The Test banks allow our studios the luxury of a security blanket within which they can learn, innovate, iterate and try to make a game that will truly resonate. The Test Bank also helps to identify what we have with each game, which can be both a celebratory or humbling experience. If a title struggles, it avoids full market exposure and we can determine if a fix is worthwhile -, reworking a game isn’t a bad thing.
denominations globally, specifically - will the math translate to local currency? So we have to build in specialisation. However, having said all that, you also may find that an awesome game is at the top everywhere and will work anywhere.
Is the RTP fixed by IGT when sending a game into a market or is the operator able to tweak things the way they want - and if they’re able to do this, how does this affect your Test Bank?
All our games feature customer customisation, as it’s very important to offer a high level of slot configurability, but the challenge is that too much can be a bad thing. Globally, we have a standard release plan whereby we’ve conducted a great deal of background research to fully understand market requirements and build a package to satisfy the vast majority of customers. However, there will always be some level of bespoke development to accommodate specific player and customer requirements.
In relation to our Test Banks, we need to figure out if a game works against the best of the competition. So we try to match the game to the environment in which we’re placing it. We base this upon the size of the property and RTPs, with the operators providing data in a timely fashion so that we can make the changes needed as swiftly as possible. In the US, the Test Bank encompasses 40 locations and hundreds of games out on test simultaneously.
Test Bank has been running for 10 years. What's the major benefit of the practice?
back. Tis means that a certain percentage of our portfolio never gets commercialised, because it doesn’t pass this metric. In this way we are able to innovative and try things that the vast majority of our customers never see outside of our Test Banks.
Is it difficult to manage the Test Bank and release schedule?
Yes, but the process is central to IGT’s growth and success in the market, and thus, worth the wait. Te Test Bank process delays game releases by four to five months, as we still need market and GLI approvals, and we wait until we have a positive metric before we release the game.
How does the Test Bank work from market to
market – as a game performing strongly in Colombia might not be a hit in France?
When we look at global markets – and there are a lot of them – a market such as Latin America is divided into 'North, South and Caribbean and there are significant performance differences between each market, including clear player preferences. In Western Europe, we see regional differences versus Eastern Europe, and in North America - well, that’s its own animal entirely.
In addition to regional variation, in the US we see market specific differentiation too, whether that's multi-game markets or single game markets, which makes a huge difference to performance metrics. Tere are additional considerations to take into account, such as cost to cover; can the game work across
Te Test banks allow our studios the luxury of a security blanket within which they can learn, innovate, iterate and try to make a game that will truly resonate. Te Test Bank also helps to identify what we have with each game, which can be both a celebratory or humbling experience. If a title struggles, it avoids full market exposure and we can determine if a fix is worthwhile -, reworking a game isn’t a bad thing.
In the case of Fortune Coin, it was a hit that was born from a game that disappointed. Te rework involved a number of tweaks, such as putting money symbols directly on the reels, with the result that it’s now a global hit. Magic of the Nile, which is one of the key products on the floor at G2E, had a sister game with a cartoon-style graphic theme, which didn’t do well in our Test
NEWSWIRE / INTERACTIVE / MARKET DATA P73
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
