You can already see that the model of using very high bonuses to attract players isn't sustainable. Tere's more pressure and less willingness to continue doing that. Te UK is a good example of a market facing significant regulatory challenges. Operators are accustomed to regulation and changing regulation, however, and most
have models sophisticated enough to balance marketing investment against the return they receive from a player.
Operators are now moving from a concentrated global event into a long domestic football season. How does that change marketing strategy?
We're seeing some operators spending more at the beginning of the domestic season and others being more conservative. Generally, however, the start of a season is a period when operators are more willing to invest because it's a strong acquisition opportunity. Te fundamentals don't really change. Operators still need flexibility and a healthy balance between brand awareness and performance advertising.
Tere are also opportunities throughout a long season when attention increases. In US sports, for example, interest can be very high at the beginning of a season before slowing down. Leagues then create events during the season that generate additional attention, like Christmas games in the NBA and NFL. You see something similar with Boxing Day fixtures in the Premier League. Tey aren't World Cups, obviously, but from a marketing perspective they create smaller moments where increased attention can be used for acquisition.
Is the quieter period immediately after a World Cup and before the season starts particularly challenging for retention?
Absolutely. Te biggest challenge every operator has after an event like the World Cup is retaining the users they acquired. Tere will always be a percentage of customers who only bet during the World Cup and then disappear. Tat percentage differs between operators, but retention strategies therefore become extremely important.
Some strategies work better than others. It comes back to personalisation, understanding the user and understanding the quality of that user. Some operators are doing a very good job with smart, personalised incentives. Others are still
216
NIKOLAUS BEIER SVP Media and Marketing Services, Sportradar
effectively trying to kill all birds with one stone, which is a challenging approach.
How do you maintain engagement when there isn't an obvious major event to talk to those customers about?
You must find the right balance. Tere are still events happening. Some domestic leagues have started and, of course, football isn't the only sport. Tere is plenty of tennis being played, for example. But it's also perfectly acceptable not to interact with a customer for two or three weeks instead of bombarding them every day.
Te technology we have within Sportradar is designed to understand patterns and betting behaviours and then personalise messaging accordingly. Tere isn't one strategy that fits everybody. Some people bet heavily during the World Cup because they're highly engaged sports bettors. Tose customers don't necessarily need the World Cup to continue betting. Tey might be interested in other sports, including more niche events.
Other customers are genuinely recreational. I'm probably closer to that category myself. If I receive two messages or two emails every day from an operator, I'll unsubscribe because it becomes annoying. Finding that balance isn't easy.
With taxation and regulatory costs putting pressure on margins, is the traditional sportsbook acquisition model becoming unsustainable?
You can already see that the model of using very high bonuses to attract players isn't sustainable. Tere's more pressure and less willingness to continue doing that. Te UK is a good example of a market facing significant regulatory challenges. Operators are accustomed to regulation and changing regulation, however, and most have models sophisticated
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