Nov 12, 2014
OwnershipStructure
KansasEntertainment,LLC
Gaming/HotelOpera?ons:
DennisGomes
Development,Retail&EntertainmentOpera?ons:
JoeWeinberg
Event/RaceOpera?ons:
JeffBoerger
CordishCompanyEnDty:
KansasEntertainmentInvestors,LLC
JoeWeinberg,President
ISCEnDty:
KansasSpeedwayDevelopmentCorp.
JeffBoerger,President
50% 50%
4
BestPartnerforState&LocalGovernment
LonghistoryofworkingproducDvelywithboththeUnifiedGovernment&theState
5
BestPartnerforState&LocalGovernment
PartnershipwiththeKansasLoReryhasshownoutstandingreturnsforKansas 6
TheCordishCompany
DesDnaDonGamingDevelopment15TheimageaboveandthoseusedonsubsequentpagesareofHardRockHotelandCasinos
thatweredevelopedbyaCordishCompanyaffiliatefortheSeminoleTribeofFlorida
ShortestPaybackofAnyMajorCasinos22
TheCordishCompany
0
2
4
6
8
10
12
FloridaHardRockHotel&Casinos
Mirage MoheganSun
Borgota Paris Bellagio TajMahal BeauRivage
Mandalay
(yearsto
payba
ck)
Source:SeminoleTribeofFlorida
SuperiorFinancialResults1Source:SeminoleTribeofFlorida2Source:ThomasWeiselPartnersLLCResearchReport3Source:GoldmanSachsGlobalInvestmentResearch
(4)Source:MoheganTribalGamingAuthority,SECFiling,10‐KFiling,NOTE:OperaDngIncomeshownforFY2007endedSept.30,200723
TheCordishCompany
$0
$100
$200
$300
$400
$500
$600
$700
$800
FloridaHardRocks(1)
PennNatl(3) Wynn(2) Boyd(2) LasVegasSands(2)
Ameristar(2) MoheganGaming(4)
PinnacleEnter.(2)
2007Opera?ngIncome
WorldClassDesignTeam
REPRESENTATIVEPROJECTS
Developer: TheCordishCompany SeminoleHardRockHotel&CasinoHollywood&Tampa;IndianaLive!
LeadArchitect: KlaiJubaArchitects MandalayBay;“W”LasVegas;HardRockLasVegas;FourSeasonLasVegas
InteriorDesigners: CleoDesign MGMCasinoLasVegas;MGMCasinoDetroit;BeauRivageBiloxi;HiltonLasVegas
LaurenceLeeAssociates
BorgataAtlanDcCity;HardRockHollywood&Tampa;KapaluaBayHawaii
Engineer: Burns&McDonnell SprintCenterKansasCity;TrumanSportsComplexKansasCity
30
TheCordishCompany
Management
• DennisGomes– 34YearsGamingExperience– LicensedinNevada&NewJersey– BackgroundIncludes:
• President&CEO,ResortOperaDons‐TropicanaHotels&Casinos,LasVegas,NV&AtlanGcCity,NJ(AztarCorp.)
• President&COO–TrumpTajMajal
• President&COO–GoldenNuggetHotel&Casino• Sr.VicePresident,CasinoOperaDons–HiltonHotels&Casinos,LasVegas,NV
31
Management
DennisGomes
CEO
Gaming/HotelOpera?ons
RobertZiRo
EVP
Food&Beverage
SherryAmos
EVP
Marke?ng
AaronGomes
VP
Marke?ng
RobertAmbrose
EVP
SlotOpera?ons
PeterIng
VP
SlotOpera?ons
DonKneisel
EVP
I.T.
DavidGenDle
EVP
Administra?on
JeanPrice
Director
Administra?on
LatoruaChinn
Manager
DiversityCompliance
FredBurford
EVP
Finance
ShawnMcCloud
VP
Finance
32
Management
YEARSOFGAMINGEXPERIENCE
SherryAmos ExecuDveV.P.‐MarkeDng 24
RobertAmbrose V.P.‐SlotOperaDons 20
FredBurford ExecuDveV.P.‐Finance 25
DavidA.GenDle V.P.‐AdministraDon 24yearswithFBI
PeterIng V.P.–SlotOperaDons 12
DonaldW.Kneisel,II V.P.‐Info.Technology 24
AaronGomes V.P.‐OperaDons 3
ShawnK.McCloud V.P.‐StrategicPlanning 15
JeanPricePreikszaiDs DirectorofCorp.Admin. 28
RobertZiRo ExecuDveV.P.‐Food&Bev. 28
33
GamingComplianceExper?se
OperaDonsteamhasdecadesofexperiencerunningvenuesinthemostdemandinggamingmarkets
34
35
GamingComplianceExper?se
• MulDplemembersoftheteamhavehadsignificantexperienceingamingregulaDonandlawenforcement• NevadaGamingControlBoard
• NewJerseyDivisionofGamingEnforcement
• FBI
Security&Surveillance,InternalControls&InformaDonTechnologyPlansarefullydeveloped
andhavebeensubmiRed 36
GamingComplianceExper?se
CommitmenttoDiversity
KansasSpeedwayandCordishmeetorexceedMBE/WBE/LBEGoals
0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00%
4thStreetLive!
CapitalCenter‐PhaseI
CapitalCenter‐PhaseII
Pier4OfficeBuilding
KansasCityLive!ProfessionalServices
KansasCityLive!Construc?onServices
PowerPlant
KansasSpeedway‐ProfessionalServices
KansasSpeedway‐Construc?onServices
KansasSpeedway‐Materials/Supplies
Goal Performance
37
IntegratedDesign
• IntelligentMasterplanning • IntegraDonwithKansasSpeedway
43• UnmatchedAbilitytoExpand
• 1.5millionsquarefeet • Undergroundstructuredparking47
IntegratedDesign
• Cross‐CurrentofPedestrianTraffic
UnparalleledBrandRecogni?on
85%
NaDonalfamiliaritywithHardRockBrand
62Source:ZogbyInternaGonalResearch
HardRockDrivesTourism
76%
NaDonalVisitorstoHardRockProperDesFromOutofState
63Source:ZogbyInternaGonalResearch
FamiliarityWithHardRockBrand
0
10
20
30
40
50
Hard Rock Mohegan Sun Pinnacle Golden
51
22
0 3
36
4 4 3
33
6 3 3
(percent)
National Kansas Statewide KC DMA
Hard Rock Is Exponentially Stronger Than Other Options:
• 2.5 – 50 Times Better Nationally
• 8 – 12 Times Better Statewide
• 5.5 – 11 Times Better in KC
64Source:ZogbyInternaGonalResearch
BrandStrength=Visits
66Source:ZogbyInternaGonalResearch
0
5
10
15
20
25
30
35
40
45
50
HardRock LegendsSun Pinnacle Golden
42
21
3 3
47
27
20 22
KansasStatewide KCDMA
Statewideinterestinvisi?ngaHardRockisatleastdoublethatofanyotherpossiblecasino.
HardRockPreferenceIsClear
0
10
20
30
40
50
60
70
80
HardRock LegendsSun Pinnacle Golden
35
11 8
8
71
40 43
46
(percent)
Kansas Statewide KC DMA
Amongthosewhosaytheyare“VeryInterested”invisi?ngacasinointhefuture,moresaytheyareveryinterestedinvisi?ngHardRockoverotherpossiblecasinobrands.
67Source:ZogbyInternaGonalResearch
AffluentCustomersLoveHardRock
0
10
20
30
40
50
60
Hard Rock Legends Sun Pinnacle Golden
58
9 10
8
54
30 28 29
(per
cent
)
Kansas Statewide KC DMA
Those making more than $75,000 a year say they are more likely to visit the Hard Rock than any other brands. Hard Rock scores much better as a regional destination than other brands.
68Source:ZogbyInternaGonalResearch
EachTracksideBillboardGets$880,000inTVExposureAnnually
70Source:JoyceJuliusandAssociatesSponsorsReport
CorporateDecisionsMakersVisitKansasSpeedway
• Therewereover550companiesinvolvedassponsorsinNASCARlastyear
• OurteamisuniquelyposiDonedtoleverageeventsattheSpeedwaytobringconvenDonbusinesstoKCK
• Decision‐makingexecuDvesspendtheirenDredayonSpeedwayproperty
74
RacingFansLikeCasinos
• 57.5%ofKansasSpeedwayfansvisitedacasinointhepast12months
• Ourfansare27%morelikelythantheaveragepersoninKansasCitytovisitacasino
• FansoftheIndyRacingLeagueare85%morelikelytovisitacasino
75Source: Scarborough Research 2007
GeneralMarke?ngStrategy
• Cross‐marketwithSpeedway&tenants
• CreateuniqueVIPexperiencesforbestcustomers
• UseRewardsProgramandCRMtomaximizecustomervalue
• LeverageHardRockbrandstrengthandracingeventsinmarkeDngthattargetstourists
76
BestOverallReturn
GrossGamingRevenues(millions)
0 100 200 300 400 500 600
27% 30% 33%
78
AddiDonal1%VoluntaryFee
toUnifiedGovernment
FeePercentagetoPublicSector
BestTotalFinancialPackage
$75,000,000
$80,000,000
$85,000,000
$90,000,000
$95,000,000
$100,000,000
$105,000,000
$110,000,000
$115,000,000
HardRock Golden Pinnacle LegendsSun
FeestoKansas FeestoProblemGaming FeestoLocalGovernment
$113M $111M
$108M $108M
(Assumes$400milliongrossgamingrevenue) 79
(Assumes$500milliongrossgamingrevenue)
$135.75M$137M
$142.5M
$147M
80
BestTotalFinancialPackage
$105,000,000
$110,000,000
$115,000,000
$120,000,000
$125,000,000
$130,000,000
$135,000,000
$140,000,000
$145,000,000
$150,000,000
HardRock Golden Pinnacle LegendsSun
FeestoKansas FeestoProblemGaming FeestoLocalGovernment
GamingRevenueForecast
$300
$310
$320
$330
$340
$350
$360
$370
$380
$390
Year1 Year2 Year3 Year4 Year5
(Millions)
Slotmachines PitRevenue Poker&cardgames
$349.3M
$376.2M
$358M$367M
$385.6M
81(Assumes3,000slotmachinesand140tablegames)
Non‐GamingRevenueForecast
82
$0
$10
$20
$30
$40
$50
$60
$70
$80
Year1 Year2 Year3 Year4 Year5
(millions)
Hotel Food Beverage Conven?on Entertainmnent Retail Other
$67.7M $69.9M $74.2M$72M
$65.4M
ResidentVisita?on
83
‐
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
Year1 Year2 Year3 Year4 Year5
TotalGamingVisitsPerYear TotalNon‐GamingVisitsPerYear
ResidentEconomicImpact
84
$275
$285
$295
$305
$315
$325
$335
$345
$355
$365
Year1 Year2 Year3 Year4 Year5
(millions)
GamingSpendPerYear Non‐GamingSpendPerYr.
TouristVisita?on
85
‐
500,000
1,000,000
1,500,000
2,000,000
2,500,000
3,000,000
3,500,000
Year1 Year2 Year3 Year4 Year5
TotalGamingVisitsPerYear TotalNon‐GamingVisitsPerYr.
TouristEconomicImpact
86
$0
$10
$20
$30
$40
$50
$60
$70
$80
$90
$100
Year1 Year2 Year3 Year4 Year5
(millions)
GamingSpendPerYear Non‐GamingSpendPerYr.
PublicSectorSummary
87
$0
$20
$40
$60
$80
$100
$120
$140
Year1 Year2 Year3 Year4 Year5
(millions)
StateRevenue PropertyTaxes Sales&UseTax
KeynotesofFinancingPlan
• OwnersofKansasEntertainmenthavesignificantliquidityandfinancingcapabiliDesin‐house
• Ownershaveimpeccabletrackrecordswithfinancingcommunityoverseveraldecades
• MulDplethird‐partysourcesindicatedhighconfidenceindebtfinancingforourproject
88
FinancingPlan:Sources
89
$90
$333
$141
$141
DelayedDrawTermLoan TermLoan(s) CordishEquity/Cash ISCEquity/Cash
(millions)
FinancingPlan:Uses
90
$415
$105
$32
$25
$9 $25
$15$80
HardCosts SopCosts Con?ngencyFinancingCosts&Fees Pre‐OpeningOpera?ons LicensingFeeCageCash&WorkingCapital Pre‐FundedInterestReserve
(millions)
IfWeBuildIt,TheyWillCome...TwiceEachYear
94
AndBringAnother$111MillioninAnnualEconomicImpactWithThem
Source:TheWashingtonEconomicsGroup,Inc.
AppendixASummary
96
• FeePercentageProposaltoState:– 27%totaltaxonfirst$350mmofAnnualGrossGamingRevenue
– 30%totaltaxonGGRbetween$350mmand$400mm
– 33%totaltaxonGGRabove$400mm
• HighestCharitableContribuDons:
– AddiDonal1%ofGGRtoUnifiedGovernmentbeyondstatutoryminimum
AppendixCGamingRevenueProjecDon
98
All figures in $000’s
• Gaming revenue forecasts based on detailed market assessment by Innovation Group, the market leader in gaming market analyses.
• Based on 3,000 slot machines and 140 table games. • Kansas Entertainment, LLC believes 3,000 machines is correct
and realistic initial number. This is also consistent with finding of Christiansen Capital Advisors, advisors to State.
• Slot machine capacity would be increased if validated by market demand.