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How to conduct rebranding and enrich the brand with new meanings
Deputy CEO of Pokerbet Igor Terebinov
- How do you think rebranding helps businesses and why do big companies do it?
Rebranding is a powerful tool that can give a new breath and direction to a business. Large companies rebrand in order to achieve several significant benefits.
First, rebranding allows companies to adapt to an ever-changing market and consumer demands. Updating the look and image of the brand helps keep it relevant, attract new customers and retain existing ones.
The second benefit is audience expansion. A change in image or positioning can help attract new market segments.
Sometimes rebranding can be associated with a change in a company’s strategy. It can help express new brand values, principles and goals, making the brand more modern and relevant.
However, it is important to note that rebranding requires careful research and analysis of the target audience to avoid losing loyal customers. Successful rebranding means balance between preserving brand authenticity and introducing innovations that can provide new impulse for business development and maintain its competitiveness in the market.
- PokerMatch has become Pokerbet. Why did such a big stable company with such a recognizable logo need a rebranding?
The decision to rebrand PokerMatch was driven by strategic and market factors. While stable and recognizable, it was important for the brand to remain relevant and adapt to the changing demands of the industry.
We set ourselves the ambitious goal of changing customer perceptions of the company and repositioning the brand. The desire for a complete rethink of values, approach and technological innovation was our driving force. We sought to transform PokerMatch into a more adaptive business, responsive to new trends and audience preferences.
The refreshed Pokerbet aims to provide a wide range of iGaming services beyond just the poker vertical. The rebranding has successfully reflected the new directions and diversified the updated product portfolio.
- How has the brand philosophy changed?
First of all, when considering a change in brand philosophy, it is important to understand that we are talking about a change in its direction and expansion, not a complete revision. The company’s philosophy has always included a sports component, and this remains unchanged. Thus, in the rebranding process, this component has simply expanded. Previously, the brand slogan was “Poker is your sport.” Now we are promoting the idea that everyone can choose the product vertical they like, as the brand portfolio has become more diverse with sports betting. As a result, the slogan has undergone some changes and now it’s “Choose your sport”. The expansion of the product range has changed the brand philosophy, allowing it to interact with a wider audience of users and become more visible and recognizable.
- Why the crown?
The choice of the crown as a symbol was quick and reasonable. However, it is worth emphasizing that we took into account its popular use in the context of gambling. The symbolism we sought to convey through the visualization of the crown refers more not to the gaming element, but reflects the trinity of verticals that are united in the renewed brand portfolio: betting, poker and casino. Our main goal was to make this symbol a recognizable and independent element. The crown is our brief logo and is also used as an independent unit in elemental identity on merch, display advertising and many other configurations. Just as importantly, this graphic element has gained popularity among our users due to the symbolic eye that draws attention and seems to look out from under the crown. In the future, we plan to integrate this element as an icon in our advertising campaigns.
- How long did it take to prepare and implement the rebranding?
It is important to note that the rebranding process was not constrained by a clear timeframe and exact launch date. At the initial stage of the project, there were no defined boundaries and it evolved as key decisions were made about the need to give the brand a new look. In terms of timeframe, we can say that after the concept and strategic vision were approved, it took about six months to prepare and implement the rebranding.
- How did your audience respond to the changes?
The rebranding was well accepted by the brand’s audience. We received a significant amount of positive feedback and reactions. The name change and image update aroused interest and attention, which is confirmed by the activity of our followers in social networks, discussions on forums and feedback through various communication channels.
We, in turn, gave users an opportunity to get reacquainted with the brand by organizing tournaments with good prizes and other pleasant surprises.
The overall audience reaction to the rebranding was an inspiring and motivating factor for our entire team.
- What was the most challenging part of the rebranding process for you personally?
One of the biggest challenges was striking a balance between keeping the old brand recognizable and making the necessary changes to update and adapt.
Before deciding which brand elements to keep and which to change, my team and I had a lot of discussions and analysis. We wanted to make the rebranding visible and inspiring to attract the attention of new customers, but also take into account the expectations of the old audience. The changes had to be a balance between innovation and tradition.
It was also a challenge to maintain unity in the team during the change process. Rebranding involves many aspects, and it was important that each team member shared a common vision and goals. This required each department manager to communicate, harmonize and incorporate the opinions of each employee.
- What are the current challenges the brand is facing? What will you identify as success?
A rather big challenge, even during the operation of the past brand, was a high-quality entry into new markets, which would allow the company to take a key position in the industry among competitors in a particular market. However, at this point in time, we cannot claim that we have been able to achieve this goal. Although we are present in several markets, we cannot claim to be the leading brand in any of them. Thus, a sign of success would be to achieve leadership status not only in the home market but also in foreign markets.
Therefore, the first significant achievement after the rebranding will be a strong presence and activity in external markets, where we aim to take a leading position in terms of recognition, engagement and business activity of our brand. In the medium term, we are also focusing on two specific markets for which we already have expansion plans and strategies in place.
CJEU
Malta faces new dawn as EU courts gather strength
With Bill 55 on increasingly shaky ground amid a transitional era for online gambling, what does the future hold for Malta’s point-of-supply industry?
This week has seen the EU heap yet more pressure on Bill 55, a defensive measure introduced by the Maltese government to hold back a tidal wave of player refund lawsuits that could cost the industry hundreds of millions of euros.
Players in Austria and Germany have been able to successfully argue in court that they should be repaid all money lost to operators that offered gambling in their countries without a local licence. The cases stand to erase years of grey market earnings at many operators.
Bill 55, which in June 2023 became an official amendment to the Malta Gaming Act under the title Article 56A, allows judges to reject court rulings from other EU nations if they threaten the economic security of the island’s gambling industry.
It has served Maltese operators well since it was enacted, effectively blocking lawyers from passporting claims from Austria, Germany and elsewhere to the location where operators are legally headquartered, in order to force them to pay out.
This has triggered an international legal wrestling match, now being fought via a series of cases at the Court of Justice of the European Union (CJEU), the EU’s highest judicial authority.
So far, the judgements and opinions issued have not made comfortable reading for the Maltese industry or its regulatory officials.
Earlier this month, the court appeared to settle a longtime debate on which the entire premise of Malta as an offshore hub is founded. Judges said that the freedom to provide services within the EU does not allow for operators to ignore local prohibitions on certain types of gambling.
That was followed this week by an Advocate General (AG) advising judges that if they were to consider the legality of Bill 55, it should be struck down.
It also reaffirmed the court’s dim view of gambling as a cross-border service.
As the opinion put it: “Under the current state of EU law, Member States are under no obligation to recognise gambling licences issued by other Member States. Accordingly, a Maltese gaming licence is, in principle, valid only in Malta.”
This opinion is only advisory, and is unlikely to amount to anything in this particular case (C-683/24) because the AG also recommended that the case as a whole should be ruled inadmissible.
But this is just one in a handful of similar issues being considered by the CJEU and the more time that passes, the greater the pressure appears to be on Malta and Bill 55.
The EU is also taking a tandem approach: The European Commission, the EU’s executive arm, has itself opened an investigation into Malta and the legality of Article 56A and has indicated through its own statements and submissions to the CJEU that it considers the provision to be against EU law.
New tactics needed?
All of which leads to several difficult questions for Malta and the many gambling companies based there.
The first is a defensive issue: With Bill 55 on the ropes, how will the nation prevent the many operators who call its islands home from being stuck with a huge refund charge?
Work is already underway to mount a new defense. The tactic uses the same inspiration as Article 56A, which argues that allowing the foreign court judgments that demand large payments from operators would seriously damage the Maltese economy and thereby upset its “public policy”.
The EU principle, also known as “ordre public”, allows for member states to make legal exceptions in order to protect their society.
In a pair of new cases addressing transferred player refund claims from Austria, Maltese lawyers have argued, without reference to Bill 55, that granting the payment orders would upset the nation’s public order.
These two cases are a clear attempt to establish that, even without any specific Gaming Act amendments, the principle of ordre public protects Maltese gambling firms from having to pay up.
The problem is, the CJEU may have seen this coming.
“The fact that the enforcement of certain judgments may entail serious economic consequences for a national operator, an industry or even the Member State addressed does not justify recourse to the ‘public policy’ clause,” reads the recent AG opinion.
Although lawyers in Malta insist that the AG’s comments should be taken only to refer to Bill 55.
Meanwhile, lawyers fighting to recover refunds believe that cases like these, which have already been appealed, will themselves wind up in the CJEU and at least buy more time for Malta before payouts need to be made.
A new kind of industry hub?
Perhaps the more fundamental question is what Malta offers as a gambling hub over the next decade.
It’s been apparent for some time that the value of a Maltese licence is degrading, through no fault of local authorities.
As European nations gradually switched on their own licensing models, operators have needed to collect local approvals.
Even where nations have clung firmly to monopolies, like in Norway, authorities have also become more effective in enforcing against offshore operators who offer into their territories.
The clear trend of the CJEU also indicates that arguments based on the freedom to provide services are practically finished.
In face of this reality, regulators and business leaders in Malta are looking further afield. Maltese law firms have appeared in locations as far afield as the UAE and Taiwan in recent years, as they look to advertise the nation’s status as a centre of iGaming excellence to emerging online gambling markets.
Leaning into the density of online gambling expertise is also an increasingly important strategy for those looking to attract investment to Malta.
The reason that the industry flocked to Malta in the first place may no longer be relevant, but it’s still the case that two decades later the nation boasts a greater concentration of industry talent than in any other European nation.
There’s also been an increased focus on suppliers, which typically have lower local compliance overheads and more ability to run their businesses remotely from the territories where their content is used.
Although this sector is increasingly subject to local licensing, as well as new compliance burdens designed by regulators looking to drive a wedge between on- and offshore online gambling markets.
Change is inevitable
Malta has demonstrated its ability to adapt and survive, but there’s little denying that the nation’s gambling industry has never been more under siege than it is now.
After decades of growth and success, new ideas are needed to steer the sector into a new phase.
The success with which it emerges from the Bill 55 era will have a dramatic impact on Europe’s online gambling sector and beyond.
The post Malta faces new dawn as EU courts gather strength appeared first on Eastern European Gaming | Global iGaming & Tech Intelligence Hub.
av advertising
BetVictor rolls out new brand campaign with biggest AV spend to date
BVGroup’s flagship brand BetVictor has launched a new brand campaign, “For All Your Favourite Things”, backed by what the company said is its largest AV investment to date.
The campaign, created by Barn Door Studios, uses a rewrite of “My Favourite Things” from The Sound of Music over visuals of sporting events. BetVictor said the creative focuses on “the uncomplicated thrill of sport and betting”.
BetVictor is timing the launch around this weekend’s Premier League schedule, with spots running alongside Arsenal vs Newcastle on Saturday evening and Chelsea vs Leeds on Sunday afternoon.
Media planning is led by Bountiful Cow. The plan includes a new partnership with Sky, spanning live sport integrations, on-demand, YouTube channels and targeted digital placements via Sky Advance. BetVictor also outlined a data-led SVOD and BVOD strategy across ITVX, Channel 4, Prime Video and Netflix, plus digital and social.
Richard Walters, Director of Brand and Creative at BetVictor, said:
“‘For All Your Favourite Things’ captures what BetVictor stands for today – a premium, straightforward experience that enhances the thrill of sport.
When done right, we believe that gambling is a simple pleasure; one that we love connecting our customers to. We wanted to celebrate the moments that matter most to sports fans.”
The post BetVictor rolls out new brand campaign with biggest AV spend to date appeared first on Eastern European Gaming | Global iGaming & Tech Intelligence Hub.
Africa
QTech Games wins Leader in Online Casino at SBEA+ Eventus Awards 2026
QTech Games has won the Leader in Online Casino award at the Annual Sports Betting East Africa (SBEA+) 2026 Summit in Nairobi, Kenya.
The company said it beat other shortlisted suppliers including SA Gaming, BetConstruct, and DST Gaming. The award is described by the event as recognising the “top all-round online casino platform for innovation, user engagement, and sustained growth” over the past year.
The SBEA+ Eventus Awards focus on the East African igaming and sports betting sector and were presented at a gala ceremony at the Argyle Grand Hotel. QTech Games said the judging period covered 2025/26 and that its aggregation platform performance was ranked highest by the panel.
QTech Games CEO Philip Doftvik said: “We’re thrilled to have walked off with another notable award for the best overall online-casino-platform provision in East Africa. Being shortlisted in such good company was already a result, but victory provides the real validation, particularly after running a great campaign at recent Eventus events in Africa. We’ve been promoting QTech Hybrid, our breakthrough retail solution, to great effect and it’s been fantastic to see that going live with a handful of top-tier clients on this continent has led to such overwhelmingly positive feedback and immediate success cases in the realm of genuine innovation.
“This win is testimony to our diligent team at QTech Games, and to the constantly growing group of innovative suppliers that our platform represents. It’s a truly collaborative effort. We remain committed to rolling out high-quality content that drives revenue for our worldwide partners across Africa and beyond. After all, in today’s marketplace, only premium games of the highest standard will separate you from the crowd, so we were delighted to see the panel acknowledge how our premier platform is delivering across Africa’s eclectic ecosystem. We’ve made our name as the pre-eminent aggregator in these evolving margin markets, delivering localised games that speak to a host of player proclivities. This award win will spur us on to new horizons.”
The post QTech Games wins Leader in Online Casino at SBEA+ Eventus Awards 2026 appeared first on Eastern European Gaming | Global iGaming & Tech Intelligence Hub.
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