Interactive
RETAIL GAMING TECHNOLOGY FSB TECHNOLOGY (UK)
each operating partner who chooses to use our platform. Our job as a supplier is to provide flexible implementation options that give the operator control where they need it. For example, some of our partners want to own the full user experience, so they will use our APIs and build their own apps and websites to sit on top of our platform.
Other partners want to differentiate themselves with the markets and odds that they offer to consumers, so they will hire a trading team and take over the trading tools. We ask our partners to focus on executing their strategy and not to let technology limitations dictate their strategy for them.
By operating one main core code base, we can deliver a roadmap of new integrations and features that help ensure that all our partners remain up to date with changes in the market. Te Software as a Service (SaaS) business model is just much more efficient and cost- effective for everybody involved than the outdated time and materials business model where everyone pays full cost for incremental improvements.
How has the sportsbook evolved in order to meet the increasing demands of mobile and live betting?
Back when we founded the company in 2007, we firmly believed that live betting would become huge, so from an early stage we have invested in real-time data processing technology. Over that time frame, the technologies available for handling live data have fundamentally changed and to keep pace we have invested heavily into in-memory computing – a technology that had little commercial support as recently as five years ago.
Te changes in technology have also been driven by the evolving regulatory landscape. We witnessed the breakdown of the “
dot.com” model in gaming, where previously a single, monolithic platform could be used to access customers in 150 different countries. In 2005, the UK passed its Gambling Act with a 15 per cent point-of-supply gaming duty charge, which was quickly followed by UK operators
moving their servers offshore to avoid paying this duty; shortly afterwards Italian regulators successfully ringfenced the Italian market with point-of-consumption duty going against the prevailing EU free trade agreement. Tese changes meant that light and nimble platforms would need be distributed into each territory to deliver localised solutions. Technology costs would need to be covered by revenues derived in each territory, and IT directors would need to justify hardware and software choices against much smaller revenues. Te same architecture fits very well in the US market where each State has its own regulations and hardware platforms must be located in each territory.
How can operators drive customer acquisition and retention in the online casino market?
Tis comes down to two key factors – brand and customer experience. Tere is also a drive for bespoke content, but everyone has pretty much the same access to casino games from a multitude of suppliers. Operators need to think about how else they can stand out from their rivals and this usually comes down to business intelligence. Behind the scenes, you need fast and reliable data across all suppliers and customer touch points for real-time decision making.
As a B2B supplier, this starts by providing the right CRM tools and automation, but each operator needs to decide how to customise and tweak these tools to fit their brand. I am a big believer that the “secret sauce” in acquisition and retention marketing should be retained within each of our partners, but FSB can help by supplying the systems and tools needed to get the job done.
FSB recently signed an agreement with an unnamed African operator. How do you see the African market developing over the coming years?
Africa is a fascinating market and already we have seen some operators and providers enjoy tremendous success in the region. What is interesting is to see how differently the typical customer in Kenya or Ghana wagers on football, it is very different than a European consumer. In order to meet different consumer demands
In 2005, the UK passed its Gambling Act with a 15 per cent point-of-supply gaming duty charge, which was quickly followed by UK operators moving their servers offshore to avoid paying this duty; shortly afterwards Italian regulators successfully ringfenced the Italian market with point-of-consumption duty going against the prevailing EU free trade agreement. These changes meant that light and nimble platforms would need be distributed into each territory to deliver localised solutions.
P90 NEWSWIRE / INTERACTIVE / MARKET DATA
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