MGMNYSEHotels & MotelsUS GAAP · USD

MGM Resorts International

MGM Resorts International operates casino resorts and entertainment destinations in the United States and Macau, combining hotel rooms, gaming floors, convention space, restaurants, nightlife, retail, and live entertainment. It also runs digital gaming through MGM Digital, including online sports betting and iGaming, and holds interests in ventures such as BetMGM North America and MGM Osaka.

Revenue17.5bn USD
+1.7 %y/y
Operating profit (EBIT)1,002m USD
−32.8 %y/y
EBIT margin5.7%
−2.9 ppy/y
Net income206m USD
−72.4 %y/y
Free cash flow1,460m USD
+20.5 %y/y

Fiscal year 2025 · change from previous year

Development 2020–2025

-505101520bn USD2020: 5.2 bn USD2020: EBIT -0.64 bn USD20202021: 9.7 bn USD2021: EBIT 2.3 bn USD20212022: 13.1 bn USD2022: EBIT 1.4 bn USD20222023: 16.2 bn USD2023: EBIT 1.9 bn USD20232024: 17.2 bn USD2024: EBIT 1.5 bn USD20242025: 17.5 bn USD2025: EBIT 1.0 bn USD202517.51.0
RevenueOperating profit (EBIT)

Business

Share of revenue
Las Vegas Strip Resorts45 %

Integrated resort properties on the Las Vegas Strip with gaming, lodging, dining, entertainment, and convention space.

Regional Operations20 %

Casino resorts outside Las Vegas that serve local and drive-in gaming and hotel demand.

MGM China20 %

Macau casino resorts MGM Macau and MGM Cotai, focused on premium gaming and high-end visitors.

MGM Digital10 %

Online gaming portfolio including iGaming, digital slots and table games, live dealer, and sports betting.

Corporate and Other5 %

Unconsolidated ventures, management activities, and development interests such as BetMGM North America and MGM Osaka.

Products

Reported · share of revenue
53.9%19.3%17.4%9.5%FY2025100 %
  • Casino53.9 %
  • Occupancy19.3 %
  • Food and Beverage17.4 %
  • Entertainment Retail and Other9.5 %

Source: 10-K FY2025, revenue the company reports per product line (SEC XBRL). Shares are of the lines shown and add up to 100 %.

Customers

MGM sells to a mix of premium gaming customers, leisure travelers, business travelers, and group customers such as conventions and trade associations. In Macau, the customer base skews toward main-floor and premium players, while the digital business serves licensed-market online gaming users. The company also relies on loyalty-program members and repeat guests who respond to personalized offers and cross-property benefits.

Premium gaming customers

High-value casino guests who spend on table games, slots, and high-limit experiences across Las Vegas and Macau.

Leisure travelers

Guests buying hotel stays, dining, nightlife, and entertainment at destination resorts.

Business and convention customers

Corporate groups, trade associations, and meeting planners using convention space and room blocks.

Regional gaming customers

Local and drive-in customers at regional properties who visit for gaming and short-stay resort use.

Online gaming users

Licensed-market customers using MGM Digital for iGaming, live dealer, and online sports betting.

Strategy

MGM’s strategy is to keep reinvesting in its resorts to protect pricing power, guest experience, and competitive position in major destination markets. It is also expanding digital gaming and using loyalty, analytics, and cross-channel marketing to deepen customer engagement across physical and online properties. Longer term, the company is building optionality through MGM China, MGM Osaka, and broader international online gaming opportunities.

Reinvest in core resort assetsShort term

Premium rooms, dining, entertainment, and convention space support pricing and repeat visitation.

Expand digital gamingMedium term

Online gaming can extend the brand beyond physical resorts and diversify revenue.

Strengthen loyalty and personalizationShort term

Cross-property rewards increase customer lifetime value and improve retention.

Develop international growth optionsLong term

Macau and Japan provide long-duration growth opportunities outside the U.S.

Geography

2025

MGM’s core physical footprint is in the United States, especially Las Vegas and regional U.S. gaming markets, with a major international presence in Macau through MGM China. Its digital business is international but concentrated in licensed European markets and Brazil through LeoVegas, while MGM Osaka represents a long-dated Japan development commitment. Geography matters because the company’s results depend on local tourism, gaming regulation, convention demand, and market-specific competition.

United States74 %
China26 %

Share of the revenue the company reports by geography.

Risks

MGM is exposed to heavy fixed obligations from leases, debt, and development commitments, which can pressure liquidity if demand weakens. Its results are also sensitive to tourism, convention timing, premium gaming volumes, and competition from other resorts and online operators. Cybersecurity, regulation, and reputation are material risks because the business handles customer data, operates in licensed gaming markets, and depends on brand trust.

Sorted by severity
LowMediumHighLowMediumHighImpact →Likelihood →Substantial lease and debt obligations1Demand volatility in gaming and hospitality2Cybersecurity and data privacy incidents3Regulatory and concession risk4Competitive pressure from resorts and online gaming5Reputation and ESG scrutiny6
Impact is the risk’s severity and likelihood how probable it is over the next few years, both assessed from the company’s reports. Numbers match the list.
  1. Substantial lease and debt obligationsImpact: HighLikelihood: High

    Triple net rent, guarantees, and indebtedness can constrain cash flow and investment capacity.

    Exposure: Domestic properties and corporate liquidity

  2. Demand volatility in gaming and hospitalityImpact: HighLikelihood: Medium

    Results depend on tourism, convention timing, premium play, and event calendars.

    ExposureLas Vegas StripRegional casinosMacau
  3. Cybersecurity and data privacy incidentsImpact: HighLikelihood: Medium

    A prior cyber issue caused shutdowns, revenue disruption, and legal exposure.

    Exposure: Domestic properties and digital platforms

  4. Regulatory and concession riskImpact: HighLikelihood: Medium

    Gaming operations depend on licenses, concessions, and jurisdiction-specific tax regimes.

    ExposureMacauU.S. statesLicensed digital markets
  5. Competitive pressure from resorts and online gamingImpact: MediumLikelihood: Medium

    New capacity and digital competitors can reduce occupancy, gaming volume, and pricing power.

    ExposureLas VegasMacauEuropeOnline betting
  6. Reputation and ESG scrutinyImpact: MediumLikelihood: Low

    Brand damage can affect customer loyalty, employee retention, and regulatory relationships.

    Exposure: Enterprise-wide

Accounting

Judgemental items
Triple net lease accounting

Annual rent payments and escalators materially affect reported operating costs and cash obligations.

Impact: Affects EBITDA, leverage analysis, and liquidity assessment

Goodwill impairment

Empire City goodwill was fully impaired after forecast assumptions changed.

Impact: Can create large non-cash charges and signal weaker asset economics

Long-lived asset impairment

Property values depend on expected gaming and hotel cash flows, which can shift with market conditions.

Impact: May reduce asset carrying values and earnings

Seasonality and event timing

Convention schedules, holidays, and major events can move quarterly revenue and margins.

Impact: Makes interim results less comparable period to period

Non-GAAP Adjusted EBITDA

Management uses Adjusted EBITDA to evaluate performance in a capital-intensive gaming model.

Impact: Important for valuation, but excludes rent, depreciation, and certain items

Publicly listed companies with a comparable business focus.

Last updated: 24/09/2026