The report was commissioned by the Alcohol and Gaming Commission of Ontario (AGCO) and iGaming Ontario to mark the one-year anniversary of the province’s regulated igaming market, which opened on April 4 2022.
To compile the report, Ipsos surveyed 1,850 Ontario residents aged 19 and over from February 28 to 13 March 2023.
Under the agreement, Entain will pay approximately $150.0m (£120.1m/€137.0m) to take ownership of the business, in addition to contingent payments of up to $10.0m.
With a global audience of over 15 million active users, 365scores provides scores and sports information, editorial and social content, and a range of sports-focused free-to-play games.
Entain said the combination of 365scores’ expertise in data-driven sports media content alongside its own global scale and platform capabilities will provide customers with a broader offering of interactive content and experiences.
The group added that the acquisition would help to unlock further growth opportunities and supports its global strategic ambitions.
Confirmation of the deal comes after it was announced earlier this week that Jason Scott had left his role as vice-president of trading, VIP and retail sportsbook at Entain to return to his native Australia.
Scott took up the New Jersey-based role in December 2019, having previously served as the chief executive of Ladbrokes Australia.
Prior to this, he was trading director at Ladbrokes.com.au for five years and had a spell as racing bookmaker at Tatts Group, while he was also a racing analyst for Humbleton.
In addition to the fine, the operator has received an official warning and has had conditions added to its licence. These licence conditions set out the action that the licensee must take in order to ensure that “thorough” due diligence checks are conducted.
“The licensee co-operated with the Commission throughout the investigation and took corrective steps to address the identified failings,” said the regulator.
The operator’s social responsibly failings included allowing customers to continue gamble without intervention, despite hitting multiple safer gambling alerts. The Commission also alleged that the business relied on automated interactions with consumers when users triggered safer gambling alerts.
TGP also did not assess the effectiveness of these interactions, or whether new approaches should be attempted like telephone interactions.
The Gambling Commission also made clear that the business was subject to a number of AML failures. These comprised a lack of money laundering and terrorist financing assessment which adequately addressed risk like players providing false or stolen identification, as well as risks associated with unusually large transactions.
In addition, TGP was disciplined for a number of AML failures particular to its business as a white label operator. The company was seen as “not adequately” considering and mitigating the money laundering risks posed by the operator’s B2B relationships. The GC also said that the operator did not have effective policies and procedures in place for necessary due diligence undertaken before entering into white label agreements.
The business operates 19 websites through a number of white label deals, including a number of Asian-facing gambling companies such as Leyubet.co.uk, Fun88.co.uk and Oubao.co.uk. TGP also runs the UK websites of several crypto casinos such as Stake.uk.com and Duelbits.co.uk. While crypto betting itself is currently illegal under UK law, the white label deal allows the businesses to legally advertise, as well as receive the authorisation to sponsor sports teams.
The Commission said that – following a review of TGP’s licence – the regulator found that it breached a number of specific sections of its licence. These included the first, second and third paragraphs of licence condition 12.1.1 concerning AML procedures, licence condition 12.12 AML provision for operators based in foreign jurisdictions.
The Commission also said that TGP “failed to comply” with the social responsibly code of practice (SRCP) 3.4.1 regarding customer interaction, as well as Ordinary code provision (OCP) 2.1.1 concerning AML guidance.
Posner is currently head of communications for the Health and Safety Executive and has over 25 years of experience in the communications industry.
Having started out as a news journalist before joining the Government Communication Service, Lester has led multi-disciplinary teams in Whitehall departments and arm’s length bodies, advising Ministers, executive teams and boards.
Bindarh, a chartered certified accountant and regulatory consultant, has spent the majority of her career in the corporate and investment banking sector, with a focus on the evolving regulatory landscape.
She joins GamCare having worked with other charities and organisations in the gambling harms space, as well as with mental health service providers as a service user consultant.
“I am delighted with Lester and Jas’ appointments to the board as trustees,” GamCare board chair Margot Daly said. “They both bring a wealth of experience from their respective fields, and I’m sure they will be instrumental in helping us continue to raise the profile of gambling support in the UK.
“I look forward to working with them both.”
The double appointment comes after GamCare in February published recommendations for addressing gambling related debt, calling for more cross-sector partnerships to help reduce gambling harms.
This followed the second in a series of Gambling Related Financial Harm (GRFH) workshops, which, hosted by GamCare in November, explored gambling debt and how different sectors can better support clients’ gambling related debt.
The session brought together more than 60 attendees and featured expert speakers from Bristol University and Lloyds Banking Group, debt advice organisations Citizens Advice, PayPlan and StepChange, as well as speakers with lived experience of gambling related debt.
“With Unikrn, we aim to provide the most expansive video gaming, esports-first betting or wagering platform.”
That’s Dellario, CEO of Unikrn (pronounced “Unicorn”). He also serves as the managing director for esports for Entain. Before this, he worked for Twitch. He brings that wealth of experience to the esports betting world with Unikrn.
“We have one of the most expansive offerings of markets and features for esports betting globally,” Dellario says. “We also have a full traditional sportsbook that lives right next to esports.”
The product doesn’t end there, though. Dellario notes other avenues the company offers to esports fans and gamers: skill-based wagering products, esports virtuals, live casino and more.
Unikrn’s primary audience, Dellario says, is a “post-university, Gen-Z” demographic.
These players “are very digitally native,” he says. “They’re used to streamlined, inclusive experiences. They grew up with social media. There’s a significant customer base out there.”
“They enjoy esports as a form of entertainment, and they want to add our form of entertainment to that fandom. They’re likely to land with us if they want to start wagering because we’re one of the only esports and video game-focused betting operators.”
Dellario notes that Unikrn is only live in markets where it can get licensed.
“As part of the Entain group, we have no ambitions to operate in gray or black territories,” he says.
That ideology feeds into a larger goal at Unikrn: participating meaningfully in the esports ecosystem.
“We think about how to run a successful business and give customers an exciting offering, of course,” Dellario says. “But also we ask ourselves how we can participate in the health and sustainability of esports generally.”
That translates into partnerships with game publishers, players, teams, advertisers, and other stakeholders.
People enjoy esports for the same reason they enjoy traditional sports.
Dellario sees the appeal himself, citing all the exciting aspects of the space: “the fandom for the players, the fandom for the teams, the fandom for the actual competition itself, tuning in to see who’s the best in the world at something.”
“Fandoms sometimes exist in your household between you and your friends. And consuming that form of entertainment has the potential to be made more exciting, more fun.”
Imagine watching a football match and sprinkling a few pounds on your team. It’s the same drive for esports bettors.
In other words, esports are mainly different from traditional sports in that they’re new. They don’t have the same established staying power as football, basketball, and the big global moneymakers.
Another key point Dellario addresses is the age of the audience. “You have to consider that a large portion of the audience is underage. We only want to speak to the adult audience. Still, the passions look very similar across sports and esports.”
Then there’s the question of markets. The US has made headway with sports betting but lags behind with regard to esports. Other global markets are ahead of the curve, so to speak.
“In Australia, you have a significantly engaged betting audience across everything,” Dellario says.
“Esports betting is quite large in Brazil,” he continues. “And in Canada, a place where we currently operate.”
As for engaging new markets, Dellario says it’s a waiting game. “We have to conform to consumer protection standards and regulations. We also have to educate our audience. It’s a unique challenge.”
“Counter-Strike: Global Offensive, League of Legends, and Dota 2 are some of the largest games for betting,” Dellario says. “That also happens to correspond with them being some of the most viewed esports in the world.”
Operating a game as a service typically translates to more staying power in the space. Dellario cites League of Legends and Dota 2 as examples. “They’ve been around forever, and they probably will be around forever.”
Newcomers emerge from time to time.
“Games will regularly peak in popularity around launch,” Dellario says. “Or shortly after a new content release. They’ll get viewership on Twitch or YouTube. Betting trends tend to reflect those peaks and valleys.”
Rainbow Six Siege and Valorant have both seen recent success thanks to a constant influx of innovative first-person shooter games. “Naturally, those types of games also rise in betting.”
Dellario says there’s a market for esports betting in the US. “Video Games tend to also do some of the best growth and building and maintaining of their communities in the US.”
The state-by-state regulation makes things tricky, though.
“I think we need to see more acceptance, and also a definition of how esports will be regulated across several states,” Dellario says. “There’s an inconsistent definition of what’s allowed and not allowed. Some states just rolling up esports as a sport, it’s fine. Other states simply ignore esports.”
Ignoring esports in legislation can then spark further problems. Do esports roll into the sports umbrella? Do they count as something different? These inconsistencies make the US a unique challenge.
There are also gray market options. “Some customers might not know they’re using a product that isn’t necessarily legal or illegal,” Dellario continues.
To make the US a viable market for esports betting, Dellario says it’ll take time. “We need to get it right,” he says, referencing not just esports betting but the larger esports ecosystem.
In the next few years, Unikrn has its sights set on new markets. “But only when we have the confidence we can operate locally, sustainably, in a way that’s safe for customers,” Dellario says.
“We’re also aiming to participate in the esports ecosystem meaningfully by forming the right partnerships and creating the best possible customer offering.”
Additionally, Unikrn looks to update its product and learn from its customers. “We’re trying to engage with our users and see what gives them value long-term,” Dellario says.
With the esports space on the up-and-up, Unikrn seems well-staged to make good on that opportunity.
Financial terms of the deal were not disclosed, but it was revealed that Parsec is expected to change its name to GameChangerz Media Inc. and reapply for a listing on the Nasdaq Capital Market in the near future.
Parsec also intends to acquire the remaining Enteractive shares currently held by minority stockholders, which will result in Enteractive becoming a wholly owned subsidiary of Parsec.
In connection with the acquisition, Patricia Trompeter, Edmund Moy, William Readdy, Daniel Elwell and Alec Burger all resigned as directors of Enteractive, and were replaced by Kelly Kellner and Terry Debono.
Kellner was also appointed as the new chief executive of Parsec, while Paul Haber remained as a director and chief financial officer of Parsec.
Enteractive is focused on the sports entertainment and gaming sectors, using a number of platforms to engage with viewers and monetise its super affiliate business model.
“The completion of the acquisition means we are now ready to move forward with our vision of creating a game changing media and gaming company that will create shareholder value through organic growth and strategic acquisitions,” Kellner said.
Panellists:
Vigen Safaryan, chief product officer, Galaxsys
Danielle Calafato, chief commercial officer, Gaming Corps
Anna Vikmane, director, BETER Live
Julian Borg-Barthet, chief commercial officer, Lady Luck Games
Galaxsys: To gain a competitive advantage, companies must address several key challenges. First, building a brand that stands out from competitors is crucial. This involves creating a clear brand message and offering unique features to differentiate products.
Compliance with local and international regulations is also essential to avoid legal issues and financial penalties. Companies must obtain gambling licences and adhere to payment regulations.
Gaming Corps: The first thing we had to do was reach out to the market and secure time in front of operators. You can’t take something to a top-tier operator that doesn’t hit the mark and expect another opportunity. You need a USP that drives interest in your games, while also understanding your customer and what they’re looking for.
Finally, competition is intense, and companies must continually innovate and differentiate their products to stay ahead. Research and development, industry trend monitoring, and understanding customer preferences are crucial.
I would also say one of the more expensive resources early on for any studio is compliance costs. The delays can be costly, and maintaining trust with operators is vital.
BETER Live: Across the past five years, the live casino industry has expanded significantly. More and more confident and competitive players are entering this market and providing quality services. As a new live content provider, we wanted to come into the market with strong USPs and even stronger products. This has meant striking the balance between developing and releasing core, classic live table games that are simply better quality than those offered by our rivals, and bringing innovations and never-seen-before concepts to the table.
Lady Luck: I’d say the biggest challenge has been to ensure we are heard above the noise being made by our competitors in what is a saturated and competitive market. We also have a wide-reaching network that we have been able to tap into, but once we have been at the table, we’ve still had to showcase why an operator should stock our games.
Another big challenge has been regulation and licensing. The vast majority of operators won’t even consider having a conversation with a studio if you do not hold a licence from key jurisdictions such as Malta and the UK.
Galaxsys: Since entering the market, our content has evolved to offer a wider range of games, including crash-type games, turbo games, card games, and new, cutting-edge titles.
Overall, our focus on quality, innovation, and responsible gaming has enabled us to stand out in a competitive market and gain a loyal customer base. By continually investing in our content, we remain committed to delivering exceptional gaming experiences to our players.
Gaming Corps: We started out in mainstream gaming, although that was some time ago now. We started by making slot games, pivoting briefly to instant win content like Mine and Crash games, where we knew there was a gap in the market and we could be competitive.
We also produced table games that allowed customisation, from skin tone options on the 3D hand animation through to customer branding.
Then we were then able to action the goal of bringing in new people. Ultimately, this brought us almost full circle and back to the development of competitive slot development.
BETER Live: We have used cutting-edge technologies and the latest code to build the foundation of our portfolio, with core table games such as blackjack and roulette, combined with new product verticals such as gameshows. Our strong technical base gives us the platform to do this.
Lady Luck: We have always aimed to strike the balance between being different while also developing games that players want to play. We listen to the feedback we receive from our partners and their players, and ensure it is implemented across our product roadmap. Part of our job as a developer is to bring new ideas and concepts to the market that take players by surprise, so we are always trying to seek conformity while at the same time trying to break it.
Galaxsys: When it comes to online gaming, both branded and original content can be effective in attracting and retaining customers. Branded content can help promote new games or features while maintaining brand consistency, while original content can provide a unique and engaging gaming experience. The key is to strike a balance between branded and original content to ensure the content strategy aligns with the overall business objectives. By leveraging both types of content effectively, online gaming providers can differentiate themselves from the competition and build a loyal customer base.
Gaming Corps: In terms of branded IP content, it’s not something we do right now. Dealing with IP holders can impact your ability to actually produce the game you intended and it takes additional time that, as a small team, isn’t our focus at the moment.
Original content, however, hits the desire for operators to offer something no-one else can. If you want Raging Zeus, it’s a Gaming Corps title, so it requires working with us directly or via one of the many aggregation partners we have.
This can work for all sides, because if a player is successful playing a casino brand’s Plinko or Coin Miner, it feeds into potential retention for the operator, on a game that nobody else can offer.
BETER Live: I think it’s important to define the two types of live branded content that operators can offer. The first is games based around a brand/theme, such as the World Cup, and the second is dedicated studios/tables that incorporate their branding (logos, colors, etc.).
Both offer massive opportunities, but especially for operators that roll out dedicated tables. Players are drawn to these titles because of the affinity they have with the brand, but also because of the personalised experience they receive. Many get to know the dealers, and this becomes part of why they play certain games at certain times.
Lady Luck: I am a strong believer in branded content. Brand recognition will always attract new players to dive into the unfamiliar, because it is set within the comfort of something they recognise. The first slots I gravitated towards were branded slots. I didn’t know how to play them but felt comfort in interacting with something I was familiar with.
I think where most studios fail is when they believe branding is the only thing that will carry the game, but it isn’t. Branded content is something to have fun with, but to also use as the foundation to do something that also plays well via the mechanics and the story you can tell within that theme. If you’re not doing that, then you are just making another skin.
Gaming Corp: From a studio’s perspective, you’re always looking to serve content when the audience is most receptive, making sure the day and date a game is released is something that is considered with your audience in mind. There are multiple games on offer for special occasions, but fewer than there are general releases, so your competition is arguably lessened. If your content is good, the chances are by having seasonal content, you and your customer can see better rewards over these periods.
BETER Live: There’s a lot that can be done with branded games, and seasonal content fits into that. This is certainly the case around major events like Christmas and Halloween, as well as specific sports and tournaments. These can be big acquisition opportunities if operators combine themed tables with well-targeted marketing campaigns and promotions.
Galaxsys: There are five main current trends we see. The first is mobile-first gaming. It is important to ensure our games are optimised for mobile platforms. The second is Crash-type games, and this will likely be a trend for at least the next three years.
Then there is live casino; we need to continue to offer a wide variety of live dealer games. Personalised gaming experiences are also becoming increasingly important, and we need to use data analytics to tailor our games to each individual player’s preferences.
The final trend is cryptocurrency: Bitcoin and Ethereum are gaining wider acceptance, and we need to offer cryptocurrency payments.
Gaming Corps: There are two things we really need to be aware of. The first is localisation and tailoring to audience preferences.
The second is customisation. We see more and more tailoring of an individual player’s lobby view. By this I mean where a player sees their favourite content first, at least for customers that aren’t restricted by factors such as legacy technology.
Then there’s going to be an interesting discussion regarding volatility, like whether the player looking for higher volatility titles or operator looking to cap their exposure wins out longer term.
BETER Live: There are two big trends right now. The first is the rise of gameshow titles and the second is the preference among a growing player audience for games and tables offering lower stakes.
Live gameshow titles have significant appeal among the next generation of players that operators are looking to engage, and they also open up significant cross-sell opportunities too. When it comes to smaller stakes and lower bet limits, this aligns with the increasing prevalence of casual players and more consumers trying live casino for the first time, but that want to take it steady. They are looking for affordable entertainment, and live gameshow titles with small stakes certainly provide this.
Galaxsys: First, I think by incorporating more gamification elements into casino games and live casino, we can increase engagement and loyalty.
Second, VR and AR technologies offer a highly-immersive gaming experience. We expect to see more VR and AR-powered casino games and live casino features.
Then there is social gaming, which is becoming increasingly popular. We are likely to see more social gaming features incorporated into casino games and live casinos.
Finally, responsible gaming is becoming more important, and we anticipate more features and tools introduced to help players manage their gaming habits and promote responsible gaming.
Gaming Corps: I believe there is finally a consensus from providers and operators that there is real value in offering alternative types of product. When you look at the slots space and put the most innovative product of today next to a game from 15 years ago, how much has truly changed beyond the game aesthetically looking a lot more modern and polished?
If we look at mobile gaming, we can see a big trend over the last five years where social elements are becoming increasingly popular; things like sharing your wins or communicating in a live channel. Live casino has begun to take shape recently to include this, but casino games are only just moving in that direction.
BETER Live: When it comes to live content, the sky really is not the limit and I think we will see great strides taken with the gameshow format. Of course, such is the scope of what can be done with live content, I think we could ultimately see new formats land in operator lobbies, including live crash games.
Lady Luck: The problem with innovation is it always leaves a portion of the market behind. Just because I can afford to play and want to play does not mean that I can access a live dealer studio on the go; even in the UK, mobile infrastructure is limited and not consistent. Socially, I want to play on my own terms and that is fast and discreetly on my phone.
Also, disabilities are wide-ranging, and the most common is sight impairment, so this means everything should be crystal clear, easy to find, and highly entertaining. This might not be the sort of innovation we often talk about, but for me, it’s just as important as new pay ways, crazy mechanics and big bonuses.
Going forward, how do you see player habits and trends developing across the next five years? How will you update your offering to cater for this?
Galaxsys: Across the next five years, we expect to see trends such as mobile gaming, personalisation, booming of crash type games, social gaming, cryptocurrency payments, and responsible gaming continue to develop.
Gaming Corps: Right now, there’s a lot of catering towards a market who love to share their big wins, whether it be on social media via pictures or live-streaming, but it’s still real-money gaming, so that won’t be the case for all players.
Overall, it has led to a lot of developers creating games with greater volatility. Games teams need to understand how to balance the needs of the player with the commercial team’s experience of what customers are looking for.
BETER Live: I think the way in which an audience communicates and interacts will evolve. But what makes live so special is that we have the human connection that other gaming verticals simply don’t have. It’s my personal belief players will continue to seek out entertainment options that allow them to chat and interact with others.
Lady Luck: For the time being at least, we are not seeing catalysts that lead to a drastic change of direction for the industry as a whole, such as mobile asserting its dominance over desktop. Things like augmented reality and the Metaverse are on a slow burner and are still very much for a niche audience. This means studios can focus on taking the current stable of casino content in their portfolios to the next level and creating new, exciting entertainment experiences that get player pulses racing.
A YouGov survey of 1,007 players found that 65.4% of bettors would be unwilling to supply payslips, bank statements or similar documents if asked by a gambling operator, with 34.6% saying they would provide this information.
This percentage differed depending on the spending range players fell into, with the consumers least willing to provide documents spending less than £5 a month at 75.5%. The most willing group (50.4%) spent on average between £301 and £500 each month.
Only 16.2% of players provided the relevant documentation when asked, though 18.5% said they would supply this if asked. Some 29.2% of respondents said they had not been asked and would not bet if they were, with a further 27.4% saying they were not asked, and if so, would not provide the information and instead bet with another licensed operator.
The survey also found that 3.9% switched to a different, licensed operator when asked to provide documents, while 0.9% bet with an unlicensed operator after being faced with affordability checks. A further 3.2% would also wager with an unlicensed business if they were asked for such information.
Only 0.8% of players stopped betting when asked to provide documents.
“Most bettors who have been asked to provide documents have done so,” OLBG chief executive Richard Moffat said. “More importantly, very few of those who were asked stopped gambling or went to the black market, the latter being the worst unintended consequence of measures aimed at making gambling more responsible.
“However, there is a stark difference between those who have been asked and those who haven’t in terms of willingness.”
The survey comes ahead of the publishing of the much-anticipated white paper on gambling in Great Britain, with mandatory affordability checks mooted among the potential new laws for the gambling industry.
“Many players reported either having already moved to a different licensed operator or being willing to do so over affordability checks,” Moffat said.
“Therefore, there is now a big question mark over what might happen if affordability checks become mandatory and all licensed operators have to impose them at certain levels.”
In her new position, will be tasked with further developing the provider’s corporate vision and long-term growth strategy, as well as leading on its product innovation and capital expenditure programs.
Carroll joins Paysafe after almost three years as chief product officer for Experian’s’ Decision Analytics business, prior to which she served in a number of senior roles with Visa in San Francisco, California.
Earlier in her career, Carroll also worked for Discover Financial Services, Citi Group, Cubic and TranSys.
“Nicole is a highly talented executive with a flair for understanding both evolving customer needs and the potential of new technologies,” Paysafe chief executive Bruce Lowthers said.
“She brings a very impressive track record of delivering exciting new innovations for the companies she has previously worked for, and this experience will be invaluable as we continue on our path to transform Paysafe and execute on our long-term growth plan.”
Carroll added: “I believe Paysafe has a lot of potential to re-position itself for long-term growth by building on the work Bruce and his team have started, and fully leveraging its unique payments network and digital assets.
“I look forward to playing my part on that journey and seeing Paysafe return to its highly innovative and entrepreneurial roots.”
Carroll is the latest addition to the leadership team at Paysafe, following the appointment of Rob Gatto as its first chief revenue officer and Alex Gersh as chief financial officer, both in August last year.
The corporate reorganisation will see the Italian-facing business merge its Italian lottery subsidiary Sisal Lottery Italia into its gaming division Sisal Entertainment to form the new entity.
The business said that following the reorganisation the parent company Sisal SpA owns 100% of the share capital of the new company. This new business in turn owns 100% of Sial Gaming Srl. This company is directly managed by Sisal, and is concerned with the development, rental and management of gaming machines, as well as the creation of gaming software.
The €1.91bn Flutter acquisition of Sisal concluded in August 2022. Flutter said that the transaction was part of the businesses strategy of building leadership positions in a variety of regulated markets globally.
The business is the operator of the Italian national lottery and remains one of the largest gaming business in multiple verticals in the country. In 2022, Sisal was the second largest business in the Italian online casino market at 11.9% market share, 0.5% below that of the market leader Lottomatica.
