The Strip: Then and Now

LAS VEGAS -- What a difference a decade makes.

Ten years after Luxor, Treasure Island and the MGM Grand opened on the Strip, the three megaresorts have evolved to become much different, yet still successful, destinations.

The three projects-- totaling almost $2 billion worth of new construction combined -- fueled the Strip, driving tourism, economic and population growth for the rest of '90s, University of Nevada, Las Vegas professor Bill Thompson said.

"Luxor, TI and MGM said Las Vegas is out of the Bush recession, and all three became must-see attractions," Thompson said. "All three properties opened with flawed marketing plans, but all three have made significant changes."

The 1993 premieres included the $375 million Luxor, which opened Oct. 9; the $430 million Treasure Island, which opened Oct. 27; and the $1 billion MGM Grand, which opened Dec. 18.

All three megaresorts have undergone dramatic, and expensive, renovations and additions during their 10-year life spans, and company executives tout the properties' ability to remain consistent moneymakers for the foreseeable future.

The trio's openings followed the Strip's rebirth in 1989 and 1990 with the openings of the first two modern megaresorts, The Mirage and Excalibur, and preceded the end-of-the-decade burst that included Bellagio, The Venetian, Mandalay Bay, Paris and the Aladdin.

"The Luxor, Treasure Island and MGM Grand openings, collectively, were the most dramatic of the three growth waves of the '90s," University of Nevada, Reno professor Bill Eadington said. "The (1993) second wave really put Las Vegas on the map and made it very visible. The 1993 openings reinforced the first wave, which proved that Las Vegas was transforming itself from a gambling town into a destination resort city."

Eadington noted that the three spectacular properties had a significant effect on subsequent development.

"It woke up the industry and set up the third (1998-2000) wave of resort openings," Eadington said. "It also spurred Caesars, the Desert Inn and the Rio to invest (hundreds of millions) in order to keep their properties (fresh)."

All three resorts that opened in late 1993 had family friendly attractions: Luxor with an array of interactive games and an indoor Nile River ride; Treasure Island with its pirate-themed decor, giant Stripfront skull marquee and pirate show; and the MGM Grand with its outdoor theme park and employees, "cast members," decked out in Wizard of Oz-themed attire.

"For three or four months Las Vegas (Convention and Visitors Authority marketers) began marketing the city to families with kids," Thompson said.

But 10 years later, much has changed.

"They dropped that family marketing pitch quick," Thompson said, noting that family friendly resorts represent only a small niche market in Las Vegas.

At each of the three resorts, changes were made that cost a lot of money, in the hundreds of millions.

At Luxor, two hotel towers were added, much of the main hotel-casino was redesigned and several attractions were shut down.

At Treasure Island, the pirate theme is being scrapped in favor of a sexier, less-themed approach.

At MGM Grand, the lion-centered entryway was tossed and rebuilt, the theme park was closed, the deluxe Mansion high-roller villas were added and the Oz theme was replaced by a focus on entertainment.

Luxor's problems were understandable, Thompson said, noting that the property represented owner Circus -Circus Enterprises' first foray into high-rolling casino play.

"They had to learn the high-end game," Thompson said. "The pyramid was neat, but a lot of the other attractions and stuff inside the pyramid was junk."

He said the added rooms in the two towers and the removal of the property's secondary New York City and space travel themes, as well as the company's ability to learn the high-end business, has allowed Luxor to become a consistently profitable property.

When Treasure Island opened, its family-friendly pirate theme was pervasive.

Rooms with pirate decor, the Strip's best arcade, the pirate show and the marquee sent a message that the megaresort was a fun, family resort.

Trouble was, Mirage Resorts bosses and later MGM Mirage executives realized that the pirate-themed property wasn't the kind of place for people looking for a weekend getaway.

The bosses, beginning with Steve Wynn and continuing with Mirage Resorts CEO Bobby Baldwin and Treasure Island President Scott Sibella, began a long transformation of the property, projects that collectively cost about $150 million.

The hotel's front desk area was moved near the pool about three years after it opened. Slides were removed from the pool and cabanas were added.

Pirates were removed from almost everywhere, replaced by stylish furnishings. New restaurants and nightspots were introduced. The Breeze Bar's casual elegance replaced the flashy Gold Bar near the casino center, and the 25,000-square-foot arcade was replaced with a version only one-twentieth as large.

"We've evolved from a yo-ho-ho feel to a more sophisticated feel," Sibella said. "We want to change the exterior to introduce the outside to what we've already done inside."

The extensive MGM Grand changes transformed the property, allowing the profitable company to buy Mirage Resorts.

"They now have the proper focus: making money," Thompson said. "MGM recognized that the money is with the high rollers. MGM Grand caters to the middle-class affluent, but they now also get the big players."

Physical changes to the 1993 opening trio weren't the only adjustments made.

MGM Grand opened as a nonunion property, but the property's maids, food-service workers and cooks are now all represented by the Culinary Local 226; Luxor and Treasure Island opened as union properties.

The top executives at the operating companies that built the three resorts are no longer with the same firms. Mandalay Resort Group forerunner Circus Circus, Luxor's parent, was directed by Bill Bennett, who was forced out of the company, bought the Sahara and died last year. Steve Wynn sold Treasure Island operator Mirage Resorts to MGM Grand in 2000, and MGM Grand's parent, MGM Mirage, is now run by former Caesars World executive Terry Lanni.