Interactive BETCLIC EVEREST GROUP
was even not sure to really be adopted by cus- tomers, but as soon as it has been by the early ones, it really spread over internet user only in a few months. Igaming sector has even more to look after innovation, as our customer base is quite young and even is frequently renewed. Such young audience is the one that is the most target- ed by new technologies and innovative product, so Igaming operators shall be looking for new opportunities
Are successful businesses the ones most suscep- tible to disruptive technologies, as their focus on their main customers can blind them to important new technologies in emerging markets?
Internet is a specific landscape. There is two kind of business that are able to create and use disrup- tive technology. The Biggest companies such as Amazon, Google or Apple. They do have the means, the resources and the time to look at all emerging needs, and even sometimes create some needs. You also have startups, their direct devel- opment and chance to survive are depending on finding new product, using new technologies and answering new needs. In the middle, you shall still see innovation but probably more as differentia- tion and optimization means rather than a full new product discovery.
What is the performance trajectory, the rate at which a product/service has improved, and is expected to improve over time, of the igaming sector? Is the industry in a constantly evolving state?
Internet as a global sector is indeed in constant evolving state. IGaming sector is a little bit partic- ular. It is known that performance trajectory is higher and higher when innovation and diversifi- cation has been set up since the beginning. Igaming sector has been more in a copycat mode rather than an innovation mode. There are areas of Igaming sector where the performance trajec- tory has been better such as acquisition market- ing, where igaming sector did really innovate and
surely because it as one the basic since the begin- ning.
Has the emergence of new companies into the igaming sector slowed as a result of a lack of technological innovation, or has the scale of the technological infrastructure now grown to such a size, that the barrier to new entrants is to too high? Can start-ups still make an impact in today’s igaming sector?
It is not the technical infrastructure that is a real barrier. There are still emerging companies that can make some difference. For example Mr. Green is one of the latest in the igaming landscape and it manages to be one of the leader in stand-alone casinos. Even Betclic Everest Group is not that old compared to lot of historical gaming companies. And in a few years, we managed to be leading in many countries. Probably the difficulty and the opportunity are more in regulation: it is more a barrier than the technical infrastructure and yet, it can also allow the operators to re-invent them- selves. As long as we are forced to modify our technical architecture to comply with the differ- ent regulation, we have the possibility to use some new developing technics, to re-think user experience and even to try new concept.
Do the upper and lower levels of management in legacy businesses view the needs for technologi- cal development in the same ways?
Both sides are sharing the spirit of having best of breed technologies. But it often happens that pri- orities and timing are not the same for upper and lower levels of management. Operational teams are looking for more immediate result that are directly improving their offer and on which they feel they can instantly rely on to increase profit. As senior management, we also have to look to a broader environment. We are defining a vision and a strategy. To sustain those, there are some investment and development that does need attention and prioritization even if this is for a longer time to market. This is top manager’s
responsibility to really support those choices and have all the company embrace them.
Is the igaming sector in a phase of ‘second to invent’ or are we still seeing the same level of technological investment from all the major play- ers in this sector?
I would imagine that global investment are the same for all major players as we are all facing the same kind of challenges: cost increase, more and more evolving offer with odds and in play man- agement, or regulation consequences. But as the same time, if I take Betclic Everest Group for example, we know that we want to have best of breed technical platform in order to better serve our customer, so investing in the technological field is not only a need but also an ambition. We also want to be able to invent and differentiate ourselves. We strongly believe that the coming phase of igaming sector will be the product phase. At the beginning, it was a marketing acquisition sector, then it evolved into cost optimization phase. We are now entering into a phase that will be more looking at the customer needs, the prod- uct and the user experience. Thus, there will be a need of still optimising but also more being cre- ative and innovating. We could only settle for being only copycat, but we are lucky enough to work in a still growing market, thus it is constant- ly evolving. Therefore we have to manage to be agile enough to adapt, invest and innovate.
Isabelle Andres, CEO, Betclic Everest Group BetClic Everest Group is a European group of online gaming and France’s leading private operator with a unique portfolio comprising five diverse and complementary international brands: Betclic,
bet-at-home.com, Everest, Expekt and Monte Carlo Casino.
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