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Betsoft and BlueOcean Discuss the Recipe for Long-Term Success in iGaming Partnerships
Selling product, although essential, is still only one part of an effective business formula. Relationship building in today’s global and crowded markets is a major element for long-term success. Enduring partnerships need trust and commitment from both sides, plus a little something else. Erik Köhler, Marketing Manager at Betsoft Gaming and Dejan Jović, CEO at BlueOcean Gaming enjoyed a socially distanced meeting to discuss just what makes their companies’ relationship work.
Erik is a data driven marketer with substantial knowledge of digital marketing, social media exploitation andafiliation within the iGaming world. Over the past decade, Betsoft has earned a reputation as one of the world’s premier producers of high quality igaming products. It offers an unparalleled level of service, backed by a solid and highly experienced team. In addition to the substantial portfolio of cinematic quality games, the product suite also includes a full featured casino management platform. Betsoft’s commitment to excellence has made it a leader in the industry. Independent certifications and licensing in numerous igaming markets have been obtained and, through these efforts, Betsoft has secured a loyal client base throughout Europe, Asia and the Americas.
Dejan comes from a technical background in IT. His career in iGaming spanned product management, strategic development and business development before he became CEO of BlueOcean in 2016. The Slovenian-based business is an independent B2B online gaming software provider. Gamehub – their inhouse gamehub aggregation – allows casino operators to launch multiple game providers with a single API integration. With a business strategy comprising easy-to-use, time saving and efficient all-in-one solutions for online casino businesses, their White Label solution offers the necessary suite of products and services required to start an online casino.
EK: Betsoft and BlueOcean have enjoyed a successful partnership for some time; what made you choose Betsoft originally and what keeps the partnership working?
DJ: ‘Yes, we have been collaborating since 2015. Betsoft was one of the first game providers available within our Game Aggregation solution – GameHub. I would say that the quality of the games was a significant enabler for our growth right from the start. Working with Betsoft was integral to the success of our strategy. By choosing Betsoft products originally, we were able to offer those great games to all of our initial operators. This early success acted as a magnet to bring in more new clients for us. The result today is that almost all of our clients have access to the Betsoft portfolio.
We will definitely keep working together as our success is reflected in the great business growth we have made together. An important factor contributing to the strength of our long-term partnership is the technical side of your games: operationally, the games run smoothly so we never experience any issues. Finally, we have great communication overall and that always makes life easier.’
EK: At Betsoft, we too have been very happy with how our partnership has developed. Your business has grown considerably since you started: can you sustain this growth?
DJ: ‘We are really proud of our effort over the past few years; it required hard work and commitment from the entire team but it has paid off. Our dream is to maintain solid growth, but we are keeping ourselves grounded and accept that it will take some time. Currently our GameHub solution offers more than 5000 games from around 80 game providers, although we are always looking for more.
The strategy is to provide globally accessible games. In addition to our extensive game library, GameHub features an additional set of four features: Automated Game Catalogue, which enables a fully automated release of new content along with extensive game details and icons; FreeRound API, which allows operators to distribute free spins to selected players through single implementation that works with all game providers supporting free rounds; Game History API, which gives our clients access to detailed game history which can then be incorporated into their own back-office and, finally, Unified Jackpot Feed which offers the potential to display jackpot values in real time.
Although we are satisfied with the product as is, we want to take it to the next level. We will offer further additional features to make us stand out from the crowd and to showcase GameHub as something special. But each development requires a lot of time to be perfected. We are currently working on Tournaments and feature triggering – which are both available across most game providers including Betsoft. This is a great tool to offer in terms of player engagement and retention.
Finally, in addition to product development, we have invested in targeted marketing. This, for us, is something new. Previously we never dedicated a team, budget and policy to marketing. Our strategy for this year was to attend all the major iGaming events worldwide; however, due to the covid-19 situation, this has been put on hold. Therefore, we have re-directed our focus on to advertising and marketing online, thus raising brand awareness through this platform – at least until the live events are back in business. So yes, we feel confident that, with our plans in place, we will continue to grow.’
EK: BlueOcean has enabled many start-ups in the industry and encouraged them to showcase the best games on their sites. Which casino operator would you say that you are the most proud of assisting?
DJ: ‘Currently we have more than 100 active clients on our GameHub aggregation and an additional 40 White Label and Turnkey solutions. We work closely with all of them to constantly grow the numbers. This year we hit record volumes which, for us, is a great indicator that our strategy works. Our clients managed to expand their business through a mix of our software solutions and great gaming content.
Originally, we started with B2C business; therefore we have many White Label operators, all of whom we are immensely proud. Together we have a created a successful story. One in particular has been with us right from the beginning in 2012. Universalslots.net is just one of the multiple brands this client has with us and we are impressed by them. Also, a very recently sealed partnership with us is becoming a great success already. Horuscasino.com is another B2C who has managed to grow amazing numbers in the space of just one year, so we are pretty proud of that relationship too.’
EK: Over the years that Betsoft and BlueOcean have been working together, does any one particular moment or event stand out for you?
DJ: ‘Originally, most of our communication went through email and Skype which was a bit impersonal; therefore we arranged to meet in person with the then Betsoft Head of Sales at the Berlin Gaming Show in 2016. We introduced ourselves at the stand and then we went out together. It was a memorable dinner! Judging by our continuing success, we created a mutually supportive relationship from the start. This is something we still maintain as we normally meet regularly at gaming shows, iGaming awards and other events.
From a business point of view, we definitely appreciate the promotions we run together, particularly the personalised ones. These are very well received by our clients and reinforce how much we respect each other as partners.’
EK: Betsoft is renowned for its regular releases of quality games and this is set to continue. Which Betsoft game is your personal favourite and why?
DJ: ‘Correct. Betsoft has a really nice library of games and some outstanding titles. Also, new game releases come out regularly and we are always primed and ready to release them on the exact date of the official launch so we benefit from the great marketing.
Personally, the older, classic games stick in my memory the most. Titles such as Pinocchio, Dr. Jekyll & Mr. Hyde, Sugar Pop and Tiger’s Claw are just such great games. However, I would say that my favourite game is Good Girl Bad Girl. I remember that, at the time of release, this game was highly anticipated. It has some impressive features such as the option for players to choose their side and change the gameplay. I also recall that we recommended the game highly to all our clients at the time and the take up was very strong.’
Clearly long-term relationships benefit from trust, supportive structures and open channels of communication as well as co-ordinated and mutually beneficial direction. After five successful years working together, Betsoft and BlueOcean are very much anticpating many more to come, whatever the circumstances.
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eSports
G2’s Otis Lawrence wins 2026 F1 Sim Racing World Championship
Welsh driver beats Ismael Fahssi by two points after a 12-round season running March 27 to May 28 with a $750,000 prize pool.
G2-backed Alpine Sim Racing driver Otis Lawrence has been crowned 2026 F1 Sim Racing World Champion after the season concluded on May 28.
The 2026 F1 Sim Racing World Championship ran from March 27 to May 28 and featured a $750,000 prize pool. Drivers representing Formula 1 teams competed across four events, starting with a live opener at DreamHack Birmingham.
The title was decided at the final event. Lawrence secured multiple race victories across 12 rounds and finished top of the standings.
Lawrence won the championship by two points ahead of Scuderia Ferrari HP Esports driver Ismael Fahssi. Reigning champion Jarno Opmeer of Oracle Red Bull Sim Racing placed third overall.
The post G2’s Otis Lawrence wins 2026 F1 Sim Racing World Championship appeared first on Eastern European Gaming | Global iGaming & Tech Intelligence Hub.
Andréa Curral
“No iGaming, marcas sólidas dependem de consistência, experiência e relacionamento de longo prazo”
Com uma trajetória construída em grandes grupos globais de mídia, entretenimento e varejo digital, Andréa Curral chega ao Grupo Esportes Gaming Brasil para ocupar o cargo de Diretora de Marketing em um momento estratégico para o mercado brasileiro de apostas regulamentadas.
Após passagens por empresas como Privalia, Discovery e Warner Bros., a executiva assume o desafio de fortalecer o posicionamento institucional e a estratégia de marca das operações Esportes da Sorte, Onabet e Lottu em um cenário cada vez mais competitivo, regulado e orientado por experiência do consumidor.
Em meio ao amadurecimento do setor de iGaming no Brasil, temas como branding, jogo responsável, aquisição eficiente, reputação e conexão cultural ganham relevância crescente para operadoras que buscam crescimento sustentável e diferenciação de longo prazo.
Nesta entrevista exclusiva ao Gaming Americas, Andréa Curral fala sobre como sua experiência em mercados tradicionais contribui para a construção de marcas mais sólidas no iGaming, o papel do marketing na promoção do jogo responsável, os desafios de equilibrar branding e performance em um ambiente altamente dinâmico e as estratégias do Grupo EGB para ampliar presença durante grandes eventos esportivos e manifestações culturais no país.
Andréa, você construiu uma trajetória sólida em gigantes globais de mercados tradicionais como Privalia, Discovery e Warner Bros.
Como essa experiência em branding e experiência do consumidor contribui hoje para sua atuação no iGaming com o Grupo EGB?
Andréa Curral – O principal aprendizado que trago de empresas de mídia, entretenimento e varejo digital é que marcas sólidas não se sustentam apenas em grandes campanhas, mas em consistência, experiência e construção de relacionamento no longo prazo. No iGaming, isso é ainda mais relevante, porque a relação com o usuário passa diretamente por confiança, clareza e segurança.
No Grupo EGB, buscamos aplicar uma visão integrada entre branding, performance e experiência do consumidor.
Isso significa tratar conteúdo como um ativo estratégico, trabalhar comunicação com lógica editorial e segmentação inteligente, além de utilizar métricas e tecnologia para melhorar continuamente a jornada do usuário.
Minha experiência em ambientes altamente competitivos também contribui para equilibrar crescimento, posicionamento institucional e eficiência operacional em um momento de amadurecimento importante para o mercado brasileiro.
Diante do atual momento de consolidação do mercado regulado no Brasil, quais são os principais focos e diretrizes da sua diretoria para o posicionamento institucional das marcas do grupo, Esportes da Sorte, Onabet e Lottu, dentro desse novo cenário?
O cenário atual exige marcas mais claras, operações mais eficientes e uma relação mais consistente com o público. Nossa estratégia está estruturada em três pilares principais: diferenciação de portfólio, experiência do usuário e construção de reputação.
Esportes da Sorte, Onabet e Lottu possuem posicionamentos distintos dentro do grupo, isso reduz a sobreposição e fortalece a identidade de cada operação. Mas um pilar comum a toda nossa empresa é o jogo responsável. É nossa responsabilidade garantir um ambiente controlado e saudável para a diversão.
Somos uma empresa com DNA brasileiro e nossos contratos de patrocínio vão além da exposição de mídia. Incentivamos a cultura nacional, gerando experiências relevantes, que conectam as marcas a territórios de grande relevância popular, como esporte, entretenimento e cultura.
Ao mesmo tempo, o aumento do custo de aquisição torna essencial uma operação integrada entre marketing, produto, atendimento e retenção, sempre alinhada às diretrizes de jogo responsável e à regulamentação vigente.
O Grupo EGB enfatiza o compromisso com o “jogo responsável”.
Como o marketing pode atuar de forma prática na educação do apostador e na promoção de bem-estar, transformando essa diretriz em comunicação efetiva para o público?
Para nós, jogo responsável não pode ser tratado apenas como uma obrigação regulatória ou uma mensagem complementar de comunicação. Ele precisa fazer parte da experiência do usuário, da operação e da construção de reputação da companhia.
O marketing tem um papel importante nesse processo ao comunicar com clareza, evitar promessas irreais e contribuir para uma relação mais consciente do usuário com o entretenimento.
Isso envolve reforçar mensagens sobre limites, autocontrole, pausas e transparência nas regras.
Também acreditamos que comunicação responsável ajuda a fortalecer um ambiente mais seguro e sustentável para todo o ecossistema. No longo prazo, confiança e reputação são ativos fundamentais para qualquer marca que queira crescer de forma consistente no setor.
Em termos de estratégia de crescimento, como você equilibra construção de marca de longo prazo (branding) com performance de curto prazo em um setor altamente dinâmico e competitivo como o iGaming?
Hoje Branding e performance trabalham em conjunto, de forma absolutamente integrada, para que os resultados de crescimento sustentável não dependam apenas de aquisição. Por isso, trabalhamos uma operação orientada por métricas, dados e otimização contínua, sem perder a visão estratégica de longo prazo.
A construção de marca passa por coerência, qualidade da experiência, clareza de comunicação e consistência na entrega. Esse mecanismo de relacionamento cria comunidade e reforça a confiança do usuário na marca.
A Copa do Mundo é um dos momentos mais disputados pela atenção do público.
Como o Esportes da Sorte está estruturando sua estratégia de mídia, conteúdo e transmissões oficiais para garantir presença forte e multiplataforma durante o torneio?
A Copa representa um dos maiores momentos de mobilização do entretenimento esportivo, então estruturamos uma estratégia multiplataforma que combina mídia, conteúdo e experiências presenciais.
O Esportes da Sorte fechou o patrocínio oficial das transmissões da Copa no SBT e na N Sports, garantindo presença em TV aberta, streaming, canais digitais e propriedades online das emissoras. Essa entrega amplia frequência e alcance de marca ao longo do torneio.
Mas entendemos que presença de mídia sozinha não é suficiente. Por isso, trabalhamos campanhas institucionais que conectam entretenimento, cultura popular e engajamento emocional.
“Torça como um Corinthiano”, por exemplo, usa a relação histórica da torcida do Corinthians com o clube para resgatar a conexão do brasileiro com a Seleção. Já “Convoque” aposta em humor, fantasia e linguagem digital para ampliar diálogo com diferentes públicos.
Tudo isso é desenvolvido mantendo o compromisso com comunicação responsável e alinhada às diretrizes do setor.
Dentro desse ecossistema de marca e entretenimento, quais serão os principais desdobramentos das ações de rua e patrocínios locais durante os períodos de grande consumo esportivo, como a Copa do Mundo?
Para os grandes eventos esportivos, nossa estratégia combina presença multiplataforma com experiências de proximidade junto ao público.
O objetivo é fazer com que as marcas do grupo estejam inseridas de forma orgânica na rotina e nos espaços de convivência dos torcedores, conectando entretenimento, conteúdo e experiência de marca.
Além da presença em mídia e transmissões oficiais, vamos trabalhar ativações proprietárias e ações presenciais em diferentes regiões do país, sempre buscando fortalecer relacionamento, engajamento e conexão cultural com o público.
Essa atuação também conversa diretamente com a visão do Grupo EGB de transformar patrocínios em plataformas contínuas de experiência e conteúdo, indo além da exposição tradicional e construindo relevância de longo prazo para as marcas.
Além do futebol, o Grupo EGB também investe em grandes manifestações culturais e eventos populares, como Carnaval e festivais regionais.
Como essas ativações se conectam à estratégia global de marca e à construção de presença no território brasileiro?
Nossa estratégia de marca está muito conectada à cultura popular e aos grandes territórios de mobilização do público brasileiro. O esporte é um pilar importante, mas não é o único.
Hoje o grupo apoia iniciativas de grande relevância nacional, como o Galo da Madrugada, o Festival de Parintins e o Carnaval em diferentes capitais brasileiras.
Essas propriedades ajudam a ampliar a presença nacional, fortalecer relacionamento com diferentes comunidades e criar conexões mais orgânicas com o público.
Mais do que exposição, buscamos desenvolver projetos de longo prazo que integrem conteúdo, experiência e ativação local. Isso permite que os patrocínios deixem de funcionar apenas como mídia tradicional e passem a operar como plataformas de relacionamento e construção institucional das marcas.
The post “No iGaming, marcas sólidas dependem de consistência, experiência e relacionamento de longo prazo” appeared first on Americas iGaming & Sports Betting News.
iGaming
How RocketPlay Closed 100% of Its Complaints in 2025: Inside the System
In the iGaming industry, bonuses and welcome packages are no longer a brand differentiator. At the same time, compliance pressure is growing, acquisition costs continue to rise, and player trust has become harder to earn — and easier to lose.
As a result, player feedback is becoming one of the industry’s most important operational signals — changing from “nice to have” to a necessary indicator.
According to RocketPlay’s internal research conducted in early 2026, more than 20% of players check review platforms before registering on a casino website. For many of them, community feedback now matters as much as bonuses or game selection.
This shift is changing the role of reviews entirely, as right now review platforms function as public diagnostics systems for operators — revealing where friction appears, how brands behave under pressure and whether communication feels fair when something goes wrong.
From rating to operational signal
For years, many operators treated reviews mainly as a reputation management task: answer complaints, improve ratings and move on.
Today, complaints often reveal operational weaknesses faster than internal dashboards. Delayed withdrawals, unclear bonus rules, verification issues or poor escalation logic usually become visible in player feedback first.
That is why more operators now treat complaint handling as an operational process, rather than a PR layer. Players expect speed, clarity and fairness: they want to understand what happened, why a decision was made and whether the operator is open to reassessing the case.
Currently, some brands are building complaint workflows around 3 key principles: speed, clarity and fairness. Automation helps prioritise sensitive cases and reduce friction, while final decisions remain human-owned — especially in Responsible Gaming situations or complex disputes.
One example of this approach can be seen in RocketPlay’s operational model. The platform applies this approach through a structured 2-stage resolution system that covers both internal complaint handling and external escalations via independent platforms. Instead of treating complaints as isolated support tickets, the company uses recurring player feedback to identify friction points, clarify mechanics and improve communication flows.
In 2025, they closed 100% public complaints across Casino Guru and AskGamblers, with no repeat complaints from the same player. Recurring themes from these cases are consolidated and turned into product priorities, so that the same issue does not reach the next player.
This approach has also been recognized by the industry. In 2026, RocketPlay was shortlisted at the Casino Guru Awards in the category “The Most Effective Handling of Complaints,” reflecting its focus on transparent communication and structured complaint resolution. RocketPlay also won “Innovator of the Year (Operator)” at The International Gaming Awards 2025 for its AI-driven support implementation.
Why speed alone is not enough
Fast responses still matter, but speed alone no longer defines good complaint handling. Players value transparency, contextual reasoning and communication that feels human
RocketPlay’s internal metrics show that around 95% of cases receive a first meaningful response within 24 hours, while approximately 90% are addressed within two hours. AI-powered chat and email automation additionally help resolve a significant share of repetitive requests without requiring agent intervention.
However, the company believes that automation only works when paired with explainability. A rigid “Terms-only” approach may technically protect the operator, but can still damage long-term trust if players feel ignored or unfairly treated.
What this means for operators in 2026
The broader lesson for the industry is clear: reviews are no longer just reputation management. They are operational input.
In 2026, the operators most likely to build sustainable trust will not necessarily be the ones with the largest bonuses or the most aggressive acquisition funnels. Instead, they will be brands capable of listening systematically, reacting transparently and treating player feedback as part of product development itself.
The industry is entering a phase where trust is becoming measurable in public — and increasingly, players are the ones defining what that trust actually looks like.
The post How RocketPlay Closed 100% of Its Complaints in 2025: Inside the System appeared first on Eastern European Gaming | Global iGaming & Tech Intelligence Hub.
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