Interactive DAILY FANTASY SPORTS
Daily Fantasy Sports: Te Social Revolution
According to Oulala’s Valery Bollier, the iGaming market is now approaching a critical stage, where the majority of its customers, so-called millennials, were raised playing video games (anyone born after 1980, grew playing on an Atari, Nintendo or Playstation...).
Tis simple demographic fact should have led to a product revolution in the iGaming sector… but, for structural reasons, it still is not the case!
Valery Bollier, CEO,
Oulala.com
Valéry Bollier has over 12 years of experience in the iGaming industry. He is a regular speaker at industry conferences and seminars, as well as a contributor to various BtoB publications. Equipped with a passion for Daily Fantasy Sports (DFS), Bollier is the co-founder and CEO of
Oulala.com, a revolutionary fantasy football game which was launched three years ago.
This new “social” business model will not offer the same kind of return short term. But loyalty means that the profitability is much higher on the long term. The economic value of a loyal customer over time is obvious!
P134 NEWSWIRE / INTERACTIVE /
247.COM
Many lessons can be learnt from the video gaming industry (always pushing the boundaries of quality, skill is everything…) but the most important one is that customers are expecting to play against each other.
Social is becoming the cornerstone of all successful games!
But iGaming operators (particularly sports betting and casino operators) are having difficulties embracing this.
Te reason is simple: when you have been playing AGAINST your customers for years, you have a very complicated relationship with them. You think that they hate you for taking their money whenever they lose (and in many cases it’s true). So when the “social” revolution kicked in, the iGaming sector quietly ignored it, much too afraid of the infinite consequences that this might have on its very optimised business models.
Accepting that evolution would also mean abandoning the short term profitable “Excel Business Model” tailor-made by the sector:
l Buy unloyal customers (thanks to affiliation), l
l lose them and start again.
Tey should then adopt a new business model: l
Gain/buy customers (thanks to the word of mouth, referral programs, affiliation)
l make less money per month per customer, l keep them for years as customers (9.51 years).
Of course, this new “social” business model will not offer the same kind of return short term. But loyalty means that the profitability is much higher on the long term. Te economic value of a loyal customer over time is obvious!
Despite that fact, it is such a change of paradigm that many operators are still afraid of that change. Tey therefore prefer to say that social has nothing to offer to their sector and are using the “peer to peer” betting exchange semi-failure
get as much money as possible from them in a few months,
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53 |
Page 54 |
Page 55 |
Page 56 |
Page 57 |
Page 58 |
Page 59 |
Page 60 |
Page 61 |
Page 62 |
Page 63 |
Page 64 |
Page 65 |
Page 66 |
Page 67 |
Page 68 |
Page 69 |
Page 70 |
Page 71 |
Page 72 |
Page 73 |
Page 74 |
Page 75 |
Page 76 |
Page 77 |
Page 78 |
Page 79 |
Page 80 |
Page 81 |
Page 82 |
Page 83 |
Page 84 |
Page 85 |
Page 86 |
Page 87 |
Page 88 |
Page 89 |
Page 90 |
Page 91 |
Page 92 |
Page 93 |
Page 94 |
Page 95 |
Page 96 |
Page 97 |
Page 98 |
Page 99 |
Page 100 |
Page 101 |
Page 102 |
Page 103 |
Page 104 |
Page 105 |
Page 106 |
Page 107 |
Page 108 |
Page 109 |
Page 110 |
Page 111 |
Page 112 |
Page 113 |
Page 114 |
Page 115 |
Page 116 |
Page 117 |
Page 118 |
Page 119 |
Page 120 |
Page 121 |
Page 122 |
Page 123 |
Page 124 |
Page 125 |
Page 126 |
Page 127 |
Page 128 |
Page 129 |
Page 130 |
Page 131 |
Page 132 |
Page 133 |
Page 134 |
Page 135 |
Page 136 |
Page 137 |
Page 138 |
Page 139 |
Page 140 |
Page 141 |
Page 142 |
Page 143 |
Page 144 |
Page 145 |
Page 146 |
Page 147 |
Page 148