Interactive MOBILE/ONLINE/LAND-BASED
tion in their online portfolio. Such games usually outperform pure online games. The last point is to choose the right technology – in order to use the benefits of a land-based presence operators should deploy solutions that will allow them to do effective cross marketing and have a full 360° view over their player’s activities.
How much land-based technology is linked to the online gaming experience? What about CRM, pay- ment solutions, loyalty programmes, incentive schemes, etc.?
All of the above might be leveraged when practi-
cal, however there may be additions to the servic- es mix to also support online and combined land- based offerings. Loyalty programmes and incen- tive schemes will likely keep the overall theme, as they might be tightly associated with the brand experience. They will, however, probably be enriched with online and cross domain options and incentives to steer players to offerings that provide both better lifetime player value to the operator, and better player experience. CRM needs to be common for both spaces – retail and online.
How important is the exposure and expansion of a retail gaming brand into the online space at this time and into the future?
An online presence is a must. Whether the retail
brand should be the same for retail and online depends primarily on the strategy of the operator,
however from observing other industries (retail, telecommunications) it is very likely that there will be a trend towards an multi-channel approach whereby it is completely transparent for the player where, when, and how content is consumed. A joint retail and online branding and experience strategy will allow for better utiliza- tion of marketing budgets, better knowledge of the customer, seamless customer interaction, and consequently also a better experience for the cus- tomer. Considering that customers are already used to seamless migration between the online and retail worlds from other industries, it is strategically sensible not to significantly separate online and retail branding.
There have been lots of missteps from smaller operators into online gaming - what’s the big dif- ference now in recreating a location successfully online and how should operators manage their expectations?
In the past especially smaller operators started their online operations with established white- label suppliers because that was the simplest starting point, and it didn’t require much invest- ment from their side. Unfortunately, they were, in many cases, unable to use the full benefits of their land-based presence with this approach since they didn’t have all the aspects of their online business under their control. Now there are also some alternative options available in which they can run online operation very similar to the way
they are used to on the land-based side, where they separately choose suppliers for a casino management system that then allows them to pick the optimal portfolio of content suppliers for their target audience.
Who are the players that are looking for this solu- tion, and is it worth the investment to target them?
This depends on the jurisdiction that opens an online operation. Smaller markets that require a lot of specific development (data-centers located in their country, special certifications procedures, and integrations with local governments for mon- itoring purposes) are not attractive for interna- tional vendors. Casinos from bigger jurisdictions have, however, more options to choose because vendors see that these investments are better for them.
Ales Gornjec, General Manager, Comtrade Gaming
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