R FRANCO
As countries across Latin America strive towards the implementation of workable online regulation, Rubén Loeches, R. Franco Group’s Chief Marketing Officer, looks at how operators can come out ahead.
opportunities T
LatAm
he cat is well and truly out of the bag when it comes to the palpable opportunities on offer in Latin America for online gaming operators. However, in a unique territory
consisting of a range of differing approaches regulation, there is a danger of the inexperienced operator being left behind. From the initial online licences finally issued in Colombia earlier this year, to more fledgling regulatory jurisdictions (potentially Brazil, after a few false starts) every operator must confront individual challenges. Any lazy assumptions that you can simply roll out offerings that have previously been successful in the more mature markets of Europe and Asia will quickly be scotched. Instead, a level of nuance and native cunning is required in order the unlock the untapped potential of any given emerging market. With over 50 years’ experience in LatAm, R.
Franco is the perfectly placed partner to leverage its seasoned track record as a platform provider with the necessary elasticity to cover any solution. Major LatAm operators already recognise this. Just take leading Colombia- facing operator Corredor Empresarial S.A., who earlier this year announced plans to enter the online market with the help of R. Franco Digital’s next-generation IRIS omni-channel platform, along with a variety of online games and sports betting services. Corredor Empresarial now controls Colombia’s largest commercial network of luck and chance games, operating 25,000 retail points of sale comprising a total of 75,000 gaming terminals. It chose R. Franco Digital’s
IRIS platform because it provides an omni- channel solution at scale, with a wide range of content and a modular approach that empowers operators. In a certain way, there is in inherent paradox at the heart of the global gaming market. On the one hand, the main operators are sensibly becoming increasingly international. On the other, only those who can deliver a local product are succeeding. In short, then, it’s not enough to think globally without making the right moves locally. Any operators looking to make a move in Latin America need to keep this at the front of their minds, and look carefully at the newly and currently-regulating markets across the continent. For many, a strong land-based history means that they will need a platform that can deliver a full omni-channel experience. Similarly, a wide range of content and payment providers is crucial, so operators can create a bespoke offering that will resonate with players in each market. We observed this process first-hand in Spain, which regulated its online sector as recently as 2012. Marketing must be delivered in real-time, and needs to be personalised the preferences of customers in Colombia and beyond. As such, all international operators targeting the Latin American market will need to craft a customised offering, attuned to the
requirements of its native culture. The rich pickings of the Latin American market are now in grasping distance, and certainly far more so than ten years ago. That said, there’s no low- hanging fruit within reach. Only a streamlined and adjusted marketing effort will prove a ladder to the heights. So, the lesson is simple: success in LatAm will
be enjoyed by those who combine the benefits of scale with the flexibility that allows them to offer a personalised, local product. In conclusion, therefore, perhaps it’s easier to regard a launch in LatAm as a little like deep- sea diving. It can be immensely exciting and rewarding. But if attempted alone, you’ll be left gasping for air. So make sure you take the plunge alongside an experienced partner.
Rubén Loeches
Rubén Loeches is chief marketing officer at the R. Franco Group. He is a growth-oriented senior executive with over 20 years of experience in marketing, global strategic planning, branding, operations, digital business, creative management, digital transformation strategy, martech and as a managing director. He has worked in the gambling, betting and online gaming industry for a decade with a focus on operations management and marketing strategy.
NOVEMBER 2017 61
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