Interviews
Strategies for Cultivating Player Engagement: Insights from Head of SOFTSWISS Sportsbook Alexander Kamenetskyi
Alexander joined the company in May 2020. He has more than 26 years of experience in Sports Betting and Gambling. His expertise lies in betting trends, iGaming sports industry analytics, product development, and product team management.
From your perspective what are the most significant issues confronting betting and gaming companies?
Within the iGaming industry, two core objectives take centre stage: player attraction and player retention. In this context, two pivotal aspects demand our attention.
Firstly, if we take a closer look at the strategies and products of B2B companies, it becomes quite evident that many of them grapple with truly understanding what players really need. Secondly, in the world of betting, it’s not just about offering a product, it’s about making sure that product actively engages players.
What is more, it’s imperative for a bonus system to operate like a well-tuned instrument in the operator’s hands. It should allow them the flexibility to finely adjust the player journey from the moment they step into the project and keep them engaged for the long haul. We are talking about creating an environment where players are not just involved but genuinely interested.
At the same time, we understand that players may want to explore other gaming projects. Our key objective here is to ensure that once they switch to another platform, they immediately come to realise that our bonus system offers a more captivating and user-friendly experience. They might not be able to explicitly explain why, but they will unmistakably feel the distinction. This remains the foundational principle behind our development efforts.
What do you think about such methods of keeping attention, as gamification?
We all have this inner child inside us, right? And we often end up telling that inner child to put away the toys. That’s where gamification steps in. It’s like this cool trick where even apps that have nothing to do with games sneak in some fun stuff.
In the financial sector, there’s this interesting bank app that cleverly incorporates gamification principles. Now, you might think banking is far from gaming, but this app offers some cool incentives. Imagine getting extra cashbacks, cool avatars, and bonuses just for using the app actively. For instance, when you buy tickets to three different countries, they reward you with a ‘traveller’ avatar. They’ve even got this central character, a cat, that you can interact with, turning your banking tasks into a fun gaming experience.
It all comes down to our basic need to play, something we usually hold back on. But when you sprinkle in a bit of fun, engagement shoots up. We start getting into missions and quests, and that keeps us coming back for more. That’s exactly what these app developers are after – they want to keep us hooked. So, we keep coming back to take care of our virtual cat or spin that wheel because, let’s be honest, missing out on those means fewer bonuses. Plus, we are all in on those weekly missions to boost our ranking. It’s all about that core principle – making it fun to keep us around.
How can an operator gain player loyalty?
Throughout my years in this field, I’ve come to truly appreciate the power of personalisation. It’s a game-changer that goes beyond the allure of bonuses or the thrill of gamification.
Within our operations, we have specialised departments like retention and VIP retention. Their mission is to treat each VIP player as a unique individual, not just another customer. It’s about understanding that VIP players have distinct needs and preferences. By promptly addressing their requests and concerns, we make them feel genuinely valued. This principle isn’t confined to the betting world, it’s a universal truth. Bonuses certainly add excitement, but they’re just an extra layer.
When it comes to engaging with VIP players, I have frequently witnessed various scenarios. Sometimes, players approach with questions that have nothing to do with the project itself. They might ask for directions or assistance with entirely unrelated matters. Those who actively step in to help in such situations often become heroes in the eyes of the players. It’s akin to creating a bond where players instinctively look to us for any need, whether it’s related to placing a bet or seeking guidance on entirely different matters. It’s about cultivating a reflex in the player that says, “If I need something, I know where to go.”
When considering regular players who are not in the VIP category, it’s imperative to gauge their retention levels. For example, a company might use a system featuring five retention levels based on player profitability. Employees are assigned KPIs, which might include elevating their clients to the next retention level. Based on their performance, employees can also progress to the next level. This strategy has proven to be highly effective.
Furthermore, when discussing player retention, I would pay attention to recommendations. For instance, consider a scenario where we inform a player that their favourite team is scheduled to play today, but one of the key players is sidelined, and the team is facing issues with their striker. Our approach isn’t about misleading the player; it’s about establishing trust, knowing that maths will do the rest.
Another effective approach to engage players is by introducing tournaments, quests, and jackpots that encourage friendly competition among players. These diverse tools can be harnessed to incentivise players to participate in various activities. For instance, the operator might announce that all bets placed on the International 2023 will contribute to a specific jackpot. This strategy motivates players to actively partake in these actions, enhancing their overall experience.
When discussing betting with odds, it’s important to keep in mind that our profits are linked to the margin. Unfortunately, this fundamental concept is often overlooked by many operators in the betting industry, even those with extensive expertise. It’s common for them to disregard the critical point that a bookmaker’s earnings aren’t intricately tied to the odds they present but are, in reality, shaped by the margin they can uphold.
In certain tournaments, we encourage players to engage in a competition for a shared prize pool. These tournaments come with two key limitations: firstly, the prize pool is fixed for that specific tournament, and secondly, there is a time limit since the pool gradually decreases if players are not actively involved.
Moreover, we can design tournaments where players receive rewards for specific in-game actions or achievements, adding an extra layer of excitement and engagement to the competition.
At SOFTSWISS, what are your primary areas of focus when it comes to designing and enhancing your products?
We have three main criteria in mind. The first two are super important, while the third serves to complement them.
Firstly, we always look at the player’s needs. Keeping players engaged and interested is a top priority. Secondly, we’ve got what the operator needs. We want to motivate players to do things that are not only fun for them but also good for the operator. Like, encouraging bets on live and express events – it’s a win-win. Lastly, there’s market trends. We are always keeping an eye on what’s hot and what’s not because we know other operators are doing the same. We want to stay in the game and make sure our players have the latest and greatest.
And let’s not forget about the importance of automation. The smoother and more automated these tools are, the better they work for both operators and players.
Diving into the finer details, let’s examine what a player really needs. Ideally, betting should be effortless for them, requiring minimal thought, and in return, they should receive bonuses for their actions, serving as a catalyst for their engagement. It’s imperative that players feel acknowledged, encouraged, and valued – just like that.
When it comes to bookmakers, their main objective is to motivate players to bet on live and express events. This is all about boosting player engagement. However, operators generally prefer not to invest excessive time and resources into managing bonuses and customisation, as it can be a challenging task.
Another challenge revolves around content. It involves the need to brainstorm ideas, create content, publish it on the site, promote it to players, and most importantly, ensure that they engage with it. Many companies maintain dedicated departments to handle these tasks, specifically focusing on content management. Unfortunately, this can result in substantial financial overhead as these departments need ongoing maintenance and resources.
Our system empowers operators to effortlessly create new bonuses in a matter of minutes. Even for bonuses that were issued in the past, it takes less than a minute to relaunch them. The brilliance of our system lies in its ability to automatically generate T&C and banners, completely removing the need for operators to get involved in this process.
Furthermore, when a bonus reaches its expiration date, our system removes the associated banner and all related content automatically. This means operators don’t have to spend their valuable time and energy on content management. In essence, we strive to save our partners precious time and streamline their operations. With our product, we aim to shift operators’ primary focus towards attracting more traffic while automating repetitive tasks, ultimately making their workflow much more efficient.
The SOFTSWISS Sportsbook comes equipped with integrated gamification features, including exclusive industry bonuses and jackpots, providing both players and operators with a wide array of enhancements to elevate their gaming experience. Beyond the typical sports betting bonuses, the SOFTSWISS Sportsbook boasts four entirely unique bonuses that play a pivotal role in substantially boosting player engagement – Hunting Bonus, Hunting Tournaments, Lootbox Bonuses, Freebet Booster.
Another challenge that operators often grapple with is determining the right value for bonuses. It’s essential that players receive bonuses that match their betting activity and continue to entice them. This balance is critical in all areas of betting, whether it is online casinos, offline casinos, or sports betting.
The main obstacle here is finding a way to reward smaller players appropriately without overly lavishing them with bonuses. For instance, it wouldn’t make sense for a player betting just 1 euro to receive a whopping 100 euro bonus. Conversely, it’s equally vital not to underwhelm high-value players. It can be quite awkward when a VIP player, who is wagering substantial amounts, is offered a mere 100 euro bonus. Finding this balance is a delicate yet crucial aspect of our work.
The real challenge here is to make sure we automate this system effectively. Fortunately, we’ve got it covered through our Hunting Bonus. Our system operates seamlessly in automatic mode, guaranteeing that players who consistently bet larger amounts, like 3,000 euro, get the free bets they deserve.
The SOFTSWISS Sportsbook smoothly integrates with various platforms, seamlessly collaborating with their CRM systems and features. This eliminates the need for extensive operator retraining, allowing them to continue working with familiar tools and processes. Additionally, it offers enhanced customisation options for a more personalised experience.
More importantly, this flexibility extends beyond SOFTSWISS platforms. Operators are not confined to using platforms exclusively developed by SOFTSWISS. They can effortlessly incorporate our Sportsbook functionality into a diverse array of platforms, whether within or outside the SOFTSWISS ecosystem.
What business metrics can be improved with gamification tools and bonuses?
The operator can offer a bonus for the next month if a player’s deposits exceed 1,000 euro for the current month, given that the player typically deposits around 800 euro. In this scenario, even if the player’s current deposits stand at 800 euro, and they may not have the full amount readily available, there’s a strong likelihood that they will make an additional 200 euro to qualify for the bonus. This action automatically elevates the player’s status or level.
By focusing on a player group that typically places an average bet of, let’s say, 5 euro, the operator can implement a unique bonus strategy. For instance, for players who achieve a winning streak in football bets with a wager of 7.5 euro, every third successful bet activates a 10 euro free bet. As players persist in their betting activities and progressively raise their average bet, often without being consciously aware of it, the operator witnesses a natural 50% increase in their average bet size.
Consequently, the operator anticipates a corresponding 50% increase in Gross Gaming Revenue (GGR). While the bonus component of the operator’s expenses does increase in this scenario, it typically remains around 25%, and the GGR surges by 50%. In essence, the operator gains an additional 25% in overall revenue.
Regarding bonuses, operators in both casinos and sports betting often fail to address a crucial aspect: defining the bonus offer’s purpose. Operators must precisely determine their incentive goals, whether it’s increasing deposits, raising the average bet size, or prolonging player engagement. Bonuses should be strategically tailored to encourage players to take particular actions that align with the operator’s objectives.
When implementing a bonus, it’s imperative to recognise the intended impact on a particular metric and establish clear, measurable criteria for assessing its success. This clarity ensures that bonuses are not just a perk for players but also a strategic tool for driving desired outcomes in the operator’s favour.
About SOFTSWISS
SOFTSWISS is an international iGaming company supplying certified software solutions for managing gambling operations. The expert team, which counts 1,500+ employees, is based in Malta, Poland, Georgia, and Belarus. SOFTSWISS holds a number of gaming licences and provides one-stop-shop iGaming software solutions. The company has a vast product portfolio, including the Online Casino Platform, the Game Aggregator with thousands of casino games, the Affilka affiliate platform, the Sportsbook Platform and the Jackpot Aggregator. In 2013 SOFTSWISS was the first in the world to introduce a bitcoin-optimised online casino solution.
With the iGaming industry currently experiencing a perfect storm of evolving technology, progressive regulation and increased internet penetration, we sat down with BETBAZAR’s Chief Operating Officer, Max Sevostianov, to get his take on the latest emerging trends for operators to keep an eye on and how they could potentially alter the gambling landscape in the next few years.
You’ve previously spoken about the increased adoption of AI being one of the most notable recent developments in iGaming, but outside of this technology are there any other notable emerging trends that you think will play a major role in shaping the future of the industry?
From my perspective the growing prevalence of mobile gaming continues to have a major impact on how the iGaming industry is evolving. Driven by the increased availability of smartphones/tablets and greater internet penetration, mobile gaming offers unparalleled accessibility and convenience, which in turn enables users to enjoy their favourite games anytime, anywhere. Somewhat related to that, I think we’re also seeing live streaming platforms become much more popular and channels like Twitch – which is now the go-to medium for esports coverage – are becoming an essential part of operators’ toolkits. Finally on a more personal note, I’m a big believer in the potential of VR and AR technology. With recent games like No Man’s Sky providing immersive VR experiences where players can really feel the emotion of what it might be like to command their own spaceship, I really think the entertainment they provide will be key to the future of iGaming.
Looking specifically at the changing gaming preferences of customers, it seems that player interaction and community involvement are becoming increasingly important to operators looking to generate sustained user engagement. Do you expect products like crash games and bet-behind slots that offer these social aspects to become even more popular in future?
Definitely. Whether it’s having multi-player compatibility or providing social aspects that allow users to engage with each other and share the betting experience, any product feature that promotes unity will play an important role in increasing audience engagement. You only need to look at recent high-quality titles like Helldivers 2 to see how effective these gameplay elements can be. Here, the developers have created a co-operative third-person shooter where players compete in teams, invite their friends and socialise with one another to create a more immersive experience. I think when analysing this type of game, you have to make a distinction between the gambling side of things and the entertainment aspect – and I’m a big believer in the value of the latter, as this is what will ultimately provide the user experience that keeps players coming back.
Likewise, when it comes to sportsbooks, live streaming and in-play betting – especially micro-betting – seem to be major focus areas for operators these days. Does the availability of better technology for higher-quality streams, more accurate live data and real time interaction now make it even easier for operators to provide a more immersive experience?
I believe at this moment in time, having the capability to supply fast gaming and fast betting is one of the biggest priorities for sportsbook operators. Advances in technology have made it possible to provide better quality live streams and more accurate live data feeds, which in turn enable bettors to make more informed decisions in real time. This of course goes hand-in-hand with live betting and micro betting, as having this up-to-the-second information available gives bettors more confidence in what they’re doing and empowers them to make quick bets on the fly. I think from the operators’ side of things, having access to official data providers has also made a big difference, as they are now able to work with reliable data that not only helps them provide a fairer and more enjoyable experience to users, but also assists them in analysing their business as well.
Finally, in terms of how new iGaming trends are formed, what is it that you think drives change in the industry? Is it shifting regulations, the emergence of new technologies or evolving player preferences/demographics that mainly informs how operators will respond?
The formation of new iGaming trends is driven by a combination of factors – and while in the long term I think the three you’ve mentioned are pretty much parallel, at this precise moment in time I’d put regulation in first place. All countries are trying to provide a healthy environment in which iGaming businesses can grow while also ensuring that player safety remains a key consideration. This is great, because it means that in regulated markets there are clear and understandable rules about what businesses can and can’t do, so they’re all starting from a level playing field. This obviously has a knock-on effect on how technology develops, as once these parameters have been set, your aim is to provide the best product you can within the constraints of that framework. Of course, player preferences also play an big part and regulators are often slow to cotton on to things like the popularity of esports, but over time they’re usually able to adapt to public demand.
The post Riding the winds of change appeared first on European Gaming Industry News.
Holly Fairweather Head of Account Management at House of Brands provider White Hat Studios
Women in iGaming Interview: White Hat Studios’ Holly Fairweather
Holly Fairweather, Head of Account Management at House of Brands provider White Hat Studios, sits down with Gaming Americas to discuss the growing influence of women in the iGaming industry, and highlights how more can be done to improve the overall gender imbalance
Gaming Americas: Since joining the industry in 2018, have you noticed a change in how women are represented within iGaming companies, as well as general attitudes?
Holly Fairweather (HF): When I reflect on the past six years, it feels great to say I have seen a lot of positive changes in our industry and more importantly, an ever-increasing drive to address gender diversity. There is still work to do, and I am reminded of this attending our industry events, where it’s very evident we still lack female presence in C-level roles and on expert panels. It’s also not hard to see walking around conferences the overall gender imbalance that exists. With that being said, I do feel it’s moving in the right direction and I am regularly inspired by women around me being promoted to senior management roles, providing great mentors and role models. Awareness of gender diversity and celebrating success is continually being pushed via various channels, and for me plays a big part in why we are seeing more women have the confidence to progress in their careers and more women enter the industry. It’s also important to say, and why I think change is happening more, that the want of women to succeed and to increase female presence in our industry, is indeed backed by a strong support network of women supporting women, but also of the men in our industry.
Gaming Americas: How important are groups like Global Gaming Women? What kind of initiatives have they offered to help your own career development?
HF: I’ll be honest, I’m still learning about all that Global Gaming Women offers. Working in the US market I see GGW as a substantial network which offers reams of support from training courses, lean in circles and mentorship and networking events just to name a few. I have taken part in a few of the industry wide networking events, and really enjoyed them, connecting with some amazing people, learning more about the industry. One of my objectives this year is to participate in more events, adding value where I can whether that’s within the GGW network or through other avenues.
Gaming Americas: What more can the industry do to make it more appealing to women and ensure they are better represented within organizations?
HF: It’s got to start within each individual company taking responsibility for equal representation. This is not a tick box exercise to achieve a target on a gender split % by x date but must be about promotions and roles being rewarded to the best candidate for the role, regardless of gender, ethnic background, or sexual orientation. We need to shout about the success stories of DEI within the industry, creating an inclusive work environment will attract not just more women but more candidates overall, increasing the talent pool.
There is also a piece around exposure and shining the light on the fantastic women we have leading the way. Sharing their career paths, the good, and the challenges, to provide relatable examples of success. To make women in gaming not about the stats or portray the headline as a negative but more around showcasing the women that are successful and why, helping more women relate and pursue a similar path if this is what they wish to do.
Gaming Americas: What advice would you give to the next generation of women that are looking to make a breakthrough in the industry?
HF: This is a good one! First and foremost, you lead your own progression. Be proactive in building your network, push yourself out of your comfort zone to attend networking events. Reach out to other women in the industry for support and mentorship. That is on you to drive.
Immerse yourself in a team with values that align with yours, a team that welcomes and promotes diversity of all types and supports and rewards on merit are key.
Build your knowledge, for me knowledge is confidence. Quickly realise it is ok not to know everything, ask the questions and find out. Be solution-oriented, supporting your superiors will get you noticed for going over and above and adding value to your team and company.
I was told ‘people do business with people,’ which I stand by and could not be truer in the igaming industry. Always treat everyone with respect, be kind, be yourself, but don’t forget to back yourself! Relationship building is so key in this industry and has helped me progress to where I am today.
Lastly, take risks. And by this, I mean sometimes you must step out your comfort zone and push yourself to try something different to progress to the next stage. So far, the most pivotable moment in my career and biggest risk I have taken, and I’m sure Andy Whitworth (CEO) and the White Hat Studios (WHS) team won’t mind me saying, was accepting the job at WHS. A brand-new supplier to the US, no content live alongside the fact I had never worked in the US market, so of course there was an element of risk. It was, however, a calculated risk as I was joining a team of experts, senior level management I had worked for previously, in an ever-growing US market. A no brainer now when I look back.
Gaming Americas: From a White Hat Studios perspective, what DEI initiatives does the company put in place?
HF: DEI of all types is something I believe increases the performance of a team, and is something we are extremely passionate about at WHS. As we grow and expand, maintaining a strong culture has never been more important. We recently held a WHS workshop in Prague, with one section of our day spent holistically agreeing and locking down our values as a team, ‘Who we are, what we stand for ‘and ‘treating everyone equally’ is now embedded in our company culture as one of our five core values.
I have been lucky in the fact I have never felt that my gender has held me back in my current role and previous igaming companies. Although I understand this has not been everyone’s experience, I truly believe the more we celebrate success, drive awareness, embed inclusion within our companies, and work together across DEI as a whole, we will continue to see women progress and take on careers in igaming.
More and more jurisdictions are introducing licensing for B2B providers in an attempt to boost regulatory oversight and restrict black market activity with Sweden and Denmark recent examples. In this piece, we talk to Greg Ponesse, Chief Revenue Officer at Compliable, about how the increased compliance burden can favour suppliers’ standing in the iGaming ecosystem.
Have you seen a shift in attitudes from suppliers to only provide products in regulated markets?
We have seen that suppliers that have traditionally taken a .com approach are starting to move towards being licensed to secure additional revenue and more customers but also to improve their overall reputation and standing. The perception of brand integrity plays a big part of the decision-making process because some operator partners might be reluctant to work with suppliers if they have a mainly grey-market approach.
In the US, supplier licensing has always been the norm, so where we are seeing attitudes changing is primarily with European suppliers. Although most suppliers might have a few licenses that they need to manage in key markets, they are now better understanding the importance of being seen as fully compliant across the board as regulation changes and operators are looking for trusted partners.
Some of these brands are massive enterprises who are now trying to get a handle on how to manage all their licenses across multiple regions, and we have seen an increased interest in our software to support that.
What has been the driving force for this – regulator pressure or business strategy?
It’s a little bit of both. Regulator pressure is definitely a big one as gambling becomes more ubiquitous and mainstream. It’s the responsibility of the government to provide structure and regulation to ensure safety for consumers and many are starting to realize that suppliers play an equally important role in that as operators. We have recently seen examples of locally licensed suppliers being fined by regulators for offering their products to unlicensed operators, so providers need to be on the ball to ensure their reputation stays intact.
That said, the grey market suppliers up to this point have stayed in grey markets because that’s what was available to them. Now you’re seeing new markets opening up like North America, which has been huge, where all states require suppliers to be licensed. These grey market players that have previously focused on Europe now see that there’s revenue over there to be gained, so they need to pull up their socks and play the game.
As a business strategy, suppliers can only remain in black markets for so long, avoiding paying taxes and declaring revenue. In a competitive marketplace, suppliers can definitely benefit from being more established and having numerous licenses. Operators might be wary to work with companies that don’t take compliance seriously so being able to show that you have X number of licenses and that you have infrastructure in place shows that you’re serious, and that you know what you’re doing. It kind of sets the table for you to have a soft landing and to be able to begin those discussions with potential partners.
A sole focus on regulated markets would suggest a negative impact on profits so what benefits do suppliers see from being licensed?
If the train is only going in one direction, you eventually have to hop on it. Moving away from grey markets will inevitably have a negative impact on profits but you then have to look at where you can find additional revenue. If you are a licensed supplier, it does allow you to work with the big local operators. You have to decide on whether you can make more money as a grey-market supplier or by going into markets being licensed and making the most of what that offers.
Do you expect more jurisdictions will introduce B2B licensing going forward?
Yes, for sure. Gambling is ubiquitous now and governments recognise that it’s a great revenue generator for them and it also helps with ensuring responsible gambling. With licensing, you provide a framework, infrastructure, and environment that is safe, and it ensures that everyone is on a level playing field. That needs to include all different sides of the industry such as operators, suppliers, affiliates etc. If everyone in the ecosystem follows the rules, it will be a better place for all.
What are the big challenges that suppliers face when it comes to licensing in 2024 and beyond?
Your licensing strategy, so basically, where you are going to go get licensed. This process takes time and resources, and you want to make sure you are prepared before you start talking with operators. They will want to know, just like as with any other vendor, if you are licensed as a supplier.
If we use the US as an example, there is no shortage of suppliers that want to partner with the available operators, so you need to know who you want to work with and where, and then you have to make sure you sort those applications properly. That is all about getting the right advice or using software because if you fail the process, you will end up at the back of the queue and your go-to market strategy will be delayed.
What, if any, are the key differences between licensing in the US and regulated markets in Europe and other regions around the world?
For starters, every state in the US acts as if it is its own country and the licensing process is very complex and rigorous. In Europe, it was initially somewhat more relaxed. You got your Malta licence, and that was then good for all countries in Europe. We’re now seeing a bit of backtracking, with more and more countries getting tougher on rules and regulation.
Increased supervision, with regulators having more oversight, means there is no hiding and I think that is what we’re moving towards on a global scale.
I do believe that most suppliers and operators prefer a regulated market because it separates proper companies from the bad ones. If I was a large operator or supplier that invested time and money into licensing and establishing a compliance team, I would feel good about that because there are so many companies that can’t do it. There’s this element of pay to play, so to speak, in order to really maximize your profits in a region.
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