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Jogo Global interview: Offering alternative content to UK operators

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Jogo Global interview: Offering alternative content to UK operators
Reading Time: 3 minutes

 

Jogo Global, having recently been granted its licence by the UK Gambling Commission, now has its eyes set firmly on achieving growth in one of the world’s most recognised gambling markets. The fast-growing platform provider and casino content developer is already intensifying its activity in the region, negotiating with big-name operators to demonstrate its approach to delivering new and exciting gaming experiences.

European Gaming caught up with group CEO David Marcus to discuss how the ambitious company’s differentiated product portfolio will be highly appealing to UK-licensed operators, including the importance of gamification tools to elevate the user experience.

 

European Gaming: What are your immediate plans in the UK market, now that you are licensed in the region?

David Marcus (DM): Securing such a licence is a detailed and comprehensive process with many boxes that needed to be ticked. Attaining a Remote Gambling Software and Games Host (Casino) licence shows that we have the necessary infrastructure to deliver to the highest of standards. The process was managed by our General Manager/Compliance Officer Ellen Sezerino, along with the outstanding Jessica Wilson from law firm Harris Hagan. I cannot commend both Ellen and Jessica enough on their hard work, guidance and knowledge from start to finish.

With the UKGC licence, the bar is set incredibly high – we welcome this high threshold, as it maintains a high standard industry-wide. We have already begun to capitalise on the opportunities the licence has given us, creating positive relationships with a number of leading operators to distribute our content and build high-quality platforms.

European Gaming: Which of your products do you think will especially resonate with UK operators and why?

DM: Slots always resonate with UK operators and their players, but I think the market is shifting towards experiences that offer something unique. The slots market is saturated and, as such, there is demand from online casinos for games with a difference. Our focus is on building niche products, such as crash games, video bingo and keno – bingo especially is a game that is underrepresented in this market. Regarding innovation in slots, we are also creating mini games for sportsbooks, which are small versions of games that play in a window while the main screen is still fixed on the latest odds and markets. It allows people to continuously bet in a variety of ways and focusing on incorporating additional playability like this, is one of Jogo Global’s core aims.

With new UKGC legislation enforced recently, auto-play is now no longer allowed. There have to be other ways to make games more attractive and empowering to play, so expect to see new types of games enter the marketplace, including hybrids of existing game types.

European Gaming: Player behaviours differ depending on the territory – how will you tailor your offering to meet the specific needs of the UK player?

DM: Player bases in certain international markets exhibit particular habits that we have to adapt to – players in Latin America are wanting to play quick, for example, so repeat play is something that demographic is comfortable with. A large segment of British players are more cautious, so play tends to be at a slower pace in the UK. The dynamic is different. As such, we place a lot of importance on bonus games and jackpots – the key is to create added incentives for players to give them a reason to keep playing and inject the experience with another level of value.

European Gaming: What will be the key to sustaining long-term success in the UK for Jogo Global?

DM: Gamification is the next stage for the industry, and Jogo is set to pioneer its use to the next level. In conversations with tier one operators, we have demonstrated that a great game, both in terms of gameplay and aesthetics, can still struggle to make waves in the market if it does not have great gamification behind it. It’s very easy to produce attractive, high-quality content but it is all about keeping players engaged. Tournaments, for example, are one of the game-changers of the market, they provide a USP for a game amidst the thousands of competing products. There is also the social aspect: playing with friends and sharing wins. Top-class games with cutting-edge images and robust maths form the basis of our operation, but what sets Jogo Global apart from the crowd is our commitment to games with engaging and unique gamification. Player engagement is key.

European Gaming: What markets does Jogo plan on entering next? What is informing your decision process?

DM: The US regulated market is on our radar. We have already picked up a few projects within the region and there is a demand for content of which our credentials show we are in the ideal position to provide – we have the platforms and content to support a robust omni-channel experience. At Jogo, all of the right mechanics are in place to solidify a good presence in the US and deliver cross platform content for the land-based casinos that are looking to get online, whether that be social slots or real money play. Watch this space!

eSports

eSports in the CIS region , Q&A w/ Viktor Block, Senior Sales Manager/PandaScore

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eSports in the CIS region , Q&A w/ Viktor Block, Senior Sales Manager/PandaScore
Reading Time: 5 minutes

 

Esports has long been popular in the CIS region, with various top-tier teams and players all calling it home. How has the landscape evolved over the last few years? Have any particular trends emerged that have surprised you at all?

Esports boomed in the CIS region in 2008 when Multiplayer Online Battle Arena (MOBA) games became really popular. While esports had been a thing as far back as 2003, the rise of games such as Counter-Strike and DOTA2 was a major catalyst for the upward trajectory the sector has been riding ever since. In recent years, the infrastructure needed to support esports has improved drastically across the CIS region, including the construction of the Pixel Esports Arena in Minks, Belarus, and the Cyberspace Arena in Almaty, Kazakhstan, both of which hold top-flight contests. Internet connectivity has also improved, while support from local and international sponsors such as Monster Energy, Red Bull and War Gaming have provided funds for further investment while also driving awareness. Ultimately, this has seen the landscape evolve into a thriving industry with lots of opportunities for further growth.

In terms of trends, and especially relating to esports betting, I’ve been surprised by the high demand for betting on console games – we call them eBattles and they include disciplines such as eSoccer and eBasketball. I think this is just a natural development that has occurred off the back of strong demand for video game content, which is often the bridge between traditional sports and esports.

 

What factors have contributed to esports’ growth in the CIS over the past few years?

One of the biggest factors for me is that teams have become more professional and are now training and playing in well-run clubs. This takes place in dedicated buildings and rooms, set up with high-speed internet and the absolute best gaming equipment. Player salaries have also gone up, which has increased the calibre of players taking part in contests across the region, taking competitiveness to the next level. Today, many CIS players now play for high-ranked teams such as Virtus.pro, Team Spirit, Betboom or Na`Vi which compete on the international stage. This in turn is helping esports grow across the CIS region.

 

Given how many countries are in the CIS region, can you walk us through some of the biggest regulatory differences when it comes to betting on esports? And how does PandaScore navigate these changes?

The legality of betting and esports betting differs from country to country within the CIS region. Some are super strict or even prohibit gambling, while others take a more liberal approach, regulating the activity and licensing operators. Let’s take a look at some of the biggest markets and their approach.

In Ukraine, esports has been recognised as a sport since 2018 and in 2020 the country regulated and licensed gambling for the first time. The law focuses mostly on standard betting – sports and casino – but is likely to also include esports betting given that esports is a recognised sport in the country with tier-one Ukraine sportsbooks like Favbet and Parimatch offering it to their players.

Kazakhstan has a growing gambling industry with betting shops and casinos operating in major cities such as Almaty and Nur-Sultan. Gambling is regulated by the Ministry of Culture and Sports and while the regulatory framework is somewhat restrictive, sports betting – which is likely to include esports betting – is permitted.

Navigating the constant changes in betting regulation across the CIS region can be challenging, so we make sure to keep up to speed with the latest developments by monitoring legislative updates and amendments to regulatory guidelines. We also track industry trends and best practices to anticipate regulatory changes ahead of time, allowing us to adapt quickly if needed. This can involve benchmarking against competitors, attending conferences and networking with key stakeholders.

 

In your view, are there any unique opportunities for the expansion of esports and esports betting within the CIS region? And how does this differ to other regions?

It’s important to understand that CIS, especially Ukraine and Kazakhstan, play by their own rules. By that I mean they are very different to other esports markets, so don’t think what works in Italy will work in Ukraine. For example, while League of Legends is very popular in Europe, in CIS, it’s Dota 2 that takes the top spot. But for those who can understand the region and each market, there are plenty of opportunities to explore.

Let me elaborate. Dota 2 is thriving in the broader CIS, with regular tournaments and events attracting large audiences both offline and online. teams like Natus Vincere (Na’Vi), Virtus.pro and Team Spirit have achieved significant success in Dota 2 competitions, contributing to the game’s popularity in the region. While Dota 2 is big, other video games also enjoy significant popularity, including CS2, World of Tanks and Fortnite among others.

Operators need to consider this when deciding their markets and odds, marketing strategies and plans for player engagement.

 

What would you say is the key to creating a successful esports product for a CIS audience?

Understanding layer preferences in each market and delivering an experience that exceeds their expectations. For the CIS region, this means focusing on Dota 2 – this is a game that offers deep and strategic gameplay requiring teamwork, communication and skilful execution of plans and strategies. Its competitive nature appeals to gamers as they enjoy the challenge of multiplayer experiences – this goes back to the original MOBAs back in 2008. These factors must be present in the esports betting experience offered to players – at PandaScore, this means a comprehensive Dota 2 offering that covers markets such as Kills, Towers, Roshans and Barracks, with players able to challenge themselves in a betting competition against others.

Support is also key to delivering a quality player experience. We offer round-the-clock assistance and are regularly rolling out updates to improve the experience players receive when betting on esports at sportsbooks using our data, odds and betting tools such as our Bet Builder. We are always working hard to expand our offering to cover the most in-demand games including CS2, Valorant, Call of Duty and many more.

 

What trends or developments do you anticipate shaping the future growth of esports in the CIS region over the next few years?

The industry will continue to grow and become more professional. Esports is different to traditional sports and it still lacks recognition in some markets, even though it is considered an official sport in a growing number of countries across the CIS region. I think as it evolves, more governments will provide more support for esports as it brings tremendous economic, cultural and social benefits. This could include funding for esports initiatives, rolling out regulatory frameworks, helping to foster partnerships with esports organisations or simply recognising it as a sport.

The continued proliferation of smartphones across the region will be a further catalyst for esports growth. Titles such as PUGB Mobile, Free Fire and Mobile Legends: Bang Bang will attract large audiences and provide new opportunities for teams, players, sponsors and other stakeholders to explore. This is a really exciting time for esports and esports betting in the CIS region, and PandaScore is thrilled to be part of it.

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Interviews

Exclusive Q&A w/ Rory Credland, Head of Strategy at Next.io

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Q&A w/ Rory Credland, Head of Strategy at Next.io
Reading Time: 4 minutes

 

  • Could you provide an overview of the upcoming Next.io summit in May?

We are hosting our 4th annual NEXT.io event in Valletta on 15 – 16 May. With a global delegation of 5,000 attendees, Valletta’24 is more than just a conference; it’s where groundbreaking ideas and innovations converge. In addition to the leadership stage, we host several side tracks on marketing, investment, HR, sustainability, technology, emerging markets/jurisdictions – plus a new track on personal development. As we expect over 5,000 attendees, we have also increased our networking space with a new hall dedicated to more exhibitors, entertainment area, lunch, and a chill-out zone. Finally, our recent partnership with Ask Gamblers will ensure greater affiliates and operators in attendance, so as you can see there is definitely something for everyone and the event promises to be one of endless connections and activities.

 

  • What speakers or panelists can attendees expect to hear from during the summit?

We have tailored the event to make this event the pinnacle of the iGaming industry, offering unparalleled networking opportunities and insights from 300 industry-leading voices. We have many c-level speakers attending including Angus Nisbet, VP Gaming, BetMGM, gaming industry expert Paris Smith, Lahcene Merzoug, CEO. PressEnter, Francesco Postiglione, CEO, Casumo, Martina Akerlund, CEO, CallsU, Jeffrey Haas, Chief Growth Officer, William Hill, Todd Haushalter, CPO, Evolution Group, Tim Heath, General Partner, Yolo Investments plus an amazing keynote to kick off the start the event. We have two amazing keynotes to kick-start day 1 and 2 of the event, so I urge you to check out our agenda via

 

  • Can you share any insights into the format of sessions and discussions planned for the summit?

We like to change the formats and concepts up at NEXT.io compared to the norm that you see at other organisers. For instance, we base our talks at 30mins max to ensure that it is short and sharp straight to the point discussions and a limited number of speakers on each session so that more interactive discussion and debate can be had. We also are putting the CEOs under the spotlight this year – think Mastermind – with each CEO – one by one – under a “spotlight” for 10mins with direct questioning from the host. Should be awesome and insightful.

 

  • How does Next.io ensure diversity and inclusivity in the selection of speakers and participants for its summits?

Internally we take an active stance to ensure that there is a cross selection of speakers to this regard based on our own internal metrics. Wherever possible we encourage new speakers to be put forward by their organisations or through connections that we make – this allows for new and different perspectives on the discussion to hand which make the event and tracks interesting and informative for the audience.

 

  • What unique networking or collaboration opportunities will be available to participants during the event?

For two years ago we have designed NEXT.io Valletta to be a festival week of iGaming, encouraging people to arrive for the week to take part in our activities we have on the Monday and Tuesday before attending the event on Wednesday. This year we have Golf, Padel, Run Club plus many networking events taking place from Tuesday through to Friday night, so check out the website where you will be able to find more information.

 

  • How does Next.io leverage technology or innovation to enhance the summit experience for attendees, whether in-person or virtual?

We have a unique advantage hosting the event at the MCC in that the main stage is built like a theatre – so with use of such a big stage we can use LED screens which allow for animation and interaction on screen as well as several attendee applications which ensures they get directly involved with what session is taking place and have an input into the direction of the questioning.

 

  • What motivated Next.io to choose Malta as the location?

NEXT.io head office is based in Malta, so it felt a natural fit to organise our flagship event within the country and at one of Malta’s iconic venues – The Mediterranean Conference Centre – with epic views over the harbour and Mediterranean Sea. When NEXT.io was formed the company had amazing support from the Maltese Gaming Authority who backed us at the time and so since day one we continue to use Malta to host what we feel is becoming an event on everyone’s calendars.

 

  • How does Next.io ensure that its summits provide a platform for emerging voices and perspectives alongside established leaders and experts?

As mentioned previously we like to continuously promote not only the established experts but also the leaders of tomorrow. Our Advisory Board is instrumental in that regards as they also have an ear to the ground as to whom is best to suggest for topics and discussions. I think what works best is a mix of experience and new to crate that interesting discussion on stage.

 

  • How does Next.io plan to capture and share the insights and outcomes from the Malta summit to extend its impact beyond the event itself?

We record our main stage sessions and use this through our awesome marketing to promote the event long after it is over via access on our news part of the website. In fact, we never see an event having an “end” more of a continuation to the next show as we promote what was and what is new for the following year. Continuous dialogue with our audience and clients is important to ensure consistent messaging and allows us to react to what market forces are in play at the time.

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Interviews

BetGames Classic roulette launch w/ Andreas Koeberl, CEO

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BetGames Classic roulette launch w/ CEO, Andreas Koeberl
Reading Time: 3 minutes

 

You’ve just launched your own spin on the casino classic roulette – what prompted this move and why now?

AK: Our mission is to help our partners convert their recreational punters into casino players, organically, resulting in lower CPAs and higher retention rates. In practice, this means instead of throwing massive bonuses at your players, you use a curated set of games, features and targeted bonuses at a way lower cost. We already deliver the initial part of this journey and have now added arguably the most classic game of all time to ensure we don’t lose those players to the competition.

 

Some may consider such a launch as brave given how saturated the market is with versions of the game – how have you built the trademark BetGames DNA into your version?

AK: The products we launch are all key parts of the puzzle to convert bettors to casino, rather than being efforts to attack the big established brands in the market. Roulette is a commodity and what’s the point of entering a price war we can’t win due to lower scale? The crucial focus is the player conversion journey and a seamless experience – not having to switch lobbies and staying with the supplier you trust. We didn’t reinvent the wheel, so to speak! I don’t think the fancy studios with robot arms and seven different cameras add any value in our core markets. We focused on a slick player experience with a professional presenter quality. We have kept it simple and targeted.

 

Do you have certain markets in mind for this latest launch? Are we seeing RNG table games surge in popularity in LatAm, for example?

AK: We’re focusing on our existing markets and LatAm initially. This is one reason why we launched the game without a continuous stream during the placing of bets, reducing data consumption. What we have learned from some of our existing games, and certainly from our most popular examples, is that our players (who are generally more sports savvy) enjoy silence and focus during betting. Thus, we have top-notch quality presentation during the spin but a quiet, slick betting experience during the dwell time. This helps to save players’ data, particularly in markets where developing infrastructures are a challenge. LatAm isn’t very developed yet with live content, and one of the main reasons for that is partly poor infrastructure. Quick, data-light products like RNG games remain popular because of that.

 

You’ve seen a lot of success in LatAm and Africa – are the requirements of developing markets hugely different to those of the more established when you are developing products?

AK: Africa is special because it is an extremely superstitious market – trust and ease of use are everything. LatAm is more demanding on the localisation front. People want Brazilian Portuguese or Latin Spanish, even though they often play games muted – this makes it tricky. From a live perspective, both markets are still in their infancy. RNG develops quicker, but still has huge potential. We will see what the new regulations in areas such as Brazil, Peru and Chile will bring in terms of market development.

 

Is the widening of your product portfolio indicative of a long-term shift of focus for BetGames? Will we see more of your more traditional lottery and card-based games?

AK: We follow a niche strategy and want to add incremental value for our partners. We have seen a lot of new competitors entering the live dealer space aiming to take on the likes of Evolution, Playtech and Pragmatic Play. Most of them failed or at least experienced a hard landing in terms of commercial success. The big players, especially Pragmatic and Evolution have massive scale, giving them significant competitive advantages, which lots of smaller or new studios often underestimate. A 24/7 live operation comes with enormous challenges and OPEX and the rev shares on commodities like roulette are getting smaller and smaller. So, we will stick to our mission and USP. If a partner wants a roulette environment, we are capable of delivering, but it needs to make sense. Hence, we aren’t neglecting our core to become a supplier of roulette and blackjack specifically.

We’ve grown our portfolio over the years to accommodate constantly shifting player trends and technology and will continue to do so, remaining agile, relevant and making informed decisions on a product offering that suits global markets.

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