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How to conduct rebranding and enrich the brand with new meanings

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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.

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Duelbits adds Same Game Parlay for soccer player props and World Cup betting

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New SGP lets users combine up to 10 same-match selections plus 10 across multiple events on desktop and mobile.

Duelbits has launched Same Game Parlay (SGP), adding a sportsbook feature that lets players combine multiple player and match markets within a single bet slip. The company said the initial rollout is focused on soccer and World Cup betting and is available on desktop and mobile.

The SGP product supports same-match combinations across player props including goals, shots, shots on target, assists, cards, fouls, tackles and goalkeeper saves, alongside match and team markets such as match winner, goals, corners and shots. Duelbits also said users can build parlays across multiple events where SGP markets are available.

Duelbits positioned the launch as a fix for bet combinations being rejected or marked invalid, saying the feature is powered by a specialist player props and statistics provider to reduce rejected selections and streamline odds updates and settlement. At launch, players can include up to 10 selections within a single event and a further 10 selections across multiple events, with plans to expand those limits in future updates.

Jasper Hoekert, Chief Marketing Officer at Duelbits, said: “Same Game Parlays have become one of the most popular sportsbook products globally, particularly as player prop betting continues to grow across major sports. We saw a clear opportunity to improve the experience available to our players by offering significantly more combinations, reducing invalid bet rejections, and creating a smoother betting journey overall.

“This initial launch is focused on soccer and the World Cup, but it’s only the first step. Our long-term vision is to allow customers to combine virtually any market they want across sports, events and player props, with US sports being the main focus for phase 2. We believe there is a significant gap in the crypto sportsbook market for this type of offering, and we’re excited to continue expanding the product over the coming months.”

The post Duelbits adds Same Game Parlay for soccer player props and World Cup betting appeared first on EE Gaming | Global iGaming & Tech Intelligence Hub.

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Austria

Austria Could Force Offshore Operators To Sit Out Market Launch

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Debate is raging within the Austrian government about whether to impose a cooling off period and freeze ex-grey market operators out of its upcoming open online casino market, with local operators looking to inflict maximum punishment and legal experts arguing that the proposal would be self-defeating.

Austria is on course for an historic opening of its long monopolized online casino market. Currently, only Casinos Austria, via its brand Win2Day, has the approval of the Austrian government to offer online casino games to the general public.

But for many years, that legal status was ignored by operators based largely out of Malta, who populated a vibrant grey market by leaning on the controversial argument that Austria’s monopoly model is in violation of EU law.

These offshore operators were eventually forced to retreat by a series of high profile court rulings that found Austrian consumers have the right to reclaim any and all losses to an operator without an Austrian licence.

Facing potentially hundreds of millions of euros in compensation claims, grey market providers have largely retreated to Malta, where Bill 55 continues to protect them.

With liberalisation now on the horizon, some forces within the Austrian government and the local gambling industry are insistent that companies which took part in the grey market should not be allowed to simply apply for a licence and wipe the slate clean.

Who’s in favour?

Those lobbying the hardest for a cooling off period are Austrian incumbents.

“One day you’re offering illegal services and the next day you get a license – that’s absurd,” a spokesperson for Casinos Austria told the Kronen Zeitung newspaper.

They are joined by German-headquartered gambling giant Novomatic, which operates a number of land-based venues in Austria under the brand Admiral.

Having sat on the sidelines of the online market for many years, Admiral is incensed by the idea that it could be competing on day one of a new market with operators who did not take the same approach.

The three parties that form Austria’s coalition government are still debating the issues, according to reports.

The only major practical example of a true “cooling off” period occured in the Netherlands, where an 18-month prohibition was in place that prevented many companies from entering the market when it opened in 2021.

At the time, Kindred reported that being forced to sit out market launch had cost it $16.2m a month, wiping out effectively 50 percent of the group’s EBITDA.

Kindred, which has since transformed into FDJ United following an acquisition by the French lottery giant, subsequently regained its strong Dutch position following the end of the cooling off window.

Likely to cool

At least one Austrian legal expert believes that there is a good chance that some form of cooling off, or an equivalent punishment, will be enacted as part of the new law.

“At the moment, it is likely that some form of cooling-off period will be introduced, perhaps by introducing sanctions that apply prior to licensing, but the details are yet to be determined,” said Nicholas Aquilina, a partner at Brandl Talos law firm.

“Whether a cooling-off period will be introduced and how restrictive measures will be will have a substantial impact on the success of the long-overdue opening of Austria’s online gambling market,” he added.

The time pressures referenced by Aquilina relate to the expiry of Win2Day’s exclusive licence, which is set to run out in October 2027. The government intends to establish its new online gambling regime well ahead of that date, so that new licences can be issued in time.

Any attempt to extend Win2Day’s monopoly could run into challenges with EU tender laws and the other highly unpalatable option is to leave the nation in limbo with no legal providers at all.

Complications

Despite how the debate has been framed by some parties, the reality will not be as simple as either allowing ex-grey market offenders into the new Austrian online casino marketplace free of consequence or forcing them to spend time in the sin bin.

There is broad political agreement that any international operator looking to obtain a licence in Austria must pay back taxes owed on its former activity in order to be granted approval.

Operators will also need to settle any outstanding player refund claims, something which could cost companies huge sums and may ultimately keep some of them out of the market for good.

There are thought to be thousands of pending refunds, which operators have largely been refusing to pay while they take refuge behind Malta’s Bill 55.

Against that backdrop, lawyers Christian Rapani and Felix Hohenthanner argue that the penalties for returning to Austria will likely be harsh enough.

“A further exclusion of two to three years on top of that would, in our view, work against the reform’s own central objective. The operators currently holding the largest share of Austrian play are exactly the ones a cooling-off period would shut out. If they cannot offer a licensed product for two to three years, their customers, it is highly likely, will not migrate to the licensed providers,” they told EEGaming.

Ultimately, the two lawyers said, the push for a cooling off period is more about protecting the vested interests in Austria’s casino market than an attempt to keep gamblers safe.

“Our impression is that the proposal is supported essentially only by the land-based operators and by the single provider that already holds a licence in Austria, in other words by those who benefit from keeping new entrants out. We therefore see it less as a genuine player-protection measure than as a last attempt to preserve existing market positions,” they said.

The post Austria Could Force Offshore Operators To Sit Out Market Launch appeared first on EE Gaming | Global iGaming & Tech Intelligence Hub.

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Africa

African iGaming Alliance names SPRIBE a Platinum Supplier Member

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The African iGaming Alliance (AiA) has signed a strategic partnership with iGaming supplier SPRIBE, with SPRIBE joining the pan-African industry association as a Platinum Supplier Member.

AiA said the partnership will focus on regulatory engagement, industry research, responsible gaming initiatives, policy advocacy and stakeholder engagement aimed at strengthening regulated gaming markets across African jurisdictions.

According to AiA, the collaboration will also support efforts to promote effective regulation, combat illegal gambling, improve market channelisation and encourage evidence-based policymaking.

Peter Emolemo Kesitilwe, Chief Executive Officer of the African iGaming Alliance (AiA), said:

“SPRIBE’s decision to join the African iGaming Alliance as a Platinum Supplier Member represents a significant endorsement of our vision for a sustainable and well-regulated African gaming industry. As one of the industry’s leading technology innovators, SPRIBE brings valuable expertise, insight, and global experience that will strengthen our efforts to support regulators, governments, operators, and other stakeholders across the continent. We look forward to working closely together to promote responsible gaming, regulatory best practice, and long-term industry sustainability.”

The post African iGaming Alliance names SPRIBE a Platinum Supplier Member appeared first on EE Gaming | Global iGaming & Tech Intelligence Hub.

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