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How to conduct rebranding and enrich the brand with new meanings

Published

2 years ago

September 18, 2023

Wladimir P.

Reading Time: 4 minutes

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.

B2B Marketing

Beyond Season’s Greetings: GR8 Tech Unveils Strategic ‘Holiday Calendar’ for Operators

Published

48 minutes ago

December 22, 2025

Wladimir P.

beyond-season’s-greetings:-gr8-tech-unveils-strategic-‘holiday-calendar’-for-operators

Editor’s Take

Why this matters: Most B2B holiday campaigns are fluff—digital greeting cards that get deleted instantly. GR8 Tech is taking a smarter approach by wrapping high-value strategic advice into a seasonal format. By focusing on 2026 goal-setting (tech upgrades, market wins), they are positioning themselves not just as a platform provider, but as a strategic partner for operators currently in their planning cycles.

The Full Story

GR8 Tech, the award-winning sportsbook and iGaming platform provider, has launched a new initiative designed to turn the holiday season into a period of strategic preparation for operators.

Dubbed the Holiday Calendar, the campaign is an exclusive newsletter experience that moves beyond standard festive greetings to deliver actionable, data-driven insights aimed at helping iGaming champions define and achieve their goals for 2026.

Unwrapping Strategic Insights The initiative runs as a 4-week series, consisting of eight curated email editions. Each edition focuses on a specific “iGaming wish”—ranging from stronger growth and smarter tech to smoother operations.

Instead of leaving these as abstract concepts, GR8 Tech pairs each goal with practical insights from its own data and technology stack, offering a roadmap for how operators can realistically achieve them in the coming year.

Management Commentary Yevhen Krazhan, CSO at GR8 Tech, explained that the campaign mirrors the ambitious mindset of their clients:

“Every operator has a vision for the year ahead: targets they want to hit, markets they want to win, experiences they want to deliver. The GR8 Tech Holiday Calendar is our way of celebrating ambitions and showing how the right insights and technology can turn them into reality.”

How It Works Operators can subscribe via the GR8 Tech website to receive the series. Each message “opens a new tile” on the digital calendar, revealing a specific insight designed to be applied to future business strategies.

The campaign effectively showcases GR8 Tech’s broader value proposition—including its Hyper Turnkey solution and ULTIM8 Sportsbook—by demonstrating how these tools solve specific operator challenges. It comes on the heels of a successful year for the provider, which recently secured the title of Platform Provider of the Year at the SBC Awards 2025.

The post Beyond Season’s Greetings: GR8 Tech Unveils Strategic ‘Holiday Calendar’ for Operators appeared first on Gaming and Gambling Industry Newsroom.

AML Compliance

ComeOn Group Fortifies C-Suite: Michela Tabone Valetta Named New CPO

Published

48 minutes ago

December 22, 2025

Wladimir P.

comeon-group-fortifies-c-suite:-michela-tabone-valetta-named-new-cpo

Editor’s Take

Why this matters: In the current iGaming climate, “sustainable growth” isn’t just a buzzword—it’s a survival strategy. By bringing in a seasoned CPO like Michela Tabone Valetta (ex-Bally’s, Gamesys), ComeOn is signaling a focus on organizational maturity. Furthermore, the specific addition of a Country Manager for Ontario (Mark Cheeswright) suggests a deeper entrenchment in North America’s most competitive regulated market, moving beyond general expansion to targeted regional dominance.

The Full Story

ComeOn Group, the leading international iGaming operator, has announced a significant strengthening of its leadership structure, headlined by the appointment of Michela Tabone Valetta to its Executive Team as Chief People Officer (CPO).

The move is part of a broader recruitment drive that has seen the company fill critical senior roles across Compliance, IT Security, Commercial, and Market Management, positioning itself for a new phase of regulated market expansion.

New Chief People Officer Michela Tabone Valetta brings two decades of HR leadership experience, with nearly half of that time spent in the iGaming sector. Her resume includes senior tenures at major industry players such as Vera & John, Gamesys, and Bally’s Corporation. Most recently, she served at BoyleSports, where she supported a workforce of nearly 3,000 employees.

At ComeOn, Valetta will lead the People & Culture function, tasked with refining talent strategy and organizational development as the operator scales its global footprint.

Strategic Senior Appointments alongside the C-level addition, ComeOn Group confirmed four other key strategic hires made earlier this year to bolster its operational foundations:

Mark Cheeswright (Country Manager, Ontario): A veteran with over 20 years in iGaming (LeoVegas, William Hill, BetVictor), Cheeswright is tasked with steering the company’s growth in the highly competitive Canadian province.
Thomas Mifsud Tommasi (Head of AML): Joining from LeoVegas and BetClic Everest Group, Tommasi brings over a decade of financial crime compliance expertise to the group.
Radek Ostojski (Head of Information Security): With a background in cloud architecture and DevOps at Swintt and KingMakers, Ostojski will lead the operator’s cybersecurity initiatives.
Rebekka Rogers (Head of Commercial, Casino): Formerly of Evolution, Rogers will drive commercial performance and strategic growth within the company’s core Casino vertical.

CEO Commentary Juergen Reutter, Chief Executive Officer at ComeOn Group, emphasized that these appointments are about building depth for the long term:

“We are delighted to welcome Michela to our Executive Team. Her extensive expertise in people and culture, organizational development, and leadership strategy will be instrumental as we continue to grow and strengthen our operations globally.

“Earlier this year, we also welcomed Radek, Thomas, Mark, and Rebekka into key leadership roles… Their contributions are already reinforcing our strategic foundations, and together with Michela’s arrival, they significantly enhance the depth and capability of our leadership team.”

The post ComeOn Group Fortifies C-Suite: Michela Tabone Valetta Named New CPO appeared first on Gaming and Gambling Industry Newsroom.

243 Crystal Fruits

Tom Horn Gaming Unlocks New Markets with Major Alea Aggregation Deal

Published

48 minutes ago

December 22, 2025

Wladimir P.

tom-horn-gaming-unlocks-new-markets-with-major-alea-aggregation-deal

Editor’s Take

Why this matters: In the race for distribution, direct integrations are becoming less common for mid-sized studios. Partnering with a “super-aggregator” like Alea—known for its focus on API performance and data security—gives Tom Horn Gaming instant access to hundreds of operator brands without the technical bottleneck of individual integrations. This move signals a push to maximize the yield from their back catalog of 100+ games in both mature and emerging markets simultaneously.

The Full Story

Tom Horn Gaming, the omnichannel software supplier, has significantly widened its distribution capabilities by signing a new partnership with Alea, the award-winning iGaming aggregator.

The agreement sees Tom Horn’s entire portfolio of over 100 titles integrated into Alea’s aggregation ecosystem. This includes the supplier’s best-performing classic slots such as 243 Crystal Fruits and The Secret of Ba, as well as recent releases like Tao Tree Coins.

Technical & Strategic Fit For Tom Horn Gaming, the deal is a strategic lever to penetrate new jurisdictions more efficiently. By plugging into Alea’s centralized API, the studio gains immediate access to Alea’s extensive roster of operator partners. The collaboration focuses heavily on delivering “localized” content—games specifically tailored to regional preferences and regulatory requirements—without the friction of individual technical setups.

Management Commentary Both companies emphasized the role of compliance and technical reliability in the deal.

Ondrej Lapides, CEO of Tom Horn Gaming, commented on the strategic alignment:

“Partnering with Alea allows us to bring our games to even more operators and players in markets where we’ve long been committed to delivering tailored, reliable, and engaging content. Alea’s focus on compliance and seamless delivery perfectly complements our own ambitions for growth in both mature and emerging regions.”

Eduard Verdaguer, Partnerships Manager at Alea, highlighted the supplier’s reputation:

“Tom Horn Gaming has built a strong reputation for creating accessible, market-tailored content that players know and trust.”

This partnership marks the latest in a series of commercial expansions for Tom Horn Gaming in late 2025, reinforcing its status as a staple content provider for regulated markets.

The post Tom Horn Gaming Unlocks New Markets with Major Alea Aggregation Deal appeared first on Gaming and Gambling Industry Newsroom.