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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.
Reading Time: 2 minutes
This December, Tom Horn Gaming invites players to the snowy mountain peaks in its new release, Santa Yetti, a playful holiday adventure where the jolly king of the mountains swaps his sleigh for snow boots to deliver frosty fortunes and festive fun.
Santa Yetti brings a flurry of excitement to the reels with Expanding Wilds, Multipliers, Respins, and the Respin Booster feature.
The Snowman is a Wild symbol. When it lands on any of the three reels, it expands and triggers a single respin. During the respin, seven win lines transform into twenty-seven ways to win, piling up prizes like Christmas presents. When all three reels are fully stacked with the same symbol, the total win is multiplied by ten, creating a snowstorm of rewards.
Players can also activate the Respin Booster, which increases their total bet by 1.5x and boosts the chance of triggering a respin by 300%. The feature remains active until manually switched off, giving players full control over their gameplay. For those feeling extra lucky, the Star Gamble Ladder appears after every base game win, allowing them to gamble their winnings by guessing the next star’s colour – pink or blue. Each correct guess doubles the prize and pushes the player up one level. The Golden Star can randomly appear at levels two to five to double the win instantly, no guess required.
“Santa Yeti brings together everything players love about Tom Horn games – fun, engaging mechanics, and a great story to match. It’s festive, it’s fresh, and it’s packed with features that keep the excitement rolling. We wanted to end the year on a high note, and Santa Yetti does exactly that with humour, charm, and plenty of win potential,” said Ondrej Lapides, CEO at Tom Horn Gaming.
Blending simple yet fast-paced gameplay with dynamic mechanics, Santa Yetti offers short, mobile-optimised sessions that are sure to delight both casual spinners and seasoned players. Its engaging format and rewarding features make it a perfect choice for operators looking to boost engagement during the high-traffic festive season. With its playful theme, quirky light-hearted style, and generous win potential, Santa Yetti is set to make this Christmas truly santastic.
The post Tom Horn Gaming Unwraps a Frosty Treat with Santa Yetti appeared first on European Gaming Industry News.
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Emily Tofield has been the appointed as the new Chief Executive Officer of Ygam, the UK’s leading charity dedicated to preventing gaming and gambling harms among children and young people. She will officially join the charity on the 6 January 2026.
Emily joins the charity following a 20-year career in leadership roles across UK government, local government, higher education and research, the media, and the not-for-profit sector. Her previous roles include posts in the Cabinet Office, the Ministry of Justice, the Department for Environment, Food & Rural Affairs, the University of Sussex, and at the City of London Corporation. With a distinguished breadth of expertise in strategic communications, she is recognised as a leading adviser across strategy, corporate affairs, reputation, marketing, policy, and fundraising.
Emily is an experienced non-executive, currently serving on the board of the Kent homelessness charity, Porchlight. She is Chair Designate of the Girls’ Learning Trust (GLT), the largest all-girls state multi-academy trust in the UK and was recently appointed to the Board of the British Dietetic Association (BDA).
Mike Wojcik, Chair of Ygam, said: “I’m delighted to welcome Emily to Ygam following a highly competitive recruitment process. Her depth of experience and proven leadership across stakeholder and political engagement, and social impact, will be instrumental as we enter our next strategic cycle. Emily joins an exceptionally strong leadership team, and this appointment marks an important new chapter for Ygam as we continue to strengthen our position as a trusted expert voice and sector leader dedicated to preventing gaming, gambling, and digital harms among young people.”
Emily Tofield, Incoming Chief Executive of Ygam, said: “Ygam has reached record numbers of young people as part of its critical mission to protect children and young people from gaming and gambling harms and to help safeguard their digital futures. As a passionate advocate for the benefits of prevention, it is a huge privilege to take on the role of Chief Executive of such a respected national education and prevention charity whose work already makes a difference to so many. High-quality, inclusive, evidence-based, preventative education around gaming and gambling harms remains as important today as when Ygam was founded, and I’m looking forward to working with the impressive Ygam team to further grow its reach, partnerships and impact in the years ahead.”
The post Ygam appoints Emily Tofield as new Chief Executive appeared first on European Gaming Industry News.
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- bet-at-home integrates ZEAL Instant Games titles into its German website
- First selection of ZEAL slots now available
- Partnership boosts reach, portfolio strength, and growth for both companies
ZEAL Instant Games, a brand of the ZEAL Group and a provider of online games, announces a new strategic partnership with online gaming operator bet-at-home. As part of the collaboration, bet-at-home seamlessly integrates the growing portfolio of ZEAL slots into its website. The first titles are already available to customers on bet-at-home.de.
Stronger together: Premium content meets established brand presence
Both partners stand to benefit from the collaboration: While bet-at-home expands its portfolio offering with ZEAL titles – enhancing its appeal and reach within the online games segment – ZEAL Instant Games gains another prominent partner whose market presence accelerates the brand’s dynamic growth and enables access to a broader user base.
In addition to best-selling ZEAL titles such as “The Bookmaker”, “Crime Scene”, “Vegas Blaze“, and other premium slots, the portfolio will continue to grow steadily in the coming months.
Shared perspectives
“Our mission is to make innovative, high-quality games accessible to the widest possible audience,” says Alex Green, Vice President Games at ZEAL. “With bet-at-home, we are gaining a partner that has held a strong position in the market for many years. This collaboration opens up new opportunities for expanding our reach and underscores the enormous potential of our growing games portfolio.”
From bet-at-home’s side: “We are delighted to have ZEAL Instant Games as a partner known for quality, creativity, and reliable performance,” says Claus Retschitzegger, CEO, bet-at-home. “The new ZEAL titles are a great addition to our offering and provide our customers with exciting and varied gaming experiences. This partnership is an important element of our growth strategy.”
The post ZEAL and bet-at-home launch joint gaming initiative appeared first on European Gaming Industry News.
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