
The ultimate guide to Las Vegas sports and sports venues
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Allegiant Stadium, often called The Death Star, is the home of the Las Vegas Raiders – Photo courtesy of Kirby Lee / Imagn Images
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Las Vegas sports venues
If you want to attend some of the big sporting events coming up in Las Vegas, here's a guide to where it's all happening. Allegiant Stadium
The Las Vegas Raiders play all home games at Allegiant Stadium – Photo courtesy of Allegiant Stadium
With a capacity of 65,000, Allegiant Stadium's futuristic design and shiny black exterior have earned it the nickname The Death Star. The venue is best known as the home field for the Raiders, but you'll also catch the UNLV Rebels scoring touchdowns during football season. Special events at Allegiant Stadium include the Pac-12 college championship and the Las Vegas Bowl. T-Mobile Arena
The Vegas Golden Knights call T-Mobile Arena home – Photo courtesy of Vegas Golden Knights
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Thomas & Mack Center
The Thomas & Mack Center is a magnet for basketball fans – Photo courtesy of Kevin Lytle / The Coloradoan / USA TODAY NETWORK
If you spy a sea of cowboy hats moseying down the Strip, they might be in town for the National Finals Rodeo. Every December, the 10-day event brings more than 160,000 spectators to the Thomas & Mack Center at UNLV. Tickets to this venue also are sought after by basketball fans who fill the stands to cheer for NBA exhibition games, the NBA Summer League, and Runnin' Rebels college basketball.
Grand Prix Plaza
Grand Prix Plaza is where the Las Vegas Grand Prix begins and ends – Photo courtesy of Las Vegas Grand Prix
Grand Prix Plaza is the start and finish line for the Formula 1 Heineken Las Vegas Grand Prix. Still, the engines roar past iconic landmarks like Caesars Palace and the Bellagio fountains as drivers turn 17 corners and complete 50 thrilling laps around the 3.8-mile track. The Las Vegas F1 GP is a citywide event with live music, driver appearances, and special packages from resorts, restaurants, and casinos.
Las Vegas Ballpark
Enjoy America's favorite pastime at Las Vegas Ballpark – Photo courtesy of Stephen R. Sylvanie / Imagn Images
Located a few miles away in downtown Summerlin, Las Vegas Ballpark is home to the minor league baseball team, the Las Vegas Aviators. The 10,000-person stadium is a family favorite, with tickets and concessions sold for a fraction of what they go for at major Las Vegas sports events. If that weren't enough, baseball fans have another reason to celebrate: The Athletics are building a new ballpark and plan to relocate the franchise to Las Vegas in 2028. Michelob Ultra Arena
UFC and boxing are big draws at the Michelob Ultra Arena when the Aces aren't playing – Photo courtesy of Joe Camporeale / Imagn Images
Mandalay Bay Resort and Casino is home to Michelob Ultra Arena, lovingly called 'The House' by fans of one of the WNBA's original franchises, the Las Vegas Aces. When the Aces aren't pressing the court, other ticketed events at the 12,000-seat arena have included professional lacrosse, Esports, and combat sports like boxing and UFC. The best sportsbooks in Las Vegas
TVs line the swank sportsbook at The Cosmopolitan – Photo courtesy of BetMGM Sportsbook & Lounge at The Cosmopolitan of Las Vegas
If you've got a hunch about your favorite team, you don't have to go far to place a bet in Las Vegas. Sportsbooks within casinos are dedicated areas that resemble traditional sports bars but with much bigger screens and the ability to participate in legal gambling. On a given day, you can place a bet on anything from horse races to the Olympics.
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BetMGM Sportsbook & Lounge
This top sportsbook inside The Cosmopolitan of Las Vegas is mere steps away from the excitement of the Strip. The BetMGM Sportsbook & Lounge features comfy leather couches where you can order food and drinks while you watch the game.
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Circa Resort & Casino
Known as the largest sportsbook in town, you'll find three stories of seats and screens at Circa Resort & Casino on Fremont Street. It's a popular spot, so you'll want to score reservations for big sporting events. Stadium Swim features massive screens around the pool so you can catch all the action sitting in your lounger.
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The Tavern at Fontainebleau Las Vegas
Walking into The Tavern at Fontainebleau Las Vegas feels more like a sports-themed bar and restaurant than a sportsbook. While you can eat and watch a game at tables and the bar, a more traditional sportsbook experience is inside, where movie-style recliners face a wall of screens.
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Wynn Race & Sports Book
Everything about Wynn Las Vegas is high-end, including the Race & Sports Book, which features an almost 1,600-square-foot wraparound LED video screen centering the room. For the highest of rollers, check out the reservation-only VIP section with couches and dedicated tableside servers.
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USA Today
20 hours ago
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a day ago
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Rooftop party and viewing in Los Angeles. Created By Michelle Loret de Mola using Midjourney Max just pulled a classic Hollywood move: the reboot. Two years after Warner Bros. Discovery stripped away the iconic 'HBO' from its name, they've decided to bring it back. Max will now be called HBO Max…again. This will be the streaming service's fifth name change. They were HBO Go in 2008, then HBO Now in 2015, then HBO Max in 2020, then just Max in 2023, and now (hopefully, finally) back to HBO Max. On the face of it, this just seems like bad brand management. But there's a bigger lesson to be learned here. These changes were more than just rebrands: each new name came along with a fundamentally different business strategy. HBO succeeded when it relied on its own creativity. And then stumbled when it tried to copy competitors. For decades, HBO had a unique playbook. It focused on a combination of recently released movies, exclusive live events, and original series. While broadcast television depended on advertising, HBO used a subscription model. HBO played a leading role in what has been called 'television's second golden age.' It greenlit shows that shaped the culture, like The Sopranos, Sex and The City, The Wire, and Game of Thrones. At its core, HBO's playbook was all about the curation and production of prestige content. Of course, that was before the consultants came in. In June 2018, Time Warner, HBO's parent company, was acquired by AT&T for $85 billion. Shortly after completing the acquisition, John Stankey, the new CEO of WarnerMedia decided to change the playbook. To Stankey, HBO's tightly curated, time and resource-intensive model didn't seem scalable. He wanted a broader, more mass market platform with more content, more engagement, and more subscriber growth. In a town hall to HBO employees, Stankey emphasized, "We need hours a day. It's not hours a week, and it's not hours a month. We need hours a day. You are competing with devices that sit in people's hands that capture their attention every 15 minutes. I want more hours of engagement." Stankey believed substantially more content would increase viewer engagement, and that would provide more data, in turn enabling monetization through advertising and subscriptions. In short, HBO's new strategy would be to stop being HBO and start trying to be Netflix. And who wouldn't want to be Netflix? Netflix was the company that slayed Blockbuster, reinvented TV distribution, disrupted Hollywood, and rewrote the rules of what it meant to be a media company. Today, Netflix enjoys a half trillion dollar market cap that is double that of Disney and 22 times that of Warner Bros. Discovery. There was just one problem with that playbook: HBO isn't Netflix. What followed was seven years of wandering in the wilderness, as HBO struggled to emulate the Netflix model. Frustrated with the new strategy, HBO CEO Richard Plepler walked away in 2019. HBO's original content was folded into Warner Bros.' extensive library of content and relaunched as HBO Max. And while global subscriptions for HBO Max reached 69.4 million by October 2021, much of that growth came because we were all locked up at home during a pandemic. Unable to drive further growth from its acquisition, AT&T spun off WarnerMedia to create Warner Bros. Discovery in 2022. And things got even worse. Warner CEO David Zaslav doubled down on the Netflix playbook by dropping the HBO name altogether and flooding the platform with content from Discovery and Food Network. Suddenly, the platform that brought you The Wire was pumping out shows like Dr. Pimple Popper and My 600-lb Life. The end result of this copycat strategy was external confusion, internal demoralization, and financial underperformance. In recent months, Warner Bros. Discovery execs have begun to concede that they simply can't compete head-to-head with Netflix. As JB Perrette, the president of streaming, said in an interview, 'We started listening to consumers saying, 'Hey, we don't really want more content, we want something that is different, we want to end the death scroll with something that is better.'' It turns out no one wants a second-rate Netflix when they can already subscribe to the real thing. They want an alternative. They want HBO. Over the past year, Max has regained momentum by focusing more on quality, adult shows like The White Lotus and The Pitt instead of trying to provide a firehose of entertainment for everyone. The return to being called HBO Max is a long-overdue recognition that this is where its future lies. WarnerMedia made the same mistake with other properties, too. The company hired McKinsey to develop a growth playbook for CNN. Trying to emulate Disney+, they decided to launch CNN+. But guess what? Anderson Cooper isn't Iron Man. Wolf Blitzer isn't Obi Wan Kenobi. The service was dead in a month. According to Nielsen, Warner Bros. Discovery drew 1.5% of viewing time in March. This was less than Disney, Amazon, Paramount, Roku, and Tubi. Netflix dominated, with 8% of total viewership. The lessons from the streaming world apply to every industry: the minute you stop asking what makes you special and start copying others, you've already lost. You have to be creative. You have to come up with your own playbook for growth. It's a mistake to think you can succeed by copying the strategies of successful competitors. Trying to win by benchmarking high-performing peers feels safe. It has persuasive appeal when presented in a PowerPoint deck. A huge industry of consultants has grown up around it, adding to the illusion of safety. And it's an easy way to win short-term praise from the business press and investors. In reality, though, benchmarking is a fast track to mediocrity. Copying others only tells you what worked yesterday for someone else, when what leaders need to focus on is what will work for them tomorrow. Great companies aren't built on copycat playbooks — they succeed by doing something original based on their unique strengths. Even while others were trying to copy it, Netflix stayed true to its own unique playbook based on global content, viewer data, and rapid iteration. When the company took out $2 billion in debt in 2018 to help finance a surge in original content, skeptics questioned whether its strategy was sustainable. But it wasn't a gamble — it was an investment based on data. Unlike traditional studios, Netflix knew exactly what its viewers were watching, where, for how long, and when they dropped off. It used those insights to launch hit shows like Bridgerton, Squid Game, and Stranger Things. Netflix also localized content early, producing Korean hits for South Korea and Indian dramas for South Asia and the Middle East. By the end of 2024, the skeptics had been silenced — Netflix's subscriber numbers topped 300 million, more than double the total at the end of 2018. Netflix operates on the premise that it will win by doing things its own way. For its part, Disney could have fallen into the trap of trying to chase Netflix when it launched its Disney+ streaming service in 2019. But rather than flooding the zone with content, Disney realized that its winning playbook depended on developing content around signature franchises like Star Wars, Marvel, and Pixar. These worlds are ultimately more than content — they're emotional ecosystems. And Disney knows how to turn emotions into revenue streams — through a flywheel of fan engagement, merchandise, theatrical releases, and theme park rides. For that reason, Disney doesn't define success solely through streaming metrics. It also pays close attention to loyalty, lifetime customer value, park attendance, and toy sales. Netflix and Disney+ succeeded by developing their own unique playbooks. HBO lost its way by trying to be something it wasn't. Influenced by consultants and consensus thinking, it was led into the sea of sameness, where companies go to die…or at least spend years treading water. To be sure, that doesn't mean you shouldn't watch and learn from competitors. But there's a big difference between stealing a page from someone else and trying to copy their whole playbook. The risk of doing that is threefold. First, it means you're playing to someone else's strengths, not your own. Second, it means you're focusing on what worked yesterday, not tomorrow. And third, you end up the same as everyone else, and sink into mediocrity. So if benchmarking isn't the answer, what is? The path to success lies in writing your own playbook, starting by answering five fundamental questions that define who you are and your vision for the future. HBO's latest reboot has been greeted with its fair share of sniggers and eye-rolls. But it shows that the company is waking up to what made it great in the first place. That's a good thing, giving it a shot at renewed success. The path forward for HBO isn't about going bigger or trying to please everyone. It's about going bolder, with fewer, better stories that shape the culture. In the end, the companies that come out on top aren't the ones chasing the crowd. They're the ones bold enough to say: This is who we are. This is what we believe. And this is how we win. No benchmarking required.