search.noResults

search.searching

dataCollection.invalidEmail
note.createNoteMessage

search.noResults

search.searching

orderForm.title

orderForm.productCode
orderForm.description
orderForm.quantity
orderForm.itemPrice
orderForm.price
orderForm.totalPrice
orderForm.deliveryDetails.billingAddress
orderForm.deliveryDetails.deliveryAddress
orderForm.noItems
INTERBLOCK


INTERBLOCK


having a single baccarat dealer tied to dozens of play stations. When you look at the product offering outside of Macau, the range of products is significantly more complicated. Instead of one primary game called baccarat, we have several additional games offered within our live table game areas: Craps, Sic Bo, Blackjack, Roulette, Baccarat, et cetera. The product offering a company would need to provide within the ETG segment was unavailable until recently.


CI: What has made it viable to replace a low-stakes table with an ETG that was not before? Has the cost of machines reduced or is it something else?


JC: It’s several factors. Technology today versus even five years ago has allowed the ETG to generate far more handle per hour than historically, so you are able to effectively produce significantly greater revenue without the labour involved than you were before. You also have player acceptance that is considerably higher today, due to not only the advancements in ETGs but technology in general. When you check-in at the airport you go to a kiosk now, but five years ago you waited in line to be helped by an airline employee. Acceptance of touchscreens and interactive kiosks has certainly been a factor. The product offering of Interblock, a market leader in ETGs, was five years ago predominantly roulette; fast forward to today and you now have every game you would find in a traditional table game environment. In addition, you can add multiple features and functionality to improve hold, which is where we find the greatest profit; that has evolved considerably from even two years ago. Companies failed to focus on live table games when it


came to ETGs historically. One theory is because the ETG had a bill acceptor and a ticket printer, it was perceived as a


slot and


slot and was managed accordingly hard


d was managed d as an ind d accordingly. W. We have worked very e have worked very


hard as an industry to under and ETGs more effectiv now have analyses showing ETG Players are some of the highest new carded patrons entering the casino floors around the world. The capability of ETGs to reduce costs is only now being measured and understood, along with a greater understanding that an ETG is much more aligned with a table game than the historical slot machine. ETGs should not be looked at in terms of house average; rather the incremental EBITDA this segment can offer operators through automation and technology.


dustry to understand ETGs more effef ctively Wy.. We


CI: If I were an operator, the efficiency and security aspects make total sense – but many operators will not want to lose customer-facing staff, and the benefits that come from human contact.


JC: The good news is, various forms of ETGs offer a Live Dealer element, which allows players to continue having the human interface but in a Stadium environment. Greater efficiencies and a more social atmosphere is created. ETGs come in several distribution methods; everything from having a live dealer to an automated unit on the floor. What makes this even more interesting, is the data indicating the players within each offering are different. Certain players prefer the Stadium concept with a more community approach, while others migrate more towards a solitary environment on an automated product. From a


come in ving a s th s w


efer th oach onm


an operat u in


games ag d fffer


dii e enc prone tp o ma n ab


bili iti y fo allow ng yo


Our experience thus far is that casinos have been more comomfortable investing capital into their table gaming areas because they can see the potential to reduce costs and incr dat


ounger Our ex


comfor a b


because in


ncrease d ta sug


se handle. I see the logic of the question – but the da a suggests quite the opposite trend within the industry.


MAY 2019 33


From a profitability perspective, it is the opportunity for a or to grow and meet the demand for table games;


us ng tec using technology to drive-down costs and increase profitpro tabi ga


ofi ability. When you analyse the trend towards table games against the trend on slots, there is a distinct difference. The new generation of players are much more one toward table games, yet there is a labour shortage to maintain maintain this trend. This is a 1+1=3 situation; you have the ability for your existing staff to generate more profit, while allowi


wing the operator to expand their table offering to a younger demographic of new players.


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