2 °C London, GB
January 17, 2022

A collaborative approach to casino management

Aspire Global chief operating officer Dima Reiderman describes how the providers administer and manages content on behalf of third party partners through its white label business.

It’s not a case of simply attempting to offer as many games as we possibly can.

As a platform provider we are connected with multiple slots providers, some of them through face to face integration, and others via game aggregator platforms. For example, we have directly integrated with the likes of NetEnt, Play’n Go and Microgaming, while in terms of platforms we have integrated with companies including Quickfire, NYX (or SG Digital) and iSoftBet. But it’s not a case of simply attempting to offer as many games as we possibly can. We figure out that having a competitive offering, in terms of having a variety choices of games, is definitely vital. We do this; after all, we have to remain competitive. But at the same time, we don’t conclude it is simply a question of numbers. For example, an operator may demand to offer more than 3,000 games, and that this makes it the biggest online casino in the market. A supplier could state that it has over 9,000 games on its platform. These sorts of numbers are impressive to put on a banner or a pitch document, but it’s just a number. Players don’t play a thousand games; most won’t even play a hundred. We understand it’s not just about quantity, so we seek for new method to differentiate our offering. For instance, we provide a number of exclusive slots, which means that working with us, operators will be able to get something that they can’t find anywhere else. Quality is vital, which is why we don’t connect with every studio available, even when we work with game aggregation platforms. We may have access to games from more than 100 different studios through a platform, but that doesn’t mean that we are going to launch every game from each partner. We cherry pick the ones we want to launch and work to assure they can be successful via our platform. Having a competitive offering is important, but having a quality offering is equally important. 

There is not a single strategy for all brands

We notice white label partnerships as collaborations with our partners. For example, as part of the service we offer, we don’t just launch titles on our network, but proactively oversee the games. We reorder titles constantly, advertise different games, operate CRM campaigns and reposition titles as and when needed. We’re quite special in that sense; our partners are entrusting their brands to us, so we concentrate on making sure the games we cater are profitable. This means there is not a single strategy for all brands. Partners seldom select a game as particularly important – usually a jackpot game or a branded title – so we will establish a bespoke strategy for that brand. While the majority might have this particular title further down the menu of slots, for that client we’ll push it to the top of the list.

Overall, content management is backed by a selection of predictive analytics we’ve established, meaning we can input a series of data parameters, such as royalty payments, market preferences and player habits, and this will provide us a recommended outcome. To boost profitability on the player level, Aspire Global’s analysis tools perform statistical scenario tests to discover strategies for the promotion of games within casinos. The statistical model consider game specific elements such as the percentage of pay-out, supplier royalty levels, stickiness with players and average player spend in the game to determine the impact on player lifetime value from different actions in relation to the game. Games that are operating well are promoted while games that are operating poorly are either moved in the user interface or replaced by a better performing game. We see this as a major part of why our net gaming to deposits ratio is usually at higher end of the industry scale. 

We manage white label sites at player level

The analytics can also be utilized to guide partners. For instance, a client may need to run a special promotional campaign or launch in a new market, and be seeking for titles that push high conversion rates, or are particularly popular in a certain region. We can then offer them with a recommendation to help drive revenue from the campaign or launch. The strategy can’t be the same for all brands – we don’t manage our white label sites on brand level. Instead, things are managed on a player level, based on behavioural characteristics. This way each player active on our network will be provided with a variety of games that suit their style of play, so if a user prefers particularly volatile slots, we will promote these products to them across our network. It’s also vital to look at each brand’s target markets; player characteristics are different in each territory, so we are mindful to ensure that players in each market receive culturally relevant product promotions.

It’s important to consider the business case for each game

We have a very rigid method towards which games we provide to players. We’re very concern to issues such as return to players or jackpots, for example. While we launch more than two games a day, every single product is thoroughly examined. We have our QA team test the game, and then pass it to our analysis teams to assess risks such as bonus abuses, and ensuring maximum exposure for operators isn’t too high. If there are any concerns, we’ll make minor changes, such as tweaking maximum bets, so each and every product launched has been tweaked and tested. We don’t just fire out new games. This is vital, I think. We’re probably a mid-tier business now, with a network ranging from lower- to top-tier brands. We must make sure we look after our clients’ best interests; we’re their partners, so our achievements is aligned with their success. This signifies we need to make tough decisions. Say a supplier released and heavily promoted a new title, which soon went live on most major operators’ sites. If our examination of the game revealed that it came with a theoretical mass exposure of millions of Euros, we would be wary about putting it live. Smaller operators on our network could have their profits wiped out by a multi-million Euro payout – it’s just not good business sense to jeopardise partners in that way. This is why it’s vital to recognize the business case for each game, rather than trying to copy the rest of the market.

Article all credits to Aspire Global chief operating officer Dima Reiderman and iGaming Business.

Related articles

Osaka won’t choose a casino partner until 2020

Casino operators are flowing into the heart of Osaka, Japan, in order to win a partnership to build an integrated resort (IR) in the city. Unfortunately, things will not be in their favor. According to MGM Resorts Chairman and CEO Jim Murren, the city isn’t going to be prepared to finalized its commitment for at […]

Many Macau 5-star casino hotels full for Labour Day break

The majority of Macau’s best five-star casino hotels are already fully booked for at least part of the upcoming Labour Day holiday, according to information collated by GGRAsia from the hotels’ respective official booking sites. Mainland Chinese citizens are believable to be able to fancy a minimum of four consecutive days of recreation during the Labour […]

Leave a Reply

Your email address will not be published. Required fields are marked *