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PR Crisis Planning in the Gaming Industry

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PR Crisis Planning in the Gaming Industry
Photo Source: Sebastiaan Stam / Unsplash
Reading Time: 4 minutes

 

The gaming industry has an incredible fan-base. These fans will travel the world to take part in tournaments or to watch their favourite players.

There are very active communities that discuss pre-launch and post-launch games. Die-hard fans to recreational players, the community and interactivity that the gaming industry sees is incredible.

The issue with these communities, global and growing fans and channels of interaction is that things can get out of shape pretty fast.

The gaming public loves to speculate and they tend to be pretty good at expectation setting. It’s when things go wrong or the opposite of fan expectations that makes this industry show it’s depth with the public.

Mismatched messaging and mistimed releases spread like wildfire, from one community to another. From one poor review to hundred’s one small trigger can feel like a catalyst for impending doom.

But, like any other company you can be forward thinking and start conducting crisis planning. Discussing any crazy idea that could become a reality which will cause potential disaster makes a big difference. When disaster strikes you do not want to be fixing problems as you go along.

3 Gaming PR Disasters in 2018
You have most likely seen one of the PR disasters below last year, either from industry news. Or you could have seen it all unfold on platforms such as Reddit where the gaming community is strong.

EA’s Battlefield 5
A popular multiplayer franchise with an avid following until it left marketing for BF5 a bit lacklustre. The initial trailers were being accused of showing unrealistic battles and females in the field. This caused a stir with many fans and Patrick Soderlund reply caused a stir:

“These are people who are uneducated—they don’t understand that this is a plausible scenario, and listen: this is a game.” he also added to the statement “And we don’t take any flak. We stand up for the cause, because I think those people who don’t understand it, well, you have two choices: either accept it or don’t buy the game. I’m fine with either or. It’s just not ok”.

Diablo Immortal
Diablo for a lot of gamers is a game that they grew up playing. With it’s unusual style and ‘different’ formula the game has kept a solid and committed fan base.

So at Blizzcon, the Diablo fans were expectant of a Diablo 4 at the very least. Things didn’t pan out as expected and the actual presentation was very much against gamers desires – a mobile version.

Diablo fans started to accuse Blizzard of trying to cash in on mobile gaming. With the presenters response being “Do you guys not have phones?” the announcement didn’t go as planned.

The real problem here is that a Diablo follow-up game was announced after. Which could have avoided this drama and not getting referenced to as it is now.

Bethesda’s Fallout 76
A fantastic and much-loved game series as with the examples above, Fallot 76 was meant to be a big release. Yet, Bethesda went across the grain and instead of sticking with the style and format that the fans are used too, they changed things up.

The real problem was that on release the game was considered unplayable. Endless glitches and problems resulted in many complaints. Many people even requested a refund which was acknowledged at first but soon these were denied. For obvious reasons this didn’t go down well with the community.

Planning for Crises in Gaming
It’s pretty evident that with a gaming series you should stick with what works and not try to cash in on the user base. That’s a first but how can you prepare for the many other circumstances or scenarios that could happen?

PR crisis planning for gaming is exactly the same as any other industry. It takes time and working together to brainstorm the most ridiculous ideas to the most common but it allows you to pre-plan how to fix things.

Planning for a PR crisis needs full attention and to get various people from the company involved. I’ll break down into sections the steps to take in crisis planning.

1. Anticipate All Crises
There are no ideas which are too silly or far-fetched. Get as many ideas added with this exercise. Ensuring you cover all basis and as I said, there are no bad or silly ideas. The world works in mysterious ways so anything can happen.

2. Assemble the Team
You need to gather key people from all areas of your business. Sales, marketing, management and so on. These individuals will provide a unique view of your customers, industry and company that you may not see. Having various roles from parts of the company also make #1 much easier.

3. Spokespeople
Who will run the show during a crisis? The default would be the CEO. But, are they the right person for the situation? Again start to build a list of spokespeople that will be the key individual to speak with media etc during a crisis.

4. Monitoring Systems
In PR, especially a crisis, you need to start controlling the conversation as soon as possible. If the community or media take control, then you have a serious issue on your hands. Monitoring systems provide you with an easy way to hear what people are saying and engage with them.

5. Know Your Stakeholders
With the crisis examples above it may feel as if the company forgot about their stakeholders. Which makes this exercise even more valuable. When running through this everyone will get a reminder of who they are appealing to and why – avoiding any potential crisis too.

6. Holding Statements
These are silent press releases or dedicated newsrooms that wait in darkness for crisis to strike. They tend to be a selection of statements to address most of the scenarios that you have played out. With placeholders to swap in/out wording on the go.

Prepping for a crisis needs time, care and attention otherwise there are many risks that come with a runaway disaster. To maximize the crisis plan you can check out this indepth crisis planning guide that I also created with a downloadable spreadsheet.

 

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SKS365 keeps investing in people: GROW People Management Program took the next level

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11 experienced people managers from the SKS365 group’s 4 locations gathered last week in Belgrade for the new GROW People Management Program. From 15 th to 19 th of April, through trainings, discussions, and social connections, people had the opportunity to further grow individually and as a team, while enjoying Belgrade’s city center and rivers.

Created in 2023 with the purpose of building foundation people management skills across the organization, GROW initiative evolved this year by including a new, advanced program for experienced people managers to further consolidate their skills and prepare for future opportunities.

Building and fostering connections, sharing experiences, and enjoying team building experiences – all these activities have been part of the GROWpmp agenda for the 11 people managers coming from Commercial, Product and Development, Finance, and Sportsbook departments of the group’s 4 locations – Malta, Italy, Austria, Serbia.

GROWpmp included a variety of topics that people managers in SKS365 recognized as the key areas for management development. Topics such as influence through communication, team effectiveness, DEI, through to presentation skills and business topics like understanding finance and management reporting, were delivered with the support of external professionals and internal experts, while designed and organized by the SKS365 People & Culture team.

 

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Kindred’s Share of Revenue from High-risk Players Shows Slight Increase

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Kindred Group plc’s (Kindred) share of revenue from high-risk players showed a slight increase to 3.2% (Q4 2023 3.1%) in the first quarter of 2024. Compared to the first quarter of 2023, the high-risk revenue share decreased marginally. The percentage of detected customers who exhibited improved behaviour after interventions came in at 87.1% (compared to 87.4% in Q4 2023 and 83.0% in Q1 2023). This sustained trajectory in the improvement effect after interventions, observed over an extended period, serves as a testament to the strong dedication and collective efforts throughout the company. It reflects Kindred’s ongoing commitment to fostering positive change within the industry.

“We continue to see our share of revenue from high-risk players fluctuate quarter to quarter, and we are working closely with all teams across the company to support customers towards a more sustainable gambling experience. However, it is encouraging to see that our Journey towards Zero data has steadily decreased since 2020. A similar trend can be seen across the healthier gambling behaviour effect after interventions. This tells us two things: our work is paying off, but we need to continue to push ourselves to propel a sustainable progression,” Alexander Westrell, Director of Communications at Kindred Group, said.

“It was very encouraging to witness the open and transparent discussions at the Sustainable Gambling Conference in London on 20 March, where those with lived experience shared their important stories. Also, it is evident that technology is moving forward, and will provide greater opportunities to detect and intervene in the future. We hope to see more regulators engage with the industry and with experts to secure a more sustainable industry for everyone,” Alexander Westrell added.

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PENN Entertainment Names Aaron LaBerge as Chief Technology Officer

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PENN Entertainment announced that Aaron LaBerge has been named Chief Technology Officer (CTO) effective July 1, 2024, subject to customary regulatory approvals. Mr. LaBerge will report directly to PENN CEO & President Jay Snowden.

In his new role, Mr. LaBerge will be responsible for driving the technology strategy and execution for PENN, while leading the multinational team of technologists and serving as the key business leader for the company’s Interactive division.

Mr. LaBerge spent more than 20 years at The Walt Disney Company, in two stints separated by five and a half years as a technology entrepreneur. He was most recently President & Chief Technology Officer for Disney Entertainment and ESPN where he was responsible for driving all technology and product development in support of The Walt Disney Company’s two media divisions. In that role, he helped set the vision and strategic leadership for how Disney uses technology to enable storytelling and innovation, drive its business, and create unparalleled consumer experiences with entertainment and sports content.

“We are thrilled to have someone of Aaron’s caliber join our PENN executive team. Having overseen a global organization of thousands of engineers, product developers, designers, technologists, and data scientists that created some of the largest scale and most successful media properties in the world, there is no better candidate to lead our Technology and Interactive division into its future. I know Aaron is looking forward to working with Todd George, our head of operations, and our entire Executive Team to continue growing our position as a leader in online gaming, sports betting, and digital sports media,” Mr. Snowden said.

“I’m excited to join another talented team at PENN Interactive and lead our technology strategy. PENN Entertainment is at the forefront of the fast-changing gaming and sports media industry. I plan to use my experience from Disney and ESPN to help make ESPN BET an essential piece of the sports fan experience. Together, we’ll push the limits and redefine how fans interact with sports and gaming,” Mr. LaBerge said.

Prior to his most recent role at the Walt Disney Company, Mr. LaBerge was Executive Vice President and Chief Technology Officer at ESPN from 2015 to 2018. At ESPN he played an instrumental role in the growth of ESPN’s consumer-facing digital media products and services – leading many of ESPN’s most ambitious and challenging projects and helping establish ESPN’s position as the leader in digital sports and innovative sports technology development. He was a key architect in the design, development, and engineering of ESPN’s state-of-the-art facilities in Bristol, CT; Los Angeles, CA; Charlotte, NC; and Austin, TX, as well as data centers and infrastructure that connect those facilities around the world, as well as the technology design and development to support the launch of the multi-platform SEC Network.

Between 2007 and 2012, LaBerge was co-founder and CEO of Fanzter, Inc. – a venture-funded consumer software and digital product development company. At Fanzter, he directed all day-to-day operations and led the development and launch of a variety of consumer-focused internet and mobile products, ground-breaking social and commerce technologies and more.

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