Interviews
How level five AI can help operators superscale efficiency and profitability in 2023
With Markor Technology recently partnering with Ibex.ai to strengthen the range of solutions it can supply to partners, we sat down with Thomas Aigner and Melissa Summerfield to discuss the benefits the tool offers CRM teams and the impacts of AI and machine learning in the wider iGaming industry
Before we get into how Markor will utilise Ibex.ai to strengthen its client offering, can you tell us a bit more about the company’s core concept and how it differs from other rule-based AI systems?
TA: When Ibex was started, our core focus was to really look at each player individually and come up with ways to maximise their lifetime value. We weren’t happy with the level of personalisation and automation that existing technology could deliver, so we set about re-thinking the process of a CRM campaign from the bottom up. With the machine learning models that Ibex utilises, it’s able to create a full profit/loss calculation for individual players that takes into account everything from the payment method they use to the costs of sending a bonus via SMS or email. From these calculations, the system is able to implement the action that has the highest impact for each player while also learning and optimising its models based on the previous outcomes. In this respect, Ibex differs from some of the more traditional, rule-based systems – where CRM teams usually still have to build a customer journey to trigger their desired action – as it provides a true level of automation by constantly A/B testing its approaches and evaluating their performance without the need for manual prompting from the user.
Last year, Ibex.ai was involved in a ground-breaking trial where it was pitted against a human CRM team and delivered some pretty convincing results – what factors helped contribute to its success?
TA: Over the course of that study, Ibex delivered a 20% increase in NGR and a 17% decrease in bonus spend when tested against what a human CRM team was doing. One of the keys to this success was the fact that our technology doesn’t need to create and target customer segments in the way that a traditional CRM team does. Instead, we looked to fundamentally overhaul the approach taken by CRM teams and place a greater emphasis on targeting each individual player, meaning that the bonuses Ibex offers are 100% personalised. Additionally, Ibex can look at how each player reacts to its offers and use this data to automatically decide and trigger the next best action specifically for them. This is known as level five automation and means it can build optimal models by itself, with CRM teams then being able to look at its choices, understand the actions and use them to come up with new campaigns.
Another perk of Ibex’s approach is that the system is able to quickly identify bonus abusers, who obviously have a big impact on a CRM team’s overall profit/loss figures during each campaign. Whereas manually rooting out bonus abusers and segmenting them accordingly is a costly and time-consuming process, Ibex’s personalised, player-by-player approach means the technology can easily spot signs of bonus abuse and decide that the best action in these cases is often not to issue any offer.
The increased use of AI in traditionally human operations is something of a hot topic at the moment – is Ibex.ai intended to replace CRM teams entirely or merely supplement what they currently do?
TA: This is a really important question and one we get asked a lot because of the high level of automation Ibex can deliver. Our AI is not at all intended to replace CRM teams or take away human jobs, but rather to enhance their current capabilities by removing some of the day-to-day legwork. This gives them more time to focus on building creative campaigns and optimising their overall strategy, which can in turn help them increase profits without taking on further costs. With this in mind, CRM teams shouldn’t be fearful about AI replacing them, but should instead be experimenting with it and learning its capabilities so they can better understand how to work alongside it in future.
How will automated technology such as Ibex.ai enable online operators to better structure their CRM teams going forward and will it allow for a more efficient distribution of resources in future?
TA: We’re already starting to see this with our current partners. By using an AI like Ibex, it’s possible to take some of the manual legwork out of the CRM process – i.e. defining a target group and then scheduling/executing a campaign – which in turn gives executives more time to focus on the creative side of things and how they refine their top-level strategy. One of the important things to remember about Ibex is that it’s not a content generating AI, but rather one takes all of the templates and bonuses that are already in place and combines them to get the most optimal results. As such, removing a lot of the manual admin can give CRM more freedom to focus on creating better content.
From Markor Technology’s point of view, how does partnering with highly-specialised companies such as Ibex.ai enable you to enhance the service that you’re currently able to offer your partners?
MS: Markor has always been focused on providing innovative solutions for our clients – and one of the value propositions that we pride ourselves on is that our iGaming technology is powered by AI and machine learning. The role of this technology is to make people’s lives easier, so by onboarding specialised partners such as Ibex, we can automate more, decrease human error and track data so it can drive informed, real-time business decisions. By streamlining operations in this way, we save our clients’ time so they can focus more on high level topics such as branding and business development.
Can you tell us a little bit about some of the advantages that Ibex.ai gives to your online casino partners and how the technology has been incorporated into your current PAM platform offering?
MS: One of the main benefits that Ibex has delivered for us is that it intelligently targets customers and increases their lifetime value – two things that have already been backed up by the company’s reports. By constantly A/B testing its actions and learning from the results, Ibex is able to consistently choose the optimal offer or reward based on the projected value of each player, meaning once a network of campaigns has been set up, CRM teams will be free to focus on their overall user strategy.
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Fana Colette Senior Social Media Manager at GameOn
Defining the Future of B2B Social in iGaming – Q&A with Fana Colette, Senior Social Media Manager at GameOn
Congratulations on becoming GameOn’s Senior Social Media Manager. What attracted you to this role in particular, and why now?
The first thing was the breadth and depth of GameOn’s client roster. The range of brands the team works with means you’re solving genuinely different problems week to week, which keeps the work sharp and exciting. The second was GameOn’s reputation within the industry. It’s a company that’s clearly built strong relationships and real credibility over a long period of time.
As for the timing, spending time consulting independently taught me a huge amount, particularly about the commercial side of running a business. I reached a point where I wanted to combine that entrepreneurial experience with the scale, support, and collaborative environment of a larger team. Joining GameOn gives me the opportunity to apply everything I’ve learned alongside people with deep industry expertise and the infrastructure to deliver at a high level.
You’ve grown social pages to tens of thousands of followers. What was the approach that made that possible, and what will you bring from that experience to GameOn?
My approach to growth has always been rooted in two things: a deep understanding of the audience and a clear commercial focus.
First, you have to keep the customer at the centre of everything. You need to be relentless about understanding who they are, what they care about, what frustrates them, what makes them engage, and ultimately what drives action. A lot of brands think they understand their audience, but very few truly do.
Secondly, you need to stay commercially minded at every stage. Running my own business sharpened that mindset significantly. Growth should always tie back to business outcomes. Engagement for the sake of engagement is a vanity metric. The real goal is building trust, brand affinity, and visibility that contributes to revenue and long-term growth.
That’s the mentality I’ll be bringing to GameOn: social strategies that are creative and engaging, but always aligned with measurable commercial impact.
Social media in iGaming has evolved significantly over the years. What trends are you seeing right now? Where do the biggest opportunities lie for B2B brands in particular?
Social media has changed faster in the last two or three years than it did in the decade before. In 2023, the idea of brands being represented by AI-generated influencers would have sounded ridiculous. Now it’s a genuine consideration for some businesses. The pace of change is something brands need to fully accept. What worked six months ago may already feel outdated.
What I’m seeing now is a clear shift away from generic, overly polished content towards more distinctive, personality-led communication. The brands performing best are the ones willing to stand out and develop a recognisable voice. Audiences are increasingly exposed to homogenous content, so if your competitor could post exactly the same thing as you, it’s probably time to rethink your strategy.
For B2B brands specifically, founder-led thought leadership on LinkedIn remains a huge opportunity. People still buy from people, and a credible founder voice often builds more trust than branded content alone ever can.
The second opportunity is understanding how younger audiences consume content. Gen Z professionals are now entering junior commercial and decision-influencing roles across iGaming, and their expectations around content are very different. If your B2B social presence feels outdated, overly corporate, or disconnected from modern platform behaviour, it simply won’t resonate.
A lot of iGaming companies struggle to make social work. What are the common mistakes you most often see, and how do you approach them differently?
One of the biggest mistakes is that brands play it too safe. Compliance is obviously critical in iGaming, but there’s often far more creative flexibility available than companies assume.
Another common issue is that social media gets treated as a secondary marketing channel rather than a core part of the wider commercial strategy. When that happens, content becomes inconsistent, reactive, and lacking in direction.
My approach is to treat social as a genuine driver of engagement, visibility, and business outcomes. That means being more intentional with content, more consistent in execution, and more willing to test, learn, and iterate.
I always start with a simple question: what is this content actually supposed to achieve, and how will we measure success? Once you answer that properly, the strategy becomes much clearer.
As you settle into the new role, what are you hoping to tackle first, and what does success look like for GameOn’s social offering over the next 12 months?
My first priority is understanding what we already have. That means conducting a proper audit across the client roster to identify what’s working, what isn’t, where the opportunities are, and where we can create quick wins.
Over the next 12 months, success for me would mean seeing social become a more central part of our clients’ growth strategies. I want to see stronger performance metrics, more distinctive brand voices, and clearer evidence of how social contributes to wider business objectives.
Ultimately, I’d love GameOn to become the first name people in iGaming think of when they’re serious about social media. Not just because we deliver strong results for existing clients, but because we’ve built the proof points, case studies, and standout work that naturally attracts the next wave of business.
There’s a real opportunity right now to define what great B2B social looks like in iGaming, and that’s the standard I want us to set.
The post Defining the Future of B2B Social in iGaming – Q&A with Fana Colette, Senior Social Media Manager at GameOn appeared first on Eastern European Gaming | Global iGaming & Tech Intelligence Hub.
Andréa Curral
“No iGaming, marcas sólidas dependem de consistência, experiência e relacionamento de longo prazo”
Com uma trajetória construída em grandes grupos globais de mídia, entretenimento e varejo digital, Andréa Curral chega ao Grupo Esportes Gaming Brasil para ocupar o cargo de Diretora de Marketing em um momento estratégico para o mercado brasileiro de apostas regulamentadas.
Após passagens por empresas como Privalia, Discovery e Warner Bros., a executiva assume o desafio de fortalecer o posicionamento institucional e a estratégia de marca das operações Esportes da Sorte, Onabet e Lottu em um cenário cada vez mais competitivo, regulado e orientado por experiência do consumidor.
Em meio ao amadurecimento do setor de iGaming no Brasil, temas como branding, jogo responsável, aquisição eficiente, reputação e conexão cultural ganham relevância crescente para operadoras que buscam crescimento sustentável e diferenciação de longo prazo.
Nesta entrevista exclusiva ao Gaming Americas, Andréa Curral fala sobre como sua experiência em mercados tradicionais contribui para a construção de marcas mais sólidas no iGaming, o papel do marketing na promoção do jogo responsável, os desafios de equilibrar branding e performance em um ambiente altamente dinâmico e as estratégias do Grupo EGB para ampliar presença durante grandes eventos esportivos e manifestações culturais no país.
Andréa, você construiu uma trajetória sólida em gigantes globais de mercados tradicionais como Privalia, Discovery e Warner Bros.
Como essa experiência em branding e experiência do consumidor contribui hoje para sua atuação no iGaming com o Grupo EGB?
Andréa Curral – O principal aprendizado que trago de empresas de mídia, entretenimento e varejo digital é que marcas sólidas não se sustentam apenas em grandes campanhas, mas em consistência, experiência e construção de relacionamento no longo prazo. No iGaming, isso é ainda mais relevante, porque a relação com o usuário passa diretamente por confiança, clareza e segurança.
No Grupo EGB, buscamos aplicar uma visão integrada entre branding, performance e experiência do consumidor.
Isso significa tratar conteúdo como um ativo estratégico, trabalhar comunicação com lógica editorial e segmentação inteligente, além de utilizar métricas e tecnologia para melhorar continuamente a jornada do usuário.
Minha experiência em ambientes altamente competitivos também contribui para equilibrar crescimento, posicionamento institucional e eficiência operacional em um momento de amadurecimento importante para o mercado brasileiro.
Diante do atual momento de consolidação do mercado regulado no Brasil, quais são os principais focos e diretrizes da sua diretoria para o posicionamento institucional das marcas do grupo, Esportes da Sorte, Onabet e Lottu, dentro desse novo cenário?
O cenário atual exige marcas mais claras, operações mais eficientes e uma relação mais consistente com o público. Nossa estratégia está estruturada em três pilares principais: diferenciação de portfólio, experiência do usuário e construção de reputação.
Esportes da Sorte, Onabet e Lottu possuem posicionamentos distintos dentro do grupo, isso reduz a sobreposição e fortalece a identidade de cada operação. Mas um pilar comum a toda nossa empresa é o jogo responsável. É nossa responsabilidade garantir um ambiente controlado e saudável para a diversão.
Somos uma empresa com DNA brasileiro e nossos contratos de patrocínio vão além da exposição de mídia. Incentivamos a cultura nacional, gerando experiências relevantes, que conectam as marcas a territórios de grande relevância popular, como esporte, entretenimento e cultura.
Ao mesmo tempo, o aumento do custo de aquisição torna essencial uma operação integrada entre marketing, produto, atendimento e retenção, sempre alinhada às diretrizes de jogo responsável e à regulamentação vigente.
O Grupo EGB enfatiza o compromisso com o “jogo responsável”.
Como o marketing pode atuar de forma prática na educação do apostador e na promoção de bem-estar, transformando essa diretriz em comunicação efetiva para o público?
Para nós, jogo responsável não pode ser tratado apenas como uma obrigação regulatória ou uma mensagem complementar de comunicação. Ele precisa fazer parte da experiência do usuário, da operação e da construção de reputação da companhia.
O marketing tem um papel importante nesse processo ao comunicar com clareza, evitar promessas irreais e contribuir para uma relação mais consciente do usuário com o entretenimento.
Isso envolve reforçar mensagens sobre limites, autocontrole, pausas e transparência nas regras.
Também acreditamos que comunicação responsável ajuda a fortalecer um ambiente mais seguro e sustentável para todo o ecossistema. No longo prazo, confiança e reputação são ativos fundamentais para qualquer marca que queira crescer de forma consistente no setor.
Em termos de estratégia de crescimento, como você equilibra construção de marca de longo prazo (branding) com performance de curto prazo em um setor altamente dinâmico e competitivo como o iGaming?
Hoje Branding e performance trabalham em conjunto, de forma absolutamente integrada, para que os resultados de crescimento sustentável não dependam apenas de aquisição. Por isso, trabalhamos uma operação orientada por métricas, dados e otimização contínua, sem perder a visão estratégica de longo prazo.
A construção de marca passa por coerência, qualidade da experiência, clareza de comunicação e consistência na entrega. Esse mecanismo de relacionamento cria comunidade e reforça a confiança do usuário na marca.
A Copa do Mundo é um dos momentos mais disputados pela atenção do público.
Como o Esportes da Sorte está estruturando sua estratégia de mídia, conteúdo e transmissões oficiais para garantir presença forte e multiplataforma durante o torneio?
A Copa representa um dos maiores momentos de mobilização do entretenimento esportivo, então estruturamos uma estratégia multiplataforma que combina mídia, conteúdo e experiências presenciais.
O Esportes da Sorte fechou o patrocínio oficial das transmissões da Copa no SBT e na N Sports, garantindo presença em TV aberta, streaming, canais digitais e propriedades online das emissoras. Essa entrega amplia frequência e alcance de marca ao longo do torneio.
Mas entendemos que presença de mídia sozinha não é suficiente. Por isso, trabalhamos campanhas institucionais que conectam entretenimento, cultura popular e engajamento emocional.
“Torça como um Corinthiano”, por exemplo, usa a relação histórica da torcida do Corinthians com o clube para resgatar a conexão do brasileiro com a Seleção. Já “Convoque” aposta em humor, fantasia e linguagem digital para ampliar diálogo com diferentes públicos.
Tudo isso é desenvolvido mantendo o compromisso com comunicação responsável e alinhada às diretrizes do setor.
Dentro desse ecossistema de marca e entretenimento, quais serão os principais desdobramentos das ações de rua e patrocínios locais durante os períodos de grande consumo esportivo, como a Copa do Mundo?
Para os grandes eventos esportivos, nossa estratégia combina presença multiplataforma com experiências de proximidade junto ao público.
O objetivo é fazer com que as marcas do grupo estejam inseridas de forma orgânica na rotina e nos espaços de convivência dos torcedores, conectando entretenimento, conteúdo e experiência de marca.
Além da presença em mídia e transmissões oficiais, vamos trabalhar ativações proprietárias e ações presenciais em diferentes regiões do país, sempre buscando fortalecer relacionamento, engajamento e conexão cultural com o público.
Essa atuação também conversa diretamente com a visão do Grupo EGB de transformar patrocínios em plataformas contínuas de experiência e conteúdo, indo além da exposição tradicional e construindo relevância de longo prazo para as marcas.
Além do futebol, o Grupo EGB também investe em grandes manifestações culturais e eventos populares, como Carnaval e festivais regionais.
Como essas ativações se conectam à estratégia global de marca e à construção de presença no território brasileiro?
Nossa estratégia de marca está muito conectada à cultura popular e aos grandes territórios de mobilização do público brasileiro. O esporte é um pilar importante, mas não é o único.
Hoje o grupo apoia iniciativas de grande relevância nacional, como o Galo da Madrugada, o Festival de Parintins e o Carnaval em diferentes capitais brasileiras.
Essas propriedades ajudam a ampliar a presença nacional, fortalecer relacionamento com diferentes comunidades e criar conexões mais orgânicas com o público.
Mais do que exposição, buscamos desenvolver projetos de longo prazo que integrem conteúdo, experiência e ativação local. Isso permite que os patrocínios deixem de funcionar apenas como mídia tradicional e passem a operar como plataformas de relacionamento e construção institucional das marcas.
The post “No iGaming, marcas sólidas dependem de consistência, experiência e relacionamento de longo prazo” appeared first on Americas iGaming & Sports Betting News.
2026 sports betting
For Sportradar, the 2026 World Cup is set to reshape acquisition and engagement in sports betting
With expectations of generating approximately US$ 50 billion in bets worldwide, the 2026 World Cup is already seen by the industry as the largest commercial event in the recent history of sports betting.
In an expanded tournament with 48 teams, 104 matches and a duration of 39 days across three different countries, Latin American operators are preparing to compete for attention, retention and conversion in an increasingly competitive environment driven by real-time data.
More than media volume or massive campaigns, experts point out that the competitive differentiator in the next World Cup will be the ability for personalization, automation and dynamic activation during the micro moments of the match.
Technologies based on artificial intelligence, live data and micro betting are already transforming the way operators approach acquisition and engagement in major international tournaments.
At the same time, regulatory advancement in Latin America and the maturation of bettor behavior are increasing pressure for more efficient, contextual campaigns aligned with local compliance requirements.
In this interview, Sportradar, represented by Rodrigo Cambiaghi, Senior Digital Advertising Sales Executive for Latin America, analyzes how operators can prepare for the 2026 World Cup, which strategies performed best in the Euro Cup and Copa América, the impact of real-time personalization and the challenges of executing regional campaigns in a fragmented regulatory landscape.
The estimated global betting volume for the 2026 World Cup is US$ 50 billion. What does this number represent in terms of real opportunity for Latin American operators, and what are the main risks for those who do not prepare?
Sportradar – The estimated US$ 50 billion betting volume during the 2026 World Cup shows the scale of the opportunity the tournament represents for Latin American operators.
We are talking about the largest attention and engagement event in the industry, in an edition that will feature 48 teams and 104 matches, creating more moments of connection with fans and more acquisition opportunities over 39 days of competition.
But the competitive differentiator will not lie solely in the size of media investment. The most prepared operators will be those capable of using data, technology and personalization to activate real-time campaigns aligned with the emotional context of the match.
Today, consumers expect more relevant experiences connected to what is happening on the field at that exact moment, whether it is a goal, a comeback or an outstanding individual performance.
At the same time, there is a significant risk for those who fail to prepare properly. Generic campaigns, relying only on bonuses or media volume, tend to lose efficiency in an extremely competitive environment.
Without robust real-time data infrastructure and continuous optimization capabilities, it becomes much more difficult to capture moments of highest betting intent and transform increased tournament traffic into sustainable long-term growth.
In the end, the 2026 World Cup should consolidate an important shift in the industry, where scale remains relevant, but technology, personalization and real-time execution become the true competitive differentiators.
You mention a “generalized sameness” in the market. What did the most successful operators at Euro 2024 and Copa América do differently in terms of advertising technology?
What we saw in Euro 2024 and Copa América was an important shift in approach.
The most successful operators moved away from broad and generic campaigns to adopt strategies much more driven by data, context and real-time fan behavior.
Instead of treating every minute of a match the same way, they began activating campaigns at moments of highest emotion and betting intent.
Advertising technology played a central role in this. Campaigns started using live data, automation and artificial intelligence to adjust messages, offers and creatives according to what was happening on the field.
A goal, a period of attacking pressure, an outstanding individual performance or even changes in match dynamics became triggers for dynamic campaign activation across multiple channels, including social, video, audio and programmatic.
The result was much more relevant and efficient communication. During Euro 2024 and Copa América, operators that combined branding, performance and moment-driven campaigns saw significant growth in deposits and a reduction in CPA, even in a highly competitive environment.
How do dynamic creative ads triggered by match moments actually work in practice — a goal, a corner, a shift in pace? Can you give a concrete example of a campaign?
Today, dynamic creative ads operate in a way that is closely connected to the logic of micro betting, which is precisely betting on fast and specific events within the match.
Instead of waiting for the final result of the game, fans interact with micro moments in real time, such as the next corner, the next shot on goal or whether a specific player will hit the target in the next play.
In practice, the technology monitors live match data and identifies moments of increased intensity or betting intent.
If a team starts applying heavy pressure, for example, the system can automatically activate campaigns related to the next corner, next shot on goal or other relevant offensive actions.
All of this happens within seconds, with personalized creatives being distributed across digital channels while the emotion of the play is still unfolding.
This model makes the experience much more contextual and relevant for the user. Instead of generic campaigns, fans receive messages aligned with the exact moment of the game and their own consumer behavior. It is precisely this combination of real-time data, automation and micro betting that is reshaping how operators approach acquisition and engagement during major sporting events.
The concept of “always on” is central to your approach. How do operators maintain relevance in the minutes between goals, when betting intent still exists but the peak moment has passed?
The “always on” concept is based on the understanding that fan engagement does not disappear between major match events.
Even when the game enters a period without goals, attention still exists in live statistics, anticipation of the next play, individual player performance and social media conversations. It is precisely in this interval that the most prepared operators are able to maintain relevance using real-time data and personalization.
In practice, this means activating campaigns and betting suggestions aligned with the current context of the game. If a team is applying more pressure, for example, users may receive offers related to the next corner, next shot on goal or other micro betting markets.
The focus shifts away from only the major event, such as a goal, and expands to include the entire dynamics of the match.
The key difference lies in the ability to transform live data into more relevant and continuous experiences. With automation, AI and behavior-driven campaigns, operators are able to keep users engaged throughout the entire match journey, not only during peak emotional moments.
The 2026 World Cup lasts 39 days and takes place across three countries. How should an operator structure its marketing budget to be agile enough to capitalize on unexpected outcomes without losing brand consistency?
In a tournament like the 2026 World Cup, flexibility becomes just as important as budget size. The most efficient operators do not work with a rigid plan from start to finish.
They structure campaigns capable of redistributing investment in real time, based on performance, audience behavior and narratives that emerge throughout the tournament.
This is especially important in a World Cup with 104 matches, multiple time zones and different markets involved.
Unexpected stories always emerge, such as surprise teams, viral players or matches that generate much higher-than-expected spikes. Prepared operators are able to react quickly to these moments, increasing presence in channels and campaigns that are performing best in that specific context.
At the same time, brand consistency remains fundamental. A common mistake is concentrating almost all investment solely on acquisition and immediate performance.
The strongest brands are able to balance awareness, acquisition and retention throughout the 39 days of competition, maintaining a clear identity while adjusting messaging, formats and campaign intensity as fan behavior evolves during the tournament.
What are the main differences between Latin American markets in terms of bettor behavior during major tournaments, and how does this affect campaign strategy?
Although football is a shared cultural element across Latin America, the region’s markets present very different levels of maturity, regulation and digital behavior.
In more mature markets, users already hold multiple accounts and have greater familiarity with live betting, making personalization, retention and user experience key factors. In newer markets, there is still a very strong focus on acquisition and awareness building.
We also see important differences in emotional fan behavior. During major tournaments, engagement tends to grow strongly as local teams progress in the competition.
This makes highly localized campaigns much more impactful than generic regional strategies. User behavior changes rapidly according to narrative, team performance and social media momentum at that moment.
For this reason, campaign strategy must be flexible and driven by real-time data. There is no single approach for the entire region.
The most efficient operators are able to adapt creatives, messaging, channels and even investment intensity based on the specific behavior of each market, maintaining cultural relevance and higher acquisition and retention efficiency.
The regulatory landscape in Latin America is fragmented. How can operators working across multiple markets run efficient campaigns without compromising local compliance?
Regulatory fragmentation is one of the main challenges in the industry today in Latin America, especially for operators working across multiple markets at the same time.
Each country has different rules regarding advertising, targeting, permitted channels and responsible communication, which requires campaigns to be much more adaptable and compliance-driven from the very beginning of planning.
In this scenario, technology and automation play a fundamental role. The most prepared operators work with platforms capable of applying market-specific restrictions in real time, adjusting targeting, formats, frequency and messaging according to local regulation. This allows operational efficiency without compromising compliance or regulatory safety.
At the same time, it is important to find a balance between standardization and local relevance. Regional strategy can be centralized in terms of brand, technology and data intelligence, but activation must respect the cultural and regulatory context of each country.
The most efficient campaigns today are precisely those that manage to combine regional scale with highly localized execution.
The post For Sportradar, the 2026 World Cup is set to reshape acquisition and engagement in sports betting appeared first on Americas iGaming & Sports Betting News.
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