OpenBet acquires Multi Builder ahead of sale to Endeavor

The deal comes soon after OpenBet owner Scientific Games slashed the sale price of OpenBet by $400m (£328.4m/€392.83), in order to ensure the deal closes smoothly.

Multi Builder was founded by industry veterans Oliver Preston and Jonathan Smith, with the business’ trading technology operating under the brand “Sportsbook Models”. The goal will be for the services to be integrated into OpenBet’s existing product portfolio.

Smith also founded sportsbook training company “Sportsbook Training Services Limited” and will provide training services exclusively to OpenBet as part of the deal.

Commenting on the deal OpenBet chief product officer Nikos Konstakis emphasised the value to clients of deeper market understanding.

“This deal marks another significant milestone into the development of our pricing and trading services strategy, which continues to grow in importance as OpenBet drives operator value through deeper market offerings alongside higher flexibility.

Konstakis further argued that deal would help accelerate the business’s existing growth trajectory.

“Through the acquisitions of DonBest and SportCast in recent years, coupled with our internal roadmap, we saw our content and pricing revenue grow by over 100% in 2021,” he said. “The addition of Multi Builder Limited allows us to accelerate this growth trajectory, drive innovation and offer next level betting entertainment for our operators’ players.”

Preston added: “We are extremely proud to be part of OpenBet’s latest expansion strategy, further developing their market leading portfolio. OpenBet is the stand-out sports technology, services and content business.

“Their relentless focus on customer and player experience is second to none. Our offering will complement the company’s current products very effectively, enabling it to continue providing quality, scale and depth of systems across global markets. We’ve found a trusted partner in OpenBet and we can’t wait to get started.”

Digital wallets: Do you know your users?

“User experience is the core of our business.”

Mikael Lijtenstein

Lijtenstein is the CEO of AstroPay, a pioneer in payment solutions for consumers who want to make online purchases on international sites. Leveraging his background in engineering and experience in providing cross-border payments as well as connecting global merchants to emerging markets, he blends his technical expertise and practical experience to drive innovation and solutions in payments.

As usual, technology advances quicker than the speed in which laws are passed, which might lead to obstacles like legal limitations and transaction caps for certain currencies that hinder the use of cards – digital wallets are starting to tackle these issues head on.

According to US financial services firm FIS, almost a third (32%) of the global population now utilise mobile wallets, up from 21% in 2020. 

However, in an industry where KYC is such a vital component, do providers really have a clear view of who their customer is and what they want?

For AstroPay chief executive Lijtenstein, understanding the needs of users in different jurisdictions has underpinned the success of its digital wallet solution.

“User experience is the core of our business,” he says. “We need to be sure that what we are offering to our users is satisfying them – having a seamless UX increases the conversion rate and achieves this.”

AstroPay started in Brazil in 2009 before spreading across LatAm. Shortly afterwards, the company began its global expansion across Asia and Africa before launching in Europe, in the UK, Spain and Portugal during the pandemic. 

Despite this seemingly quick expansion, with the company expanding throughout Latin America before moving into Asia, Africa and now Europe, Lijtenstein says it is not a one size fits all approach. “We have to analyse how our users pay, their behaviour, how they access the technology, the internet penetration etc. So, we are focusing very differently in every market because it is not the same.”

This has resulted in the business moving as close to a one-stop shop as there is available on the market today. “Today we have more than 200 payment methods available,” he notes.

Lijtenstein says that having teams in each jurisdiction is important to the success of AstroPay, for that connection to the local market. 

“We are processing in Brazil, India, Europe and Africa; having dedicated teams in each market helps us bring the most successful product to users.

“We have dedicated teams to analyse player behaviour,” he adds. “We have tools to detect pain points and from this we can improve our product via AB testing. We are continually adapting to ensure what we are offering to our users is at its best.

“We have to be sure of what local methods work and then source these to provide for our users.”

Risk and reward

In the payments industry, the risks are heightened – it is a turbulent landscape exposed to constant technological change, meaning incumbents have to stay agile, especially in such a shifting regulatory environment. 

However, Lijtenstein recognises that despite gambling and gaming being a high risk factor in the payments sphere, it is not a hindrance if the industry prepares properly. AstroPay has done so through a robust, progressive and flexible KYC system.

“There’s always going to be risk or change in the payments industry, and we therefore need to ensure we are one step ahead of what is going to happen. This comes down to our team; the capacity in the team to understand the markets, the environment, the landscape and the different trends that will happen.

As a company, the lessons AstroPay has learnt in LatAm and other emerging markets have prepared them for the complicated western regulations, Lijtenstein says.

Agility and innovation

Now it is starting to tackle more complex regions, such as Europe – applying its rigorous approach after its proven success in LatAm, Africa and Asia. 

These digital currencies are growing in popularity, especially with younger generations. At AstroPay they’re keen to cash in on this ‘digital first approach’ in their target continents.

“We launched in Europe some months ago, knowing that there was space for a new solution. We are applying what we learnt in emerging markets and in the case of European countries, digital wallets are mostly used by millennials.”

Lijtenstein identifies that this is where the focus needs to be applied when innovating. Epayments need to be free, quick, safe and simple to use – in order to succeed in all territories, AstroPay need to maintain their agile and dynamic game plan.

“Our digital wallet is free and very easy to use. We want to conquer every country in Europe – we want to be everywhere. We have very ambitious plans, and we are going to go step by step to ensure we reach these.

“We have been in this industry for 13 years – this gives us more trust from users and strength in the industry to continue improving the system and what we offer to our users.”

Caesars posts $692.0m digital loss in first half despite Q2 improvement

The operator in the first quarter of 2022 posted a $576.0m net loss for its digital business, as well as negative net revenue of $53.0m.

At the time, Caesars chief executive Tom Reeg said the operator had already taken steps to lower costs to help address this, particularly within marketing and advertising, with spending reduced by approximately $250.0m.

This appeared to have started to have an impact in the second quarter, with digital revenue positive at $152.0m, a significant improvement on Q1 and also 29.9% higher than in the same period last year.

However, Caesars posted a net loss of $116.0m for the division during the quarter, which, when coupled with the Q1 loss, meant the division produced a net loss of $692.0m for the first half.

Speaking in an investor call, Reeg warned that it was likely a further loss would be reported in Q3 as the operator continued to work to turn this segment into a smaller but profitable business.

“The question is how are you going to become positive,” Reeg said. “The key factor in Q3 is that there are no new significant sates coming online, so your business will be dominated by previous customers rather than new acquisition customers.

“I can’t stress enough that the cost of the acquisition versus the retention cost is a dramatic difference. Looking to the new football season, New York and Louisiana came online very late last season, so you will have some acquisition activity there, but not a new state of scale until Ohio in January.

“We are not ones to lose money when we need to, and we have a long track record of turning highly subsidized businesses on the brick-and-mortar side into far more profitable businesses. It’s the same thing we are doing in digital.

“When we started digital, we didn’t have the ability to segment customers. We now have to be far more precise in what we are doing, and we see the results of this coming in every day.”

Looking at the wider business performance in Q2, revenue was 10.6% higher at $2.82bn. This was driven by a 33.6% increase in Las Vegas revenue to $1.14bn, with regional revenue down 4.1% to $1.45bn.

Total operating expenses were 16.1% higher at $2.22bn – with costs of sales rising faster than revenue – while other expenses, primarily interest costs, edged up by 5.1% to $514.0m.

This left a pre-tax profit of $88.0m, down 12.9% on last year. After accounting for tax and losses from discontinued operations, net loss attributable to Caesars was $123.0m compared to $71.0m profit in 2021.

Caesars also said that adjusted earnings before interest, tax, depreciation and amortization (EBITDA) in the quarter was 3.3% lower year-on-year at $978.0m.

“Our second quarter results reflect a consolidated EBITDA record for our brick and mortar properties led by an all-time quarterly EBITDA record in Las Vegas and continued strength in our regional markets when compared to 2019,” Reeg said.

“Operating results in our digital segment improved dramatically versus the first quarter and we are optimistic regarding trends in this segment for the balance of the year.”

Turning to the first half, total revenue was 15.0% up to $5.11bn, again primarily due to a 52.1% jump in Las Vegas revenue to $2.06bn, while regional revenue edged up 3.7% to $2.81bn. Digital revenue was 61.9% lower at $99.0m, with the drop mostly due to the high promotional spend that led to negative revenue in Q1. Managed and branded revenue jumped 30.8% to $140.0m.

Operating expenses were 29.6% higher at $4.52bn and while other costs were reduced by 11.6% to $1.06bn, pre-tax loss still widened by 19.0% to $470.0m.

Caesars received $55.0m in tax benefits, but after accounting for discontinued operations such as the William Hill non-US business, net loss for the half attributed to Caesars was $803.0m, more than double the $352.0m loss posted in H1 of 2021.

In addition, adjusted EBITDA for the half was 16.8% lower year-on-year at $1.27bn.

However, it was also noted that the successful closure of the sale of the William Hill non-US assets to 888 on 1 July, after the end of the first half, allowed Caesars to apply $730m net proceeds to debt reduction as of 22 July.

Meanwhile, Caesars also announced that its sportsbook app is now live and operational in the state of Wyoming.

Consumers can download the app and place bets on a wide range of sports from anywhere in the state. Bettors can also earn credits for every wager placed, which can then be redeemed for Caesars Rewards experiences or bonus cash in the app.

“We’re ready to give sports fans in Wyoming the first-class sports betting experience they deserve,” Caesars Digital co-president Eric Hession said. “Our upgraded mobile sports wagering app together with unforgettable experiences through Caesars Rewards is a special combination we’re excited to bring to this market.”

Caesars Sportsbook is now live in 24 states and jurisdictions, 18 of which are mobile betting.

Italian communications body fines Google for breaching gambling ad ban

The fine relates to ads that appeared on Top Ads’ Spike YouTube channels, but Agcom did not mention which gambling operators or products were being advertised.

Agcom did say, though, that the fine for Google – YouTube’s parent company – was the first it had issued against a video service provider for violating the so-called “dignity decree”, which effectively banned all gambling ads.

The body added that Google and YouTube were responsible for the content appearing on the channel because YouTube had granted Spike the status of “verified partner”, which made it responsible for ensuring that the channel did not publish illegal content.

While it is the first fine relating to YouTube, Agcom had fined Google before – handing down a €100,000 penalty in October 2020 for ads within its search product. However, this was then overturned last year.

The wide-reaching ad ban in Italy has been a particular source of difficulty for football clubs, many of which had previously partnered with gambling operators. While partnerships focused on other markets – such as Asia – are still permitted, clubs and football bodies have called for the ban to be relaxed due to the loss of income after it came into force.

Loot.Bet launches Isle of Man site

React acquired Loot.Bet owner Livestream Gaming in April, after which it changed its name to React from Intema.

The launch took place on 31 July, with Loot.Bet planning to transfer most of its current players to its Isle of Man licence in the subsequent days. The operator currently does business under a licence from Curaçao, which is set to implement major changes to its regime.

“This is truly a huge step forward for Loot.Bet’s expansion plans in the B2C and B2B markets,” said Leigh Hughes, chief executive of React Gaming.

“In addition to providing gamers with the most compelling betting solutions, we will be able to offer white-label solutions to a much larger market, giving us the means to expand Loot.Bet’s global reach and strengthen our brand awareness in the esports space.”

React appointed Hughes as interim CEO in June.

Last month, React began trading on the OTCQB Venture Market in the US.

Entain extends Trident Leagues community partnership

The deal will extend a partnership that began in December of 2020 and allow the Entain Foundation charitable arm to continue to support the 248 clubs playing in the Isthmian, Northern Premier and Southern Leagues, which together make up the Trident Leagues.

The Entain Foundation will be active in the scheme through ‘Pitching In’, a grassroots sports investment initiative created to provide financial support to ensure the successful operation of the leagues during the pandemic and allow all clubs to engage with local communities and make a positive social impact.

The initiative has grown over the last two years with the launch of the Trident Community Fund (TCF) to help fund community-based projects through a grant application process for the 228 clubs, as well as the Pitching In Volunteer Hub, an online portal to attract volunteers to help fill vacancies at each club.

Since the partnership commenced in December 2020, the TCF has awarded over 65 grants of up to £5,000, supporting programmes such as enabling disadvantaged children to take part in football; youth, women’s and disability coaching schemes; community fitness clubs; first aid and steward training; youth development schemes and; mental health support. 

The Pitching In Volunteer Hub launched in May of this year allowing clubs across the Trident Leagues to post volunteering vacancies on an online portal, with supporters able to search for opportunities either at a specific club or based on their location.

Stuart Pearce, former England international and non-league player with Wealdstone FC player, will continue in his role as Pitching In ambassador as part of the extension.

“This is fabulous news not only for the Pitching In Trident Leagues themselves but for football in general. It provides a vital injection of cash to help the leagues to thrive but, perhaps even more importantly, it is helping to bring the clubs and their local communities together,” Pearce said.

“The Trident Community Fund is just a brilliant initiative to allow cubs to really connect with their local people while the Volunteer Hub is a real gamechanger for promoting volunteering at the community level.”

Entain chief executive Jette Nygaard-Andersen added: “We are truly proud of what we have achieved with Pitching In and our partnership with the Trident Leagues, particularly in the positive impact it is having on grass roots sports and for social engagement.

“Through the Entain Foundation we are committed to making a positive contribution to grassroots and community sport, which plays such a huge role in the lives of our customers.”

Pitching In Trident League chairs Nick Robinson of the Isthmian League, Mark Harris from the Northern Premier League, and Anthony Hughes from the Southern League, also said: “We couldn’t be more pleased that Entain are extending their Pitching In partnership with us. 

“This is truly unlike any other sponsorship that we have been involved in. The entire focus of the programme is around how, together, we can help clubs to develop and deepen their engagement with local communities.”

Building a sustainable sports betting market in Brazil

With a huge national audience drawn in by soccer fans, the Brazilian market has the potential to be one of the largest in the world. Franscesco Rodano, Playtech’s chief policy officer, outlines how essential it is for operators to ensure a safe and sustainable launch in the market, speaking to iGB on how they’ve tackled the teething pains of the complex ruling.

Francesco Rodano

Having taken four years to get to this point, the implementation and opening of Brazil’s sports betting market is finally expected to happen later this year.

And Playtech’s chief policy officer Francesco Rodano believes the market offers vast potential. “The massive size of the unregulated gambling offering, and the keen passion of Brazilians for sports, suggest that it has the potential to become one of the largest regulated markets in the world,” he says.

“At Playtech, we will be ready to play our part, both by establishing strategic partnerships or joint ventures with local, market-leading operators, as we did in Mexico with Caliente and in Colombia with Wplay, and by supplying our products and services to local and international licensees of any size.”

Conscious betting

But new opportunities bring new risks, and Rodano believes it will be vital to embed sustainability into Brazilian sports betting from launch.

He argues the market opening will see operators place a huge emphasis on how to safeguard customers, in line with wider industry trends. Conscious betting places a focus on maintaining a balance between money and play to avoid further game play after losses.

Operators now not only need to identify possible risks, but act on them through setting limits to avoid compromising the mental and financial health of players.

“Even if only a minority of players can be harmed by gambling, it is critical – and an ethical imperative – to spot them at the earliest possible stage,” he explains.

“There are many ways to interact with players at risk, from generic email messages to personal interviews carried out by safer gambling specialists and even psychologists. All operators should be able to activate the most suitable intervention depending on the risk level of each player. At Playtech, we have developed a first-level interaction tool that is proving very valuable. 

“In our trials, AI-driven customised interventions proved to be up to twenty-one times more effective in triggering a responsible gaming action, such as setting a deposit limit, compared to previous blanket email responsible gambling campaigns.

AI technology 

Traditionally, gambling operators have been using simple scorecards based on basic thresholds, such as money deposited or staked, and time spent playing. This one-size-fits-all approach has a fundamental flaw: it tends to consider all players the same, while, at Playtech they recognise that “human behaviour is much more complex and diverse.”

“Online gambling gives us access to a myriad of individual data that was not available in the past,” Rodano says. “And it is not just the gambling data, which is already very granular. There are many other sources, given how ‘connected’ we are. I know that VIP managers check a player’s activity on social networks, for instance, if they suspect that something is going on.”

“Machine learning offers an invaluable opportunity to try to ‘read’ people’s behaviours. For example, in 2019, an AI poker bot developed by Facebook and Carnegie Mellon beat some of the world’s best professional players. Using AI, the software developed an understanding of human behaviour that outsmarted the players.”

Playtech is adapting this technology through its safer gambling analytics platform BetBuddy. Its software is designed to ‘read’ players’ behaviours to identify those at risk at an early stage. It relies on machine learning models that process for every player, providing up to 70 behavioural markers to pattern match them with those who are known to have experienced harm (e.g. regular players who eventually decide to self-exclude or declare to suffer harm). 

“The models are supplemented with ‘expert rules’ to further improve the data-driven approach and, most importantly, are fully explainable. The list of individual markers that drive the risk, allows the operator, as mentioned earlier, to carry out a personalised intervention, which is significantly more effective than the traditional, generic interactions.” Rodano explains.

“And we were pleasantly surprised to see that our survey showed that 76% of Brazilians are in favour of betting companies using AI to detect potential at risk players. 

The dangers at play

Playtech has just conducted a bespoke consumer survey across four Latin American countries, including Brazil, exploring the key issues related to responsible gambling in each territory. In Brazil, 56% of the respondents declared that they were already betting, despite the lack of regulation. And the majority of them advocated for better local regulations and more information on responsible gaming tools.

The survey revealed the main fear Brazilians face when gambing is losing all their money through addiction. Alongside this, the risk of fraud, rigged games, missed winnings payout, privacy breaches and amounting risk of financing criminal activities all come into play.

Rodano points out that with the legal market not yet live, many of the gambling companies local players have interacted with operate from an offshore and tax-free location where no consumer protection measures are enforced. 

With the Brazilian ruling, sports betting is regulated, yet igaming remains unregulated. Rodano stresses the importance that other forms of gambling need to follow suit.

He therefore emphasises that the regulatory framework needs to include casino games and the popular forms of sports betting consumers look for, otherwise there is little incentive to move to the licenced side of the country.

“This is a possible risk element in Brazil, as the law 846/2018 only provides for sports betting to be regulated, while casino games, which generate almost half of the global gambling revenue, will remain illegal for the time being, leaving Brazilian players without a legal alternative to their offshore version.”

Working together, not against

“We believe that a gambling regulatory framework only works when all the three involved parties — the state, the player, and the gambling industry — achieve their respective objectives.” Rodano says.

He continued to say that suppliers have a neutral role. “We work with hundreds of B2C operators, who often compete fiercely against each other, but this competition doesn’t affect our ability to invest time and energies in safer gambling research and development.”

“Our responsibility is essentially two-fold. On one hand, we want to develop safer gambling solutions that work, supported by evidence and extensively trialled, which are focused on the individual player’s wellbeing and not generically on the entire players’ base, since we are all different.

“On the other hand, we need to educate both policymakers and industry peers on the potential of this approach.”

To make this work, he says, more collaboration across the industry is essential. Rodano acknowledges that for a market to be successful, it’s not just competing that operators need to focus on – it  takes cooperation across the whole gambling industry to succeed. 

“There are many machine learning initiatives and trials being carried out by different operators, but often the findings are not shared with others,” he explains. “Protecting the health and improving the well-being of everyone should be a joined-up, industry-wide effort, and not a way to achieve a possible competitive advantage.

“By sharing our successes and especially our failures, we can learn collectively and help make the gambling industry sustainable in the long term.” 

Playtech’s vision for the Brazilian market is clear: safer gambling must have the same prominence in the market as it does in more mature European jurisdictions..

“Over the years we have been engaging in conversations with many regulators across the world, and as a result, several of them are introducing regulatory requirements on behavioural analysis and personalised intervention. There are now examples in the Netherlands, France, Spain, Germany and Sweden.”

“We are of course willing to do the same with the Brazilian policymakers, to promote a safe, sustainable, and long-term growth of the Brazilian legal gambling industry.”

Resorts reopen restaurants and shops as Macau lockdown ends

The government decision will mean the reopening of public services and social venues including cinemas, theatres, bars, restaurants and nightclubs after nine days without a recorded case in the city.

Casinos were also closed as the initial lockdown was escalated, but began to reopen from the 23 July – albeit with reduced custom due to continuing stay-at-home orders.

As a result, the lockdown dealt severe economic consequences to Macau, with gambling revenue declining 86% from June to just MOP398m (£40.2m/€48.0m/$49.2m) – the lowest figure on record.

While venues will be allowed to operate in principal, restrictions are still in place which in practice may hamper any return to business as usual.

Residents will be asked to wear a mask when leaving their dwelling, and will be required to show a recent negative covid test to be allowed entry to most social venues.

The outbreak in Macau has been the city’s first experience with the fast-moving omicron covid variant. China’s ongoing “covid-zero” policy means that even relatively small outbreaks by western standards can be the catalyst of strict government action.

New framework

Even as covid measures has led to a general collapse of the gaming trade in the city, Macau has began to put in place a number of changes in the way that the sector is organised in the city.

In June, the legislative assembly of Macau passed the biggest package of gambling sector reforms since the casinos were first liberalised in 2002.

The new rules will keep the system of six operators, however, though it will remove the subconcessionaire model.

In addition to changes to the licencing regulatory framework, the new rules allow the chief executive the discretion to grant tax-breaks to concessionaires – particularly in cases where the casinos are successful at attracting international custom.

Because of these reforms the city has announced opened the public tender process for all six of the city’s concessionaires – starting the race for a slice of an industry which reached $36.5bn yearly GGR in 2019, the year before the pandemic.

Everi breaks revenue record in Q2

This beat out the previous record for Everi’s revenue, Q1’s $175.6m.

“Our strong operating momentum continued in the second quarter, as we delivered all-time quarterly record revenues, income before income tax, adjusted earnings before interest, tax, depreciation and amortisation (EBITDA) and free cash flow,” said Randy Taylor, CEO of Everi.

“These record financial results were driven by another consecutive quarter of record recurring revenues for both our games and fintech businesses despite the very challenging year-over-year comparison for these operations, as last year’s results included the significant benefit from casino reopening activities and financial stimulus payments provided to consumers.”

Record-breaking machine sales

Most of this revenue – $112.3m – came from gaming. This was up by $13m year-on-year. Everi attributed this to the record amount of gaming machines sold during the quarter, which topped 1,957 each at an average selling price of $18,800 each.

Breaking the gaming revenue down further, land-based casino operations generated $68.2m of the total revenue, while online gaming operations made up $5.8m. Revenue from gaming equipment and systems came to $38.3m.

The rest of the revenue came from Everi’s fintech operation, which brought in $84.9m – another quarterly record and a rise of 13.7%.

Costs of revenues were $43.2m, while other costs and expenses were $99.4m for the quarter, including $55m in operating expenses, $30.3m in depreciation and amoritsation costs and $14m in research and development costs, which was up by more than 75% as the business increased its focus on developing new games.

As a result, operating income was $54.5m, effectively level year-on-year.

Other expenses, plus $9.7m worth of income tax, left the total net income at $32.5m – down by 10.1%.

Adjusted earnings before interest, tax, depreciation and amortisation (EBITDA) hit $94.4m, another quarterly record.

Half-year results

Total revenue for the half-year was $372.8m, a rise of 19.6% compared to H1 2021.

Gaming generated $210.6m of this, while fintech revenue was $162.1m.

Total costs and expenses for the half-year were $265.6m. After these costs, as well as other expenses and income tax, the total net income for the year so far is $64m.

Net cash from operating activities for the first six months of the year is $74.3m, while net cash used in investing activities is $93.7m.

31.2% of bettors say gambling ads led to “unplanned” spend

The study – by researchers Universities of Glasgow and Stirling, led by Heather Wardle – used data from two surveys, one of 2,412 regular sports bettors and one of 730 people aged between 16 and 24.

It asked a number of questions about gambling and marketing, such as asking questions about how frequently they gambled, whether they had seen gambling marketing and whether they believed that gambling marketing had caused them to gamble in an “unplanned” manner.

In the survey of regular sports bettors, 31.2% of respondents said that “marketing had prompted unplanned gambling spend in the past three months” for them.

In addition, affirmative responses were much higher among the 162 respondents who were classed as problem gamblers by the Problem Gambling Severity Index (PGSI), as 87% of these people said that marketing had prompted unplanned spend.

The authors of the study said that the nature of the survey meant that it could not prove that marketing itself contributes to problem gambling, but that the associations it found were concerning.

“Our analyses are cross-sectional and unable to demonstrate causality in the associations between experiencing gambling problems and reporting that marketing had prompted unplanned gambling spend,” they said. “Nevertheless, the consistent presence and size of such associations in two independent samples suggests that marketing likely plays some role in problem gambling, and there are harm-reduction implications regardless of whether this is an initiating role (i.e., marketing prompting unplanned spend is a contributory factor to escalated gambling problems) or a reinforcing role (i.e., those already experiencing gambling problems are more susceptible to being prompted into unplanned spend by marketing).”

There was also an association between those who said that marketing influenced their spend and and those reporting having received direct marketing.

However, the study did not find a significant association between reporting seeing more types of gambling marketing – classed into groups TV advertising, billboards and online ads – and saying that gambling ads had influenced spend.

As a result of the study’s findings, its authors recommended that gambling marketing should be restricted.

“A precautionary interpretation of these data, particularly the associations between problem gambling and marketing prompting unplanned spend, suggests that restrictions on gambling marketing may be a positive harm-reduction measure,” they said.

The study’s release comes as the UK government considers a review of gambling laws in the country. This review may include certain marketing restrictions, such as a ban on the targeting of free bets based on spend. It may also be accompanied by a ban on front-of-shirt sponsorship for Premier League football clubs, though this is expected to be put in place by the league itself rather than by law.