From an operational perspective I think we need to train our customers. I know from experience in the industry that training any technology is a challenge and you need to find the right way
to do it. It'll probably take two or three different iterations to get it to the point where we want to get it, but that's a commitment
we're willing to make to our customers so that they can take the technology in the direction they want to.
Firstly, it's entirely configurable. It doesn't need to be the same factors to get to a certain point. For example, let's say that you want to take a customer to the next level on the volume of bets. Once that player hit that set volume of bets, they would go into the stadium builder component.
You start in the equivalent of non-league but as you continue to increase the volume of bets and interact with the stadium builder, you can take those points and build a bigger stadium such as Hampden Park in Glasgow. Once points on the stadium have been expended, the desire is to build more which can be achieved by betting more with the sportsbook.
It's the same concept on the casino side with the city builder. You can build Rome, Athens, an Egyptian monument - you can make it unique to any brand. If you've got an Aztec casino brand, you can build an Aztec civilisation. It can be totally bespoke to your audience.
What alignment does Soft2Bet have between its product development and marketing strategies - under the umbrella of the company’s overarching business goals - and what room is there for improvement in current operations?
If your entire organisation isn't aligned, then you're going to experience issues. You can see from our current marketing strategy that MEGA is at the forefront of everything we're trying to deliver and the message that we're trying to push. Te simple reason is that we think it's a genuine game changer and it's something that can enhance everybody's business within regulated markets.
Everybody knows that if you go into a regulated market, it is difficult to make money. You need to have critical mass. Te user journey and CRM must be purring to achieve profitability. What we are saying is that we can create a solution that will give you a bigger ROI than you're experiencing now.
Tis started off as a product vision and has now progressed into a marketing vision with the sales component running alongside both of those. So yes, I do believe that there is alignment between the product and the marketing component.
You also asked what challenges could exist operationally. We've built reporting into the MEGA platform but that's based on how we look at business. People look at their business in different ways. I would imagine that at certain points in time, we're going to have to work with customers to increase visibility on the reporting side and the numbers they have access to. I expect them to turn around and say, okay, this is
great, we're enjoying using it, but we need to see these numbers in the backend to allow us to be able to iterate and improve.
From an operational perspective I think we need to train our customers. I know from experience in the industry that training any technology is a challenge and you need to find the right way to do it. It'll probably take two or three different iterations to get it to the point where we want to get it, but that's a commitment we're willing to make to our customers so that they can take the technology in the direction they want to.
Tose are the two key elements. You can only get access to these improvements through experience and working with the product. Customers at the beginning of this journey will be perfectly aware we want their feedback to have a continual improvement with the solution.
Beyond MEGA, what products and innovations will Soft2Bet be showcasing at ICE?
To answer this properly, let me first explain our approach to delivery of our products. One thing we want to be sure of at Soft2Bet is hanging our hat on delivery. If you ask anybody utilising a third party for feedback, be it in the iGaming industry and sports betting or across the globe in any industry, delivery is always a primary concern. If product isn't delivered on time, then your investment is lost. It's something that we've been working on for a long time ever since we got involved with B2B and it's something that we're very proud of. Although it's not a product, I think it's a key differentiator and something that I would like people to be aware of.
Product-wise, our sportsbook. Traditionally the external viewpoint of Soft2Bet is that we're a casino business. But in 2023 we considerably grew the sportsbook side of our organisation, and we will continue to do that again in 2024. Our sportsbook offering is easily localised, and feature driven - both of which are necessary to succeed in North America and Europe. Te sportsbook component will be a very important product for us going forwards and I'm sure it's something that we'll discuss a lot at ICE. If anybody wants to come and see it in action, please come along to our stand.
Te personalisation element of our platform is critical. It's all well and good being able to deliver a unique experience to the customer and drive engagement but if you can't utilise the data that's been created consequently and deliver a personalised experience to them, you're not going to be able to maximise on the products being delivered. Our data solution within the platform is built to deliver these personalised experiences.
NEWSWIRE / INTERACTIVE / MARKET DATA P207
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