DEE MAHER
A note from the editor
Finalists Time”
IGA Finalists announced and latest updates
Welcome to the latest edition of the Infinity Gaming Magazine and here we are in November and congratulations to all of those companies that made the finals for the 18th annual International Gaming Awards (IGA).
According to our auditor company we received 825 nominations in total, that is another hundred more than last year, so reaching the finals is an amazing achievement.
So now with the lucky finalists announced we look forward to welcoming you all to the biggest and certainly the most important awards event of the year, this time held at the superb Intercontinental Hotel in Barcelona.
Of course none of this is possible without our wonderful sponsors who help
us raise much needed funds for deserving charities so thank you, Digitain, Betconstruct, Pragmatic Play, 1xBet, Spribe, Alea, Light & Wonder, IGT, Gamomat, Videoslots, Delasport, SOFTSWISS and BGaming.
If you want to know more about becoming a sponsor please do contact myself or the team.
Now then, to the magazine, inside we have some great interviews with Dee Maher from La Royale Gaming Investments, Anders Karlsen, the Co-Founder & CEO of new venture Sisu Group and also interviews from Rita Melo from Fujitsu and Betbazar.
Not only that but great articles from our regular writers Tim Cullimore and the wonderful Lynn Pearce, also all the very latest news from the world of gaming.
Catch you all in December for the last edition for 2024 and we have some surprises in store for you then.
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Available games:
Interview with Anders Karlsen
Co-Founder & CEO at Sisu Group
Anders thank for talking to us today, to start you are the co-founder and CEO of Sisu Group, can you tell us what the new company is involved in?
Our new adventure is called Sisu Group, where the focus is two-fold, one is technology and the other is the iGaming operation.
On the technology side, we’ve developed a world-class platform from the ground up, including a sportsbook, casino solution, cutting-edge front-end solutions, a payment gateway, BI, and bonus engine. One of the biggest challenges in the industry is scalability, which is why our solutions are 100% cloud-based and designed for multibrand operations, whether for B2C or B2B.
On the iGaming side, we currently operate two B2C brands on the platform. We launched ReSpin, a Casino brand in the beginning of the year and we launched our flagship brand, Epicbet, just before the Euro Football Championship this summer. Epicbet is a Sports driven brand with focus on attractive odds and personalization combined with the fastest and a modern user experience.
The company was initially founded in May 2022, by Jan Svendsen, and we really started to staff up from Q2 2023. We are proud of what we have achieved in a short time span.
You are a co-founder, can you tell us who the other co-founder is?
The other co-founder is Yannick Svendsen, who is also Jan Svendsen’s son. Both Yannick and I joined in March 2023. At that time, the company had just 11 employees, mostly developers. Our first priority was to assemble the Management team. Fast forward to today, and we’ve grown to 123 employees, with most of our team based at our headquarters in Tallinn, Estonia. We have over 800 years of industry experience in the company, so we believe we have the experience and knowledge to succeed.
I would like to mention that we do things quite differently than most other companies. Everyone in the company is an owner, either through share options or direct investment. We have strong financial backing, with the majority of ownership held by our staff. In total, we’ve raised €21M, with €7.6M coming from employees—highlighting the commitment and belief in our mission.
The entire Management team has also made significant personal investments, so it’s safe to say we are in this together.
Where did the idea of the business come from Anders?
The idea came from our shared belief that there are significant challenges in the industry that need solving. One of the biggest issues is the technology that most operators are using, which is outdated and difficult, if not impossible, to scale. For example, many of today’s larger operators rely on multiple platforms to run their brands, which is highly inefficient. Product development is also slow for those still using legacy technologies.
We saw a clear gap in the market for high-quality sportsbook solutions— platforms that are scalable, featurerich, ultra-fast, and personalized, with a modern user experience designed for the new generation of customers. Ultimately, it’s also about having ownership and control over the roadmap, being able to set priorities, and ensuring rapid product development to stay competitive.
Jan Svendsen has been involved in other online businesses. Can you
tell us a little about them?
We came from building Coolbet to be a big international success and which was eventually sold to GAN Ltd, listed on US Nasdaq, for €175M January 2021. Jan founded Coolbet in 2014, and launched around 1.5 years after inception, which is pretty similar to our timeline.
Jan is the Executive Chairman of Sisu Group and is also actively involved in our day to day Sportsbook operation. He is an industry veteran and a hallof-famer (SBC). Interesting and quite funny that he started in the industry at a time where people sent their bets and
money by regular post. While there are people in the industry who have made more money, I personally don’t know anyone who has succeeded as consistently as Jan.
Jan was also involved in getting Norsk Tipping online in time for the Olympics in 94. He built Centrebet to be the biggest iGaming company in the Northern European markets. He decided to start his own company with NordicBet in the beginning of 2002. Under the same umbrella, Triobet, with focus on the Baltics, was also created. Both brands were sold to Betsson in 2012.
So what is the plan for Sisu Group, where do you aim to be in terms of business strategy in 12 to 18 months?
This year has been all about going from a development mode to being operationally successfully live with two brands. What we have done in such a short time-frame is not an easy task. It requires resources, experience, knowledge and most importantly - the right people and their commitment.
Since we are well funded, we can also build the company accordingly, with a product driven approach combined
Anders Karlsen Exclusive Interview
much more on growth and innovation. We have so many things we want to do. We will especially focus on personalization, a personalized gamification program and rapid feature launches. Transparency is an important part to build customers’ trust, so we have a public roadmap to show what is being prioritized and developed. Next year, we aim to let our customers decide what we are going to focus on.
While the architecture for our platform and sportsbook already is agnostic for B2C and B2B, there is still work that needs to be prioritized for us to have a launch-ready B2B solution. This will be a priority for us in the next period.
Anders you worked at Coolbet for 7 years and for the last 3 years there you were CEO, how was Coolbet and they seem to be doing well still, is that correct?
Coolbet was an amazing journey and experience. I was there since the inception as the COO, so I was there for the whole journey. The last 3 years I was the CEO, and President as well, after the acquisition by GAN Ltd. When I left I was responsible for about 350 people, which is a quite big organization.
After the sale, being part of a US Nasdaq listed company was also an important experience for me. Many important learnings, where culture, communication, leadership and decision making processes were different from a Northern European perspective.
From my understanding and the information publicly available from GAN Ltd, Coolbet is doing well. Lots of experienced and good people in the company and they have a very good reputation in the markets they operate in.
You left Coolbet to specifically work on the new startup Sisu is that correct?
That is correct. It was tough to leave such a good company and especially thinking of all the hard work that has been put in during those years, but the timing was right to move on and kind of go back to the roots. Jan had already founded the company and I felt I could contribute to many important strategic decisions. Jan, hired me for the first time back in 2002 for NordicBet and he has been my mentor during all these years, so looking back I guess it was bound to happen.
How exciting is it to build and launch a new business?
That you are part of creating something, hopefully successful, is a unique and unmatched experience. You have the vision and strategy part and all the challenges that follow. The ups and downs that most companies experience in the building phase. To get the right people onboard that are aligned with the plans and strategies. That you are part of creating a company culture where people are motivated, see people growing and take on more responsibilities and make decisions. That you are affecting people’s life in a positive way is probably the most exciting part of building a new business. I strongly believe that you can only succeed business wise if you succeed in managing people in the right way.
Who will Sisu be serving in terms of regions around the world?
We are still in the building phase and we have focused our core markets around Northern Europe and Latam. We also take a global approach with crypto, although various countries are blocked for compliance reasons. We are confident that this will be enough to be profitable, which we target during next year. We also plan to localize more markets during next year. Currently, we are licensed in Estonia and Curacao and by next year we aim to have several more
licenses in other jurisdictions.
Has the new business got its own brand identity yet?
Speaking about Sisu Group first. Sisu is a Finnish word that means determination, an inner strength to go the extra mile to succeed. That’s how we want to act as a team.
For our flagship brand, Epicbet, we invested significant time in defining its brand identity. Being a sports driven brand, the identity is tied up to the spirit of a sports team and epic moments. We want our customers to feel they are part of a team, which are reflected by the product and its features as well as the marketing messages.
For ReSpin we have focused on simplicity, both for the experience wise and the way customers are rewarded through an automatic loyalty program. ReSpins motto is “Keep spinning and keep winning”, which essentially is a reflection of all the built-in features and reward mechanism in the loyalty program.
You have already launched a couple of brands in “Epicbet” and “ReSpin” how have they been received?
We are very happy with the reception for the customers so far. During Q3 we had over 30K active customers and the retention rate has been very high month over month, especially for Epicbet that is a sports driven brand. We have notably got positive feedback for the overall user experience, in terms of speed, that it’s intuitive and super simple to use.
What are the challenges to starting up a new business for our readers to understand those obstacles An-
finally want to invest in your ideas.
I believe the company’s biggest asset is always going to be people. Of course we need to leverage automation and AI for what it’s worth, but it’s the people, with all the experience, know-how and passion that eventually build the technology, brands and the company. So, to get the right people onboard is always going to be a big challenge for any company. The long-term challenge is cultivating a healthy company culture. I believe that defining mission and core values early on is essential for achieving this. While many companies achieve financial success without fostering a positive culture, that’s not our goal. Doing the right things and being a great place to work will lead to financial success.
Operationally, challenges exist in every area—from deciding the right strategies, offering the right products and features to your customers, to cutting out the noise and fence of fierce market competition. Acquiring new customers
without overspending, which is especially important for companies in the build-up phase. Scaling operations, technology, and markets brings its own set of complexities, including identifying the best opportunities for expansion. Additionally, navigating the complexities of changing and new regulations, including marketing restrictions, adds another layer of difficulty. And throughout, there’s the ongoing need to focus on automation and efficiency.
Finally, the biggest challenge is probably to continually believe in your own plans and strategy. As a startup or a company in the building phase, you are going to have many ups and downs. That’s a fact. You need to have a longterm mindset, but be agile and willing to change.
Is the company planning to attend any trade exhibitions in 2025?
We plan to attend the bigger ones, such as ICE, Next.io, SBC and Sigma.
go, what is your advice to anyone wanting to build a new start up venture either in igaming or any other industry, what are the most important steps?
There are different ways to success, although here are my preferred steps for building a new venture.
1. Identify existing problems or challenges and come up with your solutions for these. Unique selling points and differentiation is a key.
2. Ensure you have the right funding. Market conditions might change over night, so be agile and plan accordingly.
3. Get the right people onboard and focus on creating a healthy company culture.
4. Work smart and hard. Never be satisfied
THE Venue for the 2025 International Gaming Awards
The global gaming industry is abuzz with excitement as Clever Duck Media, the esteemed organizers of the prestigious International Gaming Awards (IGA), have announced the venue for the 2025 edition of this prestigious event. Set to take place on January 19, 2025, the 18th installment of the IGA will be hosted at the stunning InterContinental Hotel Barcelona, a beacon of modern luxury and elegance in the heart of the historic yet cosmopolitan city of Barcelona.
The Primorye gambling area, nestled in Russia’s far eastern region, was conceived as an ambitious endeavor to emulate the success of the iconic Las Vegas Strip. Envisioned as a hub for international tourism, the grand plan entailed the development of 11 distinct casino resorts, offering visitors a diverse array of entertainment and hospitality experiences.
The International Gaming Awards: Celebrating Excellence in the Gaming Realm
S ince its inception in 2008, the International Gaming Awards have established themselves as the “Oscars” of the global gaming industry, shining a spotlight on the highest achievements and most innovative work across the sector. Unlike awards that focus solely on commercial success, the IGA recognizes creativity, innovation, and social responsibility as the hallmarks of true excellence.
The Prestigious IGA Accolade
For the winners of the prestigious International Gaming Awards, the benefits are manifold. They enjoy an increased portfolio of clients, improved marketing exposure, and widespread recognition from their peers in the industry, as well as government bodies. The IGA has become a coveted accolade that signifies true excellence and innovation within the gaming sphere.
The Charity-Focused Approach
I ntegral to the ethos of the International Gaming Awards is a strong commitment to supporting deserving charities. Since the launch of the charity-focused IGA in 2008, the event has consistently partnered with industry-leading and creative brands to raise funds and awareness for worthy causes.
T he decision to host the 2025 International Gaming Awards at the InterContinental Hotel Barcelona is a strategic one, capitalizing on the city’s rich history, cosmopolitan flair, and worldclass hospitality. The venue itself is a beacon of modern luxury, boasting an award-winning MICHELIN-starred restaurant that will undoubtedly elevate the dining experience for attendees.
The Nomination Process
T he nomination process for the 2025 International Gaming Awards is now open and will remain so until October 18, 2024. Industry professionals are encouraged to submit their entries, showcasing the most innovative and impactful work that has defined the gaming landscape over the past year.
The 2025 IGA: Barcelona Beckons
The Judging Panel
The IGA’s judging panel comprises industry luminaries, experts, and thought leaders who bring a wealth of experience and a keen eye for excellence. Their rigorous evaluation process ensures that the winners of the International Gaming Awards truly represent the pinnacle of achievement in the global gaming industry.
The Sponsors and Supporters
The 18th International Gaming Awards is proudly supported and sponsored by a roster of industry-leading and innovative brands, including Gamomat, Betconstruct, Digitain, 1XBet, Alea, IGT, Light & Wonder, Vedeoslots, Pragmatic Play, Spribe, and BGaming. These esteemed partners share the IGA’s commitment to celebrating and advancing the gaming industry.
The Anticipated Atmosphere
As the gaming community eagerly
awaits the 2025 International Gaming Awards, the anticipation is palpable. The glamorous setting of the InterContinental Hotel Barcelona, coupled with the prestige of the IGA, promises an unforgettable evening of celebration, networking, and recognition for the industry’s most exceptional talents.
The Global Impact
The International Gaming Awards have a far-reaching impact, transcending national boundaries and serving as a global platform for showcasing the industry’s most innovative and impactful work. The 2025 edition promises to continue this tradition, solidifying the IGA’s position as the premier event for honoring excellence in the ever-evolving world of gaming.
The Enduring Legacy
As the International Gaming Awards celebrate their 18th edition in 2025, the event’s legacy continues to grow,
cementing its status as the industry’s most prestigious and coveted accolade. The winners of the 2025 IGA will join an illustrious roster of gaming luminaries, their achievements etched in the annals of the industry’s history.
The announcement of the InterContinental Hotel Barcelona as the venue for the 2025 International Gaming Awards marks a significant milestone in the event’s storied history. As the gaming industry eagerly anticipates the arrival of this prestigious ceremony, the promise of an unforgettable evening of celebration, inspiration, and recognition hangs in the air. The 2025 IGA is poised to be a true highlight in the global gaming calendar, showcasing the industry’s finest talents and solidifying the event’s reputation as the “Oscars” of the gaming world.
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CONGRATULATIONS TO ALL THE FINALISTS YOUR PLACE
Interview with Dee Maher
CEO - La Royale Gaming Investments
Dee many thanks for giving us time to talk with you today, can we start by asking you about your role as CEO of La Royale Gaming Investments (LRGI) and how you got into the company?
I’ve been working in the global online gambling industry for over a decade, covering roles across legal and compliance leadership. I’ve been lucky to work for some of the biggest organisations in the sector including the likes of Genesis Global, Betclick, Vera&John and Evolution Gaming. When I was approached about the CEO role at La Royale Gaming Investments and learnedjust how ambitious its founder and backers were, I knew it was an opportunity I couldn’t turn down.
For our readers understanding what is LRGI core business?
La Royale Gaming Investments is a holding company that brings together a unique ecosystem of offline and online gaming companies through strategic mergers and acquisitions. It has three core divisions – its investment division (we are looking to back the best business in the sector), Quanta (our powerful game aggregation platform) and our B2C offering. These divisions are
-tion, with each having its own dedicated team. This makes us a real tour-deforce in the global gambling industry with interests in both the B2B and B2C spaces.
You have been involved in the gambling industry for some time around 2011 you started with Evolution Group, how did that start?
My background is in law and having moved to Malta in 2011, I took up the position of Group Compliance and Regulatory Manager at Evolution Gaming. My focus there was on gambling regulation and licencing including risk management, policy implementation, AML compliance, information systems security management and governance as well astechnical due diligence. It was a comprehensive role and really got me interested in and passionate about the online gambling industry – an industry I have stayed with ever since.
What interested you about the gambling industry?
Everything about it, really. It’s fastpaced, innovative and complex, and attracts some of the best people I’ve had the privilege to meet and work with. The scale and pace of change the in-
dustry has experienced over the time that I have worked in it is nothing short of phenomenal, and when I look ahead, I see no sign of the speed and extent of change slowing down any time soon.
Since Evolution Gaming you have worked at many well known brands such as Vera&John and Betclic in the legaldepartment, what is your background in that area Dee?
As mentioned, I trained as a lawyer and my first role in the industry with Evolution and Gaming was heading up its Compliance and Regulatory activity. This is a really great area to learn more about the business and the industry as it covers most aspects of operations, technology, marketing, finance and means working closely with management, the C-suite and liasing with Regulators. I stayed in senior legal and compliance roles for most of my career, jumping into the CEO position for the first time with La Royale Gaming Investments. It has been a pretty big jump but I have plenty of past experience that has allowed me to get up to speed quickly and I’m really enjoying the challenges the role presents.
For many of our readers the investment world is not something they
know much about, can you tell us what makes a company worth investing in, what are the metrics that interest any investment company to a potential investment?
There are a few metrics to consider when looking to invest in a company. The start-up phase is always an attractive prospect, as this allows for the greatest growth and the highest return on investment. No matter what, its essential that thecompany has strong USPs and ideally proprietary technology or IP as these are the assets that will ultimately influence the value of the company in the future. For me, a
strong founding team is important as we need to be able to work with them once we have made the investment. We also consider things like market reach, growth potential, licenses, certifications and of course the talented team of people working on the business. Ultimately, though, it’s about making sure the numbers add up in terms of the money in versus the expected money out.
Are you able to discuss any of your recent acquisitions and why you chose them and how they are doing?
Quanta is our most recent acquisition and is off to a flying start. Quanta isa premium game aggregation platform developed for the mass market. It is one of the most advanced platforms in the business and is stocked with a range of content providers to suit all needs.One of the USPs is that we allow operators to take certain exclusives with certain providers and games. Adding unique content to their lobbies gives operators a major point of difference over their rivals, drawing more players to their brands. Quanta is also super competitive on price and comes with a support team that is highly knowledgeable and experienced.
Of course not all investments work out, what would you say is the percentage of success as an investor?
I disagree with you there. It’s my job as CEO of La Royale Gaming Investments to make sure that our investments do work out and that if we are encountering challenges, we overcome them. We are fortunate that our investors are experienced and patient, and understand that real value is built over the long-term. Of course, there are no guarantees, but with the right strategy, knowledge, experience and team in place, there is always a route to success.
Are all investments you make or investment companies in general all about an exit strategy in the end?
In my experience, exits come after many years of hard work, deep commitment and passion for the business. This is why investments should always be seen as long-term projects as this is what ultimately ensures that the growth potential is maximized and that the highest valuation for the business is achieved. Personally, It’s an eyebrow raiser when someone launches a business with an exit plan already mapped out. I want to see that they are in it for the long-term and that they will fight in the trenches and do what needs to be
Dee Maher Exclusive Interview
Is there any specific areas of online gambling that interests LRGI more than others, that you see as more growth?
We want to have business interests across the entire ecosystem both offline and online. We already have businesses inthe B2B and B2C spaces and will be adding to our portfolio of acquisitions over the coming months,in both divisions. This is a unique industry in that growth can be found across all areas, from new gambling brands to aggregation platforms, PAMs, and everything in between. At La Royale Gaming Investments, if we see an opportunity that aligns with our strategic goals, we will absolutely go for it.
At present the major growth in the gambling industry is in the US with sports betting as more states open up, is this an area of interest to LRGI or is that region to competi-
tive?
The US has actually proved to be an incredibly challenging market and one that might not live up to the estimates we saw ahead of states embracing regulation and licensing. For me, there are just as many opportunities closer to home, especially in Europe. Obviously, Latin America is of great interest right now with Brazil set to come online in the New Year, but again this could be a region that throws up more challenges than operators and suppliers are expecting. This is why it’s important to take a considered approach when assessing which markets to make a move into.
If you could offer some advice to individuals on investments in general not just the gambling industry, what would it be?
You need to have a deep understand-
ing of the business and the market it operates in. Look for companies with a strong USP and proprietary technology, solutions or experiences as these are the businesses that will have the greatest growth potential. Make sure to understand the numbers and the longterm plan for the business, and view investments as being long-term.
Before we let you go, you attend many of the conferences and gaming shows, what is your opinion on so many events now for the gambling industry, are they a good thing for you and your company?
You’re right, there’s a lot of conferences and expos on the calendar now and that’s why it’s important to pick and choose which ones you attend. I always look for conferences that facilitate networking and provide the space for face-to-face meetings. I occasionally sit in on presentations and panels,
Unlock the Full Value Of Your Data
Rita Melo, AI Sales & AI Innovation Partner Manager at Fujitsu, on how ChatGPT has in-
spired
new tools that operators can use to extract even more value from the data they hold
What makes data such a challenging area for online gambling operators?
Operators generate huge volumes of data from a wide range of sources. This includes everything from KYC and customer onboarding to payments, bonuses, player behaviour, compliance and legal. This data is highly valuable and can be used to make business-critical decisions in real-time – so long as operators can extract the insights the data holds. But this is easier said than done. Data is usually siloed and hard to access for certain members of the team. It’s often in need of cleaning and translating into a consistent format as without this process, it’s super hard to analyse and even harder to take action against. In short, operators often have the power of data in their hands, they just don’t know how to understand and use it.
Can tools such as ChatGPT help operators extract more value from their data?
Yes, in theory. ChatGPT allows anyone to ask questions of data and be presented with answers in an instant. The rise of ChatGPT has been meteoric, taking just two months to reach 100 million users (Facebook, on the other
This is due in part to the power of generative AI when it comes to extracting value (information, in this case) from a vast array of data sources. Of course, for many, ChatGPT is just a fun tool that can be used to learn more about a particular topic and even help in writing reports and documents.
Can ChatGPT really be used by tightly regulated online gambling companies?
Not really. Some have used ChatGPT in a professional capacity only to learn about its limitations and drawbacks the hard way. My favourite example is a lawyer who used ChatGPT to check if there were any legal precedents for a case they were working on. They typed their query into ChatGPT – thankfully being smart enough to not include specific information about the case they were working on – and it returned examples of legal precedents. The lawyer then instructed ChatGPT to generate a report which was then included in the documents they submitted to court. The issue was that the information ChatGPT returned was false, something the judge noticed after reading the document and carrying out their own research.
Ultimately, the lawyer fessed up to us-
ing ChatGPT and was struck off. This was the best possible result for the lawyer – had they included case information in their ChatGPT query they would have faced a lengthy prison sentence for breaching confidentiality. . This is because ChatGPT consumes information as well as sharing it and that’s why it’s not really a viable tool for organisations with sensitive and proprietary data.
What other solutions are available that work in a similar way?
The important part of ChatGPT is the GPT bit, which stands for Generative Pre Transformer. This is ultimately what trawls through and analyses data and generates the response to the query asked of it. This needs to be private so that it can feed off the proprietary and sensitive data and information generated by the business, allowing employees to ask questions of it without those queries or insights being consumed into the public domain. This is something we have been working on and recently rolled out our PrivateGPT with several customers across a range of industries. It sits on top of the company’s data warehouse, with data properly segmented. Permissions can also be given to specific teams and even individuals so that different users can
access different data sets – a casino manager does not need to access the same data as the CEO, for example. While ChatGPT is a bit of a novelty, a Private GPT can really help organisations unlock the true power of the data they generate and hold.
Can you give examples of how an operator might use a GPT?
There are tons of use cases from employees being able to ask any questions of the entire data set to finding new answers and insights. Private GPTs allow for greater collaboration, and to jointly generate insights. They can also help evaluate results and decision support systems. In terms of a specific example, an online sportsbook customer we are working with is using our Private GPT to assist its legal and compliance teams when entering new markets. The
teams can ask questions and have the Private GPT trawl through documents relating to legal and compliance activity in all markets with the insights provided being used to help prepare documentation for entering newly regulated jurisdictions.
Can it be used for consumer-facing projects as well as internally?
Absolutely. So the same operator is also using our Private GPT to allow bettors to ask questions about past team performance, based on the data held by the operator and then use it to guide their betting decisions. Of course, the more data that operators feed into the GPT, the more use cases it opens for teams to explore and ultimately maximise the value of the data they hold.
EasyGroup Ventures into Online Sports Betting
The world of online sports betting has a new player, and it comes from an unexpected source. EasyGroup, the conglomerate behind the budget airline EasyJet, has made a bold move into the gambling industry with the launch of its new online sports betting brand, EasyBet.
EasyGroup’s decision to enter the online sports betting market comes as a surprise to many, given the company’s primary focus on travel and leisure services. However, this move aligns with the group’s strategy of diversifying its portfolio and leveraging its strong brand recognition.
The new platform, accessible at EasyBet.net, has been developed in collaboration with Matchbook, an established betting exchange. This partnership brings together EasyGroup’s brand power and Matchbook’s expertise in the betting industry, creating a potentially formidable new player in the market.
EasyBet.net is now live and accepting wagers on a wide array of sports events. The platform operates on a
betting exchange model, offering customers the opportunity to both back and lay bets, potentially providing more competitive odds compared to traditional bookmakers.
In an industry where regulatory compliance is paramount, EasyBet has taken steps to ensure it operates within the legal framework. The platform has secured licenses from two regulatory bodies:
1.The Great Britain Gambling Commission
2. The Alderney Gambling Control Commission
The launch of EasyBet is not just a business expansion for EasyGroup; it’s also a strategic move to protect its brand. In the past, EasyGroup has been known to aggressively pursue brand infringement cases related to the “Easy” name. This includes taking legal action against websites using similar names, such as EasyBet.com and the South Africa-facing EasyBet. co.za.
Sir Stelios Haji-Ioannou, the founder of EasyGroup, has described the launch of EasyBet as a “natural” move for the conglomerate. In his view,
this new venture complements the group’s existing portfolio of consumer brands in the UK and Ireland.
Haji-Ioannou emphasized the unique selling proposition of EasyBet, stating, “EasyBet offers peer-to-peer betting with the aim of giving customers fairer odds than traditional bookmakers. It allows you to bet on sports events. You can back what you think will win or lay what you think will lose. We believe this model offers fairer odds to the consumer.”
This focus on fairness and competitive odds could potentially set EasyBet apart in a crowded market, leveraging the trust associated with the “Easy” brand name.
While EasyBet carries the “Easy” brand, its day-to-day operations will be handled by Matchbook. This arrangement sees Matchbook paying a license fee to EasyGroup for the use of the brand name.
Malcolm Graham, CEO of Matchbook, expressed enthusiasm about the partnership, highlighting the synergy between the two companies. He stated, “The ‘Easy’ brand is renowned for consistently supplying quality and value to its customers. EasyBet.net offers its customers industry-leading odds across a wide range of sports and geographic markets, offering a top-tier user experience.”
These features, combined with the backing of a major consumer brand, position EasyBet as a potentially disruptive force in the online betting market.
The more it changes, the more it is the same
(Plus ça change, plus c’est la même chose)
By Tim Cullimore
Advisor, mentor, counsellor, Tim is a highly respected consultant to the casino gaming industry, whether land based or on-line, encompassing project management and operational analysis. He is an expert in risk and reward strategiesas well as successfully implementing change culture in several major European operations. Tim also represents and advises a number of key suppliers & manufacturers within the industry.
From dealer to CEO, in the U.K., Europe and North America, Tim has, for over 40 years, pretty much seen it all in Casino gaming. From running slot rooms where he had to frisk for guns to the running of the Ritz Casino in Mayfair London, arguably the most luxurious casino in the world, Tim has never stopped challenging what we think we know about casinos.
Tim is a renowned conference speaker and proud to have been visiting lecturer at the University of West London College of Hospitality and Tourism, as well as a listed industry expert for AlphaSights.
By my reckoning I’ve spent more of my career working outside of the United Kingdom than in it. So it has always been fascinating to revisit countries where I have worked after a gap of many years. I honestly never thought I would come back to live in England, but an opportunity too good to be true, and a wife who has a strong spirit of adventure, meant that I returned to London 17 years ago after 25 years working abroad, lastly setting up and operating the Grand Casino Brussels in Belgium.
As I worked in Switzerland for many
years I have returned there very regularly over time, and it is wonderful to see how the Casino industry has developed from the ground up. After all, there was zero regulation and infrastructure when I first started working for the Swiss Federal Gaming Board, where I was tasked with helping to formulate the legislation for the industry. Over the last twenty years there has been a steady evolution in how gaming is operated in that country, culminating in the introduction of on-line gaming a few years ago. Now I might not agree with all the decisions
that were made when the Swiss remote gaming legislation was devised, but it is working well and the triumvirate of law makers, operators and customers seem happy with the result.
It is true that markets develop at different speeds, so it is not surprising to see that the French industry has been slower to accept on-line gaming, after all this is a very traditional industry and has only made incremental changes to how casinos operate in the 35 years I have been actively involved there as a manager and consultant. I’ve been able to step back and observe the evolution
actively involved there as a manager and consultant. I’ve been able to step back and observe the evolution of the industry patiently and from a distance, without the imperatives of commercial operations. I have seen how slots have become the driving force of the business, with fewer gaming tables operating on a daily basis,and that, finally, Paris received licenses for gaming clubs, allowing, after a century, a legal and quality casino experience in the City of Light.
It hasn’t been such a surprise to see that the introduction of legislation covering online gaming in France has been a slow process and a point of discussion stretching over many years. I have been
advising clients for at least 10 years that according to my contacts “les jeux en ligne” would be authorized in the next 12 to 24 months, it was always not now but soon. Therefore, I was happy to see that there may be some movement in the introduction of online gaming in that wonderful country. After all, France must be losing serious tax revenue to cross border play and clandestine web sites, and considering the utter lack of protection for players on these sites there is a certain dereliction of duty of care to these players. If given the choice a player will always prefer a sanctioned and transparently licensed gaming platform to one of a grey licensedjurisdiction. These should be happy times for French operators I would have thought.
Curiously, I have read reports in the French press of senior figures in the industry decrying the advent of the online industry, throwing out statements about how this would be the death knell of the land-based industry and how there would be mass unemployment of croupiers and other casino staff.
It seems strange that an industry which has been largely very successful is so lacking in confidence. More than anywhere else I know of in Europe, casinos in France are at the heart of the local community. These are the places where marriage parties are held, where anni-
us London Gaming, through its senior management, has been a trusted advisor and consultant to land based and on-line gaming operators for over 10 years.
LONDON GAMING
What we do
Specialising in restructuring, defined term operational management, compliance and procedures, AML and social responsibility coaching, and pan-European legislative matters. Our directors have individually over 40 years experience of on-line and land based gaming, earning a reputation for delivering cross-channel solutions.
Land based casinos offer experiences that can never be replicated on the internet. But at the same time online gaming offers Casino operators unimaginable access to their customer base. It is unequivocal that those land-based casino operators who also had an on-line presence during the Covid pandemic recovered theirvolumes of business far quicker than those who had no digital way of reaching out to the customers when their physical properties were closed.
And where is the empirical evidence that online gaming cannibalises the land-based operations? Here in the U.K. the Casino operators who have successful online products have also seen a marked improvement in their landbased revenues. Maybe being a strong operator and having confidence in the product is more important than trying to stop what can only be a great opportunity to reach out to many times more players than will ever set foot in a casino.
The French industry must have the courage to embrace this opportunity. I have previously shown to many cli-
ents that synergy between on-line and land-based gaming is hugely beneficial, and in the final analysis casino operators are already losing revenue to these unlawful internet operators, the only thing they don’t know is how much, but believe me, it is a lot.
Happy Families in the U.K. Casino Industry
A report by a think tank has recommended doubling the tax duty on remote gaming in the U.K. Due to this organisation having some contact with the new Government this has made the markets very nervous, reducing the stock value of some major operators. This has prompted the U.K. minister responsible for gambling to say that she is aware of the value of the industry and ensuring that “players can continue to enjoy gambling as a pastime without the harms”.
It was very welcome to see a senior government minister speaking about the industry without demonising it. Is the tide finally turning regarding the political attitude to our industry in the U.K.? A recognition of the pleasure gaming
can bring to people and the quality employment it creates is a very welcome change. For almost the whole of the life of the industry since the introduction of the 1968 gaming act there has been an attitude of at best tolerance, with what we call in England a Poacher/ Gamekeeper relationship between casinos and the Gambling Commission, neither one trusting the other. Hopefully a more professional and mature mutually respectful relationship can be
Caesars Entertainment Report Q3 Rise
Caesars Entertainment has announced their third quarter results of 2024, with the company reporting a 40.9% year-over-year growth in its online sports betting and iGaming sectors.Caesars Entertainment experienced a challenging financial landscape, reporting a net loss of $9 million. Despite this setback, the company’s digital segment showed growth, generating $303 million in revenue.
One of the standout metrics from Caesars’ Q3 report is the adjusted EBITDA, which skyrocketed from $2 million in Q3 2023 to $52 million. The companies digital gaming products saw net income make a positive shift, rising to $11 million from $4 million in the previous quarter.
Caesars Digital has emerged as an important component within the company, achieving a 40.9% increase in revenue year-over-year. This is attributed to a combination of factors, including improved user engagement and enhanced marketing strategies. The digital segment has become a focal point for Caesars, with CEO Tom Reeg expressing optimism about its future potential.
Caesars’ online casino segment has seen an astounding 83% growth in net revenues compared to the same period last year. This rise can be attributed to a strategic increase in hold, which rose by 40 basis points. The company has also reported a 55% increase in volume from Q3 2023.
The sports betting segment has also performed admirably, with a 36% increase in net revenue year-overyear. This growth can be linked to the successful implementation of marketing campaigns and app enhancements across 32 jurisdictions in North America.
Caesars has been keen to adapt to changing market trends and customer preferences. The introduction of enhanced parlay options has resonated well with bettors, leading to higher engagement rates.
Despite the positive growth in digital revenue, Caesars faced challenges in the broader market. The total revenue for Q3 was reported at $2.87 billion, which fell short of expectations and represented a decline from the $3 billion recorded in the same quarter last
year. The Las Vegas segment, in particular, saw a 5.2% decrease in revenue.
Interestingly, while gaming revenue faced challenges, Caesars achieved a record in non-gaming revenue in Las Vegas. This success can be attributed to increased occupancy rates and a surge in food and beverage sales.
Tom Reeg, the CEO of Caesars, remains optimistic about the future of the company’s digital business. He believes that the digital segment will surpass the previously set target of $500 million in revenue, indicating a strong belief in the ongoing growth potential of online gaming.
Caesars recently completed the $500 million sale of the World Series of Poker (WSOP) rights to NSUS Group. This deal involved a combination of cash and a promissory note, allowing Caesars to retain certain operational rights while generating immediate capital.
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Parties Announce Partnership For Sports Betting
The Seminole Tribe and West Flagler Associates have after years of courtroom battles have announced a surprise partnership.
The legal tussle between the Seminole Tribe and West Flagler Associates has been a lengthy saga, spanning several years and multiple courtrooms. At the core of this dispute was the 2021 compact between the Seminoles and the state of Florida, which aimed to regulate sports betting. West Flagler, which operates two parimutuel facilities in Florida, challenged the validity of this compact, asserting that it infringed upon their business interests.
The legal challenges began when West Flagler initiated litigation against the U.S. Department of Justice, seeking to invalidate the compact. The case escalated to the U.S. Supreme Court, which ultimately declined to hear West Flagler’s appeal. This decision allowed a lower court ruling to remain in effect, effectively legitimizing the Seminole Tribe’s right to offer mobile sports betting statewide.
In a surprising turn of events, West Flagler announced a partnership with the
Seminole Tribe aimed at promoting jai alai betting on the Hard Rock Bet app. This collaboration signifies a shift from adversarial litigation to cooperative engagement.
As part of the agreement, both entities have committed to refrain from future litigation concerning the Tribe’s gaming operations. This decision marks a significant departure from the previous contentious relationship, allowing both parties to focus on expanding their offerings in the gaming market.
Jai alai, a traditional sport with deep roots in Florida, is set to become a focal point of this partnership. The Seminoles plan to integrate jai alai betting into their platform, potentially attracting a new audience and revitalizing interest in the sport.
The financial implications of this partnership are substantial. Under the existing compact, the Seminole Tribe is required to share a portion of its revenue with the state, amounting to $2.5 billion over five years.
The revenue-sharing model established in the compact requires the Tribe
to pay 60% of gross gaming revenue to commercial operators who partner with them. This arrangement ensures that the state benefits from the Tribe’s gaming operations while allowing commercial entities a pathway to participate in the lucrative market.
Experts predict that the partnership could lead to increased revenues for both the Seminole Tribe and West Flagler. By leveraging the Tribe’s established platform and West Flagler’s local presence, the two entities are wellpositioned to capitalize on the growing interest in mobile sports betting.
With the legal disputes behind them, the Seminole Tribe can now fully focus on expanding its mobile sports betting operations. This development raises questions about the future landscape of gaming in Florida.
The compact does not explicitly authorize online casino gaming; however, the language within the agreement suggests that if the state legalizes such activities, the Tribe will have the ability to offer them.
France Delays Budget for Online Casinos
The French government has decided to postpone proposed amendments to the 2025 Budget concerning online casinos.
Online gambling has been a contentious topic in France for years. While the country has established a regulatory framework for sports betting and poker, online casinos remain illegal. This has created a fragmented gambling market, leaving many players seeking alternatives abroad.
France’s gambling laws have evolved significantly over the years, particularly since the introduction of the 2010 Gambling Act. This legislation aimed to regulate online betting and protect consumers. However, it did not extend to online casinos, which remain unregulated.
As of now, France’s gambling market is primarily composed of sports betting, horseracing, and poker. The absence of a legal framework for online casinos has led to a lack of oversight, which poses risks for consumers and the state. The government has been under pressure to address this gap, especially given the potential for tax revenue gen-
eration.
In a bid to address the budget deficit and enhance tax revenues, the French government had considered introducing a framework for online casinos. The proposed amendments aimed to create a regulated market with a tax rate of 27.8% on gross gaming revenue.
The government projected that implementing these amendments could generate approximately €500 million in tax revenue. This figure is significant, especially in the context of ongoing efforts to reduce state debt.
However, the proposed changes faced immediate backlash from various stakeholders, including regional mayors and the Casinos de France association. Critics argued that introducing online casinos could undermine the existing land-based casino market, potentially leading to job losses and economic disruption.
On a recent Sunday, Budget Minister Laurent Saint-Martin announced the withdrawal of the proposed amendments. This decision came after consultations with various stakeholders
revealed significant concerns regarding the potential impacts of online casinos on local economies.
During an interview, Minister SaintMartin emphasized the importance of careful consideration before proceeding with any legislative changes. He stated, “We must not make mistakes,” highlighting the need to protect existing stakeholders, particularly landbased casinos.
Regional mayors have been particularly vocal in their opposition to the proposed amendments. Approximately 130 mayors published an editorial in a prominent French newspaper, arguing that the introduction of online casinos would be akin to “opening a Pandora’s box.” They expressed fears that such a move would ultimately contradict the government’s budgetary goals.
Despite the postponement, the French government retains the authority to revisit the topic of online casinos in the future. Discussions are expected to focus on several key areas, including tax generation, protections for land-based casinos, and measures to mitigate potential harm to consumers.
Integrating DIGITAL TWINS and BLOCKCHAIN
Technology for immersive player experiences
By Lynn Pearce
Lynn Pearce is an experienced CMO and iGaming innovator with over two decades in the industry. Specializing in integrating technologies like AR/VR into gaming strategies, Lynn is passionate about enhancing player experiences and mentoring the next generation of industry professionals.
The gaming industry stands on the brink of a technological revolution. As advancements continue to reshape the landscape, casinos—both land-based and online— are seeking innovative methods to enhance player retention, engagement and loyalty. Two technologies are at the forefront of this transformation: digital twins and blockchain. By integrating these cutting-edge solutions, casinos can offer immersive experiences that mirror the excitement of physical gaming environments while providing unprecedented levels of security and personalization.
Digital twins are virtual replicas of physical assets, environments, or systems that use real-time data and advanced analytics to reflect their real-
world counterparts accurately. Originally utilized in industries like manufacturing and aerospace to optimize performance and predict maintenance needs, digital twins are now finding their way into the gaming sector. In the context of casinos, a digital twin can recreate an entire physical land-based casino environment, from slot machines, table games, electronic gaming, and even exclusive VIP areas like Salon Privé rooms. Leveraging augmented reality (AR) and/or virtual reality (VR) technologies, players can experience the ambiance and thrill of a landbased casino from the comfort of their homes, basically extending their landbased player experience when they leave the casino and continue to play on their mobile phones, or laptops, wherever they are.
Augmented reality enhances the real-world environment by overlaying digital elements, allowing players to interact with virtual gaming components in their physical space, engaging players on a sensory level, replicating the sights and sounds of a physical casino. VPlayers can navigate virtual gaming floors, interact with dealers and other players, and participate in real-time games as if they were physically present.
Virtual reality, on the other hand, provides a fully immersive experience by transporting players into a completely virtual casino environment, where they can explore and engage with games in a 360-degree setting.
Blockchain technology addresses critical aspects of security and transparency. Blockchain’s decentralized ledger system ensures that all transactions and game outcomes are transparent and immutable, fostering trust between players and operators. Transparent transactions are another benefit, with all financial activities recorded on a public ledger, allowing players to verify the fairness of games and the authenticity of transactions. Smart contracts automate payouts, bonuses, and loyalty rewards, reducing the need for intermediaries and speeding up transaction times.
The synergy of digital twins and blockchain technology, sometimes referred to as BlockTwins, creates a powerful platform for casinos to revolutionize player experiences. Decentralized control allows multiple stakeholders to interact with the digital twin without a central authority, facilitating a more democratic and transparent gaming environment. Real-time data synchronization is enhanced by blockchain, ensuring that data between the physical casino and its digital twin is consistently aligned, which improves the accuracy and reliability of the virtual environment. Gamification is also enabled, with blockchain allowing for the secure tracking of player achieve-
ments, rewards, and progression, encouraging player engagement through gamification elementsin non-game contexts to enhance user engagement. In the casino industry, and specifically for Gen Z players, having grown upon Roblox and Fortnite, it can significantly improve the player journey from initial attraction to long-term retention. Key strategies include personalized rewards and loyalty programs, using data analytics to tailor rewards based on player preferences, with blockchain ensuring secure and transparent tracking of loyalty points and rewards. Interactive challenges, tournaments with leaderboards are possible within digital twins, enabling the creation of virtual tournaments that mirror physical events. Players can participate in games and challenges, earning badges and accolades, track their progress on the leaderboards, encouraging healthy competition as they strive for higher rankings. . Social interaction features are facilitated by AR/VR technologies, allowing players to interact with each other, replicating the social aspects of land-based casinos through collaborative games, chat and virtual meetups.
One of the significant challenges in the gaming industry is transitioning players from land-based casinos to online platforms without losing the essence
of the in-person experience. Digital twins, enhanced by AR/VR, provide a seamless bridge between the two. Consistent branding and environment are maintained as the digital twin replicates the casino’s physical appearance, reinforcing brand recognition and making players more comfortable transitioning online. Unified player profiles are possible through blockchain, allowing for the integration of player data across platforms so that players maintain their status, rewards, and preferences whether they play onsite or online. Exclusive online experiences can be offered, providing virtual access to events or rooms not available in the physical casino, incentivizing online play with unique games and promotions.Customized experiences can be tailored to individual player preferences, offering virtual concierge services for personalized assistance.
Despite the immense potential, casinos must address several challenges in integrating digital twins and blockchain. Scalability is essential, ensuring the technology can handle large volumes of real-time data and concurrent users. Regulatory compliance is crucial, adhering to gaming regulations across different jurisdictions and implementing robust KYC and AML protocols. Data privacy must be balanced with transparency, protecting sensitive player information and complying with data protection laws like GDPR.
The future of the casino industry lies in its ability to innovate and adapt to technological advancements. By integrating digital twins and blockchain technology, casinos can transform the player experience, offering immersive and secure gaming environments that bridge the gap between land-based and online platforms. Gamification further enhances this journey, engaging players at every step and fostering long-term loyalty. As the industry moves forward, those who embrace these technologies
UK Chancellors First Budget Leaves Out Gambling
The UK budget announcement has stirred significant reactions in the financial markets, particularly among the gambling sector. With the Chancellor opting not to impose an increase in gambling duties, shares in various betting firms surged, showcasing the market’s positive reception.
The anticipation leading up to the Chancellor’s budget speech was rife with speculation, especially regarding potential changes to gambling taxes. Analysts had suggested that the Treasury might consider raising gaming duties, which could have generated substantial revenue for the government. However, in a surprising turn of events, the Chancellor chose to forgo any mention of these tax hikes.
Market Reaction: A Surge in Share Prices
The immediate response from the stock market was overwhelmingly positive. Major betting firms saw their share prices soar as investors reacted favorably to the news. For instance, Entain PLC, which operates popular brands like Ladbrokes and Coral, experienced a remarkable increase of 6.7%, reach-
ing 760.91 pence per share. Similarly, shares in Evoke PLC, the parent company of William Hill, jumped by 10%, closing at 58.47 pence.
Key Share Price Movements:
Entain PLC: +6.7% to 760.91 penceEvoke PLC (William Hill): +10% to 58.47 penceFlutter Entertainment (Paddy Power, Betfair): +6.3% to 18,250.00 pence
Rank Group (Casino and Bingo): +6.6% to 89.58 pence
Implications for the Gambling Industry
The decision not to increase gambling duties is a relief for the gambling sector. With the potential for increased taxation off the table, companies can focus on growth and expansion rather than reallocating resources to cover higher tax liabilities.
The UK Trade body for the gambling industry The Betting & Gaming Council said:
BGC CEO Grainne Hurst, said: “We welcome today’s budget and its commit-
ment to not increase gambling duties on the regulated betting and gaming sector.
“We have been clear, any duty rises now would have hit customers, prevented growth, risked jobs and bolstered the unsafe, unregulated gambling black market.
“Government has listened to the BGC and our members, got the balance right, and rejected calls from anti-gambling prohibitionists seeking to threaten jobs and growth.
“With policy for the sector already set, our members can look to support the Government’s ambitious growth agenda, generating tax, jobs and investment across the nation while continuing to support sports like horseracing.
“While there have been no rises in gambling duties, we will study the impact that increased Employers’ National Insurance Contributions will have on BGC members, particularly smaller operators like independent bookmakers and land-based leisure operators, like casinos.
Star Entertainments Post Worrying Q1 Results
Star Entertainment has reported a troubling first-quarter loss that has raised concerns among investors and analysts alike. The company experienced a substantial revenue drop, which has led to a re-evaluation of its operational strategies and long-term viability.
The latest figures show that Star’s revenue plummeted by 18%, amounting to approximately A$351 million (around $230.19 million) for the three months ending in September.
In addition to the revenue slump, Star Entertainment reported a loss before interest, tax, depreciation, and amortization (EBITDA) of A$18 million. Several factors have contributed to Star Entertainment’s deteriorating earnings, including regulatory changes, market competition, and shifts in consumer behaviour.
The Australian casino industry has been under intense scrutiny, with multiple regulatory inquiries affecting major operators. Star has faced significant challenges due to mandatory carded play
and cash limits, which have adversely impacted its revenue streams.
Star Entertainment is not alone in facing difficulties; its competitors, including Crown Resorts, have also been grappling with similar issues. The increased competition in the gaming sector has led to a loss of market share for Star, further exacerbating its financial woes.
The evolving preferences of consumers have also played a role in Star’s declining performance. With more individuals opting for alternative forms of entertainment, the traditional casino model has been challenged, necessitating a re-evaluation of business practices.
The recent financial downturn has had a significant impact on shareholder confidence, as evidenced by the sharp decline in stock prices. Star’s shares fell by as much as 15.1%, reaching A$0.243, marking one of the weakest trading sessions for the company in recent months.
The market’s reaction to Star’s financial
results has been overwhelmingly negative. Analysts have expressed concerns regarding the company’s ability to turn its fortunes around, given the current operating environment and limited catalysts for recovery.
The ongoing decline in share prices raises questions about the long-term sustainability of Star Entertainment. Investors are increasingly wary, and the company’s management will need to implement robust strategies to restore confidence and improve performance.
Despite the challenges, Star Entertainment has reported a cash reserve of A$149 million as of September. This figure includes proceeds from the sale of the Treasury casino building in Brisbane, providing a temporary cushion for the company.
However, the company’s debt levels remain a concern. The financial strain from ongoing losses and regulatory costs could hinder Star’s ability to invest in future growth opportunities. Analysts have warned that the current cash flow situation may not be suffi-
Arizona Mobile Sports Betting Hits $473 Million
The Arizona Department of Gaming (ADG) reported that the total sports betting handle rose to over $496.6 million and with the NFL season commencing earlier in the month, Arizona is poised for another month of increased betting activity. Last September, the state recorded $59.7 million in sports betting revenue from a handle of $610.7 million. The excitement surrounding football season typically drives higher engagement.
In August, Arizona’s sports betting handle reached $496.6 million. This figure represents a 21.1% increase from July’s handle of $410.1 million, and a 38.7% rise year-over-year from August 2023, when the handle was recorded at $358.8 million. The growth is a testament to the increasing engagement of bettors and the effectiveness of marketing strategies employed by sportsbooks.
A significant portion of this handle, approximately $473.8 million, was generated through mobile sportsbooks. This
indicates a clear preference among bettors for online wagering options, which offer convenience and accessibility. In contrast, the four retail sportsbooks in the state accounted for a modest $22.8 million of the total handle.
Arizona’s sports betting operators reported approximately $37.4 million in revenue for August. The mobile sportsbooks contributed overwhelmingly to this total, with net receipts of $37.1 million, while retail operators generated only $210,608. This disparity underscores the ongoing trend of digital betting becoming the preferred choice for Arizona residents.
The growth in sports betting activity has also translated into significant tax revenues for the state. In August alone, sportsbooks paid over $2.2 million in privilege fees. Mobile operators are subject to a 10% fee, while retail sportsbooks pay 8%. Since the launch of sports betting in Arizona in September 2021, the total privilege fees collected have reached an impressive
$97.3 million.
In August, DraftKings emerged as the leading operator, reporting nearly $170.3 million in handle. FanDuel followed closely with $145.8 million. The competition between these two giants has intensified compared to the previous year, where the difference in handle was a mere 0.4%. This August, DraftKings experienced a year-overyear increase of 47.4%, showcasing its growing market share.
In addition to DraftKings and FanDuel, other operators also made significant contributions to the overall handle. BetMGM reported a handle of $56.8 million, reflecting a 12.6% increase from the previous year. Caesars, however, experienced a decline, with its revenue dropping by 16.4% to $28.1 million. Bet365, a newer entrant, reported a handle of $22.4 million, marking a promising start since its launch in February.
Las Vegas Sands Considers $6 Billion New York Project
Las Vegas Sands contemplates a massive $6 billion investment in a Long Island casino project. However, this ambitious plan now faces an unexpected twist – the prospect of legalized online gambling in the Empire State. This development has prompted Las Vegas Sands to reassess its strategy, potentially redirecting its focus to other U.S. markets.
In a recent earnings call, Las Vegas Sands CEO Robert Goldstein shed light on the company’s deliberations, highlighting the complex interplay between traditional brick-and-mortar casinos and the world of online gaming. As New York inches closer to internet-based casino games, the ramifications for land-based establishments loom large, forcing industry leaders to adapt their approaches.
The $6 Billion Question: Las Vegas Sands’ New York Casino Project
Las Vegas Sands, a titan in the global casino industry, has set its sights on New York’s lucrative gaming market with a
proposed $6 billion casino project on Long Island. This ambitious undertaking represents a significant investment in the state’s entertainment and hospitality sector, promising to create jobs, boost tourism, and generate substantial tax revenue.
The proposed casino complex would be situated near the Nassau Coliseum, a prime location that could potentially transform the area into a major entertainment hub.
As Las Vegas Sands contemplates its brick-and-mortar investment, a parallel narrative is unfolding in New York’s legislative chambers. Senator Joe Addabbo has introduced bill S8185 to the 2024 legislature, proposing the legalization of online casino gambling in the state. This move represents a significant shift in New York’s approach to gaming, potentially opening up a vast new market for operators.
The proposed legislation builds on previous attempts, maintaining a 30.5% tax rate on online casino revenues.
However, it introduces elements designed to address various stakeholder concerns.
This data suggests a gradual shift in player preferences and highlights the potentialfor online platforms to capture a significant share of the gaming market. As New York considers legalizing online casinos, these trends will likely factor heavily into the decisionmaking processes of both legislators and casino operators.
The potential legalization of online gambling in New York presents Las Vegas Sands with a strategic conundrum. CEO Robert Goldstein has hinted that if iGaming becomes a reality in the Empire State, the company might reconsider its investment plans, potentially shifting focus to other U.S. markets.
The New York State Gaming Commission has recently adjusted its timeline for new casino license applications, introducing both challenges and opportunities for prospective operators.
Greek Gambling Industry Rises By 14%
The Greek gambling sector has been on an impressive trajectory in 2024, marked by a significant increase in total gaming revenue (TGR). As of August, the market has recorded a turnover of approximately €28.3 billion (around $30.73 billion), showing a 14.1% rise compared to the same time year. This growth is largely down to the booming online betting segment, which has emerged as a dominant force within the industry there.
Regulator, the Hellenic Gaming Commission (EEEP) has played a pivotal role in regulating and promoting the sector, here are the latest numbers:
Key Statistics
Total Gaming Revenue (TGR): €28.3 billion ($30.73 billion)
Year-on-Year Increase: 14.1%
Online Betting Contribution: €20.1 billion ($21.83 billion), approximately 70% of TGR
Land-Based Casinos Revenue: €1.3 billion ($1.41 billion)
Factors Influencing Growth
The rise in the gambling market can be attributed to several factors:
1. Technological Advancements: The rise of digital platforms has made gambling more accessible to the public.
2. Regulatory Support: The Hellenic Gaming Commission’s initiatives have fostered a safe and competitive environment.
3. Increased Consumer Interest: A growing number of individuals are engaging in various forms of gambling, particularly online.
Online Betting Dominance
Online betting has emerged as the primary driver of growth in the Greek gambling market. This segment alone accounted for €20.1 billion of the total revenue.
Contributions from OPAP
OPAP, Greece’s leading gaming operator, has significantly impacted the market’s growth. The company reported a total gaming revenue of €6.6 billion, underscoring its importance in the sector.
OPAP’s Diverse Offerings
OPAP offers a wide range of gaming products, including:
Sports Betting: A cornerstone of OPAP’s offerings, attracting a substantial customer base.
Lotteries: Traditional lottery games continue to hold appeal among players.
Casino Games: The expansion of online casino offerings has further diversified OPAP’s portfolio
Land-Based Casinos: A Steady
Growth
While online betting dominates, landbased casinos have also shown resilience, reporting a 7% year-on-year increase in TGR.
Casino Revenue Insights
Between January and August, landbased casinos generated approximately €1.3 billion ($1.41 billion).
Tax income from betting companies has seen an increase of approximately 13.5% during the first eight months of 2024.
