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LeoVegas AB: Q4 report and financial targets pushed one year to 2021

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After a challenging 2018 we now see improved momentum with a record strong December and a positive start to 2019. Entering the new year we have full focus on expansion, cost control, increased profitability and to continue building the world’s best mobile casino.” – Gustaf Hagman, Group CEO

Fourth quarter 2018: 1 October– 31 December 2018

  • Revenue increased by 25% to EUR 84.5 m (67.8).
  • Organic growth in local currencies was 7%. Organic growth in local currencies excluding the UK was 14%.
  • EBITDA was EUR 8.1 m (6.1), corresponding to an EBITDA margin of 9.6% (9.0%).
  • Net Gaming Revenue (NGR) from regulated markets was 33% (29%) of total NGR.
  • The number of depositing customers was 327,156 (253,299), an increase of 29%.
  • The number of returning depositing customers was 181,747 (124,890), an increase of 46%.
  • Earnings per share were EUR 0.22 (0.02) before dilution and EUR 0.22 (0.01) after dilution.

Events during the quarter

  • LeoVegas has applied for a gambling licence for the Spanish market. Approval and implementation are expected during the first or second quarter of 2019.
  • LeoVegas was one of the first operators to receive a licence for both casino and sports betting in Sweden.

Events after the end of the quarter

  • LeoVegas has postponed its financial targets from 2020 to 2021 due to developments in the UK market. However, the direction remains unchanged with financial targets in absolute numbers to reach EUR 600 m in revenue and EUR 100 m in EBITDA.
  • The Group’s Pixel.bet brand was granted a licence for online casino and sports betting in Sweden.
  • The Board proposes a total dividend of SEK 1.20 per share (1.20), to be paid out on two occasions during the year.
  • Revenue amounted to EUR 28.7 m (24.8) in January, representing growth of 16%.

Comment from Gustaf Hagman – Group CEO

2018 – an educational year for a seven-year old
2018 was the most challenging year in LeoVegas’ history. We bumped into challenges that we have not previously encountered and saw a slowdown in growth as a result. It was also a year in which we carried out a number of strategically crucial projects that have taken us large steps forward on our growth journey. There is much left to do, and there’s no doubt we can and will improve in many areas. We have learned a lot, and our position for achieving our long-term vision – to be the global market leader in mobile casino – is good. Today we are already the most appreciated brand in our home market in Sweden, and we are live in more markets than ever before. We are well-invested with our own technology, which makes us scalable and flexible, and we have taken large leaps in responsible gaming and compliance. Our multibrand strategy is in place, enabling us to rapidly launch new casino brands, and we are ready to expand in more markets in 2019 with an overall focus on cost control and increased profitability.

During the fourth quarter we also returned to sequential growth following a slowdown during the third quarter, and we ended the year with all-time high revenues in December, and with record-high customer activity. The new year has also started on a promising note – for example, our depositing customer base was up 42% in January. LeoVegas has just celebrated seven years as a company. We have achieved a lot in a short period of time, but we are still just at the start of our growth journey.

Fourth quarter figures
Revenue during the fourth quarter amounted to EUR 84.5 m (67.8), an increase of 25%. Organic growth in local currencies was 7%. As in the preceding quarter, growth during the period was affected by weak performance in the UK. Excluding the UK, organic growth for the Group was 14% during the quarter, which shows healthy underlying growth. October was the weakest month during the quarter, and December the strongest.

EBITDA totalled EUR 8.1 m (6.1), corresponding to an EBITDA margin of 9.6% (9.0%). We increased our investments in marketing during the quarter, among other things to reassure our leading position in Sweden ahead of the market’s regulation, but also in other key markets. Marketing costs amounted to 37.9% during the fourth quarter, compared with 35.6% during the third quarter. Our personnel costs in relation to revenue remained at a higher level than we are pleased with. We will thus now focus on cost control, improving efficiency in our ways of working, and increase automation in our operations. This is also necessary in order to adapt our cost base to rising tax pressure in our regulated markets.

Sweden – finally a regulated market
The day we have been waiting for has finally arrived, when Sweden became a regulated market. We were among the first companies to be granted a licence, which is a quality seal and confirms our position as a leading, long-term and serious player in the industry. In January, LeoVegas’ Pixel.bet brand also received a licence in Sweden for casino and sports betting. Pixel.bet has the ambition to take the leading brand position in esports betting.

A regulated market has extensive guidelines for responsible gaming. We have good experience from other regulated markets, and we have developed the organisation and our marketing methods to offer our games in the best, sustainable way. We look forward to working side-by-side the Swedish Gambling Authority and our licensed competitors to ensure a sound and responsible market that impedes the presence of unlicensed actors.

With regulation of the market, all licensed gaming companies are now free to operate in stores. LeoVegas was the first one to grasp this opportunity in January. There is important symbolic value in having a physical presence at betting agents in connection with the implementation of the new gambling law in Sweden. We will now be able to truly challenge to the old monopoly through a greater exposure of our LeoVegas brand with an even closer presence to our customers in a new type of environment.

Regulation of the market in Sweden also made it possible for us to launch the popular Swish mobile payment method in the Swedish market. Swish both strengthens our customer offering and is expected to significantly lower our transaction costs.

Improvements in the product combined with increased marketing led to a strong fourth quarter in Sweden, with 18% sequential growth, which affirms our position as the leading casino brand. The new year has also started on a positive note for LeoVegas in Sweden. We have seen record-high customer activity, with 28% growth of our Swedish depositing customer base compared with the same period a year ago. At the same time, revenue is down somewhat compared with the same period a year ago, which is partly due to many customers initially using their welcome bonuses, but also to some trim-in challenges during the first two weeks following the start of regulation, and to the fact that players are getting accustomed to certain modifications in the gaming experience.

It is still hard to accurately predict the market dynamics in Sweden in the near term, but with a record-large active customer base and a large number of exciting product and marketing initiatives under way during the year, we are well positioned in our home market. As previously, we are confident that our product, customer experience, competence in responsible gaming, very strong brand and data-driven marketing will lead to higher market shares in Sweden.

UK
The UK is Europe’s largest gambling market and a market in which LeoVegas sees continued major growth potential in the long term. Together with our brands in Rocket X, LeoVegas and Royal Panda we have a unique multibrand position in casino. In the near term the market continues to be challenging, and after a transitional period we are now working from a new, lower level on which to grow. Our revenue continued to decrease sequentially during the fourth quarter, but with gradual improvements in both revenue and KPIs. This positive development continued on Group level during January. It is still too early to declare that we have turned the corner yet in the UK, but we are confident with the plan we have charted out.

Scale-up markets
We are satisfied with our performance in most of our markets during the fourth quarter. Germany continues to be a strong growth market and once again delivered a record quarter with growth of more than 200%. In addition to Germany – Finland, Denmark and Canada amongst other markets delivered good results during the quarter.

Changes in Group Management team
As previously communicated, Richard Woodbridge has been recruited as our new Chief Operating Officer. He took up his position on 7 January and has overarching responsibility for operations in LeoVegas. Richard is based at LeoVegas’ offices in Malta.

Group Management has also been reinforced with Avshalom Lazar, who we recruited as Chief Compliance & Legal Officer. Avshalom, who is based in Malta, will strengthen the Group Management team with relevant knowledge about the industry and an understanding of and experience in the higher requirements that are placed on companies in regulated markets.

We are also adding a new role to the Group Management, Chief Product and Technical Officer (CPTO), where we are combining the CTO and CPO roles. Mattias Wedar has been recruited to this new position and will begin at LeoVegas during the spring. Mattias joins us most recently from a similar role and has solid experience in product development and keen industry knowledge. With this new position, the product and technology organisation will have a single leader, which will increase its effectiveness and cooperation within the Group.

Tech update
We have previously presented the upgrade of our technical front-end platform, which took place during the second quarter. This has improved our organic search capabilities and during the fourth quarter we saw an increase in organic traffic by more than 70% compared to the same period last year. We expect to see continued positive effects from this combined with our data-driven marketing.

The Rocket X managed UK brands encountered certain technical issues that impacted the site performance during part of the fourth quarter. The issues are now to a large extent solved which is confirmed by a higher revenue and customer activity in January compared to December.

Our technology organisation has been through an intensive period, and during the fourth quarter, three parallel platform adaptations were made to the locally regulated markets in Sweden, Germany and Spain – an impressive record for LeoVegas. We are now beginning to gradually free up resources for a renewed focus on product innovation, new brands and markets – areas that are expected to drive our growth going forward.

Financial targets and focus on growth with profitability
Following a year burdened by a number of external factors and large internal projects, we are now well prepared for the future with a renewed focus on growth. Our direction remains firm, with financial targets in absolute figures to reach EUR 600 m in revenue and EUR 100 m in EBITDA. However, we have decided to push back these targets one year, until 2021, as our adaptation to the increased regulatory requirements in the important UK market caused us to temporarily lose our tempo compared with the previous business plan.

It is also increasingly clear for us that the coming years will be decisive for who will be the long-term winners in our industry and who will not be able to cope with the increased complexity, compliance, technological development and higher tax burden. We are therefore currently in a very exciting period in the gaming industry, and we are well prepared.

As more markets become locally regulated – with more regulatory requirements and higher tax pressure – it is important to be a company that is both agile and of a size that enables economies of scale. We are convinced that this requires proprietary technology and a world-class user experience while at the same time being well invested in responsible gambling and compliance – and having a diver­sified operation both geographically and in terms of brands. Moreover, we will continuously evaluate our marketing and our organisational set-up, all in line with our focus on growth with increased profitability in an increasingly complex business environment.

We have also decided to conduct a strategic evaluation of our portfolio companies within LeoVentures, with the intention to further intensify focus within the Company on our end goal – to be the market-leading mobile casino operator globally. At the same time, we believe that the years ahead will offer a number of new growth opportunities within casino for operators with the strength and ability to act quickly, as smaller actors have a hard time adapting to the growing requirements and complexity.

Comments regarding Q1 2019
2019 has begun on a good note for LeoVegas, with Revenue of EUR 28.7 m (24.8) in January, representing growth of 16%. Underlying customer activity remains strong, with 42% growth in depositing customers compared to the same period last year.

We have now forged ahead through both an eventful and challenging year with several acquisitions, accolades, higher regulatory requirements, a number of major platform projects and a change in listing to the Stockholm Stock Exchange’s main market list. We at LeoVegas now look forward to 2019, where we have put casino front and centre and have our full focus on profitable growth.

Presentation of the report – today at 09:00 CET
To participate in the conference call, and thereby be able to ask questions, please call one of the following numbers: SE: +46 (0) 8 56 61 84 67, UK: +44 (0) 84 44 81 97 52, US: +1 64 67 41 31 67, Confirmation code: 9775259 or join at the web https://edge.media-server.com/m6/p/jtyut9im

This information is information that LeoVegas AB (publ) is obliged to make public pursuant to the EU Market Abuse Regulation 596/2014. The information was submitted for publication, through the agency of the contact person set out below, at 08:00 CET on 12 February 2019.

 

 

About the LeoVegas mobile gaming group:
LeoVegas’ passion is “Leading the way into the mobile future”. LeoVegas is the premier GameTech company and is at the forefront of using state-of-the-art technology for mobile gaming. A large part of this success can be credited to an extreme product and technology focus coupled with effective and data-driven marketing. Technology development is conducted in Sweden, while operations are based in Malta. LeoVegas offers casino, live casino and sports betting, and operates two global and scalable brands – LeoVegas and Royal Panda – as well as a number of local brands in the UK. The company’s shares are listed on Nasdaq Stockholm. For more about LeoVegas, visit www.leovegasgroup.com.

 

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Industry News

Golden Matrix Acquisition of MeridianBet Group Receives High Praise from IPO Edge

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Esteemed financial analysts at IPO Edge recognize the merged Golden Matrix and MeridianBet Group entity as a burgeoning global gaming leader with a promising financial outlook and innovation

Golden Matrix Group Incorporated (NASDAQ:GMGI) (Golden Matrix) and MeridianBet Group, the newly-consolidated entity in the online gaming world, are honored to receive positive analysis from IPO Edge, a leading portal known for its insightful and credible financial analyses.

The distinguished coverage highlighted the Golden Matrix acquisition of MeridianBet Group as having a significant potential to reshape the gaming landscape, focusing on the combined entity’s strategic positioning for expansive growth and technological innovation.

The entire analysis can be found at: https:/ /IPO-Edge. com/strike-gold-with-gmgi-and-meridianbets-global-gaming-powerhouse/

IPO Edge Insights

The recent article by IPO Edge analysts casts a spotlight on the strategic merits of the $300 million acquisition of MeridianBet Group by Golden Matrix. According to the portal, this bold move is poised to establish a global gaming juggernaut with projected sales reaching $182 million by 2025. The merger not only signifies a monumental leap in market expansion, spanning over 15 markets including Serbia, Montenegro and Bosnia but also underscores the entity’s prowess in emerging markets such as Mexico, Tanzania and Peru.

A Story of Strategic Growth and Innovation

At the heart of the Golden Matrix acquisition of MeridianBet Group lies a shared commitment to innovation and customer satisfaction as the combined group owns a scalable tech platform that leverages machine learning for continuous improvement, alongside unique betting features like Empty Bet, which empowers players to craft their own bets. This synergy of technological advancement and market intelligence sets the stage for an unprecedented growth trajectory in the online gaming sector.

Financial Prudence and Future Prospects

Underscoring the merger’s financial strategy, IPO Edge commends the conservative financing approach, with an anticipated 2x leverage post-merger. This prudent fiscal management, coupled with the leadership of Chief Executive Officer Brian Goodman, enhances the company’s capacity for further strategic mergers and acquisitions.

The CSR Segment

The merger’s dedication to corporate social responsibility, with initiatives aimed at converting players into patrons of meaningful CSR programs, distinguishes it beyond financials and market expansion. This commitment reflects a broader vision of achieving profitability while fostering a positive social impact.

The Market Potential Not Yet Anticipated

As pointed out by this analysis, the market may not fully recognize Golden Matrix’s potential yet. The company’s enterprise value is close to $400 million. That compares with multiples of eight times for Caesar’s Entertainment and a whopping 22 times for DraftKings, according to Sentieo, an AI-enabled research platform.

For more information about the Golden Matrix, please visit https:/ /GoldenMatrix. com/company/ or https:/ /ir.MeridianBet. com/.

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Real Dealer Studios: Offering a fresh spin on classic roulette

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Real Dealer Studios: Offering a fresh spin on classic roulette
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Shane Cotter at Real Dealer Studios walks us through the groundbreaking new release, Volcano Roulette, and discusses whether classic table games need a makeover for today’s online audience.

Roulette is probably the most timeless casino game out there. Here’s what happened when we gave it a couple more balls. And a volcano.

The game we’re now launching is Volcano Roulette, and it’s fair to say that it’s a huge departure from what the industry is used to. The first thing players will see is the sleek, steampunk environment and a roulette wheel with that smoking volcano right in the middle. The game’s visuals, compared with typical RNG games, are several steps ahead thanks to the Cinematic RNG technology that Real Dealer invented. Essentially, this means the game was built on video that was produced the same way Hollywood films are made.

As cool as this game looks, it’s really the mechanics that set it apart. In every round, once the spin starts, one or two glowing lava balls can randomly shoot out of the volcano to become part of the action. These extra balls increase the chance of hitting a straight-up bet. If the player does land any straight-up bet, a special sequence starts where the numbers on the wheel shift, steampunk style, into multipliers. Then another lava ball erupts out to pick the multiplier for the straight-up bet win. These multipliers can be as much as 333x and apply to all straight up bets that land in the round. That means the player could win up to 999x their bet.

An eruption of innovation

What sparked this game’s theme is once again related to Cinematic RNG. We’ve got this amazing technology that gives us a huge amount of flexibility. It lets us make hyper-realistic looking games with any kind of action and put them in any setting we choose.

So one of our designers got the idea to have a roulette wheel where the numbers could drop down, shift, flip over and pop back up with different numbers, all of which would happen in an old-fashioned, mechanical looking way.

We were also having ongoing discussions about how to revamp the process of releasing the ball onto the table. And after a few sessions at the drawing board, we had the great idea of including a volcano.

Between the steaming volcano and the mechanical action of the changing numbers, the steampunk theme basically chose itself. Our 3D designers then set to work creating all the mechanical lightbulbs, cogs turning and all these different dials that give the game its character.

A degree of familiarity

Volcano Roulette is obviously a huge departure from what long-time players are used to. The challenge with revamping a classic is ensuring that when you innovate, you retain those elements of the game that the players love. That’s a balance that I believe Real Dealer Studios has managed to achieve.

That brings us to the question of whether online roulette needs a makeover. And the answer is both yes and no. As you can imagine, different players are after different experiences from the games that they play. Some prefer the classics while others want something completely new.

When this table game first moved into the digital space, it started off as a computer animation. It later improved, but still has that animated RNG feel. Later live games came in and have gained their own following. But for existing table game players used to that classic bricks-and-mortar casino feel or just looking for something higher quality, there was nothing out there.

Seeing this, we developed cinematic RNG to deliver a much better online experience, with enhanced audio-visual quality and heightened gameplay compared to other table games you find online. I wouldn’t call this a makeover – it’s getting back to what this game is all about and doing a better job of it in the online environment.

Of course, there are other players who are expecting new twists to the game. The key to catering to these different demands from players is to have an extensive portfolio that spans multiple themes and includes a range of features. Some might be done in classic style and include a dealer, others might be automatic and have multipliers.

Attracting new audiences

Where a full-fledged makeover becomes useful is when you’re trying to cross-sell table games to the larger pools of players coming from sportsbook and slots. The challenge here, however, is that each of these two demographics requires a completely unique approach.

To reach sports bettors, for example, we have created games that tie into real-world sporting events. Just last year, we had Hockey Fever Roulette which was launched for the Ice Hockey World Championship in May. The game was set in a man cave loaded with fan memorabilia and had rock music playing in the background. It was everything you would want in a hockey-themed game.

That was then followed by Rugby Fever Roulette, which was launched ahead of the Rugby World Cup. We wanted to make this game more personalised for each player, so we built a feature where players could choose between dealers and switch the visuals and thematics to match their favourite team.

Obviously, attracting new audiences was a major focus for these two games. But creating sports-themed titles also provided our operator partners with an opportunity to work our games into their event promotions. So, it had marketing benefits too.

Engaging with slots players is a completely different ballgame, however. Traditionally, there isn’t much cross-over between slots and table games. We therefore had to find a common ground between the two verticals. This is where slots-type features like multipliers, collect features and unique designs came into play. Cinematic RNG has really helped us here, letting us create some fantastic mechanics and immersive designs catering to the slots crowd.

Recently we took an even bolder step into the slots realm by partnering with the producers of an enormously popular slots title, 9 Masks of Fire. Our roulette version of the legendary game became an instant hit.

As 2024 progresses, we have plenty more titles in the pipeline which we are confident will offer a new spin on the classics and continue to drive engagement with players. Stay tuned!

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Industry News

Cheltenham and Grand National 2025 start now

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Cheltenham and Grand National 2025 start now
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The madness of Cheltenham and Grand National has been and gone. Congratulations on surviving; you’ve made it through and live to fight another day. So, what’s top of the agenda for today? Preparation for the 2025 edition’s of the Cheltenham Festival and the Grand National, of course!

Here are the six key planning and strategy points to consider in order to give yourself the best possible chance of success next spring.

The work begins now

Yes, Cheltenham 2025 is a long time away. But everything is fresh in your mind as of this moment. Many of the changes you may end up acting on could take a long time to execute, and there’s undoubtedly going to be countless foreseen and unforeseen priorities between now and the end of the year. Start now whilst 2024 performance is fresh in your mind and fresh within the wider business psyche. Keep the festival mindset running for as long as possible to maintain momentum and get flying out the stalls.

Involve all parts of the business

This is not just an exercise for the IT department. Every relevant stakeholder from around the business should be represented. What were customers saying to Customer Services? How did Trading cope when their bet tickers slowed down? What offers and promotions did Marketing take note of that they would like to offer next time? Bring in stakeholders from all business arms to create a holistic view of where the opportunities lie and what challenges need to be overcome.

Look at the data

Get hold of all of your performance metrics from every component of your systems and take the time to do a deep-dive analysis on those numbers. If you haven’t got all the metrics that you’d like to have to hand? Well, there’s your starting point for the list of ‘things to fix immediately’.

Be honest with yourselves

Getting business involvement, analysing all the data, and prompt planning is all well and good. But if you’re not going to be brutally honest with yourselves as an organisation, it may be all for nothing. Yes, it’s important to acknowledge everyone’s hard work and remember all the things that you did right. But you also have to be your own harshest critics about what didn’t go so well and what could be improved on. There’s really no point in doing all this if you’re not going to seriously challenge yourselves to do better.

Next year won’t be the same as this year

You’re going to be delivering a various new features and functionalities, as well as making many changes to your internal systems over the next twelve months. So the technical landscape that 2025’s Cheltenham Festival and Grand National inhabited will be very different to the one just gone. How will that fancy new bet builder widget in development hold up under the unique stresses of Grand National day? What will your new AI recommendations engine do when everyone’s betting on just one event? You don’t need to answer these questions right now, and it’s highly likely that you won’t be able to answer all of these questions now. But you need to bake in consideration of Cheltenham and Grand National to your non-functional requirements for every change you make in the coming months.

Get a high-level plan diarised

You need to start now but you can’t finish now. This is something you’re going to need to come back to periodically until those Cheltenham gates open. It’s a simple but powerful scheduling task: put the key staging posts in relevant team’s diaries now. You don’t want wake up in a cold sweat one morning in January realising that you’re two months out from the Greatest Show on Turf and haven’t made notable progress on the fixes required from this year’s festivals.

 

By: Graham Cassell, Partner at Circle Squared

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