Interviews
”When it comes to player behaviour, land-based customers have a different profile to those who only bet online”: Exclusive interview with GAMING1’s Sylvain Boniver
Casino and sports betting group GAMING1 is by far one of Belgium’s best-known suppliers, with over 42 gaming halls and casinos across Belgium, Switzerland and France – as well as 20 online operations globally.
Offering some excellent insight into how land-based vs. online has played out this year, we caught up with GAMING1’s Co-founder and COO, Sylvain Boniver to hear the latest on Europe’s market developments.
First off, for those who don’t know you – can you tell our readers about GAMING1 and what you do?
GAMING1 is a casino and sports betting group, which leads the land-based and online market in its native territory of Belgium and beyond. Leveraging almost three decades of industry experience, our unique business model remains as invaluable as ever.
Combining the network and brand power of a top land-based operator with advanced proprietary technology, we create cutting-edge digital channels for casinos and sportsbooks looking to step up their online operations. In total, we have more than 42 gaming halls and casino resorts in Belgium, Switzerland, and France, as well as managing a portfolio of online operations in regulated markets across the globe.
GAMING1 has a strong track record in Portugal, how has the market performed there this year?
GAMING1 was the first online operator to go live in Portugal with Estoril. The venture has been fruitful, and we’ve enjoyed cultivating such a productive commercial relationship with our valued partners at the company.
Although we’re proud to lead the way in Portugal when it comes to market share, we have no plans to rest on our laurels, and our sights are firmly set on continued growth in the territory. In the first quarter of 2020, we recorded an overall increase in GGR of 19% despite the hiatus on sporting fixtures. With the country’s most popular competitions now back up and running, the future looks promising.
How do you see the current state of the country’s iGaming market? Do you think it differs from other European markets? If so, how?
Portugal is a market which is becoming increasingly competitive. At its inception, commercial activity was restricted to local companies, but it long since attracted widespread international attention.
From a legal perspective, the tax review conducted earlier this year was welcomed by operators. The previous system stifled competition, driving the market underground to the benefit of illegal actors.
The current regime, however, remains burdensome. The black market still comprises more than half of the Portuguese gambling industry’s total commercial activity. The situation isn’t helped by needlessly restrictive regulations, but I’m optimistic that the situation will be resolved in due course.
How much of a land-based tradition do we have there? Is it harder to convert land-based players than in other markets?
It’s fair to say that Portugal’s land-based market is unique. It differs radically from that found in neighbouring Spain, for example. Casinos are the only place where you’ll find land-based bettors enjoying their favourite games – the slot machines seen in Spanish bars, arcades and even street corners do not exist in Portugal.
The country is currently home to just 10 casinos, three of which belong to our partner, Estoril Sol. That makes it a lot more challenging to create an omnichannel experience for players throughout Portugal, so we’ve chosen to focus on the regions where we are physically present.
When it comes to player behaviour, land-based customers have a different profile to those who only bet online. The cultures that exist around both verticals can also be very different, so the idea that it’s easy and effortless to bring land-based players online is fatally flawed.
Regarding player behaviour, land-based customers have a different profile than pure online customers and also different ‘cultures’; so, the idea that the conversion from land based to online is natural and easy, is not that simple.
How has COVID-19 affected the online partnerships through and betting and gaming services you offer to land-based operators?
The closure of land-based establishments has underlined the imperative for operators in that vertical to expand their online activities. Our partners have been successful at redirecting land-based customers to their digital operation, thus limiting the financial impact of the outbreak.
The pandemic has also accelerated many of the partnerships that are in our pipeline, but have not yet been finalised. We’re in discussion with a number of operators looking to step up their online offering which, in today’s market, is a matter of survival given the temporarily reduced presence of land-based.
Why are these better for operators in the current climate than a traditional supplier agreement?
The difference is that we win or lose together. Traditional suppliers often continue to charge for services regardless of the commercial success enjoyed by their operator clients. GAMING1, on the other hand, shares the same interests and objectives as its partners.
With more than 27-years of industry experience under our belt, operators know that GAMING1 is a partner that can always be relied upon. Focusing on a small number of projects means that we can invest more time and resources into a given partnership than traditional suppliers would. Unlike conventional providers, GAMING1 proactively helps operators bring land-based players online.
What does the short-term future hold for Europe’s casino industry, and how can you help your partners during this turbulent time?
Changes in player habits, coupled with Covid-induced restrictions, are likely to create challenges for operators without an online outlet. Those who have a synergised land-based and digital offering, on the other hand, will be much better equipped to weather the storm that is sweeping the global economy. For those in the former category, GAMING1 stands ready to help deliver an omnichannel experience to their players.
Which new European markets are on your radar? Are there any we should be keeping a close eye on?
We have our sites firmly set on French expansion, and are creating a land-based network in the country with our exciting new brand, ‘Circus’. We currently operate 6 casinos there, including a Club in Paris, and have undertaken a joint venture with valued partners JOA, who run 33 French-based casinos.
Of course, we are also eagerly awaiting online casino regulation and expect that the covid crisis will accelerate that process.
The Netherlands market also offers interesting prospects. Its authorities have just adopted a law to regulate the gambling industry, and we are preparing to enter the country with a top tier partner, so stay tuned for more info soon enough!
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Looking Back: Growth & Achievements
FBMDS is celebrating five years of expansion and innovation. How would you describe the brand’s journey during this time?
Our journey over the past five years has been one of bold moves, strategic growth, and relentless innovation. As part of the FBM® Group, we began as pioneers in Video Bingo, but our vision extended far beyond that. We have focused on delivering profitable products to our clients and engaging gaming experiences to players. By expanding into multiple gaming categories and strengthening our global presence in key markets like Mexico and Brazil, we have redefined what a localized, player-centric gaming experience should be.
What were the key milestones that shaped FBMDS’ success over the past five years?
Several milestones have defined our success. First, our solidification as a market leader in Video Bingo and Lotto Games, setting the gold standard with best-seller products like Multi Mega, Power Pick Lotto, and Champion IV. Our leadership in Video Bingo is reinforced by unique features like the jackpot system, Magic Ball, and attractive paytables, all of which drive engagement and retention.
Second, our presence at international trade shows has played a crucial role in strengthening relationships with key partners and clients while reinforcing our brand positioning, as seen in events like G2E Las Vegas 2024. Lastly, our rapid expansion in the LATAM region, particularly in Mexico and Brazil, has solidified FBMDS as a trusted and respected brand in a highly competitive landscape.
What has been the most significant challenge, and how did FBMDS overcome it?
The online gaming industry is highly competitive, and differentiation is key. Our challenge was to deliver games that not only stood out but also ensured profitability for operators and engaging experiences for players. We tackled this by investing in customization, localization, and innovation—ensuring that every product aligns with the preferences of specific markets. Our ability to adapt game mechanics, themes, and retention strategies has positioned us ahead of the competition, creating unique gaming experiences that drive business success.
Product Evolution & Market Leadership
FBMDS has built a strong reputation in Video Bingo. How has this segment evolved, and what makes FBMDS a leader in this category?
Video Bingo is our DNA, and we have continuously pushed its evolution by refining gameplay mechanics, introducing engaging themes, and incorporating advanced technology to enhance user experience. Our commitment to differentiation sets us apart: our jackpot feature, the Magic Ball, and attractive paytables are tailored to maximize player engagement and operator profitability. Customization is at the heart of our strategy, ensuring our games resonate with local markets and drive long-term success.
Among FBMDS’ product portfolio, do you have a personal favorite? Why?
It’s hard to pick just one, but I’d highlight our Video Bingo games because they represent our legacy and continued leadership in the industry. We believe Video Bingo is an essential asset for any online casino, as it offers a nostalgic yet modern experience, combining interactive features with high retention rates. Our jackpot system enhances player excitement, while innovative game mechanics keep engagement levels high. In addition, our crash games showcase our adaptability and innovation, delivering high-quality visuals and dynamic gameplay. These two categories reflect our strategic pillars: player engagement and profitable gaming solutions for operators.
Future Outlook & Expansion Plans
Looking ahead, what’s the vision for FBMDS’ next five years?
We are just getting started. Our vision is to expand our influence by continuously delivering innovative and engaging gaming experiences that drive profitability for operators. While we maintain our leadership in Video Bingo, we are also focused on strengthening our position in other gaming verticals. We will continue investing in localized, player-driven innovation, ensuring that every product we launch enhances both player experience and operator success.
Brazil is a key market with huge potential. How does FBMDS plan to strengthen its presence in this region?
Brazil is a strategic priority for us. With regulatory developments and increasing demand for online gaming, we see tremendous opportunities to expand. Our approach is centered on offering tailored gaming experiences that resonate with Brazilian players, ensuring our products align with their cultural and gaming preferences. Additionally, we are forging strategic partnerships with operators to facilitate seamless and impactful expansion in the region, ensuring that our games drive engagement and profitability for our partners.
Innovation & What’s Next
Can you share any insights about upcoming products or features that FBMDS is working on?
Absolutely. We are developing a new generation of Video Bingo games featuring advanced jackpot systems, enhanced gameplay mechanics, and even more engaging features tailored to player preferences. Our goal is to create experiences that keep players entertained while maximizing operator revenue. In addition, we are working on new slots and bonus structures designed to drive engagement and profitability, ensuring that FBMDS remains at the forefront of gaming innovation.
What can operators and players expect from FBMDS in the near future?
A: More expansion, more innovation, and an even stronger, more diverse gaming portfolio. Players can expect cutting-edge experiences featuring interactive and rewarding mechanics, while operators will benefit from flexible, high-performance gaming solutions designed to optimize engagement and profitability. We are committed to maintaining our leadership in Video Bingo while continuously evolving to meet market demands.
Final Thoughts
After five years of continuous growth, what message would you like to share with FBMDS’ partners and players?
First and foremost, a heartfelt thank you to our players, partners, and the entire FBMDS team. Your trust and support have been instrumental in our journey. As we move forward, we remain committed to delivering exceptional gaming experiences, driving profitability for our partners, and continuously pushing the boundaries of innovation. The best is yet to come!
If you had to describe FBMDS’ journey in one word, what would it be?
Transformational.
The post Interview w/ Renato Almeida, Director at FBM appeared first on Gaming and Gambling Industry in the Americas.
We’ve sat down with Irina Laivina, Head of Content at affiliate marketing company Media 24, to discuss how iGaming content could evolve, the key elements of a successful content strategy, the traits of top content managers, and more.
Can you share a bit about your background and what led you to the iGaming industry?
Since childhood, I have been attracted to philology and the study of foreign languages. After university, I realized that content creation was where I could combine my passion for languages with creativity. When I moved to Latvia and changed my social circle, I became more and more drawn into the world of iGaming. Over time, this industry fascinated me so much that I found my professional niche there.
I started at Media24 as a senior content manager, where I introduced new ideas to improve both content and design. These changes had a positive impact on our business goals, eventually leading to my promotion to head of the content department. Now, I continue to optimize and shape our content strategy.
How do you see the role of content evolving in the iGaming affiliate marketing industry over the next five years?
In affiliate marketing content will still play a key role, especially for the SEO-driven affiliate companies. But the way we will create and deliver it will change. The average reader today is more demanding than ever, expecting more value in the content he consumes daily, and willing to spend less time doing it.
The number of content sources has also increased now, too, and that has created many additional angles and opportunities. There’s live streaming, new social media formats, short form videos, and everything in between. So you have to think outside of the traditional strategies and experiment with new ways to connect with your audience to keep up.
Mobile traffic dominance will require adapting for the relevant formats. This trend is already happening globally and will only develop further. Internally, we are following along and are aligning our design and content strategies. Everything must be optimized for mobile-first consumption today.
What are the key elements that make up a successful content strategy in your opinion?
The best content strategy starts with clear goals. At Media 24, we believe that our content should educate and entertain, not take advantage of players. We aim to be a source of helpful information for the reader, not just a platform to promote iGaming brands. In a world of informational overload, your content should be focused on providing real value. Users love it, and search engines prioritize this kind of content too.
We are thinking about the long-term perspective. If content that we produce helps a reader to find what he’s looking for, and is engaging, search engines will naturally rank it higher. So for us it’s not a question of how we can exploit the algorithms, but what is the best way to help a reader make an educated decision.
What role does SEO play in shaping the content strategy at Media 24, and how do both teams collaborate for the best results?
At Media 24 content and SEO departments always work hand by hand. It’s hard to imagine our success without close communication between the two teams. We work closely together to develop content plans, conduct competitor analysis, and rely on the SEO team to guide us in the right direction with their data-driven insights. From there, we apply our editorial expertise to make sure our content is relevant, valuable and helpful. So the SEO team navigates us strategically, while the content department is responsible for creating valuable content that keeps readers coming for more.
When building your team, what traits do you value most in a content manager, and why?
For a content manager, first of all, the key thing is attention to details. In content creation, even small errors can affect credibility, user experience, and performance, so precision is key. I also highly appreciate the initiative and the desire for learning new things. The industry does not stand still, so a good content manager is constantly exploring new tools, trends and working methods, offering fresh ideas and solutions.
We work with 90+ geos and with such a reach it’s very important for the content to be relevant to every country niche specifics and language. That’s why we prioritize hiring native speakers and local experts in every given market. The ones that have a deep understanding of cultural nuances, player preferences and market regulations. This guarantees our content is authentic and resonates with readers in every region.
Are there any long-term goals you’re focusing on at Media 24?
I would really like to optimize all our processes as much as possible. This is something that we are working on actively, and we see that the development of technology can assist us in that. For example, we are currently exploring how we can use the possibilities of AI agents to save time for our team. The main goal is to create smarter work processes.
AI will not replace human content creators, as it lacks originality and niche-specific expertise. But this technology can enhance how we work in many ways. That’s why we’re already developing AI-driven solutions to speed-up our operations and assist us in different repetitive tasks. Once we are able to automate routine and time-consuming parts of our work, this will allow the content team to focus more on creativity and strategy. So by experimenting with AI, we’re not replacing creativity. We are giving it extra space.
The post Irina Laivina, Media 24: “Our content is meant to educate and entertain” appeared first on European Gaming Industry News.
A lot has changed since the US Supreme Court struck down PASPA (The Professional and Amateur Sports Protection Act of 1992) as being unconstitutional, effectively ending Nevada’s near-monopoly on sports betting in the country. With every US state now free to legalize and launch its own sports betting market, in-person, online, and mobile sports betting grew at a neck-breaking pace.
This explosive growth saw the emergence of ‘affiliate companies’ – marketing agencies specializing in performance marketing and promoting licensed sports betting operators. However, as the market entered a new phase and growth slowed, some affiliates have been seeing mixed results in the past year.
We sat down for a chat with Shmulik Segal, Founder and CEO of Media Troopers, an advertising agency specializing in sports betting and iGaming in North America, to hear his views on the gambling marketplace and what the future holds for affiliates. Segal takes a realistic approach and acknowledges the days of insatiable growth are gone, but he still sees great potential in the market.
Looking at the bigger picture, how bad were things for affiliates in the past year?
Segal: “I won’t tell you the past year hasn’t been challenging for marketing agencies like ourselves. Looking at 2024 earning reports of publicly traded marketing agencies in the gambling industry, the results are a mixed bag, Segal says. “While some of the largest players in the space saw their US revenues drop by over a third compared to 2023, the earnings of others just flatlined.”
What causes you to be optimistic then?
“But on the flip side of the coin, there were also companies that saw double-digit growth in earnings,” Segal compares. “So what does that mixed bag of results tell us? Although the days of explosive growth are over, the market is certainly not on a one-way street. I still see tons of opportunities for companies that are adjusting and doing the right things.”
So what are the main challenges the affiliate market is facing?
“I can divide the challenges into two main categories: objective and subjective. Objective categories would be anything that’s ‘man-made’, such as legislation (new states that open up), increased regulation (restrictions on advertising, increased taxation), the evolution of technology (Artificial Intelligence and further mobile personalization), competition (both operators and other marketing channels and companies), and all other factors that are created by governments, companies, and individuals,” he explains.
“The subjective factors are more geographical or permanent. Let’s take sports betting as an example. According to the American Gaming Association’s state tracker, Out of 51 potential jurisdictions across the country (50 states + Washington DC), 38 have legalized sports betting. However, only seven states have legalized iGaming.”
So, how do you treat these challenges differently?
“As an affiliate, you understand the fundamental difference between the two types of challenges: your level of control. While you can mitigate objective challenges, you must adapt to subjective ones.”
How do you stay relevant as an affiliate amidst these challenges?
“The first thing we must always keep in mind is that we make a living out of providing our customers with additional value, i.e. unique knowledge and expertise that the operator doesn’t have and fits perfectly into its marketing mix. We must provide our customers with a competitive, cutting edge.”
“Case in point: we constantly strive to be ahead of the curve in everything we do. Our technology platform constantly adapts and upgrades to include more powerful AI tools for segmentation, targeting, and personalization. A huge part of our media teams’ job is to look for the ‘next big thing’ be it a fresh marketing channel or a new source that will enable us to expand our reach and tap into new markets.
Our commercial teams work closely with existing and potential operators to find new ways to bring value to players, be it new games, news, or promotions. And it goes without saying that our compliance team takes great care of ensuring we adhere to the highest standards of safe advertising and responsible gaming.”
“But no less important,“ he concludes, “is the operations team that ties all the pieces together and executes everything. That’s one of the biggest challenges, given operations can be slow-moving, we constantly need to improve our execution to keep up with the changes the other parts of the team bring.”
What about other types of challenges? The ones you can’t mitigate?
“When it comes to subjective challenges, however, you have much less control, and this is where companies must brace themselves and adapt quickly. Case in point, there are 38 sports betting states, while a portion of the remaining ones, such as Hawai, Utah, Texas, and California, won’t introduce sports betting or iGaming in the foreseeable future.
With fewer states regulating gaming in the foreseeable future, is the market bound to shrink?
“I don’t see it that way. Long gone are the days when a new market opened every few months. What would you do? You can’t ‘magic up’ more states. But you can certainly adapt and brace yourself to improve and grow your share in existing markets, which is exactly what we are focusing on doing,” he explains. “Along with acquiring new players through new and existing markets, we are constantly looking for new channels that will bring our customers (operators) loyalty and higher lifetime value.”
You are talking about increasing share and value, does that mean there are no new opportunities?
“We see huge potential, with opportunities constantly coming to knock on our door. North Carolina and Vermont were the two new markets that launched in 2024, and we are already seeing a lot of growth there. For example, North Carolina, which only went live with sports betting in March 2024, but by the end of the year, already clinched ninth place in the Top 10 sports betting states, reporting revenues of over $583.
This is why we treat every state as a standalone ecosystem with its unique set of challenges, requirements, and potential. The next exciting challenge (and opportunity) we are preparing for is Missouri, which legalized sports betting at the end of 2024 but has yet to launch. We have already been hard at work since the ballot was approved in November, so we can hit the ground running and start sending our MO sportsbook partners newly depositing customers from day one.
What about organic growth in existing markets?
“There’s certainly that also. While every new state that launches sports betting can potentially bring a spike in growth, we are certainly seeing organic growth and improved results across the board year after year. Take as an example the Super Bowl. In 2025, legal US bets on the Super Bowl grew 10% year-on-year. Or March Madness, on which best are expected to grow 13% from last year.
So, is there still organic growth in existing markets? For us, it’s a big, fat yes.”
Are you planning on staying within the iGaming and sports betting markets in the near future?
“That’s a very good question I ask myself every day, Segal smiles and immediately corrects himself. “Actually, scratch that. I ask myself this question many times over the course of a day in the office.”
He elaborates: “iGaming is tangent to other gaming verticals, and sports betting has an overlap with a whole universe of sports and its related verticals. Every website in these verticals needs traffic, and we know how to provide it. So new opportunities knocking on our door. But how do we capitalize on these without losing our focus and commitment to our core business? We keep our ears and eyes open, but never lose focus.”
The post Affiliates in the US Sports Betting Market – Has The Game Gone Cold? appeared first on Gaming and Gambling Industry in the Americas.
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