Bally's Corporation is a fast-growing global entertainment brand with 19 casinos across 11 US states and one casino in Newcastle, UK, along with a golf course in New York and a horse racetrack in Colorado. Bally's also owns Bally Bet, a first-in-class sports betting and igaming platform, licensed in 13 jurisdictions in North America. Bally's holds a majority interest in …
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Competitive advantage assessment
Key risks
ROIC Below WACC or PeersROIC at 12.5th percentile suggests inefficient capital deployment.
Below-Peer Operating EfficiencyOperating margin at 5.9th percentile indicates below-peer efficiency.
The dashed ring is the peer median. Defense scores are percentile ranks
against peers, so 50 is roughly the typical company in this group.
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Bally's Corporation ranks #16 of 18
scored companies in Resorts & Casinos by moat score — the top 89%.
The widest moat in the group is Monarch Casino & Resort, Inc. (MCRI)
at 83/100.
Moat scores for companies ranked near BALY in Resorts & Casinos
Pricing power is the ability to raise prices without losing volume.
Cost Advantage
Score 9
· 15% of the moat score
A cost advantage means delivering the same product for structurally less — better purchasing, denser distribution, a more automated process.
Customer Stickiness
Score 12
· 15% of the moat score
Stickiness is what makes revenue repeat without being re-won every year.
Capital Efficiency
Score 16
· 18% of the moat score
Capital efficiency asks what the company earns on the money tied up in the business.
Resilience
Score 20
· 17% of the moat score
Resilience is the capacity to get through a bad year on its own terms — enough liquidity, enough interest cover, and enough cash generation to avoid a rescue financing or a forced sale.
Scale & Market Position
Score 44
· 15% of the moat score
Scale matters only when it converts into economics.
Bally's Corporation (BALY) scores 25 out of 100 on the StatsAlpha Moat Map, which rates its competitive advantage as weak. It ranks #16 of 18 scored companies in Resorts & Casinos, the top 89%. The score is a weighted composite of 6 competitive defenses, each measured against industry peers of 17 companies in Resorts & Casinos. Its strongest defense is Scale & Market Position (44/100) and its weakest is Cost Advantage (9/100).
How does Bally's Corporation compare with other Resorts & Casinos companies?
Bally's Corporation ranks #16 of 18 scored companies in Resorts & Casinos by moat score. The widest moat in Resorts & Casinos is Monarch Casino & Resort, Inc. (MCRI) at 83/100. The companies ranked closest are Century Casinos, Inc. (CNTY) at 34 just above it and PENN Entertainment, Inc. (PENN) at 25 just below it.
How is the moat score calculated?
Each company is scored with an industry-specific template — Corporate Default in this case, chosen because the defenses that matter to a bank are not the ones that matter to a software company. Every defense combines several financial signals, and each signal is measured as a percentile against a peer group of 17 companies in Resorts & Casinos. The defenses are then weighted to produce the overall score out of 100.
Why is Bally's Corporation scored with the Corporate Default template?
Most public companies sell a product or a service at a margin, so the moat question is whether that margin survives contact with competitors. The Corporate template scores the six defenses that show up in a general operating company's financial signature: whether it can hold price, produce more cheaply than rivals, keep its customers, earn a return above its cost of capital, withstand a downturn, and turn size into economics.
Which competitive defenses are measured for Bally's Corporation?
The Corporate Default template measures 6 defenses, and BALY scores: Pricing Power (38), Cost Advantage (9), Customer Stickiness (12), Capital Efficiency (16), Resilience (20), Scale & Market Position (44). Each is scored independently as a percentile against peers, so a company can be strong on one and weak on another — the overall score reflects how those defenses are weighted for this industry.
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