Red Tiger backs All-In Diversity Project

first_imgAddThis Sharing ButtonsShare to LinkedInLinkedInShare to FacebookFacebookShare to TwitterTwitter Marketing & affiliates 18th May 2018 | By contenteditor Red Tiger Gaming has become the latest gambling company to sign up as a founding member of the All-In Diversity Project Email Address Red Tiger Gaming has become the latest gambling company to sign up as a founding member of the All-In Diversity Project. The industry-driven initiative is focused on facilitating an open and honest discussion on the state of diversity, equality and inclusion in the sector. The project is also aiming to establish a standard index, designed to be a decisive benchmarking tool for calculating diversity and inclusion in the sector, as well as to ensure awareness of diverse representation. Caesars Entertainment, Microgaming, Kindred, Gaming Innovation Group and IGT are among the other companies to have committed to the initiative. Gavin Hamilton, chief executive of Red Tiger Gaming, said: “We are very proud to have become a founding member of the All-in Diversity project, which is an initiative that really resonates with what we stand for as a company and employer. “The focus of the project is something we feel very passionate about and we hope that along with the other founding members, we can raise awareness of this important topic across the betting industry.” Kelly Kehn, co-founder of the All-in Diversity Project, added: “It’s fantastic to have Red Tiger Gaming become a founding member of the All-in Diversity Project. “Their inclusion is another exciting step in our journey and will be a shining example of how a diverse and inclusive work place can produce industry-leading products.” Christina Thakor-Rankin, also a co-founder of the initiative, added: “We are immensely proud to be able to add yet another organisation who doesn’t just ‘talk the talk’, but who proactively ‘walks the walk’ at every given opportunity. “We believe that by providing a common platform that allows all stakeholders (industry, regulators, educators and support organisations) to discuss, debate and develop best practices which seek to address the key challenges we start to secure our future.”Related article: NCPG joins All-In Diversity Projectcenter_img Subscribe to the iGaming newsletter Red Tiger backs All-In Diversity Project Topics: Marketing & affiliates Strategy Tags: Mobile Online Gamblinglast_img read more

Wes Himes to join RGA as interim chief executive

first_img Wes Himes to join RGA as interim chief executive 18th December 2018 | By contenteditor Experienced public affairs lobbyist Wes Himes has been named the interim chief executive of the Remote Gambling Association (RGA), replacing Clive Hawkswood in the role.Himes, who currently serves as a managing partner of business communications consultancy Instinctif Partners, is to take up the interim role from February 2019.He has worked closely with the RGA as its Brussels-based adviser, having previously served as director of the Interactive Gaming, Gambling and Betting Association (IGGBA).This merged with the Association of Remote Gambling Operators (ARGO), a separate operator body led by Hawkswood, to form the RGA in 2005.While he takes on the role previously held by Hawkswood, the association will conduct an open recruitment process to identify a permanent successor. This coincides with a restructuring of the RGA, which will see a chairman brought in to work alongside the chief executive.It follows Hawkswood’s decision to step down as the association’s CEO in September this year, after 14 years at the helm.He will remain with the RGA until January, ensuring an orderly handover, with no immediate plans to take up a new role upon departing.Image: Twitter Topics: Strategy AddThis Sharing ButtonsShare to LinkedInLinkedInShare to FacebookFacebookShare to TwitterTwitter Subscribe to the iGaming newsletter Association’s former EU adviser to rejoin as temporary replacement for Clive Hawkswood Email Address Strategylast_img read more

Appetite for disruption: Part Two

first_imgAddThis Sharing ButtonsShare to LinkedInLinkedInShare to FacebookFacebookShare to TwitterTwitter In the second part of iGamingBusiness.com’s analysis of Trustly’s Pay N Play, we look potential barriers to growth when expanding the solution beyond its core Northern European markets, as well as work being done to enhance customer onboarding for land-based gaming. Topics: Casino & games Tech & innovation Tags: Mobile Online Gambling OTB and Betting Shops Payments In the second part of iGamingBusiness.com’s analysis of Trustly’s Pay N Play, we look potential barriers to growth when expanding the solution beyond its core Northern European markets, as well as work being done to enhance customer onboarding for land-based gaming. Read part one here.Pure or hybrid Lekovic says a lot hinges on how operators use Pay N Play.“There are two ways operators can integrate the solution,” he says. “Using the hybrid model, which is the best solution for existing brands that want to enhance their player experience, or the pure model, which is used for the launch of new brands.“The hybrid model works well, but it’s the pure implementation we’re seeing the most success with.”However, Madsen doubts that Pay N Play alone will encourage new demographics to gamble, beyond appealing to certain demographics of existing players. “If you look at all operators in general, you see a relatively uniform offering,” he says.“If you are a slot player and absolutely in love with Starburst, I don’t think this will change just because of the onboarding solution. We don’t really see anything that differs significantly compared to the rest of the market.“Most content providers tend to have similar games anyway with some adaptions or exceptions. It’s more about how we communicate to players – that’s obviously different.”GIG’s Parker disagrees, arguing instead that the preferences of the players that adopt Pay N Play, and the general preferences of the market they are in, will have a bearing on what is offered on the site.“With every one of our brands, the player type dictates the most popular games and their lobby positioning,” he says. “It is important to get this right not only between brands but between the different countries within those brands.”Work in Progress It could also be argued that Pay N Play is a product that serves a few markets well but will need to be adapted for others. Currently it is widely used in the Nordics.This isn’t a coincidence: governments there maintain a centralised electronic registry of their citizens, such as Sweden’s Statens personaddressregister (SPAR). This provides a secure and accurate database to ensure players’ identities can be verified.However, in markets such as the UK, the Netherlands or Germany, no such central registry exists, removing a key element of the KYC solution that ensures the success of Pay N Play. Madsen, for his part, says that Pay N Play’s importance to Global Gaming is linked to the operator’s Nordic focus.“In the future, depending on which markets we look at, it could just become one part of a wider solution,” he says. “If we solely focused on Pay N Play, it could limit our future growth, but for us it’s obviously [a product] we’ve been using to support us in our current markets,” Madsen says. “In practice, we see it as a tool we can use to onboard customers quickly. If this solution isn’t there in a market we’re interested in, we’ll find an alternative solution to player onboarding and payment processing.”Lekovic, though, argues that the lack of the central registry in a market does not necessarily close it off to Pay N Play.“There are similar sources of information [to the national registries] in different territories,” he says. “How Trustly collects the necessary data is partially from the bank, and we’re combining this with the third party provider data.“So this could be SPAR. But this could also be provided by third party companies, KYC providers, in markets such as the Netherlands or Germany,” he says. “Integration with these companies is an ongoing process which will help us enhance our product.”Future Innovation Lekovic makes this clear: Pay N Play is constantly being enhanced to ensure it is available to as wide a range of markets as possible – and in as many forms. For example, Trustly is currently working on in-banner Pay N Play.This takes the Pay N Play technology and integrates it into banner ads. These can be used by operators to redirect punters to betting sites or by affiliates to boost conversion rates. It’s also targeting the retail sector, with a solution recently rolled out in Sweden.“You have a lot of restaurant casinos or venues with gaming machines [in Sweden], and these guys were struggling to verify or perform KYC on players,” Lekovic explains. “This was not a simple task, which was made harder by an inefficient depositing system.”Trustly has tackled this issue by deploying Pay N Play on gaming machines, allowing players to scan a QR code to deposit from their bank, and set up an account.“So that again solves [several] different problems: speed of payouts, onboarding and KYC,” Lekovic says.Ultimately this, he says, is part of Trustly’s overarching vision to enhance the importance of payment providers, by providing potentially crucial services to improve the operational elements of gaming operators’ sites.After all, this has already happened with content. The shift to external trading is well underway. Why not customer registration?“I think we’re going to increasingly see payment providers support operators in more than just processing payments,” Lekovic says.“That’s very evident from Pay N Play. A payment company is going to become much more than that going forward.”GIG chief marketing officer Tim Parker agrees: “I see this type of payment technology as core to our business both now and in the future,” he says.Currently Trustly has first-mover advantage with Pay N Play – and has done since the solution launched in 2015 – though Lekovic is under no illusions that, as with any innovation, competitors will release rival products.“There are different companies in the payments space trying in different ways to simplify the registration process – and of course there are, and there will be, companies trying to do something similar.”However, this could be seen as a validation of Pay N Play as a concept, and as Lekovic says, providing additional impetus for Trustly to continue to enhance and develop the solution.Key to such enhancements and developments succeeding will be showing that the solution can work beyond its core markets. It’s not unheard of; online invoicing service Klarna, for example, has successfully grown beyond the Nordics to establish a foothold in the UK. Whether Pay N Play can follow remains to be seen. Casino & games Subscribe to the iGaming newsletter Regions: Europe UK & Ireland Baltics Central and Eastern Europe Nordics Southern Europe Estonia Germany Denmark Sweden Malta Email Address Appetite for disruption: Part Two 3rd April 2019 | By contenteditorlast_img read more

BOSS. Gaming brings in Letlat as new chief executive

first_img Tags: Online Gambling Topics: People Strategy AddThis Sharing ButtonsShare to LinkedInLinkedInShare to FacebookFacebookShare to TwitterTwitter 16th April 2019 | By contenteditor Gambling software developer BOSS. Gaming solutions has announced Jeff Letlat, formerly of Betsson Group and Adjarabet, as its new chief executive.Letlat has joined the supplier following a spell as general manager for Latvian casino operator Storm International.Prior to this, he spent over a year as director of retention at Georgian operator Adjarabet – in which Paddy Power holds a controlling stake – and had five years with Betsson, serving in various roles such as customer insights manager and CRM manager for its Star Casino brand.Earlier in his career, Letlat also had a spell as payment and fraud analyst with YouWin, as well as VIP account manager and sales representative at Betway.Speaking about his new role at BOSS., Letlat said he intends to strongly focus on responsible gaming in order to help customers avoid gambling-related harm. He said that while he considered gambling a form of entertainment, he would focus on ensuring that the supplier provided a full range of player protection controls, and ensure minors could not gamble using its products.Catalina Lukianenko, chief operations officer at BOSS, added: “We are excited about the upcoming changes inside of the company and are pleased to welcome our new CEO, Jeff Letlat.” Gambling software developer BOSS. Gaming solutions has announced Jeff Letlat, formerly of Betsson Group and Adjarabet, as its new chief executive.center_img BOSS. Gaming brings in Letlat as new chief executive People Subscribe to the iGaming newsletter Email Addresslast_img read more

STS Gaming Group owner invests in Better Collective

first_imgAddThis Sharing ButtonsShare to LinkedInLinkedInShare to FacebookFacebookShare to TwitterTwitter Finance Mateusz and Zbigniew Juroszek, the owners of Polish bookmaker STS Gaming Group, has purchased 140,000 shares in affiliate marketing giant Better Collective for approximately €1m (£889,773/$1.1m). STS Gaming Group owner invests in Better Collective 16th September 2019 | By contenteditor Topics: Finance Strategycenter_img Subscribe to the iGaming newsletter Tags: Online Gambling Email Address Mateusz and Zbigniew Juroszek, the owners of Polish bookmaker STS Gaming Group, has purchased 140,000 shares in affiliate marketing giant Better Collective for approximately €1m (£889,773/$1.1m).The investment builds on an existing relationship between the two businesses, after STS signed an affiliate partnership with Better Collective in March of last year.“We see a lot of potential in the company, which has already announced its third acquisition this year – two in the US, one in the UK,” STS chief executive Mateusz Juroszek (pictured) said.“It is very important to us, as Better Collective is such a large and very well-known entity, especially in the Americas where the iGaming industry is growing rapidly,” he continued. “This investment is our long-term asset; we consider increasing the capital commitment of Better Collective in the future.”Better Collective’s current portfolio includes over 2,000 websites and products, including the online gambling information website MyBettingSites.co.uk that it acquired earlier this month.STS has this year focused on expanding into more European countries outside of its core market – and claims to be the first Polish bookmaker to do so – with a focus on Germany and the UK in particular.last_img read more

Sportradar launches legal action against Betgenius and Football DataCo

first_img Topics: Sports betting Sports betting Regions: UK & Ireland Subscribe to the iGaming newsletter Email Address AddThis Sharing ButtonsShare to LinkedInLinkedInShare to FacebookFacebookShare to TwitterTwittercenter_img Sports data services provider Sportradar has served legal proceedings against Betgenius and Football DataCo (FDC) in relation to the licensing and distribution of live data for betting. Sports data services provider Sportradar has served legal proceedings against Betgenius and Football DataCo (FDC) in relation to the licensing and distribution of live data or betting.In a statement, Sportradar said the claim is in reference to the current structure for the licensing and distribution of live data from FDC football leagues for the purpose of betting.According to Sportradar, the system that has been put in place by Betgenius and FDC is in breach of UK and European Union Competition Law.Sportradar said the decision to begin legal action was done so with reluctance, noting that it had “hoped to find a fair solution that enables it to build its own database and to compete effectively in the market”, but this had not proved possible.The provider said while it remains open to the hope of finding a resolution, it supports a competitive marketplace in which there is genuine choice between suppliers.“This competition is vital for innovation, genuine product choice and fair pricing and we believe these elements are worth protecting; the step Sportradar has taken is focused on that outcome,” Sportradar said.“Sportradar is, and has always been, willing to pay for access, and to be part of an integrated, accredited, and fair system of collection and distribution which enables competition.“This status is not only harmful to data supply companies like Sportradar, but also to the downstream market (bookmakers and their customers) where product choice is being restricted or removed in favour of an information monopoly.“This is why Sportradar has now sought adjudication by an independent specialist tribunal in the hope that matters can be resolved fairly and equitably.”In May last year, Genius Sports secured a landmark deal with FDC, granting it exclusive rights to collect, license and distribute live data from the UK’s leading football competitions. The agreement was described by Genius Sports chief executive Mark Locke as “transformational” for the business.iGB has contacted Betgenius for comment on the legal action. Sportradar launches legal action against Betgenius and Football DataCo 4th March 2020 | By contenteditorlast_img read more

Mega mergers and multiple brands – how do we digest them?

first_img Tags: Mobile Online Gambling Slot Machines Companies: eGaming Monitor No sooner does NetEnt acquire Red Tiger than they in turn get gobbled up by Evolution. Most of us were expecting the first acquisition to take months, if not years, to assimilate but it seems that a relative newcomer to the gaming space has a healthy appetite to match its Pacman-shaped logo. Let’s hope their digestive tract is up to it.Multiple or mega acquisitions in our sector are nothing new. Of the 1,000 companies on the supply side of our industry, around 20% are subsidiary companies and/or brands. Three of the largest groups in our sector have around 15-20 brands under their tight waistbelts.Most of these are the result of acquisitions up and down the value chain and across product lines. Given their history of absorbing companies, what integration templates might Evolution adopt from these multi-pronged goliaths of old?Taking a look below at what remains of subsidiary brands and how they are used, you get an idea of how acquisitions have been assimilated.Novomatic 14th July 2020 | By contenteditor Mega mergers and multiple brands – how do we digest them? AddThis Sharing ButtonsShare to LinkedInLinkedInShare to FacebookFacebookShare to TwitterTwitter Another day, another megadollar acquisition. But what is the end goal here, and how might Evolution realise the synergies? Kevin Dale from Egamingmonitor.com takes a look at the history of gaming M&A and whether the old guard might have something to share with this relative newcomer.center_img Topics: Casino & games Strategy Tech & innovation Slots Casino & games Subscribe to the iGaming newsletter Of 16 Novomatic subsidiaries in the online gaming space, 11 still operate separate websites, suggesting, perhaps, a decentralised approach to M&A. Meanwhile, half of all brands are still used for launching new content.Ainsworth, their largest purchase, is only a partial acquisition (52%) and so you’d expect some cross-selling synergies but limited integration. At the other extreme, a couple of old gaming brands such as Igaming2go and Redline Games are dormant.However, some wholly owned brands, acquired many moons ago, are still used in the marketplace. As well as marketing games through the group brand Novomatic (especially for offline products), a handful of online brands, such as Greentube, Capecod and Eurocoin (plus Funstage, Cervo & Bluebat on the social front) are retained.PlaytechOf 20 or so subsidiaries in online gaming, seven still have live websites but 10 are used as product brands. Game brands which ‘live on’ include Eyecon, Quickspin, Sunfox and Ash, whilst others are either dormant or ‘quiet’, such as Viaden, Geco and Rarestone.Interestingly, Playtech has launched a couple of new in-house studio brands recently (created by design rather than via acquisition) including Playtech Origins and Playtech Vikings. This is a clear signal that the company is comfortable with the idea of a multi-brand strategy for studio content.Scientific GamesOf 20 subsidiaries, only seven retain websites but a whopping 12 separate game brands are used for marketing games.As a studio/aggregator hybrid, the company’s range of studios is flattered by the existence of so many in-house ‘studios’: Bally, Barcrest, Betdigital, Game360, NYX, NextGen, Openbet, Red7, Shuffle Master, SG, Side City and WMS.Lessons from the big boysSo, what might Evolution or others glean from the integration efforts above? Despite the higgledy-piggledy mix of complete and partial assimilation above, there seems to be a high amount of consistency in approach here – or at least some consistency to their inconsistency!The big boys have all wrestled with post-merger integration (PMI) issues and that awkward compromise of integration + laissez faire may be the result. How far and how fast to assimilate has a few component parts:Will speed of integration improve bottom line profitability? And at what short-term cost?Which parts of an acquired business, such as the brand, can be usefully retained?What synergies were expected, or can be realised from the acquisition/merger?Fast and furious or softly, softly?Assets take time to integrate and while some business texts might suggest a big bang, no-pain-no-gain approach, often that’s not an option. Earn-out fees may require separate profit and loss for a period, staff morale always plays a part, and many under-estimate the market sentiment for acquired brands. The sheer time it takes to integrate or migrate tech platforms (without losing customers) is not for the faint hearted. There are plenty of valid reasons for those speedy integrations to hit the buffers.The process is complicated too by the nature of product lines involved. The more disparate the businesses, the more difficult they are to integrate. Digesting Ezugi, another live dealer, is one thing but NetEnt (plus Red Tiger) is a different scenario.Where 2+2 > 4Then there’s the question of which assets and teams should be retained – or not. Headcount reduction is an expected consequence of M&A, especially in roles where duplication exists. But the extent of duplication itself is a function of how far you intend to combine the two entities.Cost synergies are trumpeted as a justification for acquisitions so if you do not make cuts, you may be asked why. At the other extreme, the complete assimilation of assets can lead to an amorphous group which loses focus on individual product lines or customer groups. Moreover, without some devolved P&L responsibility, corporate largesse and bureaucracy can more than offset any cost savings.Having gone all-in on integrations, some firms later spin out business units from their core, whilst retaining ownership. This can rejuvenate subsidiaries allowing them scope to hone their own products and to innovate, whilst still benefiting from the umbrella services of the group, such as compliance and finance.Multi brand versus multi studio strategiesLaunching new products under an old brand or retaining old websites does not necessarily mean that the studio behind it has survived in its original form. Some subsidiaries are phased out completely, others live on as hollow brands for marketing purposes, whilst a handful are maintained as semi-autonomous studios within the group.Hollow or not, many firms take a multi-brand approach for good reasons:There is a useful separation between platform brands and studio brands. Third party aggregators are more likely to add a studio such as Bgaming to their roster rather than a competing platform provider such as SoftSwiss;Similarly, other studios are more likely to do a distribution deal with an aggregator brand such as 1X2 Network, rather than with a competing studio such as Iron Dog;Different brands can also focus on different product or customer types: slots vs table games vs virtual games vs video-bingo etc; offline vs online games; branded vs non-branded; localised vs non;Exclusive deals can be made with operators that cover one studio (rather than all content)Both operators and aggregators like to publicise the number of studios and the number of games they can offer. A multi-studio approach sells well here, especially if each ‘new’ studio doesn’t require a separate integration;On operator sites where games can be filtered by brand, a multi-brand supplier has more chance of retaining end-users who ‘switch’.One downside of multi-brand strategies is that marketing spend is dissipated and so creating brand awareness is more difficult. That said, we are talking B2B brands here, where those who matter are easier to identify and target one-on-one.Microgaming has taken the multi-brand strategy to a whole new level, launching 10 new and ‘independent’ studios, such as Gameburger, All41 and Neon Valley. Whilst the extent of their independence is unknown, you would expect to see separate offices, budgets and reporting structures for real autonomy to bear fruits. A multi-brand strategy is very different to a multi-studio one.A vision for achieving more than the sum of the partsThe recommendation by NetEnt to accept the Evolution offer came with some vague sounding synergies such as “becoming the world leader”, “best in class”, “combined portfolio” etc. The bid for NetEnt values the company at around £1.6bn, representing a premium on existing shares of 43%. This is a massive windfall for NetEnt shareholders – and who can blame them for taking the deal.But if they’re in it for the long term, these shareholders do need a vision of what the end goal looks like. What are the specific synergies and what approach can they expect? The same goes for staff on both sides too, as they are key to realising any PMI benefits. Where will the group end up on that continuum from: a lean, highly integrated entity to a somewhat looser, devolved harmony of business units?Deloitte quotes a numbing statistic: “empirical studies indicate that one of every two PMI efforts fares poorly.” So a bit of clarity is probably welcome.Kevin Dale is the co-founder of Egamingmonitor and CEO of Farawaysports. He was previously CEO of Gameaccount (now GAN plc) and CMO at Eurobet, Sportingbet and Betfair.Egamingmonitor.com is an advisory firm to the gambling industry, with proprietary data covering 25,000 games from 1,000 suppliers across 1000 operator sites. Email Addresslast_img read more

How global bookmakers offer US sports

first_img As the National Basketball Association (NBA) playoffs continue, Bookies Matrix examines how global operators price and present the sport to their customer base.After launching the Bookies Matrix service in July this year with an analysis piece on European soccer, we received multiple requests for a similar dive into US sports, and how global operators offer that product to their customers. Therefore, our article this month focuses on the NBA playoffs, taking a look at the differing margins and market sets offered on one of America’s most popular sports.Using data from NBA playoff games collected over the period 21 to 24 August, we calculated the ‘overround’ (see note at the bottom of the article) for key betting markets across all bookmakers in our database – 977 unique sites offer betting on the NBA, ranging across 98 jurisdictions.The table below groups the results by country and displays the average overround for the main handicap/spread market, the average overround for the main player total points markets, as well as the highest and lowest overrounds within each region. Regions: US Similar to our soccer analysis, across all regions, we see a trend of monopolies sitting on the right-hand side of the charts (higher margins) – this is most clearly demonstrated on the “Americas” tab.Across nearly every country, we see a clear difference between overrounds on the main handicap/spread market and player props markets. Omer Dor, co-founder, and CEO of Sports IQ Analytics, provided an explanation as to why this is the case.“The three main betting markets: the money line, spread and totals, have traditionally been those that have been the most visible to consumers,” he explained. “These three markets are the ones listed on the front pages of websites and on digital boards in Vegas casinos. So it makes sense that these are the markets where the vast majority of staking has historically come from, and therefore the ones on which bookmakers have been most aware of their competitive position.“While that might not change, there are interesting trends in the US that are developing. As consumer education around sportsbetting grows and more states introduce legislation to legalise the activity, there is increased adoption among non-traditional sports bettors,” he continued. “And the appetite of these new consumers is different. They want to interact with sports betting in a way that would be an extension to their sports entertainment activity.  One of the main ways we’re seeing that come to fruition is with a demand for player prop markets.”Therefore, given this shifting consumer appetite, coupled with the now high accuracy of these lines, we expect to see the margins taken on player markets to converge to those on the historically popular team versions.The chart below adds in the number of markets offered by the bookmakers in our sample in order to show an overall competitive comparison. Note, we count all individual market instances including every ‘alternative line’ separately. The variance seen in overrounds in North America (mostly US) and Oceania (mostly Australia) is low, with most sitting around 1.035 to 1.045. We do however see much higher variance in the number of markets offered.Our African data shows generally higher positioned overrounds but lower variance in markets offered. The European data shows a number of ‘high margin-low markets’ and ‘low margin-high markets’ operators, however the vast majority fall within the 1.04 to 1.08 margin range with fewer than 200 markets each.The reason for the higher variance in number of markets in Australia and the US than elsewhere in the world is indeed driven by the availability of player props. In effect, there is a limit on the number of team related markets possible, any firm that offers more than this limit, is likely also offering player markets, as that limit is much higher.Omer Dor told us: “for every single player, we calculate the centre line and multiple alternative lines on either side.“We do this for a wide range of market types and across different periods. Theoretically, we could support a few thousand unique lines per match before we even consider player combinations. However, this is of course limited by how these markets can be presented to consumers. With that in mind, I would say that it’s not just about having the breadth of product scope, but the right building blocks to being able to create engaging betting products.”The following chart shows the proportion of bookmakers offering NBA betting within each jurisdiction which have player prop markets available. Email Address AddThis Sharing ButtonsShare to LinkedInLinkedInShare to FacebookFacebookShare to TwitterTwitter Sports betting How global bookmakers offer US sportscenter_img As the National Basketball Association (NBA) playoffs continue, Bookies Matrix examines how global operators price and present the sport to their customer base. The more mature markets of Oceania (Australia) and North America (U.S.) have a lower proportion of the three core metric markets (points, assists, rebounds) than within other regions, which may demonstrate consumer appetite for more and more betting options in these regions – a trend that we would expect to follow elsewhere.Finally of note, we were a little surprised by the absence of basketball bet builder (or same game multi/parlays) offered across the world. Given the popularity of the equivalent product for soccer, the clear and growing demand for a wide range of betting ‘metrics’ within basketball, and the continued need for product differentiation across many regions, we would expect this solution to be a clear one. In our overall sample, just under 5% of brands offered this product.In order to access any of the data discussed in this article, please don’t hestitate to get in touch.Calculating an overround To offer a refresh, the overround is calculated as the sum of the inverses of the decimal prices for each selection within a market.For example, given the money line market – 1.50 Dallas Cowboys vs. 2.50 New York Giants, the overround of this market is calculated as:1 / 1.50 + 1 / 2.50 = 0.667 + 0.400 = 1.067The overround is the standard industry measure of how much ‘margin’ is applied to sportsbetting markets – the higher the number, the higher the margin, where 1.00 represents no margin.Note, the overround is not the same as ‘expected’ or ‘achieved’ margin. It is a measure of how much a bookmaker would expect to take in stakes in order to expect to pay out one unit.Bookies Matrix is a recently launched research portal including a directory of all licensed sports betting operators in the world, providing a range of information about each brand including their licenses held, their relative size in each jurisdiction, their platform, data, odds, streaming, virtuals providers, plus details of their products, including sports and margins offered.The service updates continuously with changes such as new market entrants, lapsed licenses, product launches, as well as when new jurisdictions move online.As well as providing clients with access to data and analysis, Bookies Matrix will take requests for specific research projects that are relevant to individual clients.Sports IQ Analytics is a leading provider of odds feeds for the US sports betting industry. Founded by industry veterans, the company delivers the highest accuracy lines for pre-match and in-game markets. From innovative trading controls, pre-match and in-game player props, and more, Sports IQ delivers customised solutions to each of its global partners. 3rd September 2020 | By Robin Harrison Topics: Sports betting Subscribe to the iGaming newsletter Unsurprisingly, the U.S. tops this list, with European countries where basketball is a popular sport, following soon after.Digging a little deeper into exactly what is offered however, shows an interesting regional trend. The chart below shows the proportion of markets in each region that are within the most popular ‘metrics’ of player ‘points’, ‘assists’ or ‘rebounds’; those that allow a combination of those metrics for a single player; or those that are for a different metric such as ‘blocks’, ‘steals’, ‘3-pointers’, ‘field goals’.last_img read more

Gibraltar industry association establishes new gambling care charity

first_imgGGCF will primarily focus its research on the impact of problem gambling on individuals, families and society, and the means of mitigating negative impacts. The GBGA has already raised more than £2.5m (€2.9m/$3.5) from Gibraltar gambling companies to fund the setting up of the CERG, while funds will also support the facility for at least the next three years. Email Address 5th March 2021 | By Robert Fletcher The new charity will also look at the prevalence of gambling addiction or other problem behaviours, and mitigation factors to prevent this, as well as practical solutions operators can implement to minimise the harm. Funded by the GBGA, the new Gibraltar Gambling Care Foundation (GGCF) will work with consumers, gaming industry leaders and government regulators to reduce the impact of gambling disorders in the Gibraltar market. Social responsibility Topics: Social responsibility Responsible gambling AddThis Sharing ButtonsShare to LinkedInLinkedInShare to FacebookFacebookShare to TwitterTwitter The GGCF will be operated independently from the GBGA, with the support of councillors Stephen Reyes and Selvan Soobiah. Belvedere Trustees Limited will act as corporate councillor and initially fund research at the new Centre of Excellence in Responsible Gaming (CERG) at the University of Gibraltar. Subscribe to the iGaming newsletter “The GBGA, via the GGCF will be supporting the creation of an industry leading research programme aimed at exploring solutions to minimise gambling related harm and the creation of open-source databases for academic studies.” Other research areas will include standardised identification, monitoring and measuring criteria for problem gambling, as well as the creation, co-ordination and management of a database of igaming industry information to assist with research into problem gambling and responsible gambling measures. The Gibraltar Betting and Gaming Association (GBGA) has announced the launch of a new charity focused on minimising gambling harm and protecting at-risk consumers. Tags: Gibraltar Betting and Gaming Association Regions: Gibraltar “This is a pivotal step change for all Gibraltar licensed operators and the jurisdiction as a whole,” GBGA chairman Nigel Birrell said. Reyes, who will chair the GGCF added: “Gibraltar is known globally as a premier jurisdiction in the online gambling area, so it is great that as an industry the operators have come together and set up and formed this charitable foundation to invest in academic research to inform effective initiatives to encourage responsible gambling and prevent gambling harm.” Gibraltar industry association establishes new gambling care charitylast_img read more

Premier Paints Plc (PREMPA.ng) 2006 Annual Report

first_imgPremier Paints Plc (PREMPA.ng) listed on the Nigerian Stock Exchange under the Building & Associated sector has released it’s 2006 annual report.For more information about Premier Paints Plc (PREMPA.ng) reports, abridged reports, interim earnings results and earnings presentations, visit the Premier Paints Plc (PREMPA.ng) company page on AfricanFinancials.Document: Premier Paints Plc (PREMPA.ng)  2006 annual report.Company ProfilePremier Paints Plc manufactures and markets paint and coating products for the decorative, industrial and commercial sectors in Nigeria. The decorative range includes emulsion, gloss and textured products; the industrial range includes red oxide primer, bright aluminum paint for street light poles, bridge railings and storage tanks, and black bituminous paint, quick dry cellulose, fast dry enamel, primer surfacer, alkyd floor paint, epoxy floor paint, roof paint and stoving enamel paint; the marine range includes epoxy hybrid paint, epoxy primer red paint, epoxy finish paint and polyurethane finish paint; the wood finishes range includes a glossy finish for interior and exterior wood surfaces; the auto refinishes range includes solid, metallic, varnish and primer; thinners and solvents include a biocidal solution to control the growth of biocide, fungicide and algaecide; and the company produces a product for road marking. Premier Paint Company is a subsidiary of Red Sea Housing Services Company Limited. The company head office is in Jeddah, Saudi Arabia. Premier Paints Plc is listed on the Nigerian Stock Exchangelast_img read more

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