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The Leadership Change at the Casino Blue Bell


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1 OB/ HR Area, Goa Institute of Management, Goa, India
     

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The Casino Blue Bell was promoted by TPP Pvt. Ltd with a mission to providean exciting entertainment and hospitality experience.  The TPP Pvt Ltd wasowned by two NRI venture capitalist, having a wide array of investment portfolio ranging from software solutions to financial brokerages.

On December 31, 2003, during the New Year eve, the casino was grandly inaugurated with a lavishcelebration.  The Blue Bell was positioned as an extravagant casino setup in a beach side location at a coastal strip of India.  The casino provided gamers with a luxury gaming experience in a prime tourist spot in western part of India.


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  • Indian consumer market, (2016, November) retrieved from http://www.ibef.org/industry/indian-consumer-market.aspx.
  • Szbala, Kitz, (2016, April), Gaming in India: An Evaluation of the Market's Potential, retrieved from: http://www.globalmarketadvisors. com/wpcontent/uploads/2016/04/GMA_Gaming-In-India-White-Paper_April28.pdf.
  • Nielsen's Consumer Confidence rating. (2017, February, 20). Retrieved from http://www.nielsen.com/in/en/insights/reports/2017/q4-2016-consumer-confidence-report.html.

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  • The Leadership Change at the Casino Blue Bell

Abstract Views: 384  |  PDF Views: 2

Authors

Padhmanabhan
OB/ HR Area, Goa Institute of Management, Goa, India

Abstract


The Casino Blue Bell was promoted by TPP Pvt. Ltd with a mission to providean exciting entertainment and hospitality experience.  The TPP Pvt Ltd wasowned by two NRI venture capitalist, having a wide array of investment portfolio ranging from software solutions to financial brokerages.

On December 31, 2003, during the New Year eve, the casino was grandly inaugurated with a lavishcelebration.  The Blue Bell was positioned as an extravagant casino setup in a beach side location at a coastal strip of India.  The casino provided gamers with a luxury gaming experience in a prime tourist spot in western part of India.


References





DOI: https://doi.org/10.22552/jijmr%2F2017%2Fv3%2Fi1%2F146089