INSIGHT CONNECTING OPERATIONS SYNOT GROUP
Roland Andrýsek Sales Director, SYNOT W
years, enabling us to leverage our vast land- based experience online. Tis has given us a fantastic platform on which to build our digital offering, which ultimately adds further value to the brand.
Miroslav Valenta Sales Director, SYNOT W
Ivan Kodaj, CEO, SYNOT Games: We collaborate very closely on our game development roadmaps to maximise success across both verticals. Tis communication is ongoing throughout the year - we don't just make an annual plan and go our separate ways. Communication is weekly, with particularly close cooperation over how we conduct business with a growing number of shared clients who have a presence in land-based casinos and online.
Like Netflix where users are paralysed by the choices they face, do you find players are increasingly gravitating towards the things they know? How is this shaping your respective development roadmaps for land-based and digital?
Ivan Kodaj CEO, SYNOT Games
How has the relationship between SYNOT and SYNOT Games evolved since the digital side of the company was established?
Roland Andrýsek, Sales Director, SYNOT: We hate each other! Jokes aside, the relationship is great. Despite our digital and land-based teams often having different mindsets and personalities, we meet one another regularly in both formal and informal settings. In one word, I'd describe the relationship as productive.
Back when SYNOT Games was founded, there were natural misunderstandings and issues over understanding the respective needs of land-based and digital. Over the last seven years those issues have been overcome as the relationship has strengthened.
We now have a clear omnichannel product development strategy whereby everything created for digital is transitioned into the land- based sector and vice versa.
Miroslav Valenta, Sales Director, SYNOT: I agree. We share the same understanding and business goals across land-based and online. Ultimately, our goal is to be the top performers in every market where we are active. A lot of companies were established during the online boom several years ago that didn't have a gambling heritage, whereas our story is completely different.
SYNOT has been in business for just over 30
Roland: Tis is a tricky question. Ultimately, it depends heavily on the market as each is distinct. For instance, in European markets I'd say we have very strong titles - in some countries we have over 30 per cent of the market share. Our performance in these markets heavily depends on our popular, well known, and longstanding titles so it's difficult to justify offering new trends when the formula works.
On the other hand, in new and emerging markets it's much easier to justify the investment required to create entirely new types of products as the environment necessitates this. In some cases, we see vastly different performance levels of the same game across markets, although it’s important to note that often they are a big success – the question is just how successful.
Ivan: From a product development perspective, we aim to release all our games across both land-based and online. Since adopting this strategy, we have increasingly noticed the differences between online and land-based casino players.
To address this, we've created product roadmaps specifically tailored for land-based and online with both development teams working together. We are now producing more than 24 online games per year, as well as exclusive games, with all titles available across both markets.
Miroslav: Tis has been our overarching strategy for several years now - to deliver the same gaming experience across online and land-based. Tis way of operating has been obvious to us for some time as we work closely with operators who work in one of both sectors.
We have hundreds of customers across multiple WIRE / PULSE / INSIGHT / REPORTS P45
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