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Ericsson, the telecommunication giant experimenting on developing the next-gen automated network infrastructure
Ericsson, the multinational networking and telecommunications company which has been shaping the future of mobile broadband internet communications through its continuous technology leadership, is now in the act of experimenting with a host of machine learning and predictive intelligence algorithms to develop the next-gen automated network infrastructure.
The age of 5G is very much at hand. For service providers such as AT&T, T-Mobile, Verizon, and the networking hardware and software vendors supplying them, it means preparing next-gen networks with the tools required to adapt to a new set of data, device, and connectivity challenges.
Cisco and Nokia, the Software-defined networking companies are building more autonomous networks infused with machine learning and predictive analytics. But it is likely that any telecommunications giant is exploring network-based artificial intelligence (AI) in as many fascinating ways as Ericsson.
Across autonomous infrastructure, managed services, and even virtual assistants deployed in customer and field scenarios, Ericsson is embedding machine learning algorithms and data-driven AI in its entire end-to-end telecommunications pipeline. PCMag spoke to Ulrika Jagare, Ericsson’s Director of Analytics and Machine Intelligence, about the company’s years of R&D efforts and how she envisions Ericsson’s intelligent networks analysing and evolving to scale along with 5G.
“We’re looking at and exploring a lot of different potentials AI scenarios, mainly using network data,” said Jagare. “In managed networks, this means combining machine intelligence at the edge, from the base station to the Internet of Things. We’ve come up with a lot of different cases we want to try out in 2018.”
Feeding Data to Autonomous Networks
Much like Google and other Silicon Valley tech giants, Ericsson has spent the last several years rewriting how its software works with AI. Jagare said Ericsson’s network infrastructure has been overhauled to help combine its vast network data with machine intelligence. This is not only to feed the machine learning algorithms more data but to prepare the infrastructure for high-performance edge computing.
“We’re investing a lot in infrastructure. We’re building up a globally distributed pipeline to make sure we can get hold of data in a smarter way, but also with the option to compute the data locally if needed,” said Jagare. “We need to make sure we can deliver services with high speed and quality without having to drag everything to a central point. So that’s where the edge comes into play.”
Creating this kind of end-to-end data pipeline isn’t easy. Through initiatives like the 5G Transformer Project, Ericsson is working with local operators applying machine learning to create smarter networks. Jagare said the company has done one successful trial with a European operator over the last 10 months, applying what she described as “the first advanced machine learning algorithm for load balancing in the network.”
Companies like Cisco have launched similar pilots, like working with Vodafone in Ireland using ML algorithms to process network data and identify predictive traffic patterns. Jagare said the idea is to start with these small-scale pilots with local operators to show the value of AI-enhanced telco infrastructure.
“It’s a big challenge, but we have a lot of experience working with and correlating network data in localized sectors,” said Jagare. “Most research is happening in the lab because of the complexity of self-learning networks. I was talking to one of our major customers in the U.S. recently and they were impressed with how far we’ve been able to go with getting algorithms running on live networks.”
Voice Assistants and Digital Twins
Ultimately the goal is to create self-learning, self-healing networks. In the meantime, Ericsson is also experimenting with voice assistants and natural language processing (NLP) to help technicians who are in the field fixing physical infrastructure.
Jagare said Ericsson is equipping technicians with a mobile app a la Google Assistant or Cortana to decrease time spent on site visits. One of the first use cases is focused on troubleshooting. Using open-source machine learning and NLP frameworks, Ericsson lets the voice assistant soak up an entire product knowledge base of vast document libraries and technical manuals, then speak back to the technician in natural language to answer queries. The app can also perform image recognition and computer vision through the smartphone camera.
“We’re reducing the number of site visits [through automation] but we want to make sure that when we do visit a site, it’s done as efficiently as possible. So if a virtual assistant is assisting the technician on a field operation, it can act as a service layer; an application on the phone using natural language processing and image recognition to aid the worker. If it detects from an image that there’s a problem, it can tell the technician to ‘fix it in this place’ and so on,” said Jagare.”
The AI can also create digital twins, be it of a particular base station or a virtualized view of the entire network. At the moment these assistive capabilities are only available to site technicians via smartphone, but Ericsson is testing out other applications in its lab. Jagare said a “natural step” would be to make virtual assistants and digital twin schematics available through hands-free augmented reality glasses. Manufacturers like Boeing and GE are already doing this.
Using all the network data combined with machine intelligence, Jagare said Ericsson aims to predict and prevent network problems before they happen, ultimately turning predominately to remote fixes in place of human technicians.
“The other service perspective we’re working on is a managed services solution called Intelligent Site. We’re trying to combine user data and algorithms to detect deviations and patterns,” said Jagare. “Not only with network data, but incorporating things like weather and other data types to help profile each site.”
The 5G Evolution
5G will usher in a new era of telecommunications where everything from AR/VR headsets to self-driving cars will be connecting and interacting with network infrastructure. Ericsson’s focus on machine intelligence, Jagare explained, is meant to tackle the complexity wrought by a new generation of IoT devices while allowing for the flexibility to evolve naturally, as devices and experiences do.
“From a technology and 5G perspective, automation and machine intelligence can help us take the functionality to the next level, but also helps us realize a selective push toward different technology choices,” said Jagare. “It’s not about data scientists driving this. In the future, we will probably have more self-learning software in our networks than not.”
Ericsson is putting intelligence algorithms to work in base stations and broadband networks, both on the edge and as-a-service. As a result, Jagare said the company has seen 25 percent performance improvements in core system optimization to help lower overall system management costs.
She said the idea is to continue expanding these self-optimizing network features and then feed that learning back into development. Ultimately, however, Ericsson knows that machine learning algorithms will then start to learn on their own. As 5G networks create new challenges and opportunities that telcos haven’t even fathomed yet, AI conceivably offers a way for networks to keep pace.
“It’s up to the algorithm to learn and optimise itself from base station to base station. Depending on the traffic patterns and user behaviour with people using different apps in different ways, we can adjust the cells connected to that site throughout the network,” said Jagare. “It’s a holistic, data-enabled approach. We can’t be too specific. We have to think about these needs and solutions to prepare for what’s coming, but we’ve only started scratching the surface. That’s how we try to embrace AI.”
Source: pcmag.com
Bacta is at the forefront of initiatives to encourage responsible gambling with the leading trade association for the land-based low-stake sector joining the Betting and Gaming Council, the Lotteries Council and the Bingo Association as organisers and supporters of the 2024 edition of Safer Gambling Week (SGW) which runs 18th – 24th November.
With a core objective of encouraging people to talk and take action to gamble responsibly, the initiative which is running for its eighth year, will feature what the official SGW web site refers to as a ‘blitz’ of safer gambling messages online and in land-based venues in order to spark a nationwide conversation about responsible gambling and the safeguards that have been put in place by the regulated industry.
George McGregor Bacta’s Executive Director (Government Relations) believes the initiative continues to make a significant contribution to the industry’s endeavours to reduce further the incidence of problem gambling. He stated: “The first point to make is that Safer Gambling Week draws attention to what Bacta members are practicing every week and every day of the year. This commitment and culture is something that every Bacta member should be extremely proud of.
“The consumer-facing Safer Gambling website poses a series of questions to consider and outlines how to use safer gambling tools such as setting time and deposit limits and how to self-exclude from gambling.”
He added: “As an awareness raising initiative Safer Gambling Week has demonstrated its value. Safer Gambling Week 2023 smashed previous social media records, generating over 50 million impressions across Twitter, Facebook and Instagram.
“The website received half a million visits and the campaign engaged with a large number of cross-party MPs and peers who gave their backing as did Premier League clubs West Ham United and Brighton and Hove Albion.
“Safer Gambling Week demonstrates that Bacta, its members and the industry at large is fully committed to delivering a safe, responsible and enjoyable gambling entertainment experience for all of its customers.”
SharpLink Gaming, Inc. (Nasdaq: SBET) (“SharpLink” or the “Company”), an online performance-based marketing company serving the U.S. sports betting and iGaming industries, today announced its financial results for the three and nine months ended September 30, 2024.
Financial Highlights
- Revenues decreased 27.7% to $2,838,908 for the first nine months of 2024, compared to $3,925,618 for the same nine-month period in 2023. For the three months ended September 30, 2024 and 2023, revenues declined 34.7% to $881,690 compared to $1,349,331, respectively.
- Total operating expenses declined 25.9% to $4,426,835 from $5,977,327 for the nine months ended September 30, 2024 and 2023, respectively; and total operating expenses dropped 46.0% to $970,080 from $1,795,057 for the three months ended September 30, 2024 and 2023, respectively.
- For the nine months ended September 30, 2024, net income climbed to $11,002,266 after factoring net income from discontinued operations of $14,567,733 – up 673.3% from a net loss of $9,114,443 inclusive of the net loss from discontinued operations of $2,523,754 posted for the comparable nine months in the prior year. After factoring a net loss from discontinued operations of $97,139, the net loss for the three months ended September 30, 2024 decreased 68.9% to $885,131 when compared to a net loss of $2,849,547 for the same three months ended September 30, 2023 after factoring a net loss from discontinued operations of $822,100.
- As of September 30, 2024, cash on hand was $1,850,206 and total stockholders’ equity was $2,020,143. This compared to $2,487,481 cash on hand and total stockholders’ deficit of $9,399,769 as of December 31, 2023.
Commenting on the results, SharpLink Chairman and CEO Rob Phythian said, “The notable decline in operating expenses reflects SharpLink’s continued focus on streamlining our affiliate marketing business; and the significant improvement in our bottom line results is largely a result of our $22.5 million cash sale of our SportsHub fantasy sports and sports game development businesses to RSports Interactive, Inc. earlier this year. Since that time, we have succeeded at scouring our balance sheet, eliminating virtually all of our debt, and have turned our attention to identifying, qualifying and pursuing compelling strategic growth opportunities that we believe can best be leveraged to create and enhance long-term sustainable value for our shareholders. As we progress through to the end of the year, we look forward to sharing much greater insight into our future plans for SharpLink resulting from the collective due diligence efforts of our leadership team and our highly engaged Board of Directors.”
For more detailed information about SharpLink’s Third Quarter 2024 financial results, please refer to the Company’s Quarterly Report on Form 10-Q filed yesterday with the U.S. Securities and Exchange Commission and accessible online at sec.gov or via SharpLink’s investor relations page at investors.sharplink.com/
About SharpLink Gaming, Inc.
Headquartered in Minneapolis, Minnesota, SharpLink is a trusted marketing partner to leading sportsbooks and online casino gaming operators worldwide. Through its iGaming affiliate marketing network, known as PAS.net, SharpLink focuses on driving qualified traffic and player acquisitions, retention and conversions to U.S. regulated and global iGaming operator partners worldwide. In fact, PAS.net won industry recognition as the European online gambling industry’s Top Affiliate Website and Top Affiliate Program for four consecutive years by both igamingbusiness.com and igamingaffiliate.com. SharpLink also owns and operates a portfolio of direct-to-player, state-specific, affiliate marketing websites designed to attract, acquire and drive local sports betting and online casino gaming traffic to its valued partners which are licensed to operate in each respective state. For more information, please visit sharplink.com.
Forward-Looking Statements
This release contains forward-looking statements that are subject to various risks and uncertainties. Such statements include statements regarding the Company’s ability to grow its business through strategic growth opportunities, the potential benefits of the Company’s products, services and technologies and other statements that are not historical facts, including statements which may be accompanied by the words “intends,” “may,” “will,” “plans,” “expects,” “anticipates,” “projects,” “predicts,” “estimates,” “aims,” “believes,” “hopes,” “potential” or similar words. Actual results could differ materially from those described in these forward-looking statements due to certain factors, including without limitation, the Company’s ability to achieve profitable operations, government regulation of online betting, customer acceptance of new products and services, the demand for its products and its customers’ economic condition, the impact of competitive products and pricing, the lengthy sales cycle, proprietary rights of the Company and its competitors, general economic conditions and other risk factors detailed in the Company’s annual report and other filings with the SEC. The Company does not undertake any responsibility to update the forward-looking statements in this release.
CONTACT INFORMATION:
INVESTOR AND MEDIA RELATIONS
[email protected]
The significance of cashback programs extends beyond mere player retention. They are a compelling incentive for new player acquisition, particularly among demographics that value financial reassurance during gameplay. By offering a partial refund on losses, operators can create a more forgiving gaming environment, encouraging players to engage more freely and frequently.
To gain deeper insights into the strategic advantages of cashback programs, we spoke to renowned industry expert Joonas Karhu. He is the CEO of Bojoko, a leading online casino affiliate platform known for its expertise in everything from exclusive offers to optimizing bingo bonuses.
In this interview, Karhu shares his insights on how cashback initiatives impact player acquisition and retention metrics, the specific player demographics that respond positively to these incentives, and the potential financial implications for operators. He also provides practical advice on effectively implementing cashback programs to maximize their benefits while mitigating associated risks.
How do cashback programs impact player acquisition and retention metrics?
From a retention perspective, cashback offers create a more forgiving gaming environment. Players are more inclined to return, knowing that some of their losses will be reimbursed. This assurance can reduce churn rates and extend the customer’s lifetime value.
You might not think that cashback programs could be a driver for new player acquisition, but they actually do have this effect, much more than UK casinos might expect. We have a page highlighting British casino sites with cashback bonus offers available, and from this, we have seen some interesting data.
Hundreds of Brits are specifically looking for casinos with cashback every month, and while smaller than many other searches, such as free spins, etc., this traffic and niche interest should not be ignored. Additionally, players will also take cashback into consideration when reading casino reviews and comparing websites. Adding cashback is a positive factor across the board.
Are there specific types of players who respond more positively to cashback incentives?
Cashback programs tend to resonate particularly well with the types of players you want at your casino, namely regular recreational players and high rollers.
For the former group, it is about a safety net and better odds. The logic is somewhat similar for high rollers, but the numbers they are playing for are huge, and you should strongly consider making your cashback for VIP rollers real cash rather than bonus money. Highrollers are used to getting money straight into their hands, have alternatives, and will be picky.
What are the potential financial implications for operators offering cashback programs?
While cashback programs involve returning a portion of losses to players, the long-term financial benefits often outweigh the immediate costs. Yes, you will lower the house edge, but in return, enhanced player retention leads to sustained revenue streams.
However, it’s crucial for operators to carefully design these programs to ensure they are financially sustainable, balancing player incentives with the company’s profitability goals. This is especially key for highroller incentives.
How can operators effectively implement cashback programs to maximize their benefits?
Operators should tailor cashback programs to align with their target audience’s preferences and behaviors. If you have a solid VIP or high roller base, have a separate system for them. Tiered loyalty programs or VIP programs work as well. It is also possible to only make cashback available for your VIP players if you have data showing that your regular incentives do enough to retain recreational players.
Are there any risks or downsides associated with cashback programs that operators should be aware of?
The only real risk is miscalculating your profit margins, especially when it comes to high rollers. Be careful that big wins from one set of players, coupled with high cashback payouts to others, are planned. The unexpected does happen, and you need to be prepared for it.
If you plan cashback right, there is no real risk. You are simply trading a small percentage of your house edge for retention. Just ensure the house edge is squarely on your side, and should you end up with a very high RTP overall, be sure to advertise it for maximum potential. There’s also a very large group of British players that really cares about payout percentages, and being over 96-97% can give you a nice additional boost in acquisitions.
Bacta pledge support for Safer Gambling Week as industry drives awareness campaign
SharpLink Gaming Announces Third Quarter 2024 Financial Results
Exploring the Strategic Benefits of Cashback Programs with Bojoko CEO Joonas Karhu
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