supply and Service Companies
Ranked by Number of Employees
~
z
<
0::
GAMING SUPPLIER
AoDRESS(ES)
EMAIL I WEBSITE
PHONE(S)
No.
EMPLOYEES
International Game Technology (IGD
9295 Prototype Drive, Reno 89510
1085 Palms Airport Drive, LV 89119
www.igtgame.com
1977
448-7777
896-8500
SENIOR NV EXECIITIVE
YEAR ESTABLISHED
SUPPLIES
SERVlCES
Video Poker, Video Keno, Player Tracking Systerns, MegaJackpot Systems, Slot Machines
Floor Design, Machine Installation, Sales & Service, Maintenance, 24-Hour Software Support,
Technical Service
G. Thomas Baker
1981
Jackpot Enterprises, Inc.
1110 Palms Airport Drive, LV 89119
263-5555
750
N/A
Route Operator
Don Komstein
1952
Casino Data Systems
3300 Birtcher Drive, LV 89118
269-5000
420
Video Poker, Player Tracking Systems, MegaJackpot Systems. Graphics/Screen Printing, Slot
Machines, Novelty Slot Machines
N/A
Steven Weiss
1990
4 United Coin Machine Company
600 Agot Road , Suite E, LV 89119
www.gamblersbonus.com
270-7500
370
Video Poker, Video Keno, Player Tracking Systerns, MegaJackpot Systems, Slot Machines
Route Operator, Machine Installation, Service
Bob Miodunski
1967
5 Anchor Gaming
815 Pilot Road, Suite G, LV 89119
896-7568
300
Slot Machines, Novelty Slot Machines
Route Operator
Stan Fulton
1989
5 Bally Gaming Inc
6601 S. Bermuda Road, LV 89119
www.ballygaming.com
896-7700
300
Video Poker, Video Keno, Slot Machines
N/A
Marry Goldstein
1967
Tripp Plastics
250 Greg Street, Sparks 89431
355-7552
130
Keno Blower System, Dealing Shoes, Gaming
Accessories, Signage
NIA
Warren Tripp
8 Sigma Game, Inc.
7160 S. Amigo Street, LV 89119
www.sigmagame.com
260-3100
120
Video Poker, Slot Machines, Novelty Slot
Machines
Floor Design, Machine Installation, Sales & Ser-
Jim Jackson
1984
9 Paul-Son Gaming Corp.
1700 Industrial Road, LV 89102
www.paulson.com
384-2425
75
Gaming Tables & Furniture,
Gaming Accessories
N/A
Tucker DiEdwardo
1963
10 Shuffle Master Gaming
1106 Palms Airport Drive, LV 89119
897-7150
58
Automatic Card Shuffler, Proprietary Tables
Games. Video Game Software
N/A
Dr. Mark Yoseloff
1992
11
893-1900
55
N/A
Casino Credit Services, Casino Marketing Services
Pam Shinkle
1956
795-3333
40
Player Tracking Systems, Casino Management
Systems, Cage/ Credit Systems, Slot Accounting
Systems, Progressive Systems
Floor Design, Consulting, Technical Service,
Telecommunications
Roy Student
DND
40
Player Tracking Systems, Signage, Plastic Slot
Cards, Thermal Printers, Embossers, Hollerith
Punches
Sales & Service
Charles Johnson
1977
Central Credit, Inc.
3763 Howard Hughes Pkwy, Ste. 300, LV 89109
12 Gaming Systems International
6000 S. Eastern , Bldg. 6, LV 89119
12 Johnson Business Machines
Plastic Print-A-Card
N.C. Electromechanics
3111 South Valley View, Ste. S-101, LV 89102
876-5100
1948
vice, Maintenance
14 Sunkist Graphics
401 E. Sunset, Henderson 89015
www.sunsetgrfx.com
566-9008
35
Signage, Custom Slot & Poker, Glass
Sales & Service
Steve A Black
1983
15 C.D.F., Inc.
1111 Grier Drive, Ste. A, LV89119
361-8828
30
Video Poker, Video Keno, Signage, Slot
Machines, Novelty Slot Machines, Gaming
Tables & Furniture
Route Operator, Floor Design, Machine lnstallation, Sales & Service, Maintenance
Russelllsrow
1990
30
Video Poker, Video Keno, Player Tracking Systerns, MegaJackpot Systems, Slot Machines,
Novelty Slot Machines, Personalized Gaming
Tokens
Route Operator, Floor Design, Machine InstalL,
Sales & Service, Main\. , Slot Broker, Security,
Lighting, 24-Hour Software Support, Consulting,
Technical Service, Mfg Sales & Export
DND
DND
30
Decorated Glassware
DND
John Lundberg
1996
30
Sports Handicapping Information, On-Line
Sports Database
DND
Roxy Roxborough
1983
257-2220
25
Video Poker/Keno, Auto. Card Shufflers, Slots,
Novelty Slots, Tables/ Fum., Gaming Accessories,
Personalized Gaming Tokens/Chips
DND
Carl E. Frederickson
1990
N/A Nevada Coin Minting
PO Box 46110, LV 89114
www.tokens.com I [email protected]
369-0500
DND
Personalized Gaming Tokens, Token Destruction,
Full Color Slot Tokens
DND
Stan Zurawski
1965
N/A U.S. Playing Card
4590 Beech Street, Cindnnati, OH 45212
972-8183
DND
Gaming Accessories
DND
William P. Carson
DND
15 Westronics, Inc.
Game Masters, Inc.
2575 S. Highland Drive, LV 89109
[email protected]
15 Custom Deco West
4031 N. Pecos Road, Ste. 105, LV 89115
[email protected]
15 Data Broadcasting Corp.
dba Computer Sports World
675 Grier Drive, LV 89119
http://sports.dbc.com
19 O's Casino Emporium
4625 Wynn Road, LV 89103
www.cjslots.com
DND ; Did not disclose
BOOK~LISTS
OF
732-1414
644-8839
892-0670
Gaming Accessories: Cards, Dice, Chips, etc.
II:IEi While
Note: The above infonnation was supplied by representatives of the listed companies in response to faxed survey forms. Companies not appearing did not respond. To the best of our knowfedge, the information is accurate as of press time.
every effort is made to ensure accuracy and thoroughness, errors and omissions do occur. Send corrections or additions on company letterhead to TopRank Nevada. Statewide Book of Lists, Research Depl, 2127 Paradise Rd., LV. NV 89104.
November 1997 •
Nevada Business journal 59
TopRankiNevada
STATEWIDE BOOK OF LISTS
I
Hotels and Resorts
Ranked by Total Rooms
~
~
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
41
42
43
44
HOTEL
ADDRESS
PHONE
MGM Grand Hotel & Casino
3799 Las Vegas Blvd S., LV 89109
Luxor Las Vegas Hotel & Casino
3900 Las Vegas Blvd S. , LV 89119
Excalibur Hotel & Casino
3850 Las Vegas Blvd S., LV 89109
Circus Circus Hotel/Casino/Theme Park
2880 Las Vegas Blvd S., LV 89109
Flamingo Hilton - Las Vegas
3555 Las Vegas Blvd. S., LV 89109
Las Vegas Hilton
3000 Paradise Rd., LV 89109
The Mirage
3400 Las Vegas Blvd . S., LV 89109
Monte Carlo
3770 Las Vegas Blvd. S. , LV 89109
Treasure Island
3300 Las Vegas Blvd. S., LV 89109
Bally's Las Vegas
3645 Las Vegas Blvd S., LV 89109
Rio Suite Hotel & Casino
3700 W. Flamingo Rd., LV 89109
Caesars Palace
3570 Las Vegas Blvd. S. , LV 89109
Stardust Resort & Casino
3000 Las Vegas Blvd S., LV 89109
New York-New York Hotel & Casino
3790 Las Vegas Blvd S., LV 89109
Reno Hilton
2500 E. Second St., Reno 89595
Flamingo Hilton- Laughlin
1900 S. Casino Dr. , Laughlin 89029
Golden Nugget Hotel & Casino
129 E. Fremont Street, LV 89101
Tropicana Resort & Casino
3801 Las Vegas Blvd. , LV 89109
Sahara Hotel & Casino
2535 Las Vegas Blvd S. , LV 89109
John Ascuaga's Nugget
1100 Nugget.Ave., Sparks 89431
Harrah's Hotel & Casino, Laughlin
2900 S. Casino Dr., Laughlin 89029
Ramada Express Hotel & Casino
2121 S. Casino Dr., Laughlin 89029
Edgewater Hotel & Casino
2020 S. Casino Dr., Laughlin 89028
Riverside Resort Hotel & Casino
1650 S. Casino Dr., Laughlin 89029
Peppermill Hotel & Casino
2707 S. Virginia St., Reno 89502
Jackie Gaughan's Plaza Hotel & Casino
1 Main Street, LV 89101
Palace Station Hotel & Casino
2411 W. Sahara Ave., LV 89102
Gold River Resort & Casino
2700 S. Casino Dr. , Laughlin 89029
The Orleans Hotel & Casino
4500 W. Tropicana Ave., LV 89103
Gold Strike Hotel & Gambling Hall
P.O. Box 19278, Jean 89019
Gold Coast Hotel & Casino
4000 West Flamingo Rd., LV 89103
The Four Queens Hotel & Casino
202 Fremont Street, LV 89101
Holiday Inn Casino Boardwalk
3750 Las Vegas Blvd S.. LV 89109
Sam's Town Hotel & Gambling Hall
5111 Boulder Hwy., LV 89122
Fitzgeralds Casino & Holiday Inn
301 Fremont St. , LV 89101
Flamingo Hilton - Reno
255 N. Sierra St. , Reno 89501
Atlantis Casino Resort
3800 S. Virginia St., Reno 89502
Alexis Park Resort
375 E. Harmon Ave. , LV 89109
Showboat Hotel/Casino & Bowling Ctr.
2800 Fremont Street, LV 89104
Las Vegas Club Hotel & Casino
18 E. Fremont, LV 89101
Continental Hotel & Casino
4100 Paradise Rd ., LV 89109
Binion's Horseshoe Hotel & Casino
128 Fremont , LV 89101
Fitzgeralds Casino & Hotel - Reno
P.O. Box 40130, Reno 89504
Hard Rock Hotel & Casino
4455 Paradise Rd. , LV 89109
60 :'levada Business Journal •
TOTAL
ROOMS
RATES
YEAR
FOUNDED
891-1111
5,005
$69 - $229
1993
ROOM
(minimum 1oo rooms>
SPECIAL AMENmES
Publicly Owned
NYSE:M66
Circus Circus
es, Inc.
Circus Circus
es, Inc.
Publicly Held
Hilton Hotels Corporation
Mirage Resorts Inc./
Steve Wynn
Circus Circus Ent., Inc.
& Mirage Resorts, Inc.
Mirage Resorts, Inc.
262-4000
4,427
49-
259
1993
597-7777
4,008
35-
150
1990
794 -3813
3,746
39
& Up
1968
733-3111
3,642
59 -
219
1946
2 Wedding Chapels, 12,000 sq. ft. of meeting/banquet space, King Arthur's Tournament dinner show, 2 Pools, 6 Restaurants
Grand Slam Canyon Theme Park, Midway w/Carnival Games, Entertainment, Shopping
Promenade, RV Park, Pools, 8 Restaurants
3 Pools, Waterslide, Garden Chapel, 9 Restaurants, Entertainment
732 -5111
3,174
95-1 ,570
1969
Night Club, Star Trek: The Experience, 12 Restaurants
791-7111
3,049
79-
399
1989
730-7777
3 ,014
59-
239
1996
894 -7444
2,900
59 -
349
1993
739-4111
2,814
99-2 ,250
1985
252-7777
2,578
95-
149
1989
Large Ballrooms, Convention Meeting Space, Erupting Volcano, Gardens w/ White
Tigers, Lions & Dolphins, Pool w/ Cabanas, Health Spa, Arcade, Shops
Pool, Spa, Tennis Courts, Health Club, Chapel, 7 Restaurants, Retail Shops, Flower Shop
Meeting & Banquet Facilities, Valet Parking
Buccaneer Bay Sea Battle Attraction, Health Spa & Salon, 2 Wedding Chapels,
8 Restaurants, 5 Lounges
Meeting & Convention Facilities, 10 Restaurants, Spa & Gym, Pool, 8 Lighted Tennis
Courts, Monorail Transportation
DND
731-7110
2 ,500 *
79-
500
DND
732 -6111
2,300
38 -
400
1958
740-6833
2,034
79 -
219
1997
789-2184
2,001
89 -
149
1978
298-5111
1,972
17-
89
1990
385 -7111
1,907
59 -
375
1946
739-2783
1,870
79-
129
1957
737 -2111
1,801
55-
250
1952
356-3300
1,661
79 -
625
1955
298-4600
1 ,640
19-
75
1988
149
1988
298-4200
1 ,501
18-
298 -2453
1,448
19-
55
1983
OWNER(S)
2 Showrooms, 7 Restaurants, MGM Grand Adventures & Youth Activity Center,
Grand Pool & Spa, Monorail System, Convention Center & Meeting Facility
7 Restaurants, 2D & 3D Theatre, Convention Center, Spa, Retail Mall, Showroom
Full -Service Health Spa, Beauty Salon, Forum Shopping Mall, Meeting Facilities,
170,000-sq.-ft. Palace Ballroom, Restaurants, Omnimax Theatre, Magic Empire
Shows, Lounge Entertainment, 6 Restau rants, 2 Pools & Jacuzzis
Reflica of the Statue of Liberty, Brooklyn Bridge, NY Skyline, & Times Square, Centra Park Theme, Wedding Chapel , Manhattan Express Rollercoaster
Meeting & Exhibit Space, 8 Restaurants, Recreational Center; 50 Lane Bowling, Pool
Aqua-Golf Driving Range, 2 Movie Theaters, Family Entertainment Center & Health Club
Show, Outdoor Amph itheater, Boat Dock & Riverboat, 6 Restaurants
Mobil Four Star & AAA Four Diamond Rated Property, Spa & Beauty Salon,
5 Restaurants, Banquet & Convention Center, Pool
5 Acre Garden & Pool, 7 Restaurants, Wildlife Walk with Exotic Birds,
Monkeys & Reptiles, Shows
Gourmet Steak House, Mexican Restaurant, Business Center
8 Restaurants, Year-Round Pool & Spa, Entertainment, Full Service Salon, Business
Center, Convention & Meeting Facility
2 Pools & Spas, Beach, Health Club, Shows, Entertainment
Adult-Only Accommodations, Covered & Valet Parking, 1940's Museum of Memories, Entertainment, 5 Restaurants
St~akhouse , Buffets, Entertainment, Lounge
Hilton Hotels Corporation
Rio Properties, Inc.
ITI Sheraton
Boyd Gaming Corporation
MGM Grand , Inc. &
Primadonna Resorts
Hilton Hotels Corporation
Hilton Hotels Corporation
Mirage Resorts, Inc.
DND
·
William Bennett
John Ascuaga
Harrah's Entertainment, Inc.
Aztar Corporation
Circus Circus Enterprises, Inc.
Don Laughlin
298-2535
1,400
17-
105
1966
U.S.S. Riverboat Cruises, Colorado River, R.V. Park with 900 Spaces - Full Hook-Up
826 -2121
1,069
49 -
99
1971
386-2110
1,037
30-
75
1971
1,029
59 -
169
1976
Bill Paganetti, Nat Carasali,
Tom & Albert Seeno
John D. Jackie Gaughan
Station Casinos, Inc.
298-2242
1,003
14 -
300
1984
365 -7111
840
39-
225
1996
Valet Parking, 6 Restaurants, Entertainment, 9 Bars & Lounges, Convention Center
& Meeting Facility
Jogging Track, Tennis Courts, Amtrak & Greyhound Depot, Convention Hall & Ban quet Facilities, Wedding Chapel
Tum-of-the-Century Railway Station Decor, 100,000 sq. -ft. Casino,
5 Restaurants, Shuttle to the Strip. 18,500 sq. ft. of Meeting Space
Shows, Jet Ski Rentals - River Sports, Entertainment, Spa, Fitness Center, Arcade,
Gift Shop, Car Wash
Convention/Business Center, Wedding Chapel, 7-Lane Bowling Center, 12-Piex
Movie Theater, Child Care Center, Arcade, Food Outlets, Shopping Area
5 Restaurants, Pool & Jacuzzi, Gift Shop, Nickel Arcade
Coast Hotel &
Casinos, Inc.
The Paul-Son Group
DND
Coast Hotels & Casinos, Inc.
DND
477-5000
812
25-
85
1987
367 -7111
768
39 -
200
1986
385-4011
690
39 -
99
1966
72-Lane Bowling Center, Twin Movie Theaters, Child Care Center, Showroom/
Dance Hall, Pool & Spa with Bar, Convention/Banquet Facilities, Bingo Room
Gourmet Room, Casual dining, 2 Convention Facilities, Entertainment
735-2400
653
49 -
99
DND
Coney Island Theme, Coffee Shop, Buffet
454 -8048
650
40-
250
1978
388 -2416
638
50 -
75
1988
Mystic Falls Indoor Park, Laser-Light & Water Show, 10 Restaurants, 14 Bars &
Lounges, Live Music & Dancing
Irish-Themed Casino, McDonald's with Atrium, Ice Cream Pub, Recently Remodeled
322 -1111
604
38-
159
1978
825 -4400
591
49-
175
1971
796-3 313
500
99-
350
1984
385 -9 123
453
89 -
195
1954
385-1664
415
36 -
125
1961
737-5555
370
35 -
110
1980
Pool, First-Run Pay Movies, 1950s Theme, Safes in Room, Shuttle to Strip & Airport
Mel Exber &
Gaughan
Hotel Coin&""'il
382 - 1600
366
30-
110
1950
4 Restaurants, Deli/ Snack Bars, Pool
Jack Binion
785-3300
351
18- 250
1985
3 Restaurants, Nightly Entertainment, Museum
693 -5000
340
75-
1995
2 Restaurants, Beach Club, Athletic Club & Spa, Concert Venue, Retail Store
Fitzgeralds
Corporatior
Peter Morl!Y
November 1997
250
Rooftop Restaurant, Japanese Steakhouse, Room Service & Coffee Shop, Airport Shuttle, Show, Lounge Entertainment
Cascading Waterfalls & Tropically-Themed, 5 Restaurants, Entertainment,
Over 100 Video & Arcade Games
Non-Gaming Resort, Meeting Facility, Restaurant, Bistro with Entertainment,
3 Pools & Jacuzzis, Health Club
4 Restaurants, 106-Lane Bowling Center, 80 -Space RV Park, Airport Shuttle, Lounge
Entertainment
Sports-Themed, 4 Restaurants, Sports Bar, Meeting & Banquet Facility
TopRankiNevada
STATEWIDE BOOK OF LISTS
Hotels and Resorts
c ont.
Ranked by Total Rooms (minimum 1no l'ooms>
~
HOTEL
"'
ADDRESS
PHONE
45 Vacation Village Hotel & Casino
6711 Las Vegas Blvd S., LV 89119
46 Best Western Mardi Gras Inn
3500 Paradise Rd. , LV 89109
47 Golden Nugget - Laughlin
2300 S. Casino Dr., Laughlin 8902B
48 Nevada Landing Hotel & Casino
P.O. Box 19278, Jean 89019
49 Boulder Station Hotel & Casino
4111 Boulder Hwy, LV B9121
49 Hilton Grand Vacations Club
3575 Las Vegas Blvd S., LV 89109
49 King 8 Hotel & Casino
8787 Tropicana Blvd, LV 89103
49 Sunrise Resort & RV Park
4575 Boulder Strip Hwy. , LV 89121
49 Sunrise Suites
4575 Boulder Hwy, LV 89121
54 Super 8 Motel
4250 Koval Ln., LV 89109
55 Western Village Inn & Casino
815 Nichols Blvd., Sparks 89432
56 Airport Plaza Hotel
1981 Terminal Way, Reno 89502
57 Arizona Charlie's Hotel & Casino
740 S. Decatur Blvd., LV B9107
58 La Quinta Inn
3970 Paradise Rd., LV 89109
59 Blair House Suites
344 E. Desert Inn Rd., LV 89109
60 Best Western McCarran House
55 E. Nugget Ave. , Sparks 89431
61 Barbary Coast Hotel & Casino
3595 Las Vegas Blvd S., LV 89109
62 Rancho Mesquite Casino & Holiday Inn
P.O. Box 1808, Mesquite 89024
63 Nevada Palace Hotel & Casino
5255 Boulder Hwy, LV 89122
64 Crowne Plaza
4255 S. Paradise Rd. , LV 89109
65 Downtowner
129 N. 8th St., LV 89101
65 Santa Fe Hotel & Casino
4949 N. Rancho Dr. , LV 89130
65 Texas Station Gambling Hall & Hotel
2101 Texas Star Lane, LV 89030
68 Debbie Reynolds Hotel
305 Convention Center Dr., LV B9109
69 Barcelona Hotel & Casino
5011 E. Craig Rd. , LV 89115
70 Bourbon Street Hotel
120 E. Flamingo Rd., LV 89109
71 Center Strip Inn
3688 Las Vegas Blvd. S., LV 89109
72 The Carriage House
105 E. Harmon Ave., LV 89109
72 Crest Inn
207 N. 6th Street, LV 89101
74 Emerald Springs-Holiday
325 E. Flamingo Rd., LV 89109
74 Meadows Inn
525 E. Bonanza, LV 89101
76 Courtyard
3275 Paradise Rd., LV 89109
76 St. Tropez All Suite Hotel
455 E. Harmon Ave., LV 89109
78 Inns at McCarran-Howard Johnson
5100 Paradise Rd., LV 89119
79 South Strip Travelodge
3537 Las Vegas S., LV 89109
80 Days Inn Cheyenne
3227 Civic Center Dr. , LV 89030
81 Vagabond Inn
3265 Las Vegas Blvd. S., LV 89109
82 Super 8 Boulder City
704 Nevada Hwy., Boulder City 89005
83 Golden Gate Hotel & Casino
1 Fremont St. , LV 89101
83 Comfort Inn South
5075 Koval Lane , LV 89119
85 Algiers Hotel
2845 Las Vegas Blvd S., LV 89107
86 King Albert Motel
165-185 Albert Avenue, LV 89109
87 Las Vegas Strip Travelodge
2830 Las Vegas Blvd S. , LV 89109
TOTAL
ROOMS
RooM
YEAR
RATES
foUNDED
OWNER(s)
SPEOAL AMENm Es
697-1700
315
50-
150
1990
731-2020
314
40 -
199
1976
298-7111
304
21-
120
1968
387-5000
303
25-
80
1989
2 Restaurants, Gift Shop, Beauty Salon/Barber, Group Specials,
Meeting & Banquet Rooms
Oversized Rooms with Refrigerators, Restaurant & Lounge, Meeting & Banquet
Facility, Pool & Spa, Airport & Strip Shuttle
Pool & Spa, Rainforest Atrium, Candy & Ice Cream Shops, River View Rooms, Gift
Emporium , 3 Restaurants & Lounge
4 Restaurants, Pool & Jacuzzi, Gift Shop, Nickel Arcade
432-7760
300
49-
99
1994
12 Restaurants, 11 Movie Theaters, Child Care, Gift Shop, Pool, Shuttle to the Strip
Station Casinos Inc.
697-2923
300
89-
299
1995
736-8988
300
35-
175
1974
All Suites, Non-Gaming Resort, Jacuzzi Tubs in Suites, Walking Distance to the Strip,
Health Club & Spa, 5 Pools
Restaurant, Lounge with Entertainment, Pool & Jacuzzi
Hilton Hotels Corporation
Starwood Lodging
434-0848
300
46-
95
1991
Shuttle Service, Pool & Jacuzzi, Guest Laundry, Deli, Kitchenettes
M & M Development
434-0848
300
40-
85
1991
Michael Mona
794-0888
290
33-
110
DND
Shuttle Service, Pool, Jacuzzi & Spa, Guest Laundry, BBQ Area, One-Bedroom Suites
with Kitchenettes
Pool & Jacuzzi, Airport Shuttle
331-1069
276
19-
50
1970
Cable, Pool, 3 Restaurants
Bill Paganetti
348-6370
270
65-
300
1982
Airport Shuttle, Across From Reno/ Tahoe Airport, Fireplace Suites, Pool,
9-Hole Putting Green, Health Club
Pool & Jacuzzi, Convention & Banquet Facilities, Shuttle to the Strip, 5 Restaurants
Western Hospitality
Group
Bruce Becker
La Quinta Inns Corporation
DND
CEH Corporation
Peter Jaramillo
Mirage Resorts Inc.
DND
Montana Investments
258-5114
258
38-
65
1988
796-9000
228
75-
300
1982
792-2222
224
45-
225
1990
Non-Gaming Resort, Airport & Strip Shuttle, Whirlpool Tubs in Suites, Pool & Spa,
Conference Rooms
Full Kitchens, Meeting Facility, Pool & Spa
358-6900
220
49-
150
1973
Truck Parking, Banquet Facilities, Restaurant, Lounge
Ki"Hong Kim
737-7111
216
49-
109
1979
2 Restaurants
Coast Hotels &
Casino, Inc.
Ted & Don+H71 s Lee
346-4600
215
50-
200
1996
Spa Suites, Exercise Facility, Pool & Spa
458-8810
210
35-
100
1979
RV Park- 160 Spaces, Meeting Room, Catering
369-4400
201
125 -
185
DND
Executive Level, Restaurant & Bar, Meeting Facilities. Shuttle , Concierge
Renata Schiff &
William Wortman
Prime Hospitality
384-1441
200
25-
60
1971
Pool, Breakfast, VCRs, Refrigerators
Ada Cohen
658-4900
200
49-
99
1991
Ice Arena, Bowling Center, Golf Packages, Steakhouse
Lowden
631-1000
200
39-
59
1955
Safes, Refrigerators
Station Casinos
734-0711
192
59-
129
1994
Entertainment, Museum
Debbie Reynolds
644-6300
177
30-
75
1987
Kitchenettes, Color TV, Pool & Spa, Refrigerators
Jewel L. Dixon
732-7200
166
39-
89
1984
Pay-Per-View Movies, Suites with Jacuzzi Baths, Meeting Facility, Gift Shop
Tarsadia Hotels
739-6066
156
30
DND
TV, VCR, Refrigerator
Robert Cohen
798-1020
154
79-
345
1983
Condominiums with Kitchens, Romantic Rooftop Restaurant & Lounge, Airport
Shuttle, Pool & Spa, Tennis Courts
Cable, Refrigerator in Room
DND
382-5642
154
25
732-9100
150
69-
199
1991
456-5600
150
25 -
55
1985
Refrigerator, Limo to Airport, Pool & Jacuzzi, Restaurant, Lounge, Poolside Dining,
Meeti ng Rooms.
Minutes from Fremont Experience & Convention Center, Secure Covered Parking,
Robert E. O'Connell
791-3600
149
79-
129
1989
Spacious Rooms, Cable with HBO, Restaurant, Whirlpool & Spa, Exercise Room
Marriott
369-5400
149
89 -
285
1986
Non-Gaming Hotel, Refrigerators, In-Room Safe
Prime Hospitality
798-2777
144
45 -
135
1977
Amerimar Corporation
736-3443
128
39-
175
DND
Pool , Airport & Strip Shuttle, Deli & Convenience Store, Lounge, Cable, Laundry
Facilities
Cable with HBO, Pool
399-3297
127
49-
120
DND
Pool
Shawn Scott
735-5102
126
44-
125
DND
Pool, Airport Shuttle
Vagabond Inn
294-8888
114
40 -
110
1986
106
30-
90
1906
Kitchenettes, Electronic Security Locks, Pool & Spa, Meeting & Conference Rooms,
Cable
Valet Parking, Restaurant & Deli, Entertainment, Bed & Breakfast
M &A, L.L.C.
385-1906
Mark Brandenburg
736-3600
106
48 -
80
1988
Remote Cable/ Pay Per View, Pool
DND
735-3311
105
35 -
150
1953
Pool, Restaurant
DND
732-1555
104
39-
59
1972
Kitchenettes, Cable, Weekly-Monthly Rates, Pool
King Albert Inc.
735-4222
100
39-
175
DND
Cable, Pool
DND
DND
Robert Cohen
Emerald Springs, Ltd.
DND
DND =Did not disclose ·caesars Palace room total as of 12/ 19/ 97 when new tower opens
LISTS ~
BDDK ~
OF
Ult.U
Note: The above information was supplied by representatives of the listed companies in response to faxed survey forms. Companies not appearing did not respond. To the best of our knowledge. the information is accurate as of press time.
VVhile every effort is made to ensure accuracy and thoroughness, errors and omissions do occur. Send corrections or additions on company letter11ead to TopRank Nevada Statewide Book of lists, Research Dept. 2127 Paradise Rd.. LV. NV 89104.
November 1997 •
Nel'ada Business)oumal 61
TopRankiNevada
STATEWIDE BOOK OF LISTS
Preferred Provider Organizations
Ranked by Current Nevada Enrollment
PREFERRED PROVI DE R O RGANIZATION
~
z
<
"'
PHONE(S)
ADDRESS(ES)
E·MAI L I WEBSITE
NEVADA
ENROLLMENT
AfAUATES
ToTAL
ENROLLMENT
YEAR
PHYSIOANS
HOSPITALS
FOUN DED
HEADQUARTERS
Managed Care Consultants, Inc.
4160 S. Pecos Road ,. Las Vegas 89121
792-2994
130,000
135,000
2,402
26
1988
Las Vegas, NV
Joe Lawrence
2
Mediversal , Inc.
6142 W. Sahara Avenue, Las Vegas 89102
248-2542
70,000
80,000
2,000
14
1995
Las Vegas, NV
Kaner J. Bills
3
Universal Health Network
2345 E. Prater Way, Sparks 89434
1635 Village Center Circle, Las Vegas 89134
55,202
70.459
2.339
122
1981
King of Prussia, PA
Robert W.
356-1181
360-9044
4
Nevada Preferred Professionals
2200 S. Rancho Drive, Suite 210, Las Vegas 89102
384-3366
50,000
DND
1,200
7
1984
Las Vegas, NV
Lynn Dryer
5
Mutual of Omaha Insurance Company
770 E. Warms Springs Road, Suite 340, Las Vegas 89119
260-0777
37,500
DND
1,900
15
1991
DND
DND
6
Sierra Health & Life Insurance Co. , Inc.
2720 N. Tenaya Way, Las Vegas 89128
242-7156
29,245
87,874
1,982
31
1986
Las Vegas, NV
7
Humana, Inc.
9900 Covington Cross Drive, Las Vegas 89134
341 -6711
25,977
5,900,000
935
11
1984
Louisville, KY
Robert C. Horrar
8
Hometow n Health
240 S. Rock Blvd ., Suite 123, Reno 89502
[email protected]
325-3093
13,034
94 ,000
807
16
1988
Reno, NV
Ed Holme
9
Ami! International of Nevada
1050 E. Flamingo, Suite E-120, Las Vegas 89119
221 -1000
8,362
1,300,000
1,020
8
1994
Las Vegas, NV
Terry Van Nay
N/A
Blue Cross I Blue Shield of Nevada
6900 Westcliff Drive, Suite 600, Las Vegas 89128
228-2583
DND
144,000
2,500
20
1970
Reno, NV
Blair Christensen
N/A
Pacificare of Nevada I Pacificare Life Assurance Co.
700 E. Warm Springs Road, Las Vegas 89119
269-2631
DND
DND
DND
DND
1992
Las Vegas, NV
David Kinard
J
DND ; Did not disclose
BOOKm:]LISTS II:Ii3 Note: The above information was supplied by representatives of the listed companies in r~se to faxed survey forms. Companies not appearing did not respond. To the best of our knowledge, the information is accurate as of press li~
OF
While every effort is made to ensure accuracy and thoroughness, errors and omissions do occur. Send corrections or additions on company letterhead to TopRank Nevada Statewide Book of Usts. Research Dept, 2127 Paradise Rd., LV, NV 89104
Nevada Medical Center-MountainView
Announces The Grand Opening Of Its New Office
Micheal Gunter, MD Family Practice/Sports Medicine
John C. Rhodes , MD Family Practice
Titnothy Stolar , DO Family Practice
3150 N. Tenaya Way
Suite 360
Las Vegas, NV 89128
(702) 242-1700
Hours:
Monday-Friday
8:00 a.m.-6:00p.m.
Saturday
8:00a.m. -1:00 p.m.
NEVADA MEDICAL CENTER-MOUNTAINVIEW
An affiliate ofMEDPARTNERS.
62 ;\e\'ada Business journal •
November 1997
TopRankiNevada
STATEWIDE BOOK OF LISTS
Home Healthcare Providers
HOME HEALTHCARE PROVIDER
PH ONE(S)
AODRESS(ES)
SENIOR NV ExECunvE
No.
EMPLOYEES
O WNERSHIP
YEAR EST. IN NEVADA
Home Health Services of Nevada
P. 0. Box 1359, Elko B9803
738-7178
224
Non-profit,
Private
•
The Network Alliance of Nevada
4920 S. Virginia St. , Reno 89502
828-1010
200
Profit, Privale
•
2
Interim Healthcare
4055 S. Spencer Avenue, Ste. 116, LV 89119
369-5533
200
Profit
• •
• • • • • • •
DND
1985
4
LV Nursing Bureau
3300 E. Flamingo Ste. 21 , LV 89121
454-5235
180
Private
• •
• • • • • • • •
DND
1994
5
Home Care Plus I Health Care Specialties
1698 Meadow Wood Ln., Ste. 200, Reno 89502
3208 Goni, Ste. 182, Carson City 89706
2110 E. Flamingo Rd. Ste. 325A, LV 89119
828-1000
125
Private
•
•
5
Southern Nevada Home Nursing
6885 West Charleston Blvd., LV 89117
6887 West Charleston Blvd., LV 89117
125
Profit, Privale
•
•
228-0854
228-0282
• • • • • • •
•
•
•
•
•
•
•
•
•
•
•
• •
•
•
•
•
•
•
•
•
Roberta Skelton, RN
1962
Orthotic/ Prosthetics, Mobile
Diagnostics, Statewide
Mental Health, Case
Management, Nutrition Services
• • • •
Joni Moss
1996
Richard D. Hodges ,
1990
Judy Carnahan, RN
1992
5
Option Care of Nevada
3900 W. Charleston Blvd., Ste. Y, LV 89102
258-0011
125
Profit
•
8
Nevada Regional Home Care Services
4570 S. Eastern Ave., C-26, LV 89119
894-5555
102
Profit
•
Karen Thornton
1995
9
MI/PRN Home Health Care Group
6233 S. Industrial Rd., Bldg. C, LV 89103
896-5759
85
Profit
•
William T. Soard
1984
10
Washoe Home Care
1000 Ryland , Ste. 400, Reno 89502
328-5860
80
Non -profit
•
Mary Ellen Wilkinson
1988
11
Lend -A-Hand, Senior Services
50 Washington St., Ste. 101, Reno 89502
747-7285
75
Profit
12
C.S.M. Home Health Services
1840 E. Sahara, Ste. 205, LV 89104
733-9004
60
Non -profit
•
Charles Hall
1996
12
All Care Home Health
2475 S. Jones Blvd. , Ste. 7, LV 89102
222-0605
60
Profit
•
Patrick Reznak
1996
14
Pulse Home Health Services
1905 McDaniel, Ste. 206, LV 89030
399-3555
55
Profit
•
Terry Allen
1984
15
Vista Care
1830 E. Sahara Avenue, Ste. 102, LV 89104
734-0307
50
Profit
16
Pediatric Services of America Inc.
3320 Sunrise Ave., Ste. 111 , LV 89101
452 -2400
40
Profit
16
Vital Care Health Services
4920 S. Virginia St. , Reno 89502
330 S. Bridge Street, Winnemucca 89445
829-2224
623-2168
40
Hospice, Respiratory Therapists
Attend trit Care, Companion
Hospice, Palliative Care
Ronald Memo, R.Ph.
1986
Tammy' Sisson
1992
Richard Fitzpatrick
1996
Dawn Hanich RN
1993
Profit
Oxygen
Joni Moss
1988
18
Arlington Clinical Infusions
6630 S. McCarran Bl vd., Ste. B-14, Reno 89509
828-8200
35
Profit
Rx, Deliveries, Specialty
Compounding, Statewide
DND
1984
18
Total Home Care
3261 S. Highland Drive, Ste. 613, LV 89109
796-1016
35
Profit,
Public
Respiration Therapy, Certified Fitters
Bob Rackbam
1989
20
King Home Health Care
309 W. Lake Mead Blvd., Ste. D, Henderson 89015
568-1176
30
Non-profit
20
Sun Valley Home Care
3000 Rigel, LV 89102
248-8810
30
Profit, Privale
22
Resource Pharmaceutical
5 Cactus Garden Dr., Bldg. B, Henderson 89014
456-4229
25
Public
23
Attentive Home Health Care
1700 E. Desert Inn Road, Ste. 305, LV 89109
733-8081
20
Profit
24
Creekside Home Health Care
2080 E. Flamingo. Ste. 306, LV 89015
696-9229
19
Profit, Pri vale
25
Horizon Hospice Care Inc.
2920 S. Rainbow Blvd. Ste. 140, LV 89102
361-6801
16
Profit
26
Casha Resource Home Health
5401 Longley Lane, Ste. 18, Reno 89511
828-0111
15
Private
27
Advanced Medical & Mobility
S. Industrial, LV 89118
896-6291
10
Private
858-1900
DND
N/ A Olsten Health Services
4900 Mill St., Ste. 3, Reno 89502
DND
~
Profit
•
•
•
•
•
• •
•
•
•
•
Shirley King
1996
Respiratory Equipment, Private Duty Nursing
•
Harvey B. Riceberg,
R.Ph . FASCP / 1995
• • • • • • • • • • •
•
•
•
• • • •
•
•
•
•
e
e
e
•
•
Jonathan R. Monks
1994
Chaplain, Volunteer
• • • •
•
e
DND
1993
• • • •
• • • • •
•
Whitney Self
1995
•
•
•
•
•
Mike Smith
1992
DND
1996
Massage Therapy, Sleep
Studies, Pulmonary Testing
Sharon Macek RN
1991
Psychiatric RN , ET RN
Bert Stander
DND
Did not disclose
~
BOOK ~LISTS
OF
11.111;;;.[.1
Note: The above information was supplied by representatives of the listed companies in response to faxed survey forms. Companies not appearing did not respond. To the best of our knowledge, the information is accurate as of press time.
VVhile every effort is made to ensure accuracy and thoroughness, erro~ and omissions do occur. Send corrections or additions on company letterhead to TopRank Nevada Statewide Book of Usts. Research Dept., 2127 Paradise Rd., LV, NV 89104.
November 1997 •
Nevada Business journal 63
TopRankiNevada
STATEWIDE BOOK OF LISTS
Shopping Centers
Ranked by Gross Leasable Square Footage
"'z
"'""
2
3
3
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
29
29
32
33
34
35
36
37
38
39
40
41
42
43
44
45
46
LEASING COMPANY
SHOPPING CENTER
LOCATION
Boulevard Mall
3528 Maryland Pkwy
Meadows Mall
4300 Meadows Lane
Galleria at Sunset
1300 E. Sunset Road
Meadowood Mall
S. McCarran & S. Virginia
Fashion Show Mall
3200 Las Vegas Blvd. South
Belz Factory Outlet
7400 Las Vegas Blvd. South
Trof.icana Centre
33 5 E. Tropicana Ave
The Forum Shops at Caesar's
3500 Las Vegas Blvd. , South
Sahara Pavilions
4760 W. Sahara
Best in the West
Rainbow & Lake Mead Blvd.
Cheyenne Commons
Rainbow & Cheyenne
Airport S~uare
1280 E. P umb Lane
Lorna Vista Center
4530, 4620, 4640 Meadows Lane
Iron Horse
N. McCarran Blvd. & E. Prater Way
Kietzke Shopping Center
Kietzke Lane & Moana Lane
Factory Stores of America
9155 Las Vegas Blvd. South
Rainbow Promenade
Lake Mead & Rainbow
Park Place Shoppinf, Center
Maryland Pkwy & wain
Nellis Crossing
1200 S. Nellis Blvd.
Best on the Boulevard
3850 S. Maryland Pkwy
Baring Village ShopC!in£ Center
1201-1297 Baring lv .
Decatur Crossin~
234 S. Decatur lvd.
Silver State Plaza
McCarran Blvd.
Ridgeview Plaza
Maeanne & McCarran Blvd .
Sunrise Marketplace
420 North Nell1s Blvd.
Paradise Plaza
2125 Oddie Blvd.
Crossroads at Sunset
1405 W. Sunset Road
M~land Crossin¥,
4
South Mary and Pkwy
Pebble MarketPlace
1000 N. Green Valley Pkwy
Warm Springs Marketplace
7271 S. Eastern
Camino AI Norte Gateway Plaza
Craig Road & Camino AI Norte
Vegas Valle~ Plaza
2775 S. Ne lis Blvd.
South Shores Center
8502-8584 W. Lake Mead Blvd.
Green Valley Town & Country
Green Valley Pkwy & Sunset
Winterwood Pavilion
Sahara & Nellis
Green Valley Town Center Phase II
4500 E. Sunset Road
K-Mart Plaza
Peckham Lane & Kietzke Lane
Eagle Station
US Hwy 795 & Koo ntz Lane
Greenbrae East
Pyramid & Greenbrae
Lake Mead Marketplace
W. Lake Mead & Jones
Ca~hlin Ranch
Me arran Blvd . & Caughlin Pkwy
North H ills
US Hwy 395
Mira Lama
McCarran Blvd. & Mira Lama
North Reno Plaza
Silverado & Oddie Blvd.
Tro~cana Lucky Centre
W. ropicana & Jones
Gold 's Plaza
3726-3790 E. Flamingo Road
64 Nevada Business journal •
November
CITY
LEASING AGENT
Las Vegas
MEPC American Properties
Joel Blaisdell
Ere Yarmouth
Bob Dishier
Forest City Management
Gail Enderwood
Taubman Company
Christopher Bruck
TrizecHahn Centers I Rouse Co.
Wendy Garrison
Belz En terprises
DND
Stuart Mixer Commercial
Gregory Pica I Scot Marker
Simon DeBartolo Group
Gary Lewis
Pan Pacific Retail Properties
Steven Erhard
Realty Holdings Group
Keith W. Bassett
Pan Pacific Retail Properties
Steven Erhard
CB Commercial R.E. Group, Inc.
Kelly Bland
Fang & Associates
Ken Fang, CPM
Flemin~ Properties
Glenn lton
Grubb & Ellis I NV Commerc ial Grp.
Rick Lamay
F.A.C. Realty Trust, Inc.
Ginny Perkins
Pan Pacific Retail Properties
Steven Erhard
Realty Holdings Group
Keith W. Bassett
Stuart Mixer Commercial
Gregory Pica I Scot Marker
Realty Holdings Group
Keith W. Bassett
Commercial Property Services
Sheila Colfer
Stuart Mixer Commercial
Gregory Pica I Scot Marker
Grubb & Ellis I NV Commercial Grp.
Roxanne Stevenson
Grubb & Ellis I NV Comm ercial Grp.
Roxanne Stevenson
Stuart Mixer Commercial
Gregory Pica I Scot Marker
RPL Group
Chris Waizmann
Thomas & Mack Company
NIA
Stuart Mixer Commercial
Gregory Pica I Scot Marker
American Nevada Corporation
David Grant
Premier Properties of Las Vegas
Brandt W. Boatwright
Premier Properties of Las Vegas
Brandt W. Boatwright
Premier Properties of Las Vegas
Brandt W. Boatwright
Fang & Associates
Ken Fang, CPM
Pan Pacific Retail Properties
Steven Erhard
Pan Pacific Retail Properties
Steven Erhard
American Nevada Corporation
David Grant
Grubb & Ellis I NV Commercial Grp.
Roxanne Stevenson I Mark Krueger
RPL Group
Chris Waizmann
Flemin~ Properties
Glenn lton
Transwestern Proeerty Company
Renee Ryan-Thrailkill
RPL Group
Chris Waizmann
RPL Group
Chris Waizmann
RPL Group
Chris Waizmann
Grubb & Ellis I NV Commercial Grp.
Rick Lamay
Premier Properties of Las Vegas
Brandt W. Boatwright
Cambridge Group, Ltd.
John Lomeo
Las Vegas
Henderson
Reno
Las Vegas
Las Vegas
Las Vegas
Las Vegas
Las Vegas
Las Vegas
Las Vegas
Reno
Las Vegas
Sparks
Reno
Las Vegas
Las Vegas
Las Vegas
Las Vegas
Las Vegas
Sparks
Las Vegas
Sparks
Reno
Las Vegas
Sparks
Las Vegas
Las Vegas
Henderson
Las Vegas
N. Las Vegas
Las Vegas
Las Vegas
Henderson
Las Vegas
Henderson
Reno
Carson City
Sparks
Las Vegas
Reno
Reno
Reno
Reno
Las Vegas
Las Vegas
1997
lEASING PHONE
972-980-5000
3 10· 378-8781
213-488-0010
415-742-1103
GRoss Sa. FT.
No. STORES
YR. BUILT OR
PARKING
SPACES
RENOVATED
1,250,000
1967
950,000
1995
900,000
1996
900,000
DND
369-0704
896·5599
735-5700
317-636-1600
258-4330
384-4488
258-4330
829-5999
840,000
1981
650,000
1993
605,000
1991
526,000
1997
494,361
1990
470,000
1996
362,758
1992
295,626
DND
646-5711
673-5500
786-6622
897-9090
258-4330
384-4488
735-5700
275,000
1978
238,818
1975
230,000
1980
229,958
1992
229,000
1996
225,000
1979
220,900
DND
384-4488
825-2226
735-5700
206,000
1994
203,000
1987
201,282
DND
786-6622
735-5700
188,353
1976
186,9 11
1989
176,756
825-4000
163,911
786-6622
DND
DND
NI A
735-5700
163 ,811
1995
163,050
DND
458-8855
431-2110
431-2110
431-2110
646-5711
258-4330
258-4330
458-8855
786-6622
825-4000
673-5500
731-1551
825-4000
825-4000
825-4000
786-6622
431-2110
795-7900
160,000
1997
160,000
1996
140,500
1997
135,000
1992
132,700
1991
132,000
1994
128,000
1992
120,000
1995
118,800
1974
114,258
146
5,825
140
5,000
120
5,500
100
5,000
138
4,000
150
DND
35
3 ,960
105
ANCHOR STORES
Dillard's, Macy's JC Penney, Sears
Dillard's, Macy's, JC Penney, Sears
Dillard's, JC Penney, Robinson's-May,
Mervyn's
Macy's, JC Penney, Sears
Dillard's Saks Fifth Avenue, Nieman Marcus,
Robinson's-May, Macy's
Saks Off-Fifth, Nike, Levis, Reebok, Spiegel,
Royal Daulton, Wolf Camera
Wal·Mart, Sam's Club, Office Depot
NI A
DND
88
Vans, Longs, Sports Authority
DND
25
Best Buy, Home Place, Copeland Sports
DND
44
DND
32
Wai-Mart, Jumbo Sports, Ross, Family Fit-
ness
Auto Depot, Petsmart, Office Depot
DND
17
Mervyn 's, Sav-On, Toys 'R Us
DND
29
Albertson's, Target, Party Universe
DND
15
1,260
50
DND
27
DND
20
Mervyn's, Target
London Fog, Mikasa, Corning Revere, Just
Above Plus, Converse, Westpoint Stephens
United Artists, Linens & Things, Barnes &
Noble
bl\ervyn's, Vans, Service Merchitndise
DND
22
1,100
7
Target, Mervyn's
Best Buy, Home Place, Copeland Sports
DND
40
Smith's
DND
21
1,005
42
1,041
20
1,564
25
968
28
960
13
787
25
897
20
950
25
1,000
17
834
23
739
23
Target, Marshall's
Mervyn's, Safeway, Sav-On
Safeway, Shapka, Major Video
Smith's
K-Mart
Sports Authority, Toys R' Us, Border's Books
& Music
Target
Smith's, Starbuck's, Bank of America
Lucky, Sav-On, Sears
Lucky, Sav-On, McDonald's
Lucky, Sav-On
Albertson's, PayLess Drugs, U.S. Bank
DND
36
Lucky Superstore, Euphoria Day Spa
DND
21
Vons, Helig-Meyers
DND
15
1,000
2
United Artist's Theatre, Petco, Barley 's Casino & Brewing Co.
K-Mart, Fabric Land
DND
29
DND
DND
111,659
20
DND
DND
110,000
1995
107,596
1992
103,702
19
490
26
Raley's, Mervyn's
Ben Franklin, New Greenbrae Cinema,
Shely's Hardware
Lucky, Sav-On
Scolari's
DND
20
DND
DND
94,026
1988
92 ,000
1996
92,000
1997
90,796
1979
21
Raley 's
Scolari's, Longs
DND
11
500
9
454
23
454
Sak 'N Save
Lucky, Sav-On
Gold 's Gym , Norwest Bank, Hancock Fabrics
TopRankiNevada
STATEW I DE BOOK OF LISTS
Shopping Centers
cont .
Ranked by Gross Leasable Square Footage
"'
~
47
48
49
50
51
52
53
54
55
56
57
58
59
60
61
62
63
N/A
SHOPPING CENTER
LOCATION
LEASING COMPANY
m
~ Did not disclose
BDOK~LISTS
DND
OF
LEASING AGENT
CITY
Green Valley Plaza
2700 N. Green Valley Pkwy
Villafce Shopping Center
Cali ornia & Booth
Southwest Pavilion
S. Virginia Street & Patriot Blvd.
Rainbow Center
4800 Spring Mountain Road
Westridge Corners
2005 Sierra Highlands Drive
Moana West Annex
901-971 W. Moana
Lakeridge Pointe
6135-6147 Lakeside Drive
Double Diamond Shopping Center
South Meadows Pkwy & US 395
Sahara Retail Center
2407 Las Vegas Blvd. South
Janita Plaza
3620-3654 E. Flamingo Road
Stead Plaza
10555 Stead Blvd.
The Parking Gallery
1st & Sierra Street
Plumb Lane Plaza
465-499 E. Plumb Lane
Arlington Gardens M all
606 W. Plumb Lane
Panda Crossing
1999 S. Virginta Street
El Cha~arral Shopping Center
Sutro treet & Wedenkind Road
Silver State Center
10603 Stead Blvd .
Yerinfeon Plaza
Gold 1eld Avenue & US Alt. 395
Henderson
Reno
Reno
Las Vegas
Reno
Reno
Reno
Ren o
Las Vegas
Las Vegas
Reno
Reno
Reno
Reno
Reno
Reno
Reno
Yerington
LEASING PHONE
American Nevada Corporation
David Grant
Gaston & Wilkerson Mgmt Grp.
Ken Mattison
Grubb & Ellis I NV Commercial Grp.
Roxanne Stevenson
Stuart M ixer Commercial
Gregory Pica I Scot Marker
Grubb & Ellis I NV Commercial Grp.
Rick Lamay
Commercial Property Services
Sheila Colfer
Commercial Property Services
Sheila Colfer
L. Lance Gilman Commercial R.E.
Chris Martin
Stuart Mixer Commercial
Gregory Pica I Scot Marker
Cambridge Group, Ltd.
John Lomeo
Grubb & Ellis I NV Commercial Grp.
Rick Lamay
Flem in~ Properties
Glenn lton
Commercial Property Services
Sheila Colfer
Gaston & Wilkerson Mgmt Grp.
Debbie Smith
Grubb & Ellis I NV Commercial Grp.
Rick Lamay
Grubb & Ellis I NV Commercial Grp.
John Pinjuv I Roxanne Stevenson
Gaston & Wilkerson Mgmt Grp.
Ken Mattison
Grubb & Ellis I NV Commercial Grp.
Rick Lamay
458-8855
828-1911
786-6622
735-5700
786-6622
825-2226
825-2226
852-4700
735-5700
795-7900
786-6622
673-5500
825-2226
828·1911
786-6622
786-6622
828-1911
786-6622
GRoss Sa. FT. No. STORES
YR. BUILT OR
PARKING
RENOVATED
SPACES
90,000
1979
81.428
1979
76,100
1986
60,000
DND
44,652
1990
43 ,000
1992
35.000
1988
28,940
1998
25,514
DND
24,985
1985
21 ,000
1989
21 ,000
DND
20,000
1985
16,500
1995
16,000
1997
12,672
1989
11,506
1980
DND
1995
32
500
21
650
17
DND
11
300
15
DND
21
135
25
DND
DND
DND
8
DND
16
168
14
DND
5
DND
14
DND
11
71
10
DND
11
66
6
88
DND
DND
A NCHOR STORES
Trader Joe's, Blockbuster, Bank of America
Longs, Godfathers Pizza
Scolari's, Talbot's
Lucky
NIA
Josef's Vienna Bakery
Maloney's Market
DND
Holy Cow Brewery
Simmons Beautyrest, Subw ay
NI A
Jones New York, Adolfo, Carol Little
Petticone Junction
Arlington Nursery, Country Garden Restaurant
NIA
NI A
NIA
.Scolari's
Note: The above infonnation was supplied by representatives of the listed companies in response to faxed survey forms. Companies oot appearing did not respond. To the best of our knowledge. the information is accurate as of press time.
While f!'Jery effort is made to ensure accuracy aocl thoroughness, errors and omissions do occur. send corrections or additions on company letterhead to TopRank Nevada Statewide Book of lists, Research Dept., 2127 Paradise Rd., LV. NV 89104.
FREE 1-hour
E~ecutive
Briefing
for
Presidents, Owners, CEOs, Principals
$ Do Your Salesp eople fail to close prospects ... and you're not sure why?
$ Do your traditional sales practices turn you into an unpaid consultant?
$Do your proposals end up in the hands of competitors?
$ Do you give presentations before you r prospect makes a commitment?
$ Do any of your reps look good on paper . . . but don't w ork out?
$ Do prospects ofte n not reveal their "real" buying motiv es?
$ Do you fee l uncomfortable in selling situations because
you don 't want to look like a salesp erson?
S Are your sales efforst resulting in too many "Think It Overs"?
S Are you having to cut prices to close more sales?
If you answered "Yes" to any of the above, you may be a candidate for our Presidents' Club.
"Break the Rules • • •
and Close More Sales!''
Presente d by:
Mark Bartholomew, Principal
Sandler Sales Institute
November 1997 •
Nevada Business journal 65
TopRankiNevada
STATEWIDE BOOK OF LISTS
Small Business Administration Lenders
Ranked by Total Amount of Loans Approved in Nevada (1 0/1/98 - 9/30/97)
LENDER
~
~
P HONE(S}
AooRESs(Es}
E·MAI L I WEBSlTE
Nevada State Development Corporation
350 S. Center Street, Suite 310, Reno 89501
2 Bank of America Federal Savings Bank
PO Box 98600, Las Vegas 89193
401 S. Virginia Street, Reno 89501
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
TOTAL LOANS
AMOUNT
AT & T Capital Corporation
500 N. Rainbow. Suite 300, Las Vegas 89107
Bank of Commerce
1575 Delucchi Lane, Suite 116B, Reno 89502
4055 S. Spencer St. , Suite 236, Las Vegas 89121
Sierra West Bank
PO Box BD, Truckee, CA 96160
Goleta National Bank
5636 W. Charleston Blvd., Suite A. Las Vegas 89102
The Money Store Investment Corp.
3301 C Street, Suite 100M, Sacramento, CA 95816
First Security Bank of Nevada
4425 Spring Mountain Road, Las Vegas 89102
New Ventures Capital Development Co.
626 S. Ninth Street, Las Vegas 89101
Southern Nevada Certified Development Co.
2770 Maryland Pkwy. Suite 212, Las Vegas 89109
Kirkwood Bank & Trust Company
6900 Westcliff Drive, Suite 702, Las Vegas 89128
Nevada State Ban k
294 E. Moana Lane, Reno 89502
Pioneer Citizen's Bank
PO Box 19260, Las Vegas 89132
Imperial Bank
2390 E. Camelback Rd. , Ste. 300, Phoenix, A2 85016
Las Vegas Business Bank
3885 S. Maryland Pkwy. Las Vegas 89119
Silver State Bank
691 N. Valle Verde Drive, Henderson 89014
Heller First Capital
DND
Bankwest of Nevada
3500 W. Sahara Avenue, Las Vegas 89102
First Western SBLC, Inc.
DND
Norwest Bank
3300 W. Sahara, Las Vegas 89102
PO Box 11070, Reno 89510
U.S. Bank of Nevada
2300 W. Sahara, Las Vegas 89012
Wells Fargo Bank. N.A.
PO Box 98588, Las Vegas 89193
1 E. First St. , Reno 89501
lnterwest National Bank
4060 Kietzke Lane, Reno 89502
Zions First National Bank
One South Main St. , 3rd Floor, Salt Lake City, UT 84111
Community Bank of Nevada
1400 S. Rainbow Blvd., Las Vegas 89102
26 Comstock Bank
901 Stewart Avenue, Carson City 89701
26 Stearns Bank
DND
27 Citibank
323-3625
654-6871
688-8510
221-1925
LOANS TO W OMEN/MINORffiES
NUMBER
NUMBER
LOAN TYPE
7(A}'
AMOUNT
504"
(ONTACT(s}
$14,808,696
54
26
$10,708,696
9,342,620
38
13
3,592 .000
Tony Fahr I Gino Martini
8,772.415
23
5
1,805,000
Richard Freeman
•
Bobbi Bennett
8,205 ,980
21
3
667,500
800-693-2661
732-7655
916-582-3875
6,558,500
19
7
2,424,000
Dave Mclean
870-0870
5,346,000
9
4
1,970,000
Margaret Kru glov
916-446-5000
4,848,000
9
4
2,134,000
Lawrence Wodarski
362-7222
4,587,000
28
14
2,586,000
Cheryl Moss
382-5922
4,572,000
12
10
3,854,000
Ernest Fountain
732-3998
4,133,000
13
6
1.484.000
Thomas Guthrie
228-0941
3,015,000
9
2
800,000
Dennis Degree
689-1202
2,922 ,600
13
3
238,500
Stan Wilmoth
734-5711
2,774,000
12
9
2,287 ,000
Sandra Umeno
602-553-1062
2,592 ,000
4
3
2.427,000
Garry Barnes
794-0070
2.403,750
15
7
1,004,250
Alfred Alvarez
433 -8300
2,143,000
4
4
2,143,000
Calvin D. Regan
1,863,830
4
DND
248-4200
1.402,000
11
DND
1.400.000
365-3861
365-3861
386-3616
3
280,000
DND
525,000
Jack Wallace
DND
1.400,000
773,870
11
6
364,000
549,887
5
4
449,887
Kenneth Ladd
520,000
8
4
335,000
791-6185
334-5560
827-7252
285,000
2
2
285,000
Ken Achurra
801-524-4904
220,000
220,000
Kent Moon
878-0700
200,000
200,000
Edward Jamison
827-7444
180,000
0
0
William Waldren
DND
180,000
0
0
DND
796-3098
150,000
346-6600
130,000
2
0
0
348-1000
113 ,000
2
0
32,000
753-3800
82,000
150,000
Jake Fulkerson
~qno P ~r~rfic;;p Rn~rl . I ~c;; Vp~;::, R91()q
29 Mesquite State Bank
PO Box 2999, Mesquite 89024
30 Heritage Bank
PO Box 11920, Reno 89502
31 Great Basin Bank
PO Box 2808, Elko 89803
32 Commercial Ban k of Nevada
Commercial Capital Corporation
2820 West Charleston Blvd ., Las Vegas 89102
33 Hawthorne Credit Union
PO Box 2288, Hawthorne 89415
34 Sun State Bank
4240 W. Flamingo Road , LV 89121
580 E. Plumb Lane, Reno 89502
35 First National Bank - East Grand Forks
DND
Kenneth Sanders
Mary Ganzel
Kathy Dutro
0
80,000
Maria C. Fernandez
75,000
Jean Peterson
258-9990
945-2421
60,000
0
45,000
0
John Dedolph I Lou Borreg.;
364-2440
823-2268
DND
0
•
DND
DND = Did not disclose Source: U.S. Small Business Administiation, Las Vegas, NV
• The SBA's primary business loan program. Under 7(A), Lhe SBA guarantees loans to small businesses Lhat cannot obl3.in financing on reasonable terms Lhrough oLher channels.
• • The 504 program involves two loans - Lhe SBA debenture guaranty loan made Lhrough the development company and a loan made by a bank for an equal or larger amount
~
BOOK ~LISTS
OF
llllt:.UI
Note: The above information was supplied by representatives of the listed comp.anies in respon~ to faxed survey forms. Companies not appearing did not respond. To the best of our knowledge, the informat:ioo is acCIR!e
While every effort is made to ensure accuracy and thoroughness, errors and omissions do occur. Send conections or additions on company letterhead to TopRank Nevada Statewide Book of l ists. Research Depl, 2127 Paradist t
66 ~Business journal .
November 1997
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1
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PEOPLE ON THE MOVE
he Associated General Contractors of
Southern Nevada has
named Tony Illia as its
new public relations
director where he will be
Tony IIlia
managing editor for the
Construction Connection and responsible
for promoting construction growth in the
Las Vegas Valley. Prior to joining AGC,
lllia served as the general manager for
Vosburg Equipment in Las Vegas.
T
Charles Verre has been named senior
account administrator of the health and
benefits depat1ment at Layne and Associates Insurance. Verre has an extensive
administrative and marketing background
which includes 15 years of workers compensation and medical management experience. He previously served as vicepresident of sales and marketing for CDS
of Nevada, a worker's compensation
third-pat1y claims company.
James Bahan
James Bahan has been
named to the board of
directors for Pioneer
Citizens Bank of Nevada.
Bahan is president of
Model Dairy, Inc. and is
active in a number of
Northern Nevada community organizations.
Rep. John Ensign (R-Nev.) announced
Jack Finn, a veteran reporter with
KVBC-TV Channel 3 in Las Vegas,
has joined his staff as the Congressman 's
new press secretary. Finn has been a general assignment reporter for almost four
years with Channel 3 and has reported for
stations in Texas and California. Prior to
his broadcasting career, Finn was the
administrative assistant for a county
supervisor in Ventura County, Calif.
68 Nevada Business journal •
November 1997
Norwest Bank Nevada announced the
promotion of Nafeesa Sallee-Spencer to
consumer banking manager for the bank's
Nucleus Plaza and North Las Vegas locations. Her responsibilities include overseeing the growth and personnel of both
branches. Spencer has been with the bank
since 1995 and was most recently personal banker. Norwest also hired Gordon
Walsh as sales development manager.
Walsh has more than 20 years ' experience and will be responsible for direct
retail, commercial and trust activities.
The account services department in the
Las Vegas offices of R&R Advertising
recently added an account supervisor, two
account managers and an assistant
account manager. The company 's new
account supervisor, Carolyn Goering,
was formerly a senior account executive
with Grey Advertising in Los Angeles.
Lara Harris and Amy Helton are the
agency 's new account managers. Harris
joined the agency from Kruse & Parker
Advertising of Reno, and Helton was formerly with Sharp Advertising & Design in
Las Vegas. R&R's new assistant account
manager, Catherine Guyot, was a public
relations account executive for Rogers &
Cowan of Los Angeles prior to joining
R&R Advertising.
Peggy Pound has joined Pentacore
Engineering, Inc. as vice-president of
business development. Pound has more
than 15 years ' experience in the consulting engineering profession and serves as
the Southern Nevada director of the
Consulting Engineers Council of Nevada.
Southwest Engineering
announced the promotion of Jayne Leavitt to
manager of the survey
department. Leavitt, a
registered land surveyor
for the state of Nevada,
Jayne Leavirr
began her apprenticeship
in 1981 , working on the Tonopah Test
Range and the Nevada Test Site. She also
worked for U.S. Ecology at the hazardous
waste site in Beatty, where she was
responsible for all control, layout and subsequent built-ins for the EPA She joined
Southwest Engineering in 1994.
Desert Springs Hospital has hired
Adrienne Fee as director of coordinated
care, where she will be responsible for the
direction of the case management program. Prior to joining Desert Springs, she
was the director of quality management at
a Cleveland hospitaL Fee holds a bachelor's and a registered nurse's degree and is
certified in nursing administration and
managed care.
Rose-Glenn Advertising
and Public Relations
recentl y named Neena
Laxalt as government
affairs director. Laxalt,
the daughter of former
Nevada Governor and
Neena Laxalt
U.S. Senator Paul Laxalt,
has more than 15 years of legislative and
public policy experience. Most recently,
she served as the Northern Nevada government and political consultant to
Mirage Resorts, Inc. of Las Vegas.
The International Association of Convention
and Visitors Bureaus
(IACVB ) recently honored Terry Jicinsky,
marketing research
administrator for the
Las Vegas Convention
Terry Jicinsky
and Visitors Authority
(LVCVA) , as its 1997 outstanding
professional staff member. Jicinsky, a
five-year IACVB member, serves on its
board and chairs the 1998 International
Convention Income Survey, which measures the economic contributions of the
convention and meeting industry to destinations around the world. With the
LVCVA, Jicinsky oversees all research
projects pertaining to the convention and
tourism industry in Las Vegas.
Cybersmart of Las
Vegas announced recently the appointment of
Joe Vassallo as president
of the firm which specializes in electrical and
electronic inter-connecJoe Vassallo
tion systems and components. Vassallo is responsible for marketing and business development to builders
and electrical contractors . He will also
oversee the operational activities, installation of equipment and training programs .
Frank Gootrad has joined Champion
Homes as vice president
of sales. With more than
22 years of experience,
Gootrad is responsible
for new home sales , new
homes closings and the
supervision and training
Fran k Gootrad
of the sales department.
Mark Ghan has been named Solicitor
General for the State of Nevada where
he will oversee all litigation within the
office of the attorney general. He has
served as assistant solicitor general since
the office was created in 1993. For the
past several years, the litigation division
of the attorney general's office has handled over 1,000 cases each year.
EVEREN Securities,
Inc. announced Katrina
Clark has joined the
firm as senior vice president and portfolio manager at the Las Vegas
office. She was formerly
with Dain Bosworth
Katrina Clark
where she served as senior vice president.
Keith Lynam of Las Vegas has been
appointed Nevada state director for the
National Federation of Independent
Business (NFIB). He is president of
Lynam Communications Group and has
more than 16 years of experience in pubHe relations and public affairs . With 4,000
members, NFIB is the nation 's largest
small business advocacy organization.
Lawyers Title of Nevada has hired
Debbie Miller as senior escrow officer.
The 13-year Las Vegas resident handles
all types of escrows, loans and transactions, including high liability, commercial
and land acquisitions. She is treasurer of
the Southern Nevada Escrow Association.
Sprint recentl y announced the appointment of Dawn Merritt as community
relations manager and Vince Alberta as
public relations manager. Previousl y,
Merritt was a communications specialist
at EG&G Energy Measurements and a
community relations manager for Bechtel
Nevada. Alberta was formerly employed
by Nevada Power Company and the
University of Nevada, Las Vegas. He has
16 years ' experience in print and broadcast media and is the president-elect of
the Public Relations Society of America,
Desert Sands Chapter of Las Vegas .
Stanwell Mortgage recently announced
the addition of Mike Montandon, mayor
of North Las Vegas, as vice president of
marketing. Montandon was formerly with
Bank of America as a senior commercial
real estate appraiser.
David Scoll has been
named senior vice president, legal council for
Pardee Construction
Company . Scoll , who
joined Pardee last year,
manages a broad range
David Sco/1
of legal matters for the
company , including
those related to various
real estate activities.
Prior to joining Pardee,
Scoll was with First
Interstate Bank's Legal
Ray Land1y
Services Group for more
than 12 years. Pardee also announced that
Ray Landry, assistant vice president of
sales for the company, has been elected
president of the Nevada Real Estate Commission. Appointed by Nevada Governor
Bob Miller two years ago to the fivemember commission, Landry is a 27-year
Las Vegas real estate professional.
Russ Dyer has been named acting project
manager for the U.S. Department of
Energy's (DOE) Yucca Mountain Site
Characterization Project (YMP). Dyer,
who holds a doctorate in geology, assumes overall responsibility for the study
of Yucca Mountain as a potential site for
the nation's first spent fuel and high-levc;l
radioactive waste repository. Dyer has
been with DOE for eight years and was
formerly a deputy project manager.
Patrick Larson has
joined Clark & Sullivan
Constructors, Las Vegas,
as project superintendent. With more than 25
years of· construction
experience, Larson has
Patrick l,prson
served as project superin ten dent on the remodel of the Las Vegas
Hilton, the completion of two elementary
schools and is currently supervising the
Ernst F. Lied Ambulatory Care Clinic project for Clark & Sullivan.
The Grand Canyon Air
Tour Council, an industry coalition of nine
Southern Nevada air tour
operators that contribute
$250 million a year in
revenue to Nevada's
Bob McCune
tourism industry, elected
Bob McCune as president. He previously
served the Council as a government relations consultant. McCunn is president of
Campaign Center West, a Hendersonbased public relations firm .
Howard Mason, M.D.,
has joined Charter
Behavioral Health
Systems of Nevada
(CBHSN) as its new medical director. The former
Howard Mason
U.S. Navy Medical Corps
lieutenant was previously in private practice in Charlotte, N.C. where he was an
attending physician for three medical
facilities. He is licensed to practice in
Nevada, Arizona, California, Illinois and
continued on page 72
North CaroEna.
November 1997 •
Ne1•ada Business journal 69
-
NEVADA BRIEFS
u.s. Bank celebrates new
branch opening
U.S. Bank recently celebrated the opening of a new branch in Las Vegas, marking
it 's fifth opening since May in Albertsons
Supermarkets. The newest in-store branch
is located at Eastern and Sahara.
New laser treatment repairs
common prostate conditions
Dr. Stephen Kurtz, a urologist who practices at Columbia Sunrise MountainView
Hospital and Columbia Sunrise Hospital
and Medical Center, is the firs t physician
in the state to perform a new procedure
known as Indigo Laser Optic Solution to
repair enl arged prostates in men . The Food
and Drug Administration approved the use
of the procedure j ust over a year ago.
According to the American Medical Associatio n, most men over the age of 45 suffer
fro m an enlarged prostate to some degree.
Northern Nevada room tax
collections set record
A record of $2.7 million in room tax
was collected from visitors to the Reno,
Sparks and Lake Tahoe area last August.
The revenue is a 12.4 percent overall
increase over the same month last year
with Sparks reporting an increase of 32.5
percent. According to research released by
the Reno Sparks Convention and Visitors
Authority, over 505 ,000 rooms were occupied dming the record-breaking month.
Wells Fargo commits $1 billion in
loans to Latino small businesses
Wells Fargo Bank, in alliance with the
U.S. Hispanic Chamber of Commerce,
recently established a $ 1 billion loan program to fund the growth and expansion of
Latino businesses across the nation . The
first of its kind, the loan commitment
extends for the next six years to estab~Business journal •
November 199i
lished Latino small business owners. To
qualify for an unsecured loan from $5,000
to $ 100,000, under the program, business
owners must have been in business for at
least three years; have no declared bankruptcy within the pas t ten years; have a satisfactory credit record; have a profitable
business and an established bank accou nt.
Las Vegas Chamber of Commerce
welcomes 5,000th member
The Las Vegas Chamber of Commerce
recently passed a milestone in its 86-year
history as it welcomed its 5,000th member
business last month. Founded in 1911 , the
Chamber now ranks near the top of the
nation for chamber membership when
compared to cities with similar populations . The rankings considered the number
of chamber members as a percentage of
total businesses in each region.
Sierra Health Services awarded
$1.5 billion contract
SieiTa Military Health Services, Inc. , a
subsidiary of Sien·a Health Services, Inc ..
was recen tl y 'a warded a multi-year, $1.5
billion contract to serve approximately
600,000 beneficiaries of the Civilian
Health and Medical Program of the Unifor med Serv ices (CHAMPUS ) in 13
northeastern and mid-Atlantic states and
the Di strict of Columbia. Under the contract, Sierra Military Health Services will
administer a healthcare program for the
dependents of active duty military personnel , as well as retirees and dependents, in
all branches of the uniformed services .
Sprint wins bid for Clark County
business
Sprint was recently awarded a three year
contract valued at more than $6 million to
provide local telecommunications services
to Clark County. Sp1int will provide the
county with a voice and data network,
hardware, inside wire maintenance, enhanced calling features, and voice mail
with automated attendant system, directory service and dial-by-name directory. The
process marked the first time a government agency in Nevada has solicited bids
for local voice and data services .
NevTEL changes name to MGC
Communications
In a move to better reflect the company 's national presence, NevTEL
announced it has changed its name to
MGC Communications. The privatelyheld company also recen tl y completed a
$ 160 million senior note offering.
State unemployment rate drops
evada 's seasonall y-adjusted unemployment rate dipped one-tenth of a percentage point in August to 4.3 percent, the
lowest level since 1989. According to a
spokesman fo r the Nevada Depru1ment qf
Employment, Training and Rehabi]jtation ,
the decline in unemployment reflects the
state's healthy economy. The departmen~
also repo.rted the state's job growth (esti ~
mated at 5.3 percent), while slowing
slightly, is still above the national rate.
UNR releases small business
financing guide
The Un iversity of
evada . Reno,
evada Small Busine s Development
Center has released a financing guide for
small business. The guide provides detailed information on financing sources
and vari ous SBA loan programs available
to evada small business owners, or anyone conside1ing stru·ting a small business.
Nevada State Bank worked with the university to produce the publication which i
available through the Nevada Small Bu iness Development Center in L as Vegas and
Reno, or evada State Bank.
KNPR building underway
evada Public Radio Corporation h
begun construction of the Don ald \ Reynolds Broadcast Center, the new permanent home of KNPR, 89.5 FM, Southern Nevada's public radio station. TI:Jc
15,000-squru·e-foot broadcast, ad mini rrati ve and teaching facility is under construction on the Charleston campus of the
Community College of Southern Ne ~
(CCSN) and was made possible by a S-!..:
million grant from the Donald
Reynolds Foundation , and a 99-year I
lease and partnership deal with CCSN.
PEOPLE ON THE MOVE
Wells Fargo announced
Tim Wennes has been
appointed to vice president and division manager of in-store operations
for Nevada and Arizona.
Wennes will oversee the
company 's 163 supermarket branches in the two states. He has
been with Wells Fargo since 1989, ftrst as
a loan officer and personal banking officer, then manager of several of the company's Southern California branches.
Roy Addington
NEXTLINK Nevada
has recently hired Roy
Addington as sales manager. The UNLV graduate was previously the
general manager for
American Communications Services in Las
Vegas. He has also marketed interactive
video systems and worked as an area
manager for Southwestern Bell Telephone
in Oklahoma City.
Tanna Prince has joined Universal
Health Network (UHN) as director of
business development. She is responsible
for marketing, sales and network development for URN's preferred provider organization in Nevada. Prince has more than
a decade of experience in health insurance, managed care and human resources.
John Prlina has joined
American Nevada Corporation as construction
manager for the Seven
Hills
master-planned
community. In his new
position, Prlina will
John Prlina
oversee all engineering,
budgets and construction for the development of the community. He is a 16-year
veteran of the general construction industry, most recently serving as senior project
manager for Kajima Engineering & Construction, Inc. of Las Vegas.
Truckee River Business Lending announced that Sharlene Lewis, a 26-year
- ! ~ Bnsinessjoumal . November 1997
NEVADA BRIEFS
banking veteran, has joined the company
as vice president/business development
officer in Las Vegas. She was most recently vice president and branch manager with
Heath Financial Services and has held
commercial and business lending positions with Sun State Bank, Bank of America and First Interstate Bank of Nevada.
Stuart Mixer Commercial-Asset Management
has named Jan Hoback
to the position of property manager. Most recently, Hoback was an
assistant property manJan Hoback
ager with The Howard
Hughes Corporation where she managed
more than 850,000 square feet of office
space. Prior to her tenure with The
Howard Hughes Corporation, Hoback
was assistant marketing director for The
Vista Group. In her new position, she will
be responsible for the on-site management
of City Center West, a 212,000-squarefoot office project in northwest Las Vegas.
Bill Martin, a long-time Nevada communications and public affairs consultant has
been named vice president and director of
special projects for MarkeTec, Inc., an
independent research ftrm in Northern
Nevada. Martin, accredited by the Public
Relations Society of America, has been a
Reno resident since 1971 and is a former
chief of Nevada operations for the Associated Press and press secretary to former
U.S. Senator Paul Laxalt. Martin cofounded Brodeur-Martin Company, a
full-service public relations agency and
Nevada Weekly, now the Reno News &
Review, the Reno-Tahoe area's fust alternative newsweekly.
Michele Casey has joined Dain
Bosworth as an investment executive in
its Reno office. Casey recently completed
the ftrm 's extensive training program and
is a certified registered investment executive. She will assist individual and corporate clients in selecting appropriate investments, and developing retirement plans
and money management programs.
•
Commercial Bank breaks ground
on Summerlin branch
Commercial Bank of Nevada has
broken ground for the construction of its
newest Las Vegas branch located in
Summerlin. The branch - Commercial
Bank's third location - is scheduled to
open in mid-January.
Key Largo casino/Quality Inn
Hotel celebrates grand opening
The Key Largo Casino and Quality Inn
Hotel recently held grand opening ceremonies for its new l 0,000-square-foot .
casino . The Quality Inn Hotel (formerly •
the Ambassador Inn) has complet~d
its remodeling project for the 318-room
resort which is located near the Strip on
Flamingo in Las Vegas.
Nevada Society of CPAs opens
Las Vegas office
The Nevada Society of Certifted Public
Accountants (NSCPA) has announced the
opening of a new Las Vegas office at 333
North Rancho Drive. The office is the second location for the organization, the first
being headquarters in Reno which opened
in 1947. The NSCPA celebrates its 50th
anniversary this year.
Caesars Palace Tower nears
completion
The 1,200-room Palace Tower and conference facility at Caesars Palace is slated
to open its fust phase this month with the
second phase due to open in December.
The 29-story tower includes guest rooms
and suites, 110,000 square feet of meeting
space, restaurants, a spa, three swimming
pools and retail space.
BofA branches to accept property
tax payments
Bank of America recently announcoo
that it is working with the Clark Coun _
Treasurers office to accept property t:aJ
payments at any BofA branch within !be
county. While the majority of prope _
owners have property taxes impound
by their lender or mortgage compan_
approximately 40,000 pay property tax .
at the office of the treasurer.
BUSINESS INDICATORS
ANALYSIS ········
I\ t midyear, Nevada's unemployment rate
/"'\stood at 4.8 percent, having dropped a
full percentage point from a year ago. Las
Vegas also reported an unemployment rate
of 4.8 percent. Reno reported even better
numbers - 3 .8 percent. When rates reach
such low levels, one can conclude economic
conditions are favorable.
Consumer spending continues to buoy
the economy. Nationally, gross domestic
product posted a growth rate of 4.28 percent
during the second quarter of 1997. This
growth rate is neither too fast to create fears
of inflation, nor too slow to give rise to fear of
recession. Inflation, as measured by the con·
sumer price index, grew at a modest 2.23
percent over the last year.
Most forecasters predict a favorable
national economy in the near term, although
there have been some signs for concern.
These concerns include: labor shortages in
some job categories, which could spill over
into rising prices; profit rates, which have
been favorable, might drop, resulting in less
investment in new plants and equipment;
and the weather, in particular, "El Nino,"
could adversely affect some agricultural
areas. Uncertainty, therefore, clouds our
future more today than in the past.
Nevertheless, conditions remain favorable. The Federal Reserve, therefore, has
taken a "standby position" and let the natural forces of economic activity evolve.
Nevada's business activity also remains
favorable. The state's July taxable sales
increased 4.13 percent over a year ago, with
Las Vegas reporting a strong growth of 7.28
percent. Nationally, retail sales in July show a
similar steady rate of expansion, increasing
4.32 percent from a year ago.
Nevada's gaming sector, which has experienced some ups and downs during the past
year and a half, enjoyed a relatively strong
level of activity in July. The state's gaming
revenue collections, unadjusted for inflation,
increased 4.6 percent above a year ago, with
Washoe County (Reno) enjoying better
growth (5.16 percent) than Las Vegas (4.67
percent) for the first time in months.
Nevada's strong economic performance
during the past year rests on its construction
sector, now employing more than 10 percent
of the work force in Las Vegas. Construction,
often a source of wide swings, seems to have
ample work for the near term , suggesting no
immediate transition difficulties.
R. Keith Schwer- UNLV, Center for Business
and Economic Research
DATE
LATEST
PERIOD
PREVIOUS
PERIOD
YEAR
AGO
YEARLY
%CHG
-~
UNEMPLOYMENT
Nevada
s.o
Las Vegas MSA
7197
4-8
4-8
Reno MSA
7/97
3-8
7/97
4-8
7197
2,023,741
Clark County
7197
1,361,857
Washoe County
7197
370,025
7197
351,953
212,075
7197
671,111
618,883
91,040
475.541
86,834
U.S.
7/97
(SEASONALLY ADJU STED)
4-9
4-2
s.o
s.8
6.1
-17.24
- 21.31
4-7
-19.15
-11.11
5·4
· ~;;'1
RETAIL ACTIVITY
Nevada Taxa ble Sales
U.S. Retail Sales
($
ooo)
($MILLION)
2,157.759
1,448,660
210,739
1,943.463
1,269.395
353.673
203,291
GROSS GAMING REVENUE
Nevada ($ ooo)
4-13
7.28
-0-49
4-32
. -·-:.
Clark County
7197
Washoe County
7/97
490,125
86,573
s.16
~
CONSTRUCTION ACTIVITY
Las Vegas Area Permits
New Residences
2Q97
New Commercial
2Q97
s.64o
360
4.700
350
s.sos
318
2-45
13.21
776
8o
453
82
929
52
-16-47
Reno Area Permits
New Residences
2Q97
New Commercial
4Q95
53-85
u.s.
Housing Starts (ooo)
7197
6/97
1,447
1,447
1,492
-3.02
591-5
597-9
568.2
4-10
Las Vegas Are.a
Average Sales Price C
•>
2Q97
140,179
-1.17
2Q97
138.536
76.18
138,851
Average Cost $/Sq. Ft.
75 -20
78-41
-2.84
Average Mortgage Rate ''>
2Q97
7-99
7-90
7-93
0.76
6/97
819
772
732
11.89
McCarran Int. Airport, LV
2Q97
7.633.379
7,686,377
7,6so,625
-0.23
Reno/Tahoe Int. Airport
2Q97
1,669.355
1,596,183
9-50
72.933
68,734
4-48
160.3
-4.24
Total Construction
($BILLION)
HOUSING SALES
Washoe County*
U.S. Home Sales (ooo)
TRANSPORTATION
Total Passengers o>
State Taxable Gasoline Sales ($ ooo)
6/97
1,747.777
71,810
7/96
1,688,6oo
7I 96
306,810
7197
7/97
16o.s
1,062.0
1,063.0
157-0
1,109.0
7197
8. so
8.so
8.25
7197
2Q97
5-07
8,004.8
4-92
5-17
3-03
-1.93
7.933-6
7,607-7
4-28
POPULATION ESTIMATES
Nevada
Clark County
Washoe County
NATIONAL ECONOMY
Consumer Price Index C4l
Money Supply-M1
($BILLION)
Prime Rate
Three-Month U.S. T-Bill
Gross Domestic Product
($ BILLION)
2.23
NOTES: (1) houses, condos, townhouses; (2) 30 yr. FHA fixed; (3) enplaned/deplaned passengers; (4) all urban consumers
SOURCES: Nevada Dept of Taxation; Nevada Employment Security Deptartment; UNLV, Center for Business and
Economic Research; UNR, Bureau of Business and Economic Research; US Dept of Commerce; US Federal Reserve.
COMPILED BY: UNLV, Center for Business and Economic Research
• Figures not available.
November 1997 •
Nevada Business Journal 73
by Joe Mullich
Don't Lose Your Arch-Nemesis
.Anyone who
appreciates
the value of
having an
arch-nemesis
must be a bit
sad. The two
sworn enemies
of the -computing industry Bill Gates of
Microsoft and
Steve Jobs of
Apple- have
joined in an
alliance. The
computer cold
war has ended.
And, frankly,
that sucks.
---~ Sei':!lb.Bosiness journal .
ot long ago, Steve Jobs,
when asked about Gates,
would say things like:
"The only problem with
Microsoft is that they just have
no taste." That was delightfully catty even if it may not be
exactly true. It's just that
Gates ' taste runs to Rumpled
Sartorial Nerd. Jobs, who once
dated Joan Baez, is more of the
Techno-Mystic bent.
The differences of style
and loathing of Microsoft
helped sustain Apple during
some rough patches (say, the
past 10 years). Now that
Gates has bailed out Apple
with $150 million, Jobs and
Gates are making nice. This
is like Greenpeace naming
Rush Limbaugh its Man of
the Year. It's like Cain and
Abel opening a 7-11 together.
"This is a good day for the
Apple platform," said one
analyst. "But this is the day
that Apple sold its soul."
Mostly, I'm concerned about
how this will affect Gates, a
man driven by competition.
Machiavelli didn' t get so much
glee from besting his opponents as Gates does. But the
problem is, who does Gates
have to hate now?
Sure, plenty of people still
hate Gates. If you log onto the
Internet, you'll find many web
sites dedicated to lambasting
Microsoft and Gates. Most of
them rebuke Microsoft for its
near-monopolistic control over
the computer industry. There is
the Microsoft Evil Empire Network page (www.coredcs.com/
N
November 1997
-clayk/evil.htrnl). This site
plays off the Microsoft ad line
by asking, "Who do you want
to control today?"
Another person erected
the Bill Gates Hall of Shame
page (http://wwwjas.com/
ms-shame.shtm1). The page
includes quizzes:
QUESTION: What would
happen if Microsoft built cars?
ANSWER: We'd all have to
buy Microsoft gas.
It also explains how the
Microsoft ad slogan translates into Japanese: "If
you don' t know where you
want to go, we'll make
sure you get taken."
Another person, with a gift
for directness, launched the
"Bill Gates is Satan" page
(http://www. bxscience.edu/
-waletzky/bill gates.htrnl). The
page offers this advice: "Call
Microsoft's 800 numbers as
often as possible, and stay on
the line as long as you can.
Why ? Because every call is
charged to Microsoft!"
Funny. But everyone knows
it really doesn't amount to anything. I mean, check the Bill
Gates Personal Wealth Clock
site (http://www. webho.com/
WealthClock). It would take a
lot of 800 calls to cut into his
$40 billion fortune enough to
force him to clip coupons.
Apple, though, was viewed
as a serious rival. And partly
because of that, Gates invented
the Apple-wannabe Windows
operating system. But now the
closest person to a nemesis for
Gates is Larry Ellison, head of
Oracle Computer and a man
who has several billion dollars
of his own in the bank.
Ellison, a natty guy who
wears cufflinks the size of
toasters, is also a stylistic
polar opposite of Gates.
Ellison seems genetically
unable to open his mouth
without taking a potshot at
Gates. When Gates built a
lavish $30 million lakefront
estate, Ellison promptly built a,
...Japanese palace and gardens
for $40 million.
But Ellison isn't a true
arch-nemesis, since Gates
seems barely to recognize he
exists. Ellison, in contrast,
continu-ally mutters Gates'
name and talks about him as
if he were present whenever
reporters are nearby. "Bill,
Bill, Bill!" he begins speeches,
either for show or because he
needs Prozac. Also, Ellison's
products - relational databases
(trust me, you really don't
want me to explain what they
do) - are so dull compared
to the cultist Apple, he has
trouble keeping people from
yawning unless he rips Gates.
All this makes me feel very
orry for Gates. Because all of
u need a nemesis to keep us
going at times. After all,
-. ould there have been a
Sherlock Holmes without a
Moriarty? A Patton without
a Rommel? Sean Connery,
after winning an Academy
Award, prominently thanked
his enemies. Having an archnemesis is good for business
and good for the soul. •
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