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R. FRANCO GROUP Latin America:


Reaching the tipping point


With the second half of 2019 shaping up to be an exciting time for Latin America, Rubén Loeches, Chief  opportunities that lie ahead and explains why choosing 


I


t is no secret anymore that Latin America is offering tangible opportunities to gaming operators looking to expand out of the world’s more mature markets, and operators and suppliers in Europe are jostling for space.


 earlier in the month, as well as online gamling   As we know from the land-based industry, Latin America hosts some of the most passionate gamers around who would welcome the switch to digital platforms if the choice and quality of product were to  Colombia and Argentina, shows that the region is  


 Latin America are offshore and unlicensed, and with official regulation now becoming enacted by national  Aires counting for 40% of Argentina’s population), those who may feel it has taken longer than expected  and complex region where regulatory changes depend on political decisions sometimes subordinated to economic circumstances – and while we anticipate a shift towards regulated markets, it can   edge of going mainstream, it could perhaps be a  suppliers alike must be wary of treating the region as  strategic planning for the Latin America as a whole, they need to operate on a flexible platform that can cater to the demands of players in different 


    suppliers alike must be wary of treating the region as  strategic planning for the Latin America as a whole, they   To integrate successfully, it is important for


companies to tailor their operations, ensuring they engage local players and      can only be done through the utilisation  knowing how players source their games, how and when they play them, and what they look for in each game’s features, can operators truly succeed  Approaching Latin America with a   Operators must learn from their customer bases and adapt their products   also allows for operators and suppliers alike to learn   heritage means that they will need a platform that can    market in 2012, those operators that tried to roll out products that had only been tested in mature markets such as the UK and the Nordics quickly saw this would not be enough to power sustainable growth, and those eyeing the market would do well to remember    looking to scale their operations across the continent will need to ensure their approach to each market is  Looking ahead, the rich promise of the Latin American market is now far more tangible than it was ten years ago, but it will require streamlined and      


For many, a strong land-based heritage means that they will need a platform that can deliver a full omni-channel experience


CIO MAY 2019 75


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