Acting as an alternative way of providing users with captivating gameplay, in the first of a two-part special CasinoBeats spoke with Michael Tadross, Director of Account Management at Playson, Marcin Trafiałek, Promo Tools Specialist at Wazdan, Adam Wilson, CEO at Splash Tech, and Katarzyna Pysz, Head of Gamification at 3 Oaks Gaming, to find out how have suppliers worked to diversify their offering and create new ways for slot enthusiasts to consume their favourite titles. 

CasinoBeats: With the adoption of promotional tools becoming a norm across the industry for suppliers, how have you worked to diversify your offering?

Michael Tadross: We offer one of the industry’s most diverse promotional tool suites, with five distinct features driven by seven separate mechanics. This variety allows us to deliver a wide range of engaging promotional formats across different player preferences.

To ensure compliance across the 20+ regulated markets we operate in, we have developed functionality that aligns with local rules, including opt-in/out options, automated age filtering, and fixed spins during promotions.

Innovation is at the heart of our approach and we constantly develop fun and diverse tools. One of our latest promo tools, Reel of Fortune, highlights our commitment to rewarding and entertaining tools, offering loyalty rewards and a coins collection system that keeps players engaged for longer.

While we are always striving to set trends in the industry, with exciting future releases, we also continue to enhance our classic promotional tools, such as the jackpot games. 

Marcin Trafiałek: The key to standing out in a landscape where promotional tools are the standard lies in simplicity and efficiency at every stage of collaboration – negotiation, configuration, and execution. At Wazdan, we’ve engineered our tools to be user-friendly, ensuring seamless integration for operators while delivering captivating experiences for players. Ease of use is our hallmark, ensuring smooth cooperation and measurable gains for all.

Adam Wilson: As a supplier, it’s vital to stay abreast of industry trends and to meet the requirements of operators when it comes to player acquisition, retention and cross-sell.

At Splash Tech, we have invested heavily in creating mini-games that allow players to earn free spins on specific slot titles, and more recently to provide a vehicle to promote in-house exclusive games that help differentiate an offering from the competition.

These mini-games provide a risk-free way for operators to promote their games, and for players to receive rewards that enable them to test out unfamiliar titles. It’s about educating players and providing them with an incentive to try games they otherwise might scroll past.

Katarzyna Pysz: Promotional tools have become a standard feature, not only in the igaming industry but across almost every sector. From earning loyalty points at the supermarket to receiving discount codes from online retailers, consumers are constantly being incentivised to return.

The challenge lies in standing out. At 3 Oaks Gaming, we combine entertainment, surprise, and compelling design to create personalised, engaging promotional tools. By merging tradition with innovation, we draw inspiration from land-based casinos, lotteries, as well as modern PC games to develop intricate reward systems that resonate with players.

For instance, we developed Flip to Win cards, which mimic the beloved scratch cards found in the lottery sector. This tool rewards players after they uncover three matching cards as they progress through the game.

It’s a versatile feature, enabling operators to tailor the frequency and type of rewards to meet different player preferences. For those seeking complex challenges and larger prizes, our Tournament Series offers multi-stage competitions where players qualify for a main event. 

CB: How do your specific promotional tools work to strengthen player acquisition and retention?

MT (Wazdan): Our Jackpot Rain tool is designed to keep players continuously engaged by offering a high volume of attainable rewards. This creates a tangible sense of achievement, making every win feel within reach.

Meanwhile, Mystery Drop empowers players with freedom of choice, allowing them to influence the outcome and rewards, heightening both engagement and satisfaction. Together, these tools transform engagement into loyalty and spins into wins.

AW: The most successful mini-games can be used as either acquisition or retention aids, and often both concurrently. With dynamic segmentation, gameplay can be adapted to a player’s placement in an onboarding journey; new players will see more enticing rewards encouraging them to cross the deposit line.

Existing players will see gamified reward journeys where they are encouraged and rewarded for return gameplay. All rewards are tailored to a player’s LTV, ensuring the right rewards are presented to the right user in real-time. In providing players with relevant, timely games that entertain and engage, suppliers of promotional tools can ultimately have a positive impact on the operator’s bottom line.  

KP: When it comes to player acquisition, free bet offers remain highly effective, and we’ve expanded on this with a variety of options. We understand that players want to feel respected and in control, which is why we offer flexible free bets that allow them to adjust stake levels.

We don’t believe in offering the lowest bet levels, as some competitors do; if you’re offering a premium experience, you should treat your players accordingly. To put it simply: if you went to buy a Mercedes and were offered a Fiat, you wouldn’t be impressed.

For retention, we focus on immersive, long-term engagement through tools like Lucky Drop, blending multiple rewards to keep players motivated. With numerous winners and cash prizes, bet multipliers encourage higher wagers with proportionally bigger rewards.

Additionally, our Tournament Series consists of multiple tournaments qualifying for a grand event, rewarding players throughout. This structure encourages repeat participation and fosters achievement as players climb the leaderboard, keeping them engaged longer.

MT (Playson): Our promotional tools strengthen player acquisition and retention in multiple ways by offering a diverse range of engaging and rewarding experiences. For player acquisition, tools like free spins allow operators to offer free gameplay based on various qualification criteria, enticing new players to try our top slots. This tool also serves as a powerful retention and reactivation mechanism, keeping players engaged over time.

Additionally, tools like Reel of Fortune, Tournaments, Cash Blast, and Short Races enhance player experience by offering additional cash prizes, competitive gameplay, and the chance to win on top of organic wins. These features appeal to a broad spectrum of players, from high-value VIPs to casual players, boosting both acquisition and retention.

Our network-wide promotions further amplify these efforts by offering massive prize pools, providing fresh incentives and ensuring players remain engaged with exciting, high-reward opportunities. The 15-minute setup time for these tools, with no integration needed, also allows operators to quickly adapt to player needs and market trends.

The post Roundtable: the evolution of promotional tools appeared first on CasinoBeats.

In the concluding part of a CasinoBeats special, Adam Wilson, CEO at Splash Tech, Katarzyna Pysz, Head of Gamification at 3 Oaks Gaming, Michael Tadross, Director of Account Management at Playson, and Marcin Trafiałek, Promo Tools Specialist at Wazdan, continue the conversation.

CasinoBeats: What metrics do operators and providers use to measure the success of promotional tools?

Adam Wilson: Every operator will have their own KPIs to measure success. These might concern player deposits and bets placed, comparing periods pre and post-promotion, whereas for suppliers they might be more closely associated with player numbers and overall revenues.

By closely monitoring KPIs, the effectiveness of a particular promotional tool can be carefully measured and lessons can be taken that inform future campaigns. It’s also crucial to look at how promotional tools are performing in real-time, with business intelligence tracking and analysing performance.  

Katarzyna Pysz: The success of promotional tools is measured through several key metrics. Player acquisition is the primary indicator—does the promotion attract players to our games over competitors’?

We then assess session length, ensuring players stay engaged longer during the promotion. Gamification plays a key role here, using features that entertain and motivate players to collect points or progress through stages.

Another important metric is betting activity. Higher qualifying bets set up for promotion require players to increase their wagers to be qualified for promotional prizes. Uplift in wagers is a desired outcome as well. For Chief Product Officers, metrics such as uplift in number of active players, new player acquisition, and longer gaming sessions reflect the overall effectiveness and player experience.

Tailoring metrics to the audience is crucial when presenting results. For commercial teams, metrics like gross gaming revenue and return on investment are critical, as they highlight financial impacts. 

Finally, user feedback is essential for refining our promotional tools. Insights from players help us iterate on features to ensure they remain aligned with industry trends and player expectations, maintaining long-term engagement and satisfaction.

Michael Tadross: The success of promotional tools can be measured using various key metrics, depending on the specific goals of each promotion. From the provider’s perspective, the most important KPIs are bets, unique participants, and GGR.

Operators might focus on deposits, especially for promotions targeting player spend. Comparing metrics such as bets and deposits before and during the promotion, or with the same period last month, offers valuable insights into its success.

Additionally, operators can analyse participant activity against non-participant behaviour to gauge effectiveness. Another common metric used across both sides is the number of rounds, as an increase in bets typically indicates a successful promotion, regardless of whether it comes from more players, higher individual bets, or longer gaming sessions. Tracking these KPIs ensures operators can assess the impact and optimise future promotions for better results.

Marcin Trafiałek: As a provider, we focus on key metrics such as player engagement levels, session duration, and reward appeal, all benchmarked against a variety of KPIs. These data points allow us to evaluate player behavior and optimise promotional tools to maximize growth and retention. With Wazdan, every metric translates into actionable insights and measurable success.

With 2025 just around the corner, how do you see promotional tools continuing to evolve?

KP: The future of promotional tools is exciting, with endless opportunities for innovation and personalisation. One key area is social interaction, enabling players to chat and share progress, much like in land-based casinos, fostering community and excitement.

Customisation is another exciting avenue. Imagine players creating personalised avatars, similar to the Tamagotchi craze in the 90’s, which they nurture and develop through in-game achievements. These avatars could unlock new features, deepening players’ emotional connection to the game.

Looking further ahead, augmented reality offers thrilling possibilities. Picture a fortune wheel “jumping” out of the screen into a player’s living room, where they can spin it in real time to win prizes. With technology advancing rapidly, these ideas are within reach, promising a future where promotional tools are immersive, interactive, and truly memorable.

MT (Playson): With the intense level of competition in the RNG product segment, promotional tools look set to evolve at an increasing rate. While high-quality game content remains crucial, promotional tools will play an increasingly vital role in enhancing player interaction with games in a seamless, engaging, and rewarding manner. This evolution will benefit both operators and providers, with more innovative tools expected to emerge as providers strive to revolutionise player engagement.

Looking ahead, it is clear that a single, game-changing idea could disrupt the industry. As we’ve seen in recent years, one well-executed concept can revolutionise the market and introduce new, high-quality competitors. The next big promotional tool may already be in development, waiting for the right moment to redefine how players engage with games and operators maximise player loyalty.

MT (Wazdan): Big surprises are on the horizon. We’re preparing innovations that will redefine player engagement and operator success. With personalisation, gamification, and advanced technology leading the way, the future of promotional tools promises to deliver gains for everyone involved. Stay tuned – there’s more to come.

AW: Promotional tools cannot and should not be a one-size-fits-all solution. To be effective, tools must be personalised to a user’s preferences and their value.

This can include ad hoc promotions to specific players, but the key is to make sure players receive enticing promotions. With so many variables across player preferences, having an engine that can be both cohort and player-specific is mandatory.

Competition for the attention of players will continue to be intense in 2025 and operators cannot afford to neglect tools that engage in a highly targeted, relevant way.

The post Endless opportunities for innovation: the future of promo tools appeared first on CasinoBeats.

Tatiana García Barrenechea, Commercial Director for LatAm at Light & Wonder, Thomas Smallwood, Chief Commercial Officer at ESA Gaming, Izabela Słodkowska-Popiel, Head of Account Management for North America and Latin America at Wazdan, Helena do Couto, Regional Legal Officer LatAm at Eeze, Alvaro Camargo, Country Manager Brazil at Xtremepush, and Thiago Calmon, Online Sales Manager at R. Franco Digital, conclude the latest CasinoBeats roundtable by addressing critical factors to consider to achieve success and issuing a vision as to what the market could ultimately look like.

CasinoBeats: What are the key factors operators need to consider when putting together a profitable offering that appeals to players and bettors and how important is localisation?

Tatiana García: Without a casino-floor heritage, Brazil requires a bespoke approach to content, and it will be intriguing to discover early trends that emerge once the regulated market goes live.

We believe certain game types will appeal to a large segment of players in the country, with crash games being one in particular. They offer quick-fire, unpredictable entertainment that is engaging while also simple to understand for those players who are not acquainted with feature-rich slot experiences.

Our analysis also suggests that video bingo games will be a big hit for operators, along with three-reel slots that are accessible and engaging. 

Thomas Smallwood: Selecting the right local partners is crucial. We pride ourselves on offering our game aggregator system as a localised product, not only in terms the game suppliers we offer but also the experience we can add.

Having relevant themes and popular game types, such as our mine games, which have proved very popular in the past in Brazil can make a significant difference. 

Player loyalty will also be essential in a market where tax impacts operators, suppliers, and players alike. Those operators who adopt innovative cross-selling techniques, like our EasySwipe games accessible through our sportsbook widget, can gain an edge by driving conversion from sports to casino without cannibalising existing revenue streams.

Izabela Słodkowska: To develop a profitable offering in Latin American markets, operators must prioritise player demographics and preferences, tailoring content and promotions for each specific region.

Localisation is essential: adapting to diverse regulations, preferred payment methods, and responsible gaming standards helps foster trust among players. A strong, region-specific approach not only enhances credibility but also boosts long-term growth potential across Latin America.

Helena do Couto: Beyond gathering data from current player behaviour, it’s essential for operators to present themselves to potential players in ways that captivate, connect and build trust.

When comparing Brazil to Europe, its territory covers an area roughly 80% the size of the entire continent. So, although Brazil is just one country, it is crucial for operators to explore the cultural diversity of each region. This approach helps players feel recognised and connected to the operator. 

The Brazilian tendency to bargain for discounts and love of giveaways translates into a market preference for bonus offers. Connection can also be enhanced by integrating the operator’s brand into elements already familiar to players.

Trust will be built on a license to operate in Brazil, clear games rule, and efficient customer service, given the country’s strong consumer protection system. And of course, a portfolio featuring the most popular games among Brazilians, with a dash of new releases.

Alvaro Camargo: This is a good question. While entering the market with a set of services and products that have been successful in other markets is a reasonable strategy, it is also vital to remember that you are dealing with a very specific audience.

You need to understand your customer and the ways that things are run in Brazil. There are local habits and cultural differences that have a big impact on the way customers relate to brands and operators. 

It is also important to understand that Brazilians are impulsive, emotional customers. Well-structured support teams and service levels are required to allow players to make quick deposits, interact and offer real time incentives in a dynamic way, constantly keeping them engaged.

Brazil is also a very visual culture, too. By packaging services attractively, this will help to keep players within an ecosystem.

Thiago Calmon: To succeed in the competitive gaming and betting industry, operators must prioritise a seamless user experience. This involves optimising both website and app interfaces to ensure intuitive navigation and accessibility for all players.

Coupled with this is the importance of offering flexible payment options tailored to local preferences. By accommodating various payment methods that resonate with regional habits, operators can enhance user convenience and build greater trust among their clients.

Localisation within content is also essential; understanding local interests, such as favoured sports and cultural nuances, enables operators to engage effectively with their target audience. Additionally, emphasising responsible gaming practices is crucial in establishing a trustworthy brand.

By promoting a safe and responsible gambling environment, operators not only foster player loyalty but also contribute to the integrity and sustainability of the industry as a whole.

CB: Finally, amid reports that Brazil won’t be quite as lucrative for operators as was first predicted, what is your ideal vision for the future of the regulated market in the country?

TS: My ideal vision for Brazil’s regulated igaming market is one that strikes a sustainable balance for all stakeholders—operators, suppliers, players, and the regulator. For regulators, this shouldn’t just be about blocking unauthorised sites; they also need to create an environment where regulated operators can flourish.

Such an approach would benefit players, maintain industry integrity, and ensure long-term growth. A balanced ecosystem, where regulation doesn’t stifle opportunity, would make Brazil a leading example in LatAm and beyond.

It can also lead to Brazil becoming a hub for companies looking to establish a corporate presence to target the wider LatAm region and to lessen the impact of withholding tax.

IS: The ideal future for Brazil’s regulated market would strive for a balance between fair profitability and sustainable growth.

This includes streamlined licensing processes, moderate tax rates, and flexible payment solutions. Such an environment would encourage investment, enhance market competitiveness, and serve as a benchmark for regulatory practices in Latin America, fostering trust and promoting growth across the region.

HdC: It depends on what was previously forecast as profitable. There is, of course, a difference between the period prior to the regulation and the one that will begin on January 1, 2025, but Brazil will continue to be a major force in the betting sector.

As for my ideal vision, I imagine an industry recognised by everyone for what it is: a form of entertainment. People will understand that regulation – not prohibition – is the best path.

Regulations will be consolidated, discussions about interpreting the rules will be minimised to almost zero, data published by institutions and the media will be accurate, and we’ll be able to focus all our energy on improving the product and player experience.

AC: We have a unique tax structure, so that presents a challenge to companies entering the market. The government has proposed a lot of questions that will affect profitability, but there has to be an understanding that it’s all about scalability.

In the pre-regulated market you had small, profitable operations that did not spend much on marketing and instead went down the route of affiliation. With the new structure in place, the margins that were in play no longer are and that means businesses will need to go big. Otherwise, it will be very difficult to become profitable. 

This is where customer engagement also becomes invaluable, interacting with existing players in the right way. If operators gain highly relevant data about their customers and leverage that effectively, connecting with them effectively at the right times, this can help to extract so much value compared to chasing new players.

TC: In the gambling industry, it’s crucial to understand that although initial profits may not meet expectations, a well-regulated market can bring significant long-term benefits. Establishing a transparent environment protects players and encourages fair competition among operators.

Clear regulations enhance trust, promoting responsible gambling practices and instilling confidence in stakeholders. This transparency attracts investment, as stability and integrity are appealing to investors.

For Brazil, creating a reliable market not only benefits local operators but also enhances its global competitiveness. Supporting innovation through strong regulations will ensure the industry meets consumer expectations while respecting ethical standards, contributing to long-term sustainability and growth in Brazil’s gambling landscape.

TG: Brazil is the biggest country in Latin America and with a population of 250 million people, the potential for our industry to flourish is substantial. It is really important that within the regulated market, players are presented with the widest possible range of content that appeals to every segment.

This will help channelisation efforts, enabling Brazilian operators to deliver entertainment that is fun, wide-ranging and above all, safe and secure. I am optimistic this will be the case once regulations kick into effect early next year.

It’s a very exciting time and we look forward to continuing to work with operators, alongside our commercial and games teams, to ensure that this is a very successful market for Light & Wonder.  

The post What does a perfect Brazilian market comprise? appeared first on CasinoBeats.

In the first of a two-part special, CasinoBeats spoke to Alvaro Camargo, Country Manager Brazil at Xtremepush, Thiago Calmon, Online Sales Manager at R. Franco Digital, Tatiana García Barrenechea, Commercial Director for LatAm at Light & Wonder, Thomas Smallwood, Chief Commercial Officer at ESA Gaming, Izabela Słodkowska-Popiel, Head of Account Management for North America and Latin America at Wazdan, and Helena do Couto, Regional Legal Officer LatAm at Eeze, about the current standing within the country, as well as how critical it is for the continent as a whole that Brazil becomes a raging success.

CasinoBeats: How optimistic are you about the current state of play in the regulated gambling industry in Brazil?

Alvaro Camargo: We are very excited, because we have seen the regulators have understood what is at stake. Many companies were concerned about whether the regulations being put in place would be attractive, but there has been a significant movement in terms of applications for Brazilian licenses.

There are also many foreign suppliers and operators looking to make a big play in the market, bringing with them major investment and top-level industry expertise. All of this contributes to the raising of the quality within the market, in terms of services, the professional teams involved and ultimately, the customer experience.

Thiago Calmon: I hold an optimistic view on the Brazilian market’s future. There is significant potential for growth, driven by rising interest from both local and international operators. With the regulatory framework launching early next year, a foundation is beginning to form, which is a positive step towards market maturation.

However, it is important to acknowledge that specific challenges must be addressed to facilitate the market’s full development. These hurdles will need strategic navigation to unlock the full advantages of this burgeoning landscape.

Tatiana García: The region’s biggest country embracing regulation is a highly significant event not only in LatAm, but across the entire world of online gaming. The number of licence applications that have been submitted ahead of the market’s launch at the start of next year shows that there is a strong appetite to become actively involved in what is an exciting opportunity.

I expect a wide range of industry stakeholders will want to be heavily involved very early on, including Light & Wonder, supplying the market with the content and services that will help to create a highly entertaining, safe gaming environment.

Thomas Smallwood: I’m cautiously optimistic about Brazil’s regulated gambling market. It’s a promising yet complex space with strong potential. We’ve seen significant growth in recent years, although this has slowed somewhat as regulation approaches. However, in general, it bodes well for content providers as it signals a maturing market.

If the regulatory rollout is smooth and taxation does not stifle the industry, we could see sustained growth and continue attracting international operators and developers keen to tap into this lucrative market.

That said, challenges do remain, such as multiple layers of taxation and uncertainty around how various costs will be shared between operators and suppliers, not to mention the current time constraints around regulation by January 1 this may be delayed in the near future.

Izabela Słodkowska: The outlook for Brazil’s regulated gambling industry is highly optimistic. Recent regulations for online betting and casino games are expected to drive significant growth, potentially reaching a $3b market by 2027.

Although the regulatory landscape poses operational challenges, Brazil’s framework is aligned with the growing trend of responsible gambling in Latin America, making it a promising opportunity for operators looking to invest. 

Helena do Couto: I would say I’m a realistic optimist. Regulation has been necessary for years, and today, we have it in a comprehensive format. However, it is new, and the administrative authority responsible is also new.

While it is certainly composed of competent people, it is still in its first year of operation. We also have some conflicts between state and federal jurisdictions as operators and the entire chain involved are adapting to the rules and conducting tests. 

In other words, we have the theory – the legislation and ordinances – ready. Now, we’re creating practical experience from this theory, adapting operations that previously followed other regulations, such as those from Curaçao. So, the current state is one of intensive learning, but I am certain that this somewhat turbulent adaptation period we’re experiencing has its days numbered.

CB: How vital is it for the continued growth of regulation in Latin American markets for Brazil to be a success story?

TC: Brazil’s success is of paramount importance within the context of Latin America’s regulatory landscape. As the largest market in the region, Brazil has the potential to set a benchmark for other countries to follow. If Brazil can develop an effective regulatory framework, it could pave the way for similar strategies across Latin America.

This would not only drive growth and attract investment, but also contribute to creating a more cohesive and unified regional market. Thus, in my opinion, Brazil’s regulatory journey is essential for fostering a stable and favourable business environment that benefits the entire region.

TG: Brazil is undoubtedly a very important country and its impact after launch will inevitably have a ripple effect across other countries considering putting regulations in place. The balance of a thriving, competitive market with all-important protections for players is one that we believe can act as a model for others to follow. 

At the same time, what operators need to offer players to thrive does not necessarily translate easily across the region. Brazil has not had legal land-based casinos in place in most people’s lifetimes, meaning it is slightly different to many other existing regulated markets across LatAm from a player and content perspective.

We have seen that Argentina, with its land-based casino heritage, has become a success in several regulated regions despite challenging economic circumstances. It is a similar story in Mexico, where that casino heritage has helped our popular, recognisable omnichannel franchises to perform well.  

TS: Brazil is in a prime position to become Latin America’s gambling hub, offering ample opportunities for both domestic and international stakeholders. As the largest economy in the region, with a population exceeding 200 million and a deep-rooted sports culture, Brazil could set a strong precedent for other markets in the region.

Success will depend on a model that balances operator and supplier profitability with robust player protections, making regulated markets more attractive across LatAm. If tax burdens, for instance on player winnings and gaming companies, are carefully managed, the country could become an exemplary case for sustainable growth.

IS: Brazil’s success in establishing a regulated gambling market is critical for the broader regulatory progress in Latin America. It sets a vital precedent for market stability, revenue generation, and responsible gaming practices across the region.

As one of the largest potential markets, Brazil’s effective regulatory framework could encourage neighbouring countries to adopt similar measures, enhancing Latin America’s appeal to international operators and investors.

HdC: Brazil plays a central role in Latin America, and this influence extends beyond the igaming industry. Brazil borders nearly every country in South America, spans continental dimensions, and is the largest economy in LatAm. It acts as the main driver of investment, innovation, and serves as a strategic hub for market expansion and regulatory developments in emerging areas.

Brazil’s success – which is already underway – will inspire other countries on the continent who have not yet regulated the sector to do so and will draw the attention of both local and global investors to a region with clear potential for investment and growth.

AC: While we already have regulated markets across LatAm, the relevance of Brazil in the region cannot be overstated. Once a market of this size goes through the process of creating and rolling out a regulatory model, implementing its policies successfully, it speaks to what is possible for neighbouring countries.

Thanks to strong policies and a layer of built-in protection for the supplier, operator, service provider and customer, Brazil presents a positive outcome that can certainly be emulated elsewhere.

The post Roundtable: is a Brazil success story critical for the whole of Latin America? appeared first on CasinoBeats.

One of the first to take the step in the igaming industry, BetGames embarked on its trial of the much-vaunted working format in September 2024. CEO Andreas Koerberl and Head of HR Lina Pasiskevice share their thoughts on the success of the experiment, and offer their insight into how it has impacted the day-to-day operation.

CasinoBeats: What key trends push more companies, especially in igaming, to explore this model?

Andreas Koerberl: We consider ourselves somewhat of an underdog in a hyper-competitive environment, and since the COVID-19 pandemic our workforce has become global. A four-day workweek is an interesting experiment for us to become more attractive as an employer, by providing an invaluable incentive to our people.

Igaming still has a stigma, and just throwing more cash at people isn’t sustainable in the long run. The market for senior staff is still hot and developing areas like AI receive much of the available attention and investment, hence we as an igaming industry need to innovate in the field of HR first.

CB: What productivity trends have emerged since BetGames adopted the four-day workweek? How do you measure success in terms of both business outcomes and overall employee performance?

AK: We reached the halfway point of the pilot at the end of September, and we have measured over 30 KPIs across employee satisfaction and belonging, productivity (accounting for 14 on its own), mental health and motivation, partner satisfaction, employee retention and employer branding attractiveness. 

It is still early days, and we must consider that July and August, two out of three months, were the peak vacation season. The big news is that, so far, we haven’t recorded a decline in most productivity KPIs – some teams thrive, some struggle and overall performance seems to have maintained itself at the levels we experienced before the trial. However, Q4 is always the busiest period of the year, so this will be the ultimate measure.

What we have seen is an improvement in cross-team alignment based on the qualitative KPIs (measured through interviews) we track – something that comes intuitively with having people back in the office.

CB: What lessons have you learned so far, and what advice would you give based on BetGames’ experience with the pilot?

AK: The beauty of social science is that the correct answer always is ‘it depends!’ Every company needs to acknowledge its position in the market – we are an underdog, and that isn’t necessarily a bad thing as it forces you to reinvent yourself periodically. 

The office-based four-day workweek may not work for every igaming organisation, but the advice I would give is simple: understand what makes a positive difference for your people. In our example, I briefed the leadership team on three major aspects: 

1. Fair compensation – meaning a competitive salary that we benchmark frequently with agencies.
2. Meaningful benefits – which in our case is a top-notch private health insurance for everyone and the four-day workweek. 
3. Don’t tell them how to do their job!

In my 18 years working in the software business, I’ve never met a mid-level or senior person who stuck with a company because of great parties and free pizza. Of course, we celebrate and offer other benefits when commercial performance allows for it, but these are add-ons and won’t prevent attrition if numbers one and two are missing. 

Long story short, make sure whatever you do is meaningful to your people. You don’t need 20 benefits. Do less, but make sure it’s done properly.

CB: What steps has the HR team taken to ensure smooth transitions and maintain a positive work environment during this pilot?

Lina Pasiskevice: We actively involved our employees from the very beginning to ensure a smooth transition into the four-day workweek pilot. We collected input regarding office reshaping, workspace equipment, and office maintenance to create a comfortable and productive environment. Relaxation zones were also implemented to support employees during longer workdays. 

Additionally, we introduced perks such as gym memberships, team-building budgets, an employee recognition programme, and a play zone in the office, which all contribute to fostering a positive work-life balance. To address potential challenges like stress or scheduling conflicts, we continuously track employee satisfaction through surveys and promptly act on any feedback to ensure a smooth process.

CB: Have there been any specific feedback or trends from employees that stand out?

LP – It’s still early in the pilot project to draw definitive conclusions, as the start coincided with the summer vacation period when many employees were out of the office. So far, we haven’t observed any major shifts in team morale or well-being, from the feedback we’ve received. 

However, from what we’ve heard so far, employees are enjoying the additional free day, using it to pursue personal hobbies, recharge, or take advantage of longer weekends for getaways. The feedback has been constructive, and we anticipate a clearer picture as more employees return from vacation and settle into the new routine.

CB: Has the feedback from employees led to any changes or improvements in how the four-day week is structured?

LP – At this stage of the pilot, one of the key insights is the importance of regularly engaging employees and addressing their needs in real time. By sending out bi-monthly surveys, we have been able to stay in tune with employee satisfaction and quickly adapt where needed. 

Although we haven’t made significant structural changes yet due to the timing of the project, we expect to gain more valuable insights as the second half of the project progresses, allowing us to make further refinements if necessary based on our analysis.

The post BetGames: assessing the viability of a four-day work within igaming appeared first on CasinoBeats.

James Elliott, Director of Legal at LeoVegas Group, shared his personal experience with the audience at the Payment Expert Summit in Lisbon, describing the steps he had to take to verify his identity in order to attend the recent event in Portugal.

Elliott wasn’t simply venting about the process – he was one of three speakers discussing the upcoming digital ID framework in the European Union (EU). This framework is designed to address exactly the kinds of issues Elliott experienced, introducing a digital wallet that aims to give all EU citizens access to a secure, unified digital ID by 2030.

This digital wallet will allow individuals to seamlessly verify their identity and obtain important documents, such as driver’s licences or medical prescriptions via a singular platform. The EU’s vision is to create a system where users have control over their ID and personal data, allowing different levels of access depending on the service or interaction.

However, the question posed to Elliott, Charlotta Shelbourg, Director of Product at Kindred and Peter Murray, Director of Strategy for Betting and Gaming at Mitek Systems, was questioned whether this framework presents a significant opportunity for operators in the gaming industry.

Since the framework is identity-based, it is expected to help operators streamline the onboarding process, which has long been time-consuming. Murray noted that this process hasn’t evolved significantly, even with the advancements in technology, but maintains that this framework could be a “fundamental game changer”. 

The panel stated that the benefits of this framework extend beyond operators, as most importantly, it will benefit consumers. This is crucial, as widespread adoption hinges on consumer acceptance, a topic the speakers addressed later in the discussion.

For consumers, the digital ID framework promises significant benefits by granting them enhanced control over their personal data. Individuals will have the power to determine what information is shared, with whom and when, ensuring that their privacy is safeguarded. 

This approach not only looks to bolster security by minimising the risks associated with sharing sensitive documents through traditional means, but it also accelerates transactions, making them quicker and more efficient. 

With a unified digital wallet, users can verify their identity across various services and jurisdictions in an instant, eliminating the lengthy processes of the past. Ultimately, this system aims to empower consumers to take charge of their information and take the power from third-party companies.

Trust, security and adoption

However, while this framework sounds promising on paper, there are still concerns and challenges that need to be addressed. One of the most significant worries, especially in light of recent discussions about fraud in the UK, is the risk associated with having all personal data stored in a single wallet.

Elliott said: “I think (digital IDs) are also potentially very vulnerable because if you’re putting all of that info in one place we’ve got to make sure the person providing that has got security because that will be the biggest target for hackers and identity crime.”

The speakers mentioned that, in addition to implementing top-notch security measures, it is crucial to reassure customers about the safety of their data. This reassurance stems from a foundational level of trust – something that is essential between the customer and operator.

Operators have observed that players are often reluctant to share their personal data when placing bets, particularly with the rise of Open Banking. Shelbourg highlighted that this hesitance is partly due to the perception that it feels “intrusive” to provide such extensive information for a small wager.

Shelbourg and Murray discussed that a solution to this problem alongside education will be branding, making sure that your company’s brand is trustworthy and reliable. 

Demographics were also a significant topic of discussion regarding the challenges to adoption. Similar to many emerging technologies, older generations tend to be more cautious about using them, and in some cases, their apprehension is justified. This observation aligns with statistics reported by various industries concerning Open Banking adoption rates.

These rates will vary based on demographics and the influence of other organisations adopting these systems. Shelbourg pointed out that if large state-owned banks and institutions embrace the digital ID framework, the rollout will happen “quite easily.” However, if only gambling companies are involved, it will likely take significantly longer to achieve widespread acceptance.

In addition to improving the onboarding process for operators, the panel discussed several other areas where the digital ID framework could have a positive impact, such as enhancing fraud prevention – particularly regarding bonus abuse – and addressing the contentious issue of cross-border jurisdiction.

Since this framework will be managed by the EU, it presents a unique opportunity for standardisation. This is particularly significant for the gambling industry, which typically faces a landscape of varying rules and regulations across different markets.

However, this technology may open the door to standardisation discussions, which Elliott believes won’t have much influence on the gambling sphere. 

He said: “You rarely get a Spanish player in a Spanish location wanting to go and play on an Italian gaming site”, adding that this also isn’t allowed by many operators.

One significant shift this framework could bring to the gambling industry is the impact on identity companies and third-party providers, such as Murray’s Mitek Systems. These companies may need to consider offering similar solutions, but they’ll be competing against a free option provided by the EU.

“If you’re a current identity provider, you’ve really got to have your eye on this. It might be five years, it might be 10 years, but if you’re doing nothing your business model is fundamentally under threat,” Murray concluded.

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With operators required to sift thousands of games to find what their players desire, game developers are tasked with creating unique ways to push their content to the top of the pile and cement themselves as key figures in the industry. 

This challenge was put under the spotlight at SBC Summit as a panel addressed the current state of the online casino market to analyse the ways that studios are taking revolutionary business approaches to achieve long-term success. 

Moderated by CasinoBeats’ Danny Lee, the panel first questioned why developers are tasked with taking alternative and often challenging business strategies to gain prominence in the industry – as even the audience agreed by show of hands that it’s no mean feat. 

Dan Phillips, CEO at Playnetic, began by talking through the challenges facing new and emerging studios, pointing out that operators themselves are also turning to different strategies for uploading content, such as forming in-house studios. 

“I’m old enough to have seen the cycle of this industry,” he said. “Going from operators that understood their betting business, to using technology companies who could deliver everything else. 

“We’ve been through this cycle where it comes in-house, with operators deciding that they want to build their own games, before turning to out-sourcing again. 

“We have a lot of content suppliers out there, we have a hell of a lot of content out there. It’s about how you differentiate yourself, and how you keep yourself relevant.”

Phillips then referred to the strategies taken by Playnetic, an igaming supplier that burst onto the scene within the last year, to make a name for itself in an overcrowded industry. 

“What we’re trying to do is service operators at different levels, at the same rates, at the same time,” he continued. “We built three game studios to be able to do that, but that’s not necessarily easy for others to do so from the start. 

“To keep yourself relevant, frictionless, to be credible and to listen – there are some really fundamental things that studios need to do, and then you will get through to the operators. If you can show that you are delivering when you say you’re going to deliver, and it’s relevant to the market you want to work in, then I think you can make headway.”

Mia Nyland-Evers, Co-CEO at Omnigame, then jumped into the conversation. Faced with a question on the difficulties being faced by new studios, she emphasised that companies need to place players at the forefront of their practices. 

She commented: “In the end, something is happening now where everyone is forgetting the player. What does the player actually want? There are so many different things [for studios to consider], from aggregators to operators, people to help with marketing, they’re forgetting to actually ask what the player wants. 

“There are more and more game studios, and they come because – like also with our game studio – they come from a passion of wanting to make great games. But when the revenue share that you get from each deal you make is shared out to so many different ends of the rope, it’s so hard to make a business. It’s so hard. 

“When there are so many middle men that need to have something, then it’s a real struggle. What game studios then have to do is make games that are more cheap, and the quality isn’t there. 

“The player doesn’t want that, they want good quality games. Game studios need to be acknowledged more for the hard work they put in so they can make greater games.”

“Show me something innovative, something that is going to revolutionise customer behaviour”

Giorgi Gvenetadze, CCO at Adjarabet

The panel then moved onto analysing the different strategies and techniques that studios are using to push their games to the forefront of the industry, with Giorgi Gvenetadze, CCO at Adjarabet, explaining the approaches that his company appreciates as an operator. 

“We’re approached dozens of times each week, some of them my gaming team will meet and others we have to turn away. How do we filter them? The priorities for us, and I’m sure for the majority of other operators, is innovation within the games and mechanics, as well as the stability in the tech that the product is built on.

“There are plenty of other fish in the sea but not all the fish must look like the best ‘Big Bass Bonanza’ fish. We are receiving offers that say ‘oh my god we are creating a game that looks like your most popular game, but we will give you a better price’, for example. 

“I don’t care about the better price, because my users already play their favourite slot. Show me something new, show me something innovative, something that is going to revolutionise customer behaviour. 

“This is something that we have seen in the industry for the past couple of years. The innovation finally pays off. We see the boom of crash games – that was innovation. We saw the boom of bonus buys – that was innovation.”

Recalling that he himself has been in the seat of an operator before, Phillips was brought back into the conversation to provide a rebuttal for Gvenetadze’s desire for innovation, suggesting that it can be “a big challenge”. 

“I don’t disagree, but to say ‘show me the innovation’ can be a big challenge. It’s a process, because what might be innovation to me in one market may not be [innovation] for your markets. 

“I want to produce five or six good games every month. So you [operators] will know that you’ll get them from me every single month. And then, hopefully, one of those will become a hit. That’s how we’re approaching it, rather than trying to force innovation.”

The next panellist to question whether studios should approach operators with “the next best thing” was Andrew Reader, Partner at Venture Capital Partners LLP, a firm with a wealth of experience in investing in game studios.  

“I think a start-up studio, if they’re trying to differentiate themselves, shouldn’t necessarily come with ‘I’ve got the next best thing that hasn’t been seen’, because that’s very risky. 

“I’ve seen many graveyards of unfortunate studios that have tried that approach straight off-the-bat without the reputation, coming with something that hasn’t been seen before. It’s not impossible, but I wouldn’t be betting on it, or investing in it.”

To provide an alternative approach through experience with new studios gaining success in the oversaturated online casino industry, Reader suggested that unique insights, research and knowledge of narratives and trends can provide great selling points. 

“I think what they need to be doing is coming up with some unique insight into why they think a certain game has been successful. Not the ‘I’ve copied Big Bass Bonanza’ story, but ‘I’ve looked at that game and played it a lot and it’s a narrative that resonates with me and operators’.” 

Reader continued: “Say ‘these are the four or five mechanics or things that I think have done really well with that game, I understand that and I’ve actually incorporated that into this game. It looks and feels completely different, but I think it has all the same ingredients’, I think that’s a much more compelling narrative.”

Although operators are usually looking for new games to add to their platforms to encourage player acquisition and retention, many tier-one brands continue to look for gamification features that can support these metrics, often turning to free-to-play games. 

As these titles also require developers, the panel featured Paul Cobley, Gaming Director at Dizplai, who outlined the difficulties being faced by studios creating such products. 

“It’s the same thing as the innovation with the games, it’s really important, ” he said. “We aim to enhance the entire customer lifecycle. Acquisition, engagement, retention, referrals and revenue. 

“you need to make sure you stand out and make your passion pay out”

Mia Nyland-Evers, Co-CEO at Omnigame

“Not everyone wants all of those things, especially not out of the gate, and even with a client you have different stakeholders that want different objectives. So we need to make sure that you have a product suite that targets those objectives. 

“A second thing is ease of integration. No one has bandwidth anymore, everyone has got a full roadmap. With a free-to-play product that isn’t focused on immediate revenues, we just have to appreciate that we’re not going to be a priority. So we have to be easy to integrate and easy to work with.”

Before the clock ran down and the panel drew to a close, Lee asked the panel what they believe are the most important things to consider when entering the online casino industry and striving for long-term growth and success. 

This led Phillips to encourage “transparency and honesty”, suggesting that studios should “say no and say yes, but make sure that you’re doing everything for the right reasons and for what you got into the industry for”. 

The CEO continued: “You can compromise, but not to the point where you stop being what you are. I do think it’s important to retain that. After that, those deals will come.”

Gvenetadze then echoed Phillips’ sentiment, stating that “transparency is number one”. He then explained that finding the “right balance between innovation and key revenue drivers” is equally important, as well as striving to have “the best management team” to take care of partner relations. 

“The relationship with the client is probably the most important thing for us,” agreed Cobley. “If you haven’t got someone championing your whole concept, then you’re in a lot of trouble. 

“There are a lot of Jerry Maguires wanting you to ‘show me the money’ in gambling so you really need someone on board that is actually thinking about the long-term strategies.”

Nyland-Evers also reiterated Phillips’ point on doing everything for the right reasons, explaining that “really making sure why you’re doing it needs to come through, you need to make sure you stand out and make your passion pay out”.

The post SBC Summit: How can new studios cement themselves in the igaming industry? appeared first on CasinoBeats.

In the concluding edition of a two-part roundtable, Johannes Polbring, Product Owner at Thunderkick, Marcin Trafiałek, Promo Tools Specialist at Wazdan, Kajal Verma, Chief Creative Officer at Push Gaming, Amy Brewis, Account Manager at Realistic Games, Javier Sacristán Franco, International Business Director at R Franco Digital, Ivan Kravchuk, CEO at Evoplay, and Iryna Dragulina, Game Tribe Leader at Playson, continue the conversation.

CasinoBeats: Does a recognisable theme have a better chance of becoming an instant hit, compared to an original concept that might require more time to gain traction?

Johannes Polbring: Games with recognisable themes have an instant head-start due to pre-existing player preferences and established fanbases. For example, our recently released Eager Beavers has a familiar and whimsical animal theme, allowing it to gain instant traction with a certain type of player. It is more difficult for players to align with an unconventional theme, such as Thunderkick’s anarchistic Xterminate. 

However, as highlighted in Xterminate, if these unique themes are coupled with state-of-the-art design and fast-paced, engaging gameplay, they can gain traction and generate a cult following of players who are then more likely to try new genres in the future.

Marcin Trafiałek: A recognisable theme has a better chance in the market due to a larger potential audience it can reach. However, it is still just one component of a product’s success. Basing a game 100% on its theme will never be the key to creating a hit.

A certain large company creating video games about assassins moves its games from setting to setting, introducing very few mechanical changes and maintaining storytelling at a very low level. The player community’s reception to this can vary but is rare.

This example highlights that whether a game has a chance of becoming a hit depends more on who produces it than on the theme itself. And I emphasise chance because the product still has to prove itself in the end.

Kajal Verma: In my opinion there is less risk involved when you rely on a recognisable theme but that is not to say it will be a bigger hit over an original idea. Our most successful games often balance these two elements, using familiarity to pique the interest of players while offering innovative experiences to sustain their gameplay sessions.

For example, Jammin Jars uses a classic fruit theme which draws on familiarity but coupled with disco Jam Jars, we subverted expectations and added an innovative twist. If you get the balance right you can have an instant hit.

Amy Brewis: A recognisable theme often has a better chance of becoming an instant hit because it feels familiar and may remind players of similar games where they’ve enjoyed a positive experience. This familiarity reduces the perceived risk of trying something new and can quickly draw players in. However, while recognisable themes attract players initially, it’s the mechanics present within a title and the user experience that keep them engaged.

An original concept might take longer to gain traction due to unfamiliarity, but it has the potential to stand out and appeal to players seeking something different. Balancing familiar themes with innovative features can help capture both immediate and long-term interest.

Javier Sacristán Franco: While a recognisable theme can boost a game’s visibility, it doesn’t always guarantee an instant hit. Familiar themes may attract an initial audience due to their built-in appeal, but in today’s fast-paced digital world, original concepts can gain traction just as quickly. 

In fact, many players actively seek out novel experiences, and a creative, well-executed game with strong visuals or compelling gameplay can generate significant buzz. So, while a recognisable theme may enhance early sales, the quality, innovation, and marketing of a game are equally crucial to its potential for immediate success.

Ivan Kravchuk: On the surface, recognisable themes might seem more likely to become instant hits, as classic slots with familiar elements still tend to be more popular. New and innovative themes can quickly become hits, sometimes even more so than traditional ones.

However, they also come with a higher risk of failure. So, while recognisable themes might not always go viral, they tend to resonate on a deeper level, offering a better chance for sustained success over time.

Iryna Dragulina: To secure an instant hit, a complex approach to game development is required with theme focus, albeit crucial, still just one element of the creative process. Recognisable themes have the potential to resonate on a broader scale due to catchy elements or recognisable characters and symbols, but if the game lacks win potential and storytelling, it will not captivate its player base.

At Playson, we always ask ourselves what our players will be expecting from the game, how we can create an unforgettable experience for them and how can we gain their trust in the product.    

CB: In a competitive market where certain themes are ubiquitous, what can make a familiar theme feel fresh and appealing to players? 

KV: In a crowded market where certain themes are overly familiar, game designers must find ways to rejuvenate themes while retaining their core appeal. This can be obtained through various methods such as mashing up established genres, combining elements from different familiar themes to create something entirely new. For example, mixing pirate and futuristic sci-fi elements or fusing a detective theme with steampunk aesthetics. These combinations can reinvigorate familiar themes and surprise players.

Additionally evolving the art style used in creating titles aids in updating overall visuals making a familiar theme feel fresh. For instance, shifting from traditional art styles to more stylized, hyper-realistic, or even cartoonish versions of a known theme can breathe new life into the experience.

MT: Mechanics, quality, and trust in the developer. If a player knows they won’t be disappointed, and that their expectations will be met, then the theme itself becomes secondary.

ID: To refresh a familiar theme effectively, introducing subtle changes that pay testament to the original whilst adding new twists is essential. When working with characters that resonate strongly with your player base and themes that have become popular, sequels are an optimum way to retain demand. Experimenting with art styles and graphics can bring fresh perspective without alienating a player base. 

Our upcoming release 3 Pirate Barrells: Hold and Win has been designed meticulously to ensure it is a memorable addition to our renowned ‘3 Pots’ collection. An example of how gameplay has been elevated is through the bonus game where new features have been incorporated to keep players engaged and captivated by unfamiliar experiences posing the potential for high returns.   

AB: In a competitive market where certain themes are common, creativity is key to making a familiar theme feel fresh and appealing. This involves reimagining established aesthetics by adding new elements that captivate players quickly, ensuring that the theme and features work together harmoniously. Enhancing the player’s experience with innovative gameplay mechanics, visual effects, or unique storytelling can revitalise well-known themes.

It’s also important to immerse the player from the start, blending established elements with unexpected twists. By balancing innovation and familiarity, a game can stand out even in a crowded market, offering something comforting yet exciting to players.

CB: Conversely, how can suppliers ensure a game with an unconventional theme attracts players?

JP: Optimised marketing can be pivotal in communicating the narrative of a game with potential players. Social media campaigns are particularly important in reaching the target audience, giving them early access to game information and trailers to build anticipation. 

It goes without saying that gameplay is equally crucial to a game’s success. A player might load up the slot for the theme, but if gameplay is substandard, game sessions are likely to be short. Attracting an individual to a slot is the first step. Gameplay and mechanics must then deliver anticipation and immersion, and it is this experience that will keep them returning for more.

IK: To ensure a game with an unconventional theme attracts players, two key factors come into play. Firstly, the game itself must be straightforward and easy to understand. Secondly, effective presentation is crucial, involving impactful marketing campaigns and promotional tools to capture interest and boost player engagement.

Our internal data shows that tools like tournaments and quests are particularly effective. To sustain player interest and drive engagement, creating just a few promotional tools isn’t sufficient, so our team continually develops new ones. For instance, Evoplay’s recent introduction of the Wheel of Fortune looks promising and is expected to further enhance player participation. By focusing on both game quality and innovative marketing, we aim to maximise player attraction and involvement.

JS: While there’s no guaranteed formula for success, suppliers can significantly increase the chances of an unconventional theme attracting players by taking a strategic approach. The first step is to clearly define the target audience, ensuring the theme aligns with their preferences and interests. From there, A/B testing, player surveys, and behaviour analysis are invaluable tools for gauging audience reactions and refining the game’s appeal.

The post Themes, gameplay & mechanics: where does the key to slots success lie? appeared first on CasinoBeats.

In part-one of our latest roundtable, we spoke to Ivan Kravchuk, CEO at Evoplay, Iryna Dragulina, Game Tribe Leader at Playson, Johannes Polbring, Product Owner at Thunderkick, Marcin Trafiałek, Promo Tools Specialist at Wazdan, Kajal Verma, Chief Creative Officer at Push Gaming, Amy Brewis, Account Manager at Realistic Games, and Javier Sacristán Franco, International Business Director at R Franco Digital, about familiar and distinct themes, what space they fill in the market, and the visual elements that make players gravitate towards a certain game.

CasinoBeats: How crucial is familiarity in game design? Do players prefer slots with recognisable themes or are they more attracted to innovative designs that offer something new? 

Ivan Kravchuk: Recognisable themes and mechanics offer a sense of comfort, especially for the conservative players who make up a large portion of slot fans. That’s why themes like gods, fruits, treasures, and sports continue to dominate, consistently ranking among the top five most popular games in online casinos.

Despite this, innovative game designs are steadily increasing their presence in the igaming landscape. These games tend to attract tech-savvy players or those who are bored with the classics and seeking new twists. For example, in our top games across all regions, classic slots like Hot Triple Sevens often share leading positions in key metrics with instant games like Penalty Shoot-out. Looking ahead, I expect this trend to intensify.

Iryna Dragulina: A combination of the two is vital to ensure strong player retention levels and an ever-growing player base. Whilst familiarity plays an important role in game design, especially for seasoned players who come with predefined expectations, innovation can be effectively implemented without becoming overbearing. 

Instead of bombarding new titles with complex descriptions or isolated game sections, we focus on creating intuitive and accessible products. Supercharged Clovers: Hold and Win and Piggy Power: Hit the Bonus, for example, have been designed with clear brand identity. The two titles pay homage to their predecessors but incorporate a wow factor with alterations to trusted mechanics that resonates with slot enthusiasts.

Johannes Polbring: Familiarity is a major factor when predicting the potential success of a game. Utilising themes that are proven to resonate with the target audience can provide a strong starting point for performance, with familiarity often evoking emotional connections which can encourage engagement with a new slot. Themes related to popular culture, such as games centred around TV shows, movies, and myths, are more likely to draw attention as the brand or genre is already established. 

Familiarity in theme is also often accompanied by similarities in gameplay, reducing the learning curve required for players to understand a title. The steeper the learning curve, the more likely players are to lose interest, resulting in shorter game sessions. However, there is always room for innovation with products, and new ideas can provide respite from overused themes.

Marcin Trafiałek: It’s extremely important for players to be at ease with a game thanks to familiar patterns and overall design. However, I wouldn’t say that the key factor is the theme itself, but rather the gameplay mechanics and interface.

If players feel comfortable in an environment shaped by these two factors, I believe they will adapt to gameplay that introduces further innovations. The main thing is the product’s consistency with the overall brand vision and achieving this through consistent development.

Kajal Verma: Recognisable and familiar themes often create a sense of comfort and nostalgia for the player. Already understanding a game’s thematic elements, they can focus more on gameplay mechanics rather than trying to figure out the context. This can also be said about themes based on popular IPs. Here aesthetics can capitalise on players’ existing emotional connections that they have with previous titles.

While familiarity draws in players, many seek out innovative designs that offer unique experiences. This includes fresh themes, or distinctive art styles. Players who are more experienced or adventurous may gravitate towards games that offer novelty and break away from typical patterns. This can also keep players more interested in playing.

Amy Brewis: Familiarity in game design is crucial because it can attract players by evoking comfort and recognition. Players often prefer slots with recognisable themes, as they know what to expect and are reassured by familiar elements, which can lead to steady engagement and revenue for suppliers.

However, innovative designs offer something new that can captivate players, especially those seeking fresh experiences in a crowded market. While these may take more time to gain traction, they can create unique market positions and attract new audiences. 

Balancing familiarity with innovation is key to appealing to a wide range of players. For example, our latest release, Top Tenner, has a classic gaming theme but with a twist within its features, providing a unique experience through the dynamic Top 10 wins mechanic. Offsetting this new concept and gameplay style is the more understood aesthetics, preventing a barrier to entry for newer players.  

Javier Sacristán Franco: Familiarity in game design plays a critical role. Players often gravitate toward slots with recognisable themes because they evoke a sense of trust, nostalgia, or emotional connection, which can lead to stronger engagement.

Well-known themes, such as those based on popular movies, TV shows, mythology, or iconic slot symbols, help players feel more comfortable and confident when trying a new game. This familiarity can also reduce the learning curve, making it easier for players to understand the mechanics and features of the game without feeling overwhelmed.

However, while familiarity can help attract players initially, it doesn’t guarantee long-term success. Many players are also looking for innovative designs and fresh experiences that break away from the predictable. 

CasinoBeats: Do games with conventional themes appeal to a different demographic than those with more unique design, or is visual appeal a universal draw regardless of theme? 

ID: Separating theme performance from mechanics can be tricky as they often work in tandem to shape the player’s experience. Whilst certain themes may resonate more broadly and perform consistently across different markets, it’s the synergy between theme and mechanics that often captivates players. 

Our data shows themes which typically appeal to a wider audience such as fruit, Egyptian or animal-styled slots, still resonate with those who are a bit more niche with their preferences. This is down to the mechanics which are incorporated blending efficiently with popular themes but also adding an innovative approach to gameplay for those who favour more contemporary features, leading to an inclusive player experience.

JP: If a game looks stunning and performs well, it will undoubtedly have universal appeal. However, there are different attitudes towards game themes and mechanics, largely down to generational quirks. More traditional players will typically gravitate toward familiar themes, such as classic fruits and ancient Egypt, as well as predictable games with fewer paylines and less complex mechanics. 

In contrast, the younger generation of player tends to be more tech-savvy, and as a result, seeks out edgy themes and new mechanics. It is important for a studio to understand its commercial goals and target audience in order to tailor their approach accordingly. 

MT: Certain themes certainly appeal to different groups of players. This is a natural phenomenon commonly occurring. One person may prefer a series set in a fantasy world, while another may favour a science-fiction setting. Ultimately, the most important thing is that both forms deliver the highest possible quality. Only this can dictate a product’s success and meet the full spectrum of market demands.

KV: There will be certain players who will always lean more towards familiar themes, which offer a sense of comfort and are easy to pick up and play. These players value simplicity and recognition over complexity. 

Alternatively, there are players who seek variety and innovation. These players may enjoy immersing themselves in new themes that deviate from traditional designs.

Finally, there will be balanced players who like a mix of both—familiar themes with enough innovation to keep them feeling fresh and engaging.

Whether the game is a traditional theme or a unique one, the key is ensuring that the visuals elements work in sync with the game mechanics. With unique themes you need to work harder to ensure there is high visual appeal and intuitive gameplay, as the player is already thrown into unfamiliar terrain.

AB: Games with conventional themes often attract a broad demographic by using familiar imagery and narratives that many players recognise and feel comfortable with. These themes appeal to those who prefer traditional experiences or are new to gaming and are drawn to established elements.

In contrast, unique designs and innovative themes may attract a niche audience, particularly players seeking fresh and different experiences. While visual appeal is important to all players, the combination of visual appeal with the theme’s familiarity or uniqueness is what truly determines a game’s draw, balancing both elements is key to reaching diverse player groups.

JSR: Absolutely. The theme of a game plays a significant role in attracting different demographics, but it’s not just about the theme itself – it’s also about how that theme is executed. The style, tone, and overall presentation can resonate differently across various player groups.

For example, conventional themes like ancient civilisations, classic fruit slots, or mythology might appeal to more traditional or casual players who are familiar with those motifs. On the other hand, more unique or avant-garde themes, like sci-fi worlds, sweets or fantasy, might attract younger or more adventurous players looking for something novel.

IK: When creating games, we focus on different audiences, considering their cultural and generational preferences. Generally, classic casino games resonate with traditional players, while more innovative games attract a younger audience. However, player preferences are influenced by factors beyond just age or theme, such as market maturity and economic conditions.

For instance, many of Evoplay’s classic and instant games are popular in Latin America, whereas our sports-themed instant games perform well in Europe, where players are traditionally more passionate about slots. With this in mind, at Evoplay, we prioritise quality, attractive design, and simple gameplay – elements that appeal to players of all types, regardless of age or location.

The post Games themes – what do players respond to best, familiarity or differentiation? appeared first on CasinoBeats.

In the concluding part of our latest roundtable, Andrew Booth, Chief Product Officer at Games Global, and David Willis, Head of Product and Content at Gaming Realms, continue the discussion by looking at if such titles enjoy a larger life span than counterparts, as well as looking at IP slots from an audience perspective.

CasinoBeats: What demographic does slots using IP from popular franchises attract the most – new audiences that are fans of the brand or established slot players?

Andrew Booth: Branded slots tend to attract a diverse audience. On one hand, fans of the brand who might not typically play slots are drawn to the game out of loyalty and curiosity. On the other hand, established slot players appreciate the fresh themes and recognisable elements that these branded games offer. This dual appeal helps us expand our player base, bringing new audiences in while providing something novel and exciting for our existing players.

David Willis: Leveraging the power of established IPs is a strategic approach for Gaming Realms and is predominantly used as an acquisition tool to introduce new players and audiences to our games. For instance, fans of iconic franchises like Space Invaders may be drawn to our Slingo iteration simply due to brand recognition, providing an opportunity to engage a wider player base. 

Moreover, by creatively adapting core elements from these classic games into the slot medium, we can offer a unique and compelling experience that both respects the original IP and showcases our innovative titles potentially turning them into long-term fans of our games.

CB: Have you seen proof of IP slots having more longevity than other titles? 

DW: Concrete, data-driven evidence is always valuable. The performance of our IP-inspired titles offers compelling anecdotal support for the improved longevity and appeal of these games. For example, Slingo Davinci Diamonds continues to be a top-performing title in Italy despite its 2022 launch, demonstrating the enduring appeal of well-executed IP integrations. 

Additionally, the sustained popularity of Slingo Gold Cash and Slingo Hot Roll in the US, as well as the global success of Slingo Centurion, underscore the power of IP-driven Slingo games in capturing and retaining player interest long after their initial release.

AB: It’s a great question and comes with two answers. We’ve had some amazing external IP partnerships where we’ve seen great long-term success with partnerships like Lara Croft, Jurassic Park, and Jurassic World. These recognisable IPs are perfect for operators to use for the acquisition of players who recognise and are fans of these brands. 

Adding new partners like UFC into our portfolio will only help us to grow in this space and provide our operators with acquisition opportunities through providing their players with exciting new branded games. 

Our own IP where we have internal franchise games like the Thunderstruck series, Immortal Romance series, 9 Masks series and our progressive brands Mega Moolah, WowPot and King Millions also have a major part to play in the long-term success for Games Global.

We are focused on securing brand partnerships with top tier external IPs and marrying them with our own top tier internal IPs, which we know players love and recognise as much as UFC and other brands.

Both have a huge part to play in our operators’ success and that of our own, but more importantly the IP franchises provide our operators’ players with exciting games that leverage the recognition of these global entities.

CB: Are there particular markets where audiences are more drawn to blockbuster games?

AB: Blockbuster games perform well globally, but we do see some regional preferences and understanding these regional preferences helps us tailor our offerings to maximise appeal and engagement across different markets.

DW: The US market exhibits a particular affinity for blockbuster IP-driven games, comparatively outperforming many other regions. This can be attributed to several factors, including a natural cultural alignment with strong brands and IPs, as well as the historical influence of branded titles within the traditional Las Vegas casino landscape.

The UK also demonstrates a strong appetite for IP-based games, however, this preference may be partly explained by the nature of the IPs we typically select, which often resonate and have an established history with both the US and UK audiences.

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