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How to conduct rebranding and enrich the brand with new meanings

Published

3 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.

activity report 2025

GGL Publishes Activity Report 2025

Published

2 minutes ago

July 7, 2026

Wladimir P.

The German Gambling Authority (GGL) has published its latest activity report for 2025. The report highlights the GGL’s measures in supervising legal providers and its latest work against illegal gambling.

Supervision and Licensing of Legal Providers Further Systematised

While previous years focused primarily on granting licenses, in 2025 the emphasis shifted significantly to the structured supervision of licensed providers. Key instruments included supervisory discussions, both ad hoc and proactive measures based on reports and market observations. Internal collaboration between the relevant departments was further intensified, contributing to a uniform and consistent supervisory practice.

Further Development of the Technical Infrastructure and Supervisory Systems

The expansion of the technical infrastructure was further advanced. The goal is to create a reliable and comparable data basis for supervision, analysis and future regulatory decisions. Enforcing the mandatory and correct use of the safe servers by the authorised providers remained a challenging process in 2025, but it is the foundation for the necessary improvement in data quality.

Focusing the Fight Against Illegal Gambling on the Entire Market Environment

In 2025, the approach to combating illegal online gambling was further refined and consistently aligned with the entire market environment. In addition to measures against the operators themselves, the focus is increasingly shifting to the service providers involved. This approach ensures that illegal offerings are not viewed in isolation, but rather addressed within their market and process contexts.

In 2025, GGL worked closely with platform operators to further reduce the visibility of illegal content in the digital space.

Market measurement has been further developed scientifically. Due to its opaque and dynamic structure, the evaluation of the development of the illegal gambling market requires a particularly robust methodological basis. The 2025 activity report therefore does not include any independent figures on the size of the illegal market for the year 2025. Instead, the presentation is based on the results of the scientific study “Investigation of the black market and channeling of gambling on the internet based on a survey of gamblers”.

GGL deliberately chose this approach to increase the validity and comparability of the market data and to ensure methodologically sound results.

This study, already published, shows that in 2024 the market volume of illegal and therefore unregulated online gambling will be 23%. This results in a channeling rate of 77%. This means that legal or regulated offerings account for more than three-quarters of the online gambling market.

The existing study will be continued so that a scientifically sound data basis on the development of the illegal market can be provided.

Outlook 2026: 5 Years of GGL Mean Evaluation and Further Development

The developments so far show an increasing consolidation of the supervisory and enforcement structures within the framework of the State Treaty on Gambling 2021.

The focus in the coming years will be on the legally required evaluation, the preparation of the new licensing cycle from 2027 onwards, and the further strengthening of data-based and scientifically sound supervisory instruments.

The 2025 activity report can be found under Publications of the Joint Gambling Authority of the Federal States – Annual Reports.

The post GGL Publishes Activity Report 2025 appeared first on EE Gaming | Global iGaming & Tech Intelligence Hub.

Uncategorized

Ageeth Bakker Joins Nederlandse Loterij as CFRO

Published

2 minutes ago

July 7, 2026

Wladimir P.

ageeth-bakker-joins-nederlandse-loterij-as-cfro

The Dutch national gambling operator, Nederlandse Loterij, has appointed Ageeth Bakker as its Chief Financial & Risk Officer (CFRO).

Since 2019, Ageeth Bakker was CFRO and a member of the Executive Board of Bovemij Group. Last week, she stepped down from that financial institution in the mobility sector, which specialises in insurance, guarantees and data services. Prior to that, Bakker was Chairperson/Managing Director of Onderlinge Waarborggroep Centramed. She also worked at Achmea Group for 13 years, six of which were in various executive positions; including as Director of Finance, Risk and Supply Chain Management at Centraal Beheer and Financial Director of Avéro Achmea.

Raymond Knops, Chairman of the Supervisory Board of Nederlandse Loterij, said: “The Supervisory Board is pleased to welcome a highly experienced executive like Ageeth Bakker as CFRO of Nederlandse Loterij. Her extensive expertise in finance and risk and a career in regulated sectors are an excellent fit for this board position. With the arrival of Ageeth Bakker, the board is at full strength to further realize Nederlandse Loterij’s strategic ambitions as the most responsible gambling provider and the largest driver of sports and physical activity.”

Ageeth Bakker said: “What particularly appeals to me about Nederlandse Loterij is the combination of a strong social mission and a leading position in the gambling sector. With ten trusted brands, Nederlandse Loterij offers players a safe and responsible range of lotteries and online games of chance, the proceeds of which benefit society. I am happy to contribute to that. I look forward to working with the Board and all colleagues to continue building a successful and future-proof organization, so that we can continue to increase our social contribution.”

The post Ageeth Bakker Joins Nederlandse Loterij as CFRO appeared first on EE Gaming | Global iGaming & Tech Intelligence Hub.

Acquisitions/Merger

Banijay Gaming Acquires French Operator JOA

Published

2 minutes ago

July 7, 2026

Wladimir P.

banijay-gaming-acquires-french-operator-joa

Banijay Gaming is to acquire JOA, marking another important step in its strategy to build a European diversified gaming leader in light of evolving customer expectations, from funds managed by Blackstone and Kings Park Capital pursuant to a put option agreement.

JOA is the second-largest casino operator in France, with a nationwide network of 33 casinos rooted in every region generating approximately €430 million in gross revenues in 2025.

Its venues combine gaming with restaurants, bars and a broad range of leisure experiences which attract over 4.6 million yearly customers.

Following the acquisition of Tipico Group in April 2026, this transaction further expands Banijay Gaming’s omnichannel capabilities by adding its digital expertise to JOA’s wide network of land-based entertainment destinations.

At the heart of this transaction is a long-term value creation story: Banijay Gaming will accelerate JOA’s next phase of development in France and internationally.

Responsible gaming remains central to Banijay Gaming’s strategy, with both companies continuing to raise standards and share best practices in line with a common commitment to player protection.

Laurent Lassiaz, Chairman of JOA, will continue to lead JOA alongside the existing management team, ensuring continuity for employees, customers and local stakeholders.

Completion of the transaction is expected during H2 2026, subject to JOA’s employee representatives’ consultation and customary regulatory approvals including merger control and casino gaming regulatory approvals.

Nicolas Béraud, Chairman of Banijay Gaming, said: “Customers increasingly expect seamless experiences across digital and physical environments, and this transaction positions us perfectly to respond to that evolution.

“We look forward to supporting JOA’s next phase of development by bringing our expertise in technology, artificial intelligence and data, while preserving the entrepreneurial culture and operational excellence that have made the company successful.”

Laurent Lassiaz, Chairman of JOA, said: “Joining Banijay Gaming marks an exciting new chapter for JOA. After a successful period with Blackstone and Kings Park Capital, which laid the foundations for our growth, we have found another long-term partner with whom we share a common vision for the future.

“Their expertise in technology and digital innovation will help us accelerate our omnichannel development, while allowing us to preserve the entrepreneurial spirit and local roots that have always been our strength. Together, we will be ideally positioned to pursue our ambitions in France and internationally.”

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