In this round-table feature, we look at the ways in which aggregation platforms are advancing and embracing new technology to overcome pain points for studios entering unfamiliar markets, enabling them to focus on creating quality content for players. Insight is provided by Rhys Hatton, Senior Product Manager at Light & Wonder; Ivica Jovanovski, Head of Aggregation at Bragg Gaming; and Tatyana Kaminskaya, Head of SOFTSWISS Game Aggregator.
How would you define the relationship between a modern aggregation platform, an ambitious games studio, an operator and its players?
Rhys Hatton: When aggregation platforms do their job well, it’s a really powerful relationship. Ultimately, our role as a provider is to remove complexity and provide distribution at scale, into regulated markets all over the world. We do this through the delivery of premium in-house and third-party content, through our OpenGaming platform which is truly scalable and which also contains all of the promotional tools and gamification features operators need to attract and retain players.
The penny has also dropped for some operators when new regulations have been imposed in certain markets including the UK, Germany and Sweden. Our technology platform is able to pivot quickly to react to these changes at a network level, keeping operators legal and compliant without the need to drop content, or having to suddenly handle huge projects and take on fire drills.
Ivica Jovanovski: It is an advanced 360-degree ecosystem that is interconnected and highly interdependent. Each segment plays an essential role, with the biggest emphasis on the player who is the initiator and main driver for competing game studios. An aggregator acts as the link, determining how innovative products will perform among a target audience, while the operator gets the opportunity to test and trial the offering and to enhance their portfolio.
Tatyana Kaminskaya: All actors in this line depend on each other. I guess it is a lot easier when it comes to players, as their major goal is entertainment. Most vulnerable are game studios, as they need to attract literally everyone – players, operators, and game aggregation platforms. And the spheres of interest they target may be totally contradictory, so it is important to find balance.
Generally, there’s no way to leave any of these actors out – they function as an organic whole. Of course, we could imagine studios, operators, and players coping without game platforms’ involvement and without content hubs, but this trend never stays long in the market. Working with aggregators is much more beneficial both for studios and operators in terms of saving resources. Despite spotted direct contracts between studios and casinos, aggregators cannot be ousted because of their ability to handle legal, technical and account management issues. It is the economic viability that tips the scales. Aggregators deal with high volumes, build price offerings, and are a kind of security guarantor for providers.
In which markets are aggregation platforms particularly advantageous as a route to market for studios?
Ivica Jovanovski: In markets with stricter regulations, and ones with few operators where barriers to entry are high and the immediate return for direct integration is expected. Europe and North America are regions where aggregation has really been advantageous to date. However, with upcoming regulations and consolidations in South America, I expect this will change the competitive landscape on the continent and aggregators will play a bigger role.
Tatyana Kaminskaya: Advantages do not depend on markets but on the scale and maturity of a game studio or aggregation platform. The concept is roughly the same for both. At the start, when a studio is new to the industry, it should try getting maximum output at minimum input. The priority should be given to loosely regulated markets which would not involve large expenditures. The first steps in such markets do not require excessive effort to obtain licences or certificates, but help understand the process and build up capital. It gets you prepared for landing in more serious and regulated destinations, such as the UK, already fully mature and weathered to withstand challenges and bear financial costs. It is a certain degree of product maturity when you can afford to invest six to twelve months of your effort and reap the benefit, bringing much more value, later.
I believe studios should focus on choosing a game aggregator rather than a market and seek the best offering matching their current development stage. And while choosing, they start analysing access to operators, services, and technical functionality. The SOFTSWISS Game Aggregator works with over 180 game studios, which is a testament to trust in our functionality and features.
Rhys Hatton: Overall, it is more about the universality of platforms, rather than simply catering to any one market. The breadth of access is important, but at the same time we really earn our lunch when markets are regulating and have evolving requirements. North America stands out in this regard with its fragmented, complex regulatory environment, which varies a great amount from state to state. From a supplier standpoint, this necessitates undertaking major costs in gaining individual licences, given the weight of resources that need to be assigned to this lengthy process. However, a platform provider can remove these pain points at a stroke through the development of strong working relationships with regulators – even before a market has gone live for the first time.
Across the board, the support of a modern aggregation platform nurtures and drives innovation for studios worldwide. We aim to provide operators with stand-out content that occupies every gaming niche, including local, market-specific games. It is vital that the scope of content we can offer is both as broad and as market-specific as possible, taking in every potential player preference. One interesting example here is Light & Wonder LIVE DEALER by Authentic Gaming, which we have taken live in Colombia with other regulated markets set to follow. There is a real appetite for live casino entertainment across the Americas and through the power of our platform, we are perfectly positioned to satisfy the demand by rolling this content out at speed.
What is changing in terms of technology at a platform level, and to what benefit?
Tatyana Kaminskaya: There is no common pattern that would apply to all aggregation platforms. I can say that not only the SOFTSWISS Game Aggregator but also some of our competitors see the need for technology upgrades and closer communication with players. Traditionally, a content hub has been an invisible mediator allowing players to run a game. At the same time, players are unaware that this mediator exists. That is why game aggregators try to input their value and approach players – for example, to create engaging tools to bring additional value both for game providers and operators or add functionality unavailable in games.
But this is only possible if a platform has grown its basic functionality to the golden standard – an extensive game portfolio, data processing, help desk, multifunctional back office, and high-level service. And after that it is time to add icing to its cake – additional player engagement and retention tools.
Rhys Hatton: It has also been interesting to see some of our competitors now adopting solutions that we have had in our locker for a while – such as our client middleware solution. It’s inspiring to see others incorporate and build upon our ideas, as it shows the impact and relevance, they have in the industry. Going forward, we believe the future is also about continuing to build out our network services. For many years, we have offered network-wide Free Rounds, which removes the complexity of many different back offices and systems for operators, and we are busy expanding this to incorporate new features. There are smaller aggregators and single studios that have developed great products in this space and there is no question we have areas we are targeting to catch up. At the same time, achieving what we already do at global scale across the whole network is already huge for us and not something you can get easily elsewhere.
In terms of content, our acquisition of Playzido has significantly increased the scope of our capabilities. Its proprietary Remote Gaming Server (RGS) platform is one of the best in the iGaming industry for rapid custom game development and already, it is helping to accelerate the pace at which we can help both game studios and operators across the world to co-create new and exclusive content for players. With competition higher than ever for player attention, this approach drives differentiation and innovation for the benefit of all stakeholders.
Ivica Jovanovski: There are two streams, in which change is guided. First are the technological improvements, from blockchain, VR, and AI which can help build up the gamification experience. The second thing is the easier compliant adaptation to new regulated markets, enabling faster delivery, which is crucial when first-mover advantage is so important.
How important is it for these platforms to be robust at scale, to provide players with a seamless entertainment experience?
Ivica Jovanovski: Due to the large data and traffic volume processing, stability and security are exceptionally important. This serves as one of the biggest competitive advantages for operators. As technology continues to advance, the platforms will only become better, and more elements and functions will be added that will further improve the experience for players.
Rhys Hatton: We often talk about online gaming as being part of the wider entertainment ecosystem and rightly so. However, that idea goes hand in hand with the expectation of a perfect playing experience and this means platform resilience at a global level. Wherever they happen to be in the world, players demand a gaming session free of all technical bugs. If a game breaks down upon trying to open it, there’s a risk that a player will never play it again – or worse, leave the operator altogether. In emerging markets in particular, the implications on revenue of losing a casino player due to a substandard gaming experience is of major significance. That is why for major platform providers, such as Light & Wonder, reliability at scale is not only desirable, but utterly essential.
Scalability at a platform level is also about customer protection. Technical attacks across global markets will continue to become more advanced, ranging from data breaches to ransomware. Operators need to know that their chosen platform is resilient and reactive to such adversity, so that its operations continue to be efficient while running at scale.
Tatyana Kaminskaya: Since game aggregators are invisible actors in the gameplay process, the bare minimum of seamless operation is when a player starts a game without noticing its technical side. Players value good gameplay which is free of technical issues. Therefore, flawless operation is a must for game aggregators, same as the ability to process big data flows, so that no technical anomalies would interfere with exceptional player experience. And only when you have reached perfection at this stage you should approach players – with no pressure but giving space to accept or decline your offer. That’s exactly what we do with the SOFTSWISS Game Aggregator’s Tournament Tool – we analyse, and adjust to, player preferences, showcase the benefits we offer, and give a choice.
The same story is with bonus games, savings, challenges and others. They all can become valuable assets and find their niche, but are absolutely worthless without the basic functions working properly. But the more competitors offer, the faster these additional features will outgrow from pleasant additions into a must.
How do you see the future landscape developing for aggregation platforms?
Tatyana Kaminskaya: Answering this question, I will repeat my previous words: aggregators will interact more with players. Historically, only operators used to have direct access to players – they kept in touch, built communities, etc. Once a game is downloaded, the game provider also gets access to players, but it is not communication that matters at this stage, but a quality gaming experience. At this point, aggregation platforms could enter the communication process and work on retaining and engaging players through additional features and tools. It doesn’t mean that players will remember our brand – we would rather not brand ourselves in this context. But we will show operators that an aggregator can help boost player retention, increase the number of players, their LTV and potential deposits without any additional effort from a casino. Operators will want to work with us and recommend us in that case. And if we develop sought-after and popular functionality, casino players will ask for specific features available only through aggregation platforms. This will facilitate the growth of game aggregators and strengthen their impact on player experience, boosting further developments and updates to their functionality.
Ivica Jovanovski: If the pace of innovation is sustained, adeptness of modern technology is accelerated, and adaptation to new regulations is expedited, operators will value a reliable partner across multiple markets, and this bond will get even stronger. Since many parameters inevitably have to be adapted, platforms will geographically divide and develop in different directions. One thing is certain – the future is strong for aggregation platforms as they solve a number of headaches for operators and help them boost their offering and accelerate their reach in key markets.
Rhys Hatton: We believe that particularly when it comes to emerging markets, the future for aggregation platforms such as OpenGaming continues to be very bright. In addition to delivering content to operators quickly and at scale across multiple jurisdictions, with a tech stack and tools that are designed to aid this process, there is also the issue of agility at play. Again, it is about suppliers being able to utilise the resources that an aggregation platform has available: the ability to conduct adaptive planning and to continually assess and evolve whole responding to changing requirements. Regulatory change, which can often be imposed without consultation, is a fact of life in our industry. It is about how a platform provider can adapt and meet shifting requirements and expectations for the benefit of everyone, while also providing added value beyond scale and distribution.
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Exclusive Q&A w/ Gary Denham, founder and CEO of Wamba Technologies and Gamer’s Oasis
Gary, as the CEO and founder of Wamba Technologies, can you shed some light on the inspiration behind developing the patented technology for “in-game wagering” in skill-based video games?
Right now there are approximately 500 million people around the world participating in Esports. These are people who are earning money by competing in video games. Unfortunately, the vast majority of these people are not competing online when money is involved because of the anonymity and the rampant cheating anonymity causes. Only the best are able to compete online and actually make money. Instead, the majority of gamers are traveling to physical locations and competing “in person” where opponents and skill levels can be verified. What’s crazy to me is that down to every last man, woman, and child, these people DO compete against each other online for fun with the very same games that they are traveling to compete in for money. This shows us that these players desire to compete online, however they just don’t have a safe, user-friendly option with which to do so. This very issue is what inspired us to build a product that will give users that online, “compete-from-my-own-home” experience that they are looking for where they can pay an entry fee online, compete, and win money right then and there.
What’s surprising is that most real money online video game competitions are still operating on the honor system which has led to a lot of cheating. Warzone is a great example of this. Activision had to ban over 100,000 players from Warzone in a single week and they were not even competing for money. That was just the “for fun” play. Simply put, the honor system doesn’t work. For me, the most prominent indicator of this is seeing a marketplace with 500 million users that can’t seem to clear $2B in annual revenue going on 10 plus years now. That says a lot.
Our technology is called Gamers Oasis. It will allow gamers of all skill levels to compete against other players, who are at their same skill level, right from their phones, where they pay an entry fee, compete, and win money back. Gamers Oasis won’t just be for professional players either. Very much to the contrary, the basic idea is that anybody, regardless of skill level, can join, compete, and have a fair and reasonable chance of winning large monetary prizes. Our platform will give beginners the opportunity to compete for thousands of dollars and actually have a reasonable chance of winning, opening up the industry to something that previously was only available to the best of the best, the professionals.
With your extensive experience in the Esports and gaming industry, how do you perceive the current revenue challenges despite the massive user base? What factors contribute to this disparity?
There are a number of reasons for this disparity. Before I answer, I want to point out that there is a comparable industry that has done phenomenally well and has not had to make any excuses for their revenue. Online poker in the United States had a mere 2 million players and was generating $900M a year in the US in 2008. That is compared to our Esports market with 500M players generating a mere $1.38B last year. The global Esports market is 250 times larger than the US online poker market but only generated 50% more money than the poker market. That isn’t just a disparity. That is a tragedy. What is more of a tragedy though is I’ve been to several Esports conferences and most of the people I’ve seen seem to think they’ve accomplished something with these numbers. They are hi-fiving and patting each other on the back with congratulations. Maybe if more of their colleagues would be honest and just speak the truth, which is “hold up there cowboy. These numbers suck. Not only can we do better, but we must. What’s broken?”, then maybe they’d have already taken this market to where it should be. When it comes to players competing for money, developers need to start thinking like wagering entities rather than game development entities. If they had done THAT over the past 10 years, this industry would be a $100B a year industry right now. The good news is with what we are doing, with what FanDuel is doing, and with what others like us are working to do, I think the industry is beginning to find its way onto the right track to getting to where it can get to.
Originally, Esports consisted of single event competitions where players went to an event, paid an entry fee, competed, won their money, and that was it. From the Asteroids world championship tournament in 1980 until 30+ years later, that was Esports! But around 10 years ago, the large developers tried to reinvent the wheel to facilitate online Esports. Rather than sticking with the model that had existed for 30+ years at that point, the model that was proven and that worked, they abruptly tried to make online Esports like an actual sports league, like basketball or football, where players would compete for a season to win prizes at the end of the season rather than at individual events. They were trying to build a model where the professionals played and then audiences watched, and they generated revenue from the audience. While that can be a fine model in some circumstances, unfortunately, the reality is that this model is generating around $2.80 per participant, per year, through ad sales. That just doesn’t compare to that poker model featuring player values at closer to $450 per year domestically and around $205 per player per year globally. In a market where 3 billion people play video games, we want to focus on total inclusion and try to include as many of those players as possible. Whereas the current industry seems to be focused on creating viewers to watch “the best of the best”, we want to create players in everybody. You have to remember, every player is also a viewer. Don’t get me wrong, we will still be streaming everything and focusing on viewers as well, but that’s kind of my point. Our model gets all the same viewers, but exponentially more players at an exponentially more valuable “per player” rate of revenue.
Online poker got it right by featuring hundreds or even thousands of events, every day, fully automated, available 24/7, where the host company charges a fee every time a player buys into a competition. As a result of this model, online poker was generating around $450 per player per year in the United States as compared to the $2.80 per participant per year that the current Esports model is generating. In fact, a company by the name of Skillz followed a model similar to ours and, as a result, generated almost 25% of the global Esports revenue last year despite only having 0.8% of the players. That really says it all right there. That is a terrific real world example of what I am saying.
After 10 years of trying this league-based model for online Esports, game developers need to finally admit that it’s just not working. They need to stand up, say “this failed, and that’s ok. We learned from it”, and then get back to what we know has been proven. It is time to get back to the basics! Back in 1980, when the game “Asteroids” held a world championship tournament, they had the same player turnout as the largest World Series of Poker event in history which happened this year in 2023. More than 10,000 players showed up, in person, from around the globe! Single event tournaments where players pay an entry fee, compete, and can win money back right then and there is what players have always done and is what they want. They don’t want to have to wait 13 weeks to get paid at the end of a season. They don’t want to be forced to travel to compete in a real money tournament. They want simplicity and instant results. If developers will get back to that, utilizing today’s technology to make it online, automated, and available 24/7, they will make exponentially more money and turn this industry around on its head.
How does the introduction of “in-game wagering” capabilities potentially revolutionize the profitability landscape for Esports?
It changes everything. There is nothing else that comes remotely close to generating revenue like this model. If we can cause Esports to achieve comparable results as to online poker, and we can, then we are talking “per player per year” values skyrocketing to the $400 to $500 per year range. Compared to modern successful games clocking in at between $5 – $15 per player per year from ad sales and in-game purchasing, or current Esports values of around $2.80 per participant per year, there’s just no limit to the possibilities once this more profitable option becomes widespread. When games begin realizing the massive difference in returns by adding this feature and having it properly monetized, they will be able to spend a significantly larger amount of money on things that ultimately lead to a better player experience; Customer service, quality control, more aggressive beta testing leading to less bugs on launch, anti-cheating countermeasures which are truly effective, etc. When the difference is this significant, there may come a time where if a game does not feature this capability, it will be very difficult to compete with the quality of games which do due to all of the enhanced capabilities I just mentioned.
In your opinion, what are the ethical considerations when introducing wagering into skill-based video games, especially considering the diverse age demographics of players?
Wagering into skill-based video games has been done since 1980 when Asteroids had their first world championship and more than 10,000 players showed up to compete and hand their entry fees over. From that point in time until now, it has been available to all ages, though sometimes requiring parental consent for those under 16 or 18, depending on the region’s laws.
But when speaking of ethics as it pertains to the diverse age demographics of players, I would have to suggest that ethics do not play a part where age is concerned. Rather, ethics plays a part where skill level is concerned, regardless of age. To address this particular matter, the platform we are designing, “Gamers Oasis,” will match up players based on their skill level to ensure that regardless of your experience you still have a fair and reasonable chance of earning money by competing with us. Whether you are a phenomenal player or just plain out suck at your favorite game, it won’t matter. If we’ve done our job right, both players will have a fair chance of winning big money when competing on our platform. If this is accomplished, then I think we are satisfying all ethical issues here.
To address any concerns with age, kids competing with Esports has been a staple of the sport since its inception. In 2019, 16-year-old Kyle Giersdorf just won $3M competing in Fortnite. I think that the morality of kids competing is something that each family needs to decide for themselves. We live in a society of tech companies that have continuously and increasingly been imposing their vision of morality on the world around them. We want to make sure to stay away from that where this matter is concerned. If you do not want your child to compete, we will have parental safeguards in place to ensure that your wishes are supported and respected. And if you are ok with your child competing, well, we will accommodate that as well.
Esports has seen exponential growth in terms of viewership and participation in the past decade. How do you envision its trajectory in the next 5 years, especially in terms of revenue generation?
There is a lot of chaos where Esports is concerned and this has led to tremendous confusion. With our patent, we have an opportunity to seize a degree of control in this industry. Our desire is not to mold it to our beliefs, but rather to hold the industry true to what we have seen that it wants. Offering league and season based Esports play rather than the single event structure that players had become used to for over 30 years is a really good example of that. So, as we use our patent to get an automated system going where anyone, regardless of skill level, can sign up and enjoy the competition, we expect to see revenue generation going up exponentially throughout the industry as per player value increases alongside this exponential increase in user participation.
Lastly, could you share some insights on how Wamba Technologies plans to collaborate with game developers and Esports organizers to integrate and popularize the “in-game wagering” feature?
We patented the methodology of programming video games so that players could pay an entry fee, compete, and win money back over a computerized network. While we absolutely will offer this “in-game wagering” feature, considering that there are presently around 500 million people who are competing with video games to try and win money in real life, it doesn’t need popularization. I’d say it simply needs visibility.
We will be working with game developers and licensing our patent to them to ensure that more and more games offer this type of competition where players can pay an entry fee online, compete, and win money back. This will help create a degree of consistency across a wide range of games. We intend to eventually put together an advisory board consisting of representatives from the games offering this feature so that we can constantly have our finger on the pulse that is the lifeblood of this industry, the games themselves. We want to work with the developers to ensure that this industry gets to a point where the players are actually worth $400-$500 per player per year or more. Then, we can then focus on taking a significant portion of that money and putting it into things that will ultimately give gamers a better overall experience, things like R&D, security, customer service, anti-cheating, and more.
Epoxy.ai: Latin America in focus
We spoke to Jason Angelides, President and Co-Founder of Epoxy.ai, about the suppliers impressions of the recent SBC Latinoamerica summit, and why LatAm is the next battle ground for iGaming innovation.
What are some of your key takeaways from the SBC Latinoamerica Summit?
In short, a big takeaway is that gaming is very much alive and well in Latin America. There is a strong sense of excitement about the long-term prospects of the industry in the region and one thing that was clear is that technology and innovation is a key piece of the core strategy moving forward.
In a hyper competitive, emerging environment like Latin America, differentiation is especially critical, and it was noticeable how much interest there was in new and emerging technologies, such as AI, as brands look to use whatever tool they can to stand out.
The untapped potential of the Latin America market is well-documented by now, is there anything specific about the market that excites you and why?
I think it’s no secret that, with a number of emerging or fledgling markets, new technologies will have a huge role to play in how these landscapes fulfil their potential, which makes Latin America really unique.
Gaming is just part of a larger entertainment ecosystem that is thriving in the continent, and the passion of the people and their appetite for new ways of engagement make Latam a tremendous place to innovate and grow the industry.
Heading to Miami as one of the industry’s true pioneers in AI-based personalisation, how do you plan to tailor your offering for the LatAm market?
By definition, AI is a technology that adapts itself to the behaviours of users and automatically tailors presented content to align with an end users’ preferences.
I think the real opportunity in Latin America is to get to a point where AI can bridge multiple forms of entertainment around gaming into a more unified customised user experience that feels connected. If we can achieve this, it will be an incredibly exciting prospect for not just us, but the entire industry.
How do you go about setting yourself apart from other competitors who may have similar interests in the LatAm market?
We’re adamant in our belief that AI is not just a plug and play product, but a collaborative solution that needs to be adapted to the specific requirements of each of the individual organisations we work with. One of our key differentiators is the ability for our platform to be adapted to support those different needs and to drive the key metrics that each of our partners desires.
We take a very hands on approach to adapting our technology and also implementing it in a way that helps the technology grow, so it learns and becomes more valuable across the broader industry.
Can we expect any exciting developments in LatAm from you in the near future?
We don’t want to give too much away, but you can expect to see some announcements in the near future as we bring the Epoxy.ai technology to the Latin American market. It is one that boasts incredible potential, and we’re confident that in a region as diverse and active, our AI solutions will be able to bring a real powerful point of differentiation to operators and suppliers in the region.
How BETBY plans to make an impact in LatAm
BETBY is firmly focused on making a splash in Latin America and recently attended the inaugural SBC Latinoamérica Summit. COO Eva Berkova talks about the key takeaways and plans for the region in 2024.
From a BETBY perspective, what are some of your key takeaways from the SBC Latinoamerica Summit?
After visiting this exhibition, it has become even more evident to us that Latin America rightly deserves to be a key focus for us, and we look forward to making a concerted effort to capitalise on the excitement this market brings. We already have several big partners here, but the region is very dynamic, and we are firmly convinced that we are going the right way, putting LatAm as one of our key focuses.
At the exhibition we saw genuine interest in our product from delegates who know the workings and nuances of the LatAm landscape, and such are the opportunities in Latin America, we do not want to veer away from the territory and enhance our product portfolio to its passionate sports betting audiences.
With a wide range of operators, affiliates, regulators, and many other industry delegates in attendance, were there any key learnings that will influence your decision making for planning a long-term strategy for any expansion into the region?
For some time now we have been planning to introduce BETBY into the local market with a physical presence, and showcase the power and ingenuity of our products. After visiting the exhibition, our opinion was validated, personal connections and everyday communication are the cultural norm in this region, which really appeals to our company, and not only in business terms.
Constant communication is a key characteristic of the people of this region. Visiting the exhibition reaffirmed our belief that in order to strengthen BETBY’s position here, we need to expand our physical presence in the form of our own LatAm office with a Spanish-speaking team.
The untapped potential of the Latin America market is well-documented, what is it about the market that excites BETBY most?
The LatAm market appeals to us because of its breadth and appetite for sports. In this market, there is also a huge opportunity to promote esports. Esports in LatAm is still a niche that is not very saturated with content and offers, as there is a sustained promotion of traditional sports that are hugely loved in the region like basketball, baseball, and soccer.
The potential of the market is truly enormous, without exaggeration. With our mentality and extensive sportsbook solution, BETBY’s products and ethos weave perfectly into the local fabric – both in terms of our company values and business approach.
How do you go about setting yourself apart from other competitors who are targeting the LatAm region?
For much of the LatAm population, sport is their life, exuding passion and love for their favourite teams and individuals. Many championships and tournaments are held here on a regular basis, which are of interest to local bettors. As BETBY has its own trading department, we can offer odds and markets for these local tournaments. This is one of our many unique selling points that sets our company apart.
Esports in LatAm is becoming increasingly popular, how will your Betby.Games offering cater capitalise on this growth?
The role of esports in LatAm is not that big yet, but it certainly has the potential to be. FIFA and Valorant are generally popular here, and BETBY offers three types of FIFA content in addition to a large esports package, which also includes Valorant.
But the greatest interest is in Betby.Games – BETBY’s own product. An AI-powered sports feed with game mechanics that excludes human interference on the outrights, Betby.Games offers fully localised and customisable leagues and tournaments that includes the Libertadores Cup and South American Cup, which are of particular interest to local bettors.
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