Dominico, how did the Covid period disrupt R&D development at IGT?


Initially it was very disruptive, but as we learned to work remotely, we adjusted quickly to a new way of working. For game development this meant prioritising the project. As you know, game development is a long-term cycle from ideation to market and so it was very important that we continued to be disciplined throughout this period and remain consistent.


Testing while Covid was at its peak was challenging, requiring a much higher level of safety and precautions, but we didn’t deviate from this approach. My view is that we are now working more effectively as a result. We are coordinating with people working remotely in a more compelling fashion.


However, I also think there are activities that can be conducted more effectively when face- to-face. We are seeing a lot of value in the sharing of concepts between teams. Our new way of working is to take the best elements from the Covid period and combine them with our traditional ways of working. We have seen that the hybrid model of working has been preferred by our teams and so we have integrated this into our working practices.


Have you seen a change in the Test Bank results post-pandemic?


From the casino operator standpoint, we have seen the dynamics between ‘good’ games versus ‘average games’ have changed with higher performance from top titles. In terms of player behaviors, we are tracking two dynamics. Te players who came back to the casino first are even more aggressively migrating to the brands that they know – and for us, that was fortunate. We didn’t see any fatigue in regards to brand loyalty.


It is also true that we’ve been given licence to selectively experiment with game design as a new generation of players were exposed to the our games. If a player is used to a certain type of play mechanic such as a locked spin, what they want is to see the mechanic evolve. We’ve taken this impetus and run with it.


Prosperity Link has been one of the best products in the market. Te game carries a lot of great ingredients and has become a player- favourite in North America. We have evolved the implementation of the bonus, in which players can increase their bonus within the game – a feature that IGT has brought to the next level, creating a truly compelling proposition.


Te same principle is true for Wheel of Fortune High Roller. You can continue to play with your favourite Wheel of Fortune brand, but we’ve added an even more entertaining experience. It’s part of a philosophy in which we are always experimenting. We have a broad portfolio and a very large R&D commitment.


We’re seeing core players playing more – but casual players playing less after Covid. Has this changed the type of games you’re releasing?


We are absolutely focused on creating a


compelling experience for our customers’ core players as it is true that these players are driving volumes in the market. We are also seeing a progressive increase in the average bet of customers. On the other hand, during Covid a certain generation of players started playing in different channels, but we have seen some of these players return, creating a catalyst to expand the player base. We see an overlap and we are experimenting with new titles to attract this audience – it can be riskier, but we use the Test Bank to mitigate this risk as much as possible.


As the domestic market is doing incredibly well in the US, is there a tendency now to focus domestically in terms of R&D resources, rather than look internationally?


Domenico Pastia SVP Global Product, IGT


I have been looking deeply at international markets and considering this point. I think that a great game is a great game almost everywhere. We see Prosperity Link working right across the US, Western Europe, Latin America too – but once you go to Eastern Europe, the player is used to a materially different type of experience. Tey are used to a multi-games experience, with more volatility, and more frequency of play.


“We are absolutely focused on creating a compelling


experience for our customers’ core players as it is true that these players are driving volumes in the market. We are also seeing a progressive


increase in the average bet of customers. On the other hand, during Covid a certain


generation of players started playing in different channels, but we have seen some of these players return, creating a catalyst to expand the player base. We see an overlap and we are experimenting with new titles to attract this audience – it can be riskier, but we use the Test Bank to mitigate this risk as much as possible.”


Domenico Pastia


Reaching this type of player, even with a great game such as Prosperity Link, is difficult. For Eastern Europe we are trying to develop games dedicated to that market, because we know that a unified global content roadmap for all markets served is not possible. We know that certain locations require dedicated game development.


Australia is a big market too, but it is also an influential market as it has, though not every time, anticipated the trends of the US market. If you look deeply, only a few Australian games work in North America – even if there is a buzz in the industry – they don’t work everywhere either.


If a game can’t work in every market, why persist in difficult markets? For example, why continue to develop for Eastern Europe?


We see an opportunity in Eastern Europe that would deliver an economic return on investment. We believe also that our customers are welcoming competition and we are ready for the challenge. We believe we can secure significant market share as operators want diversity on their floors.


A major advantage that IGT has is a global roadmap that covers 80 per cent of the business, and then a dedicated stream to cover the remaining 20 per cent. I concede that it’s probable that the 20 per cent isn’t as successful as the 80 per cent – nor will the 20 per cent of games necessarily work in the 80 per cent and vice versa. However, we have enough resources to compete on both sides. In fact it is a more targeted investment and an exercise in capital allocation into markets that present opportunities for IGT.


Whilst there’s a global shortage of parts to ship machines, why speculate in markets outside of those currently demanding more product such as the US?


I think strategically, we will hopefully exit this supply chain problem shortly, at which time we want to be in a strong position. I don’t see the supply issues lasting too long into the future and we are already seeing material signs of improvement. It’s also important to recognise that customers judge you by the way you treat them in difficult times.


If you seek to maximise your sales, this might mean you’d focus on just a single market, but for us – being a global player – it is very important that we maintain a strong positive relationship with our global customers.


WIRE / PULSE / INSIGHT / REPORTS P57


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