INSIGHT CONNECTING OPERATIONS SYNOT GROUP
“I foresee an increasingly close relationship between online and land-based, not only in
terms of game development but when it comes to business cases with partners looking to be active across both channels using our products.
We haven't been to ICE
London for a few years – the last time was pre-pandemic. We have attended smaller, local exhibitions this year in markets where we have a significant presence such as Belgrade and Bucharest. We will be showcasing the biggest portfolio in the history of
SYNOT Group on a new stand with a completely different design.
Roland Andrýsek, Sales Director, SYNOT W
successive games will be a success with players. On the land-based side there is a lot of cannibalisations of original hit games.
Finally, what does a successful 2023 look like for SYNOT Group across its business divisions? What are your strategic goals - are there specific content or market goals you would like to achieve?
Miroslav: On the land-based side, it's important we strengthen our position in core markets across central and eastern Europe, namely the Czech Republic, Latvia, Slovakia, and Greece, as well as enter new territories with our proven Firebird gaming system that is consistently attaining better results.
Tese are our main strategy goals alongside the development of new products. At ICE London, we will exhibit our new cabinets. We have a new portfolio set to be launched this year which visitors to our stand can try out, including our upright, three-screen featuring 32-inch monitors - they're huge!
From a development perspective, we want to develop more and better. Our entire portfolio will be on display at the exhibition with the entire SYNOT Group present - our land-based products and online titles from SYNOT and SYNOT Games, as well as SYNOT Interactive - our online platform provider which completes the product offering we have crated with our omnichannel strategy in mind.
the impact is quicker. On the other hand, competition is much stronger in the online sector for the same reason. Tousands of games are uploaded to online game lobbies, so the life span of online games is lower than land-based. Tere are advantages and disadvantages to both.
Prevailing game mechanics have remained the same for some time now, particularly on the land-based side. How do you look to strike the balance between servicing established content mechanics whilst also introducing new gameplay experiences?
Ivan: When we create sequels for our successful titles, it is uncommon for versions two, three and four to be more popular than the original game. Some games such as Hot Africa work for both land-based and online audiences, but it is very complicated to pinpoint the exact technical reasons why this is the case. It comes down to how the game’s volatility, features, gameplay, and mechanics appeal to both sets of players.
Roland: When we launch a very successful game using a new mathematic model, we can then create graphical clones. Tis doesn’t often happen, but when it does it's a semi-guarantee
Roland: In our core markets we have 25-35 per cent market share, so our goal is to consolidate this position for the long term. In markets where we have less share, our Firebird product is going to be a big sell for us as the system becomes more competitive. I foresee an increasingly close relationship between online and land-based, not only in terms of game development but when it comes to business cases with partners looking to be active across both channels using our products.
We haven't been to ICE London for a few years – the last time was pre-pandemic. We have attended smaller, local exhibitions this year in markets where we have a significant presence such as Belgrade and Bucharest. We will be showcasing the biggest portfolio in the history of SYNOT Group on a new stand with a completely different design.
Ivan: From a SYNOT Games perspective, we will look to strengthen our position in key markets across Europe but our big goal for 2023 is to enter the US market with launches in New Jersey, Pennsylvania, Michigan, and West Virginia, as well as undertake the licensing process for entry into Ontario, Canada. In short, our goal is to strengthen in Europe and enter the North American market.
WIRE / PULSE / INSIGHT / REPORTS P49
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 |
Page 149 |
Page 150 |
Page 151 |
Page 152 |
Page 153 |
Page 154 |
Page 155 |
Page 156 |
Page 157 |
Page 158 |
Page 159 |
Page 160 |
Page 161 |
Page 162
