Global Gaming Business, August 2021

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GGB Global Gaming Business Magazine

August 2021 • Vol. 20 • No. 8 • $10

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Summer of Success Atlantic City is booming as pandemic winds down

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Talking Turkey Building the operator/regulator relationship

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CONTENTS

Vol. 20 • No. 8

august

Global Gaming Business Magazine

18 COVER STORY

COLUMNS

AC in the Summertime

10 AGA Come Together Meredith Pallante

As the Atlantic City casinos emerge from the global pandemic, the leaders explain what got them through, how business has rebounded and what plans they have to maintain the current level of visitation.

12 Fantini’s Finance Turn and Face the Changes Frank Fantini

34 Making My Point The Rule of Three Roger Snow

By Roger Gros

DEPARTMENTS

FEATURES 14 Sports and Gaming

30 Bar-Top Bonanza

The rapid expansion of sports betting in the U.S. has, for the first time, made partners of the nation’s professional sports leagues and the casino industry.

New competition and new technology are making the bar-top gaming machine one of the latest growth areas of the casino industry.

By Marjorie Preston

By Frank Legato

24 Working with Regulators

36 Sports and the Data Boom

The relationship between operator and regulator is key to the future of the gaming and hospitality industries, so the two stakeholders must work together.

Effective gathering and transmission of sports data is a hot service with the growth of sports betting.

By Brendan D. Bussmann

28 Milking the Promo An excerpt from a new book by a professional gambler illustrates the value of casino promotions, and how to exploit them.

By Arnold Snyder

By Dave Bontempo

4

The Agenda

6

By the Numbers

8

5 Questions

13 AGEM 40 Emerging Leaders With Campbell House’s JoyceLynn Lagula, Eilers & Krejcik Gaming’s Rick Eckert, and MegaRush Casino’s Malou Neguembor

42 New Game Review 46 Cutting Edge 48 Frankly Speaking 50 Goods & Services 53 People 54 Casino Communications With Chief Richard Sneed, Eastern Band of Cherokee Indians

AUGUST 2021 www.ggbmagazine.com

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THE AGENDA

Brand Loyalty

Vol. 20 • No. 8 • AUGUST 2021 Roger Gros, Publisher | rgros@ggbmagazine.com twitter: @GlobalGamingBiz Frank Legato, Editor | flegato@ggbmagazine.com twitter: @FranklySpeakn

By Roger Gros, Publisher

t GGB Magazine, we’ve published dozens of articles down through the years on the power of the brand—how to build the brand, why a brand encourages player loyalty, how to promote the brand, what the brand means to different players, and many other aspects of a successful brand. The big corporations like MGM and Caesars have spent millions of dollars in building their brands, and with generally good results.

But what about when it comes to iGaming?

How valuable is a brand then?

Looking at New Jersey as the canary in the coal mine, it appears a brand is tremendously valuable. It was assumed in the beginning that the already existing brands of the Atlantic City casinos would dominate, but that was not necessarily the case early on.

When sports betting first started three years ago, we had two dominant competitors, DraftKings and FanDuel. But when it came to sports betting, neither company had much experience. They were, of course, daily fantasy sports experts, and had compiled a database that was second to none of people who had an interest in sports. But how important was the brand in these initial transactions? Could they maintain that edge as more familiar gaming brands entered the fray?

As bookmaker Art Manteris told me in last month’s 5 Questions podcast, an app has only two purposes at its very heart: to allow bets to be made easily and seamlessly, and to be able to collect winning bets. That’s it. All the bells and whistles are nice, but they are in the end extraneous.

So the experience of betting online is only as good as the product. Are the DraftKings and FanDuel apps any better than the BetMGM or Caesars apps? Probably not, but the power of the market share of the DFS companies is the power of their database, not necessarily their brands.

When it comes to online casinos, the Atlantic City brands you know and love have been dominant. Since 2013, the Golden Nugget has produced the most online casino revenue. But of course, GoldenNuggetCasino.com didn’t keep all that money. Skins that operate under the Golden Nugget license include PlaySugarHouse.com, part

A

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Global Gaming Business AUGUST 2021

of the Rush Street Interactive family; Betfaircasino.com, now part of Flutter; and BetAmericacasino.com, part of Churchill Downs.

In June, the Borgata overtook the Golden Nugget in revenues, but the same applies here.

Operating under the Borgata license are sites such as PalaCasino.com, part of the interactive division of the California Indian tribe of the same name; PartyPoker.com, part of the Entain group; and of course, BetMGM. And Caesars has recently been gaining market share, with its collection of Caesars brands—Caesarscasino.com, Harrahscasino.com, and WSOP.com, but also including the 888 sites and now WynnBet, kind of a strange online coupling of two disparate brick-and-mortar brands. In addition to its own brand, Resorts is hosting DraftKings.com, MoheganSuncasino.com and PokerStarsNJ.com.

So are the brick-and-mortar brands making a comeback? Hard to say, because of the also-powerful brands that act as skins to them. Will your real-life experience at any of these casinos translate to their online cousins? Again, hard to say, because there truly hasn’t been any major effort to capitalize on your online players to bring them to the physical casinos.

As Joe Lupo, the president of Hard Rock Atlantic City, told me, “Anyone gambling online with HardRockCasino.com is literally within a two-hour drive of our casino. What can we do to get them out of their house and into the casino?

That’s my challenge to our new corporate online gaming team.”

As iGaming and sports betting spread across the country, competition is heating up. Brands are going to be crucial to success. But just as it is for land-based casinos, the experience is going to be the big differentiator. “Live” table games have helped some brands gain traction, but what if all “live” games start to look alike? Will gambling start to look more like game shows? Our friends at Evolution Gaming have created quite a few unique game show platforms that could produce revenue.

So the challenge is to build your brand online to gain market share and customer loyalty.

The next few years will tell who understands the online gambler and who is pretending.

Marjorie Preston, Managing Editor mpreston@ggbmagazine.com Monica Cooley, Art Director mcooley@ggbmagazine.com Terri Brady, Sales & Marketing Director tbrady@ggbmagazine.com Becky Kingman-Gros, Chief Operating Officer bkingros@ggbmagazine.com Lisa Johnson, Communications Advisor lisa@lisajohnsoncommunications.com twitter: @LisaJohnsonPR Columnists Frank Fantini | Meredith Pallante | Roger Snow Contributing Editors Dave Bontempo twitter: @bontempomedia Brendan D. Bussmann | Chloe Paul | Arnold Snyder Bill Sokolic twitter: @downbeachfilm __________________

EDITORIAL ADVISORY BOARD Rino Armeni, President, Armeni Enterprises

•

Mark A. Birtha, Senior Vice President & General Manager, Hard Rock International

• Julie Brinkerhoff-Jacobs, President, Lifescapes International

• Nicholas Casiello Jr., Shareholder, Fox Rothschild

• Jeffrey Compton, Publisher, CDC E-Reports twitter: @CDCNewswire

• Dean Macomber, President, Macomber International, Inc.

• Stephen Martino, Vice President & Chief Compliance Officer, MGM Resorts International, twitter: @stephenmartino

• Jim Rafferty, President, Rafferty & Associates

• Thomas Reilly, Vice President Systems Sales, Scientific Games

• Michael Soll, President, The Innovation Group

• Katherine Spilde, Executive Director, Sycuan Gaming Institute, San Diego State University, twitter: @kspilde

• Ernie Stevens, Jr., Chairman, National Indian Gaming Association twitter: @NIGA1985

• Roy Student, President, Applied Management Strategies

• David D. Waddell, Partner Regulatory Management Counselors PC Casino Connection International LLC. 1000 Nevada Way • Suite 204 • Boulder City, NV 89005 702-248-1565 • 702-248-1567 (fax) www.ggbmagazine.com The views and opinions expressed by the writers and columnists of GLOBAL GAMING BUSINESS are not necessarily the views of the publisher or editor.

Copyright 2021 Global Gaming Business LLC. Boulder City, NV 89005 GLOBAL GAMING BUSINESS is published monthly by Casino Connection International, LLC. Printed in Nevada, USA. Postmaster: Send Change of Address forms to: 1000 Nevada Way, Suite 204, Boulder City, NV 89005

Official Publication

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BY THE

NUMBERS

Impact of ‘Opt-Out’ Policy Change on Monthly Limit Setting Rates

TAke IT TO The LIMIT

Slots Are Back!

A

s the pandemic winds down, we’ve heard lots of anecdotal evidence of the return of the slot player. Now that has research behind it in the form of a report put together by Brendan Moore, the senior analyst, slot performance and analytics for Eilers & Krejcik Gaming. While most casinos are almost back to the levels of slot revenue they were achieving before the pandemic, there’s a question of what has changed on the slot floor as a result, and what impact those changes will have on slot operators and manufacturers. Most casinos are almost back to pre-pandemic slot counts (Figure 1), with commercial casinos doing the most downsizing, only at 92 percent of the slot numbers. There’s a sea change in legacy machines, which have dipped from 48 percent of the total pre-pandemic to 40 percent in June. In Figure 2, we see how the units remaining on floor have rapidly decreased in age, indicating that operators took off the oldest product. Before the pandemic, the average cabinet age was about 5.5 years old, and now cabinets are 4.5 years old. Meanwhile, for themes, the average age has also reduced dramatically from around 3.9 years old to 2.9 years old. Legacy hardware has the lowest performance KPIs and less lucrative conversion opportunities. Naturally, they retired at a rapid rate. For a full copy of the report, contact Moore at bmoore@ekgamingllc.com.

Slot Floor Unit Counts at a % of Pre-Pandemic Levels

A

study of some 40,000 gamblers in Australia found that a government “opt-out” policy saw a radical shift in online betting behavior. The study, conducted by the Gambling Treatment and Research Clinic (GTRC) at the University of Sydney, also found that when not required to, the overwhelming majority of online gambling customers did not use voluntary tools designed to limit problem betting.

Prior to implementation of the policy, few online gamblers used limits, and when offered the opt-out feature, thousands of gamblers wanted no part of it. The research into leading Australian gambling sites found that of the 6,000 people who used deposit limits, a majority stuck to their limit during the course of a year, while one in four changed their limit to make it less restrictive and one in eight decreased or removed the limit all together.

“The marked success of the ‘opt-out’ limit setting policy has important implications, suggesting this strategy could be used to encourage other responsible gambling behaviors,” said co-author Associate Professor Sally Gainsbury.

Lead author Postdoctoral Research Associate Dr. Robert Heirene, from the Brain and Mind Centre and School of Psychology, said that during the study, a policy implemented in May 2019 requiring online gambling sites to make customers set a deposit limit, or actively opt out of setting one, had major implications for consumer protection.

Interestingly, those who set deposit limits were found to be similar to those who did not gamble, on most characteristics studied such as age, gender, betting frequency and overall outcome, while those who used time-out/self-exclusions stood out: they were younger, more likely to be male, placed more bets and in bigger amounts, won less, had fewer days without gambling and had more variability in the amount they gambled and the amount they won from day to day.

“This painted a clear picture: time-out/self-exclusion users appear to gamble in a more problematic way, and this insight can focus future research and targeted interventions,” explained Heirene.

For a copy of the study, contact Loren Smith at loren.smith@sydney.edu.au.

6

Global Gaming Business

AUGUST 2021

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NUTSHELL

“They

5

Questions Omer Sattar Co-Founder and Executive Vice President of Strategic Initiatives, Sightline Payments

S

ightline Payments has been developing unique cashless systems and strategies for over 10 years. When the pandemic made cash transactions disagreeable, casino operators finally began to understand the importance of going cashless. Omer Sattar, a co-founder and executive vice president of Sightline, explains why the move toward cashless transactions is accelerating and why the debut of Resorts World Las Vegas, with a full suite of cashless procedures, is so crucial to the success of the industry. He spoke with GGB Publisher Roger Gros from his Las Vegas office in June. For a full podcast and Zoom video of this interview, visit GGBMagazine.com.

1 2 3 4 5

GGB: Just within the last year, the drive toward cashless technology picked up quickly. Is that because of the pandemic?

Omer Sattar: There’s been a fundamental shift, and there’s a series of things that have happened. In

2007, the iPhone comes out. No one had ever heard of an app before that, right? Now there’s an entire generation of kids that are growing up who know nothing but an app. Subsequently, a number of years later, Apple Pay comes out. Before that, there was no such thing. Now it’s used by tens of millions of people. In March of last year, when everything shut down, none of us knew what was in store for us. In May, we started getting calls from operators around the country. Since that time, contactless payments and digital payments have skyrocketed. So definitely the pandemic has been an inflection point for us in the gaming industry.

“It’s like having a peeing section of a pool; it doesn’t work.”

—Cynthia Hallett, Americans for Nonsmokers’ Rights, on the casino loophole that lets operators set aside 25 percent of the gaming floor for smoking

CALENDAR August 10-12: Australasian Gaming Expo, ICC Sydney, Darling Harbour, Sydney, Australia. For more information, visit austgamingexpo.com.

CANCELED August 17-19: G2E Asia, the Venetian Macao.

Produced by Reed Exhibitions and the American Gaming Association. For more information, visit G2EAsia.com. LIVE August 16-18: Oklahoma Indian Gaming Association Conference & Trade Show, Oklahoma City Convention Center. For more information, visit OIGA.org/tradeshow. LIVE

Let’s focus on your most recent installation at Resorts World, the complete version of the Sightline products, especially the Play+ system. Can customers go completely cashless at this resort for the first time ever?

September 9-10: Scandinavian Gaming Show, Stockholm, Sweden. Produced by Eventus International. For more information, visit Eventus-International.com/sgs. LIVE

That is correct. What Resorts World has done is truly remarkable. They’ve launched a handful of products all at once. The pedigree of Resorts World is obviously incredible. They have been doing forms of cashless in their overseas properties for the better part of a decade. So, they understand the economics of cashless, and how it works, and what drives consumer adoption. In fact, at their Genting Highlands property in Malaysia you cannot play with cash. So, in partnership with us and Konami and with others, we’ve worked to deploy the system. It’s gone a step further. It’s actually full mobile cashless, cardless cashless, and contactless cashless.

September 12-17: International Masters of Gaming Law (IMGL) Autumn 2020 Conference, Marriott Copley, Boston, Massachusetts. Produced by the IMGL. For more information, visit IMGL.org/conferences/autumn/overview/2021.

LIVE

I was able to participate in one of your beta tests at Mohegan Sun several years ago. It was a bit clunky. What improvements have you made?

Firstly, we’d always thank Mohegan Sun for being truly the first in the marketplace. But that was not a mobile-centric solution. You still had to have a card, you had to put a card in the slot machine, and the world is going beyond that. In this case, you’re downloading an app. The app is taking all your information in. So, we’ve taken a lot of the lessons from sports and from iGaming, and we’re bringing them back into the brick-and-mortar casino. It’s all within the app. Whether it’s slots or tables, it works with the app.

Do you need more than one app? Of course you get the Genting Rewards app, and then do you need a Sightline app on top of that?

That was a critical piece for Resorts World, and the beauty of it is there’s only one app. The provider of the app for Genting is a company called Joingo, which we just, in fact, purchased a few weeks ago. Your loyalty is integrated, your payments are integrated, and all your rewards are integrated. So, from a consumer standpoint, you’re not hopping between apps. All your account balance is available to you in that single app, and so, it is a very seamless consumer experience.

A big hurdle over the years has been the regulators. They didn’t want players to access their bank accounts or use credit cards to gamble. How did you get them on board?

We’re working with regulators around the country in seven or eight commercial casino jurisdictions and just as many tribal jurisdictions. The regulators are taking more time to understand that digital transactions are safe and secure, and you do not have to drain your credit card accounts or your checking accounts. There are ways of putting limits, and in fact, in many ways, they’re much better than cash.

8

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Global Gaming Business AUGUST 2021

September 21-22: Ukrainian Gaming Week 2021, KyivExpoPlaza, Kyiv, Ukraine. Produced by Smile Expo. For more information, visit ugw.ua.

LIVE September 21-24: SBC Summit Barcelona, Fira Barcelona Montjuïc, Spain. Produced by SBC. For more information, visit SBCEvents.com. LIVE October 4-7: Global Gaming Expo (G2E), Sands Expo Center, Las Vegas. Produced by the American Gaming Association and Reed Exhibitions. For more information, visit GlobalGamingExpo.com. LIVE November 9-11: Betting on Sports Europe, Stamford Bridge, London. Produced by SBC. For more information, visit SBCEvents.com. LIVE November 16-18: SiGMA Europe, MFCC, Malta. Produced by SiGMA. For more information, visit SIGMA.com.mt. LIVE

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AMERICAN GAMING ASSOCIATION

Come Together Global Gaming Expo is back and overcomes adversity

by Meredith Pallante

Editor’s note: This column was written at the beginning of July. For the latest on G2E 2021, visit GlobalGamingExpo.com.

G

aming is designed to bring people together—and since 2001, the Global Gaming Expo (G2E) has convened the global gaming industry to connect, learn, and conduct business. Like other large-scale events, Covid-19 put a pause on an in-person G2E, leaving a two-year lull since we were last together. But now with widespread vaccinations and easing restrictions, we’re thrilled to welcome the gaming community to Las Vegas once more.

The countdown is on to this year’s event: October 4-7 at the Las Vegas Sands Expo & Convention Center in partnership with RX (Reed Exhibitions). I know I share the excitement of many of you who are looking forward to seeing our colleagues from across the industry, walking the trade show floor, and learning from gaming’s leaders, experts and innovators.

This year’s show will certainly look a little different than pre-pandemic G2E, with health and safety protocols continuing to evolve in accordance with federal, state and local guidance.

Even with these protocols in place, attendees can still expect the same educational and businessbuilding experience as past years. The long-anticipated return of in-person events will be sure to make this year’s show buzz louder than ever.

G2E has always highlighted the best of our industry, from traditional brick-and-mortar gaming to sports betting and tribal gaming to fintech. Over the years, we’ve been thrilled to hear from industry advocates like former New Jersey Governor Chris Christie, sports stars like Magic Johnson, and countless others who have made an indelible mark on gaming. We’re looking forward to announcing the 2021 slate of keynote speakers in the coming weeks.

Beyond the keynote stage, G2E education

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Global Gaming Business AUGUST 2021

“

G2E has always highlighted the best of our industry, from traditional brick-and-mortar gaming to sports betting and tribal gaming to fintech.

”

will feature some of the best and brightest leaders tackling the hottest topics in gaming. This year’s themes include: Research, Regulations, and Responsibility Finance and Investment The Customer Journey Tribal Government The Future of Gaming Global Outlook Sports Betting We’ve heard from so many of you about how excited you are to come back to Vegas for G2E 2021. Gaming companies, both big and small, are eager to return to G2E to showcase new products and innovative solutions. This is terrific news for the show, and another important sign that our industry’s recovery is well under way.

Ultimately, G2E 2021 is a reunion for our resilient industry, which time and again has overcome adversity to rebound stronger than ever.

Over the past 17 months, our industry’s commitment to providing a safe, world-class entertainment experience has allowed us to reopen our casino floors, hotel rooms and expo halls and make events like this possible.

We believe that’s worth celebrating—and we can’t wait to see you there.

Meredith Pallante is vice president of global events for the American Gaming Association.

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FANTINI’S FINANCE

Turn and Face the Changes The pandemic has changed the world, but how will gaming respond?

By Frank Fantini

A

mong the questions as the Covid pandemic recedes is how the gaming industry has been changed.

Initially, the discussion was often on the high margins that casino operators have achieved as they cut costs and how much of that improvement can be retained as normal business volumes resumed.

Based on first-quarter results, there is considerable optimism that casinos have learned how to permanently become more efficient, a surmise that may come closer to proven fact as companies begin reporting second-quarter financial performance and project into the future.

These changes might come under the category of blocking and tackling. The way to profit growth now isn’t so much spending on new properties, property expansions or new attractions as much as doing basic things right and freeing up revenue to fall to the bottom line.

Some companies, with two examples noted below, are using this era to fundamentally change their structures, both to dramatically reduce debt and financing costs, and to exploit the growth opportunities presented by online gaming.

Indeed, online gaming itself has been hastened by the pandemic as states legalize sports betting and iGaming to open new revenue streams and as both game developers and gaming operators develop omnichannel approaches to their businesses.

Scientific Games and Everi are two examples of companies whose stocks have been hitting alltime highs recently, and that are taking actions that promise to further reward investors.

First off, kudos to Chairman Jamie Odell and CEO Barry Cottle for a strategic review that proved to be just that.

Often, the term strategic review is a euphemism for “let’s just sell the company.”

In their case, the Sci Games strategic review is resulting in a strategic restructuring of the company.

And, in a sense, the proposed changes are just

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machine, online or as a non-gambling social game. a dramatic way of achieving an end that the gaming It is the way the gaming industry is headed. For industry is heading towards—being omnichannel those who a couple of years ago asked where growth providers of gambling entertainment. would come from in what was seen as a maturing Sci Games intends to slash the onerous debt industry, the answer is omnichannel. built up financing a series of mergers by selling off the lottery business and non-core sports betting KUDOS TO EVERI, ALSO business to focus on the core business of supplying Everi CEO Mike Rumbolz and COO Randy Tayslots, table games and casino management systems lor have their reasons to crow, too. plus fast-growing online gaming and social gaming.

Everi is undergoing a comprehensive restrucStifel analyst Jeffrey Stantial estimates that the turing of its debt that, to use the popular term of sales could fetch $5.5 billion and allow Sci Games the day, checked off all the boxes. to cut its debt-to-EBITDA ratio to around three Everi already had given investors reasons times. It was nearly There is considerable to be bullish. The recovery in casino revenues 11 times to start optimism that casinos directly benefits Everi’s fintech business. The the year, though have learned how to expected rush to cashless gaming will benefit that was inflated by permanently become another fintech product. And Everi’s slots Covid impacts on product line is now filled out and performing more efficient, a surmise business. well.

Lower debt that may come closer to The refinancing will cut debt from $1.145 will permit Sci proven fact as companies billion to $1 billion, which B Riley analyst Games to invest in begin reporting secondDave Bain estimates will reduce debt-tothe fast-growing quarter financial EBITDA to just 2.2 times by next year. That businesses that it is performance and project certainly will give Everi flexibility to invest in retaining. into the future. growth.

The company The first evidence of the success of this is considering difprocess was the announcement that Everi will sell ferent routes to divestiture from IPOs to SPACs to $400 million in unsecured notes at 5 percent intersales. And, though it didn’t indicate as such in its est to redeem 7.5 percent debt. announcement, Sci Games could keep a portion of It doesn’t hurt that Everi also announced that it the businesses, as when it IPO’d social gamer Sciwill report record financial results in coming weeks.

Play.

Casino operators are also showing the benefit of Whatever path is chosen, the reorganization will rethinking how they do business and of exploiting simplify the corporate structure and help unify the digital opportunities. company culture, which had been challenged by the The list of operators reporting higher earnings several mergers that created today’s Sci Games. thanks to a rethinking of how they do business is There is some irony that Scientific Games, prinlong.

We expect that second-quarter results will cipally a lottery company, had bought game compaprove this out for many of them, from the biggest, nies during the merger binge and now will be a pure such as Caesars, to the smallest, such as Full House games company sans lottery. In retrospect, that Resorts, and others in between. seems to have been likely with former Aristocrat CEO Odell as executive chairman and in bringing Frank Fantini is the editor and publisher of Fantini’s on so many former Aristocrat executives.

Gaming Report. For a free 30-day trial subscription email Meanwhile, being an omnichannel supplier subscriptions@fantiniresearch.com. simply means that a game can be played in a slot

“

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AGEMupdate AGEM MEMBER PROFILE

KPMG LLP is the U.S. firm of the KPMG global organization of independent professional services firms providing audit, tax and advisory services.

With over 30,000 employees, KPMG provides a wide range of services to all industries, as well as governments and not-for-profits. KPMG is widely recognized for being a great place to work and build a career.

KPMG’s gaming practice helps companies respond to key business and performance challenges.

Facing unprecedented change, gaming organizations must balance opportunities with risks related to reputation, user authentication, privacy and security of sensitive information, regulatory requirements, and responsible gaming. KPMG understands this complex and heavily regulated environment, enabling the firm to assist clients to make informed decisions. KPMG’s global practice has a strong presence in major gaming centers throughout North America, Europe, Asia and Australia. It serves many of the world’s largest online and land-based operators, as well as gaming suppliers, lotteries and racing organizations.

KPMG is focused on bringing emerging technology solutions to the gaming industry, leveraging AI and other automation tools to help gaming companies be more effective and efficient at process and control activities such as accounting, auditing and anti-money laundering.

KPMG is a gaming industry leader, as reflected in its presence at major conferences, its Las Vegas webcast series hosted through the pandemic, and recently published thought leadership on emerging issues: “Gaming Companies Place Their Bets, On Customer Expectations for Health and Safety and the Future of the Online Gaming Industry” and “Casino Gaming: Risks Through Recovery on Risk Trends Impacting Land-Based Casino Operators As They Emerge From Covid-19.”

KPMG will have a global presence at Global Gaming Expo and will attend the SBC Summit North America in December.

For more information, contact Rick Arpin, KPMG Las Vegas office managing partner, 702-498-7663 or rarpin@kpmg.com.

AGEM Board of Directors Actions for July 2021 • The first AGEM in-person monthly meeting in 15 months took place in July at Black Fire Innovation, which is part of the Harry Reid Research and Technology Park in Las Vegas overseen by the University of Nevada, Las Vegas. This impressive new facility will become AGEM’s worldwide headquarters once the new office space is completed. The meeting was attended in person by 20 individuals and also almost 60 members via Zoom and on the phone. All monthly meetings will take place here from now onward, and it is hoped the number of physical attendees will grow in the coming months.

• Following an inquiry from some AGEM members to request an update to regulations so that cashless wagering systems can operate in the cloud, a meeting has been scheduled with the Nevada Gaming Control Board, headed by Chairman J Brin Gibson, who will be joined by Jim Barbee, chief of the Technology Division. Other topics will also be presented for discussion and members will receive an update at the August monthly meeting.

• After 15 months of activity, AGEM was pleased to announce to members that a fully agreed Global Gaming Expo contract has been finalized with the American Gaming Association and Reed Expo that sees the three organizations partner for at least the next six years. This new agreement provides clarity for AGEM members regarding discounts on booth space depending on member status (Gold, Silver, Bronze and Associate) as well as related cost savings on exhibit space.

• AGEM members approved a contribution of $5,000 to support the G2E Chairman’s Reception. This is a lower sponsorship than previous years, which reflects the reduced budget AGEM has available due to the pandemic. The event is held during G2E and runs alongside the AGA’s Hall of Fame event.

• The Clarion Events team including Alex Pratt, Kate Chambers, Stuart Hunter and Brian Sullivan gave a call-in update to members regarding the National Indian Gaming Association and ICE 2022 shows. Chambers was recently appointed executive adviser to once again work closely with the land-based sector to ensure Clarion is delivering return on investment for exhibitors. Pratt, group managing director, spoke to members about Clarion’s ICE charter that focuses on cost containment and pricing initiatives following a detailed assessment of supplier feedback. Clarion also plans significant investment to drive growth and add value.

• AGEM welcomed BDO USA as an associate member in the July meeting. BDO delivers assurance, tax and financial advisory services to clients throughout the country and around the globe. They offer numerous industry-specific practices, world-class resources, and an unparalleled commitment to meeting clients’ needs, currently serving more than 400 publicly traded domestic and international clients. This brings the current membership to 174 companies, based in 22 countries.

Forthcoming Events

• Korbi Carrison, Reed event director for G2E, shared an update with members regarding the forthcoming show in October. Attendee registration was planned to open by the end of July along with information regarding the conference program. Planning for the virtual component of G2E is under way and details will be shared concerning portions of the show that will be virtual as well as in-person. For exhibitors, the online manual has been released, which reflects Reed’s robust cost-containment initiative that sees show service costs being held flat as per 2020 show prices. Health and safety information continues to be reviewed in the run-up to G2E as restrictions in Nevada evolve and other Reed shows provide feedback.

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The AGEM Index continued its upward trend since October 2020 and reached a new high during the latest period. The index increased by 25.5 points to 1,005.2 points in June 2021, a 2.6 percent gain from May 2021. One year ago, the AGEM Index meas ured at 407.31 points. points percent). month,

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AUGUST 2021 www.ggbmagazine.com

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Strange Bedfellows:

The Alliance of Sportsbooks, Leagues and Teams

{

By Marjorie Preston

U

.S. sports leagues once were among the most outspoken opponents of legal sports betting. Along with the NCAA, they tried to thwart New Jersey’s challenge to the 1992 Professional and Amateur Sports Protection Act (PASPA), which barred legal sports wagers outside Nevada and a few other jurisdictions.

Never mind that bettors illegally wagered billions of dollars on sports each year. In 2015, NFL Commissioner Roger Goodell said legal bets would subvert “the core entertainment value of fair and honest competition” and basically replace it with greed. NBA Commissioner David Stern wrote that a legal sports betting industry would imperil “the fundamental bonds of loyalty and devotion between fans and teams.” And MLB Commissioner Bud Selig said athletes would no longer be viewed as “exceptionally skilled and talented competitors,” but “mere assets to be exploited for fast money.”

Even so, PASPA was overturned, New Jersey got the ball rolling and other states soon piled on. As of July, according to the American Gaming Association, sports betting was legal in 21 states, 10 more states were in the queue, and legislation had been pre-filed in three additional states.

Times and attitudes have changed.

The once-bright line between sports and betting has faded. The two now go together like—well, like peanuts and Cracker Jack.

14

}

U.S. sports leagues once did their best to prevent legal sports betting outside Nevada. Today, teams, leagues and sportsbooks are pretty cozy, to their mutual benefit.

Global Gaming Business AUGUST 2021

DraftKings, for one, has partnered with the New York Giants and the Philadelphia 76ers, among several others. PointsBet has teamed up with the Indiana Pacers, the Colorado Avalanche and the Chicago Bears. BetMGM’s partners include the Denver Broncos, the Las Vegas Raiders, the New York Racing Association and the LPGA Tour.

Nowadays, a week doesn’t pass without a sportsbook hooking up with a U.S. pro sports team or league. In April, when the NFL announced its “triexclusive partners”—Caesars, DraftKings and FanDuel—no less than Commissioner Goodell said the league would “engage fans through legalized sports betting” through the deals, which gave partners the right to use NFL branding, develop NFL-themed free-to-play games and integrate their betting content into NFL properties.

“The more you can create brand impressions in a relevant, meaningful way, the higher the likelihood that brand recall will kick in when someone goes to make a wager.”

—Josh Swissman, Founding Partner, Strategy Organization and CEO of Moneyline Sportsbook

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“The sportsbook operator gets a very specific, hyper-focused person, a fan they can acquire as a customer. That fan has a propensity to watch more games, attend more games and be more attuned with the team.”

—Sara Slane, Founder, Slane Advisory

Buying Eyeballs The partnerships are basically a form of advertising, says Josh Swissman, founding partner of the Las Vegas-based Strategy Organization and CEO of Moneyline Sportsbook. The sports franchises get big bucks, sometimes millions of dollars a year. The sportsbooks get visibility: eyeballs in the arenas, at sportsbooks and on mobile apps.

“It’s a perfect audience to target, a perfect place to elevate the brand and a good way to stand out in the crowd,” says Swissman. “Those who watch professional sports are more likely to bet on sports in general. Ultimately, what these operators want is an influx of new customers.”

One recent example is the marriage of WynnBET and the Colorado Rockies. As part of the agreement, WynnBET can host “premium hospitality events” at Coors Stadium in Denver and give fans a chance at oncein-a-lifetime experiences, like throwing out the first pitch. WynnBET signs will be on steady rotation behind home plate and on video boards in left field. The brand name will be inescapable.

BetMGM’s association with the Washington Nationals gives it mobile coverage within two blocks of Nationals Park, and also allows the provider to cross-market properties like Borgata in Atlantic City, Bellagio and MGM Grand in Las Vegas and MGM National Harbor in Maryland.

A deal with the Philadelphia Eagles gave Euro sportsbook Unibet access to a broader U.S. audience. Catherine Carlson, Eagles’ senior vice president for revenue and strategy, told a G2E webinar, “People weren’t familiar with their brands in the U.S., so that involved a lot of brand-building assets, like stadium signage, digital media assets and use of IP and marks.”

In yet another example, Caesars Entertainment’s deal with the Arizona Diamondbacks enabled Caesars’ mobile sportsbook to launch in that state. The Las Vegas-based company will build a branded sportsbook and bar next to Chase Field in Phoenix.

Tipping Points In her prior role as senior vice president of public affairs for the AGA, Sara Slane was a leading voice in the campaign to overturn PASPA. She now runs Slane Advisory, which specializes in the development of these intricate partnerships. The relationship is “symbiotic,” she says. “The sportsbook operator gets a very specific, hyper-focused person, a fan they can acquire as a customer.”

When that fan becomes a bettor, she says, he or she “has a propensity to watch more games, to attend more games, and to be more attuned with the team. The majority of team revenues are derived from TV contracts, and the more eyes you have watching that game for a longer period of time, the more engagement there will be from a sportsbook participant.”

That contention is borne out by a 2019 Eilers & Krejcik survey, “Why Americans Do (And Don’t) Bet On Sports,” which found that almost three-quarters of bettors are more likely to watch the whole game if they wager on it. Forty-nine percent watch more of an event if they’re betting, and 59 percent check scores more often if they have money on the line. That jibes with an AGA survey that said about half of bettors are more likely to watch pre-game shows and commentary if they have a wager on a game.

Also according to the AGA report, 39 percent of adult Americans, or about 100 million people, are “either current or potential future sports bettors.” That’s a vast audience and a lot of eyeballs. That’s what the sponsorship deals help to deliver.

It may be too soon to measure how the deals increase web traffic, signups and revenues for the sportsbooks, says Swissman. “But the more you can create brand impressions in a relevant, meaningful way, the higher the likelihood that brand recall will kick in when someone goes to make a wager. It creates more of that top-of-mind awareness among the current and potential sports betting community.”

Da Bums Say a team is a perennial loser, like the Philadelphia Phillies. Will sportsbooks want to make deals with them too, to reach and connect with longsuffering fans?

“A hundred percent,” says Swissman. “In many ways that kind of galvanizes the fan base and creates even more of an association between the fan, the ultimate bettor and the team. Fair-weather fans may fall by the wayside, but even they will occasionally make it to a game.

“This is another great thing about these sports sponsorships—you have a localized market. It doesn’t really matter if you win or lose; there’s still pretty solid value in the sponsorship, because the fans’ passion keeps those eyeballs on the screen or in the stadium. And they’re still going to

AUGUST 2021 www.ggbmagazine.com

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In It to Win It Q&A:

Brian Wyman Senior Vice President of Operations and Data Analytics, The Innovation Group GGB: What are the benefits of team-sportsbook deals, for both sides?

Brian Wyman: Sportsbooks benefit from access to engaged fans and would-be

bettors. They get brand visibility and credibility. I’d also expect to see promotional lines offered to fans at the stadium and a more integrated marketing strategy—teams may drive web and social traffic to the sportsbook and provide content for sportsbook media/social ads.

Teams benefit from the cash that the sportsbooks bring as sponsors, of course, but also from increased fan engagement. (Dallas Mavericks owner) Mark Cuban famously noted that the day PASPA was repealed, the value of NBA franchises doubled. Sports betting brings viewership, and teams are in the business of monetizing that viewership.

How about niche sports making these deals?

For the sportsbook, “betting menu” diversification is one way to create a competitive edge. Bettors really love watching good competitive events of any kind.

On July 4, ESPN broadcast a hot dog-eating contest followed by cornhole. And we saw an enormous amount of wagering on Russian ping-pong and Japanese sumo wrestling during last year’s shutdown.

Bringing lesser-known events into the fold is something the book can advertise, and of course there’s value in bringing traffic to their site/app to watch the event.

Any comment on college athletes getting involved in promotional deals, or is that just verboten because of integrity concerns?

We’re seeing college athletes already working with Barstool to do cross-marketing. The NCAA will probably watch the next few months unfold and issue some revised guidance. I think we’ll see professional athletes doing endorsement deals with sportsbooks, but I think everyone will—prudently, in my view—stop short of offering promotions where the athlete is out there saying, “If you bet on me tonight …”

If a team is a loser, will sportsbooks make deals with them too, to reach the fans?

Absolutely. Market capture is incredibly important right now. Plus, whether a team is good or bad, the point spread is the great equalizer. Sports betting can give a fan of a perennially bad team something to root for.

Why have the leagues changed their tune so remarkably since legal sports betting became widespread?

Because they’re going to make a lot of money.

16

Global Gaming Business AUGUST 2021

Almost three-quarters of bettors are more likely to watch the whole game if they wager on it. watch more of an event if they’re betting, and check scores more often if they have money on the line.

49%

59%

see those brands that paid good money for those sponsorships.”

Not all sports fans are thrilled about these new alliances. An article on ProFootballTalk.com about the NFL’s sponsorship deals drew withering comments from the stands, to wit: “At the height of their Hall of Fame careers, Packers running back Paul Hornung and Lions defensive lineman Alex Karras were suspended by the NFL for one year for betting on games. Now the NFL is in bed with Satan.”

“The NFL would sell Lombardi Trophies to make money.”

“The NFL has gone from (Tony) Romo being forbidden to attend a card convention in a casino—what, 10 years ago?—to this.”

“The last bastion is selling ad space on jerseys and helmets. It’s gonna happen. Guaranteed.”

Moneyball Such cynicism can’t stop the roll tide of sportsbook partnerships.

In years to come, could naming rights be in the bargain? According to ESPN, PepsiCo pays $3.4 million a year to see its brand name on the Pepsi Center, home of the Denver Nuggets and Avalanche. The list is long: Heinz Field, Citizens Bank Park, the Staples Center, Petco Park. Forbes reported that Allegiant Airlines may have agreed to pay $25 million a year to blast its brand across the Las Vegas Raiders stadium.

“We’re seeing more integration at this point—teams, sportsbooks, casinos and even media—than many imagined,” says Brian Wyman, senior vice president of operations and data analytics for The Innovation Group. “I don’t think it’s beyond the pale to imagine a sportsbook getting naming rights to a stadium or arena.”

“At the same time,” adds Swissman, “if you watch a Golden Knights game on TV, they have local HVAC and window-repair companies that are official sponsors too. The beauty of the sports sponsorship is that it can scale up and down quite dramatically to the extent that a business sees value in that.”

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r e Days of m m u S 100 Atlantic City’s recovery from the pandemic ramps up during its busy season. But how long can it be sustained?

By Roger Gros

I

t was Election Day in 1976.

Jimmy Carter was elected president and Atlantic City got casino gaming. People were dancing on the Boardwalk, believing the streets would soon be paved in gold.

In the ensuing 45 years, Atlantic City has endured booms and busts, nothing like the stability envisioned by the authors of the casino amendment, but then again, they couldn’t have foreseen the massive expansion of gaming since New Jersey became only the second state to legalize casinos.

But of all the booms and busts, none was as low as the pandemic of 2020. Casinos were shuttered for four long months, only to be reopened under limited capacities, strict procedures and few non-gaming amenities available. Revenues and profits plunged and thousands were laid off. It was a sad and scary time.

Melonie Johnson, who assumed the role of president and CEO of the

Borgata during the pandemic, says the atmosphere was alien.

“Walking through that casino floor, and not hearing the bells and the whistles, and not hearing the overhead music, and not seeing employees, it was a very eerie feeling,” she says.

For Terry Glebocki, she was ramping up Ocean Casino Resort to new heights.

“We had so much momentum in this property, pre-pandemic. I came to the property in February 2019,” she explains. “The property had been open for about eight months. It was losing money. There was a change in manage-

“Food and beverage has had a lot of restrictions on it that were just recently released, going into Memorial Day weekend. So that area did suffer a bit, but it’s coming back nicely.”

—Terry Glebocki, President & CEO, Ocean Casino Resort

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“We opened every restaurant outside that we could, and then once we got the nod to have indoor dining, we opened all of our restaurants. Visitors to Atlantic City want to gamble, drink and eat, and we gave them that opportunity.”

—Joe Lupo, President, Hard Rock Atlantic City

ment teams. And I came in to sort of stop the bleeding, and try to find a way to right-size it. And right-size it we did. By the time we hit June 2019, we’d finally had our first profitable month. I had been made the interim CEO in August of ’19. I was made the permanent CEO in December of ’19. I was feeling pretty good; things were going great. And then the world changed.”

Next door at Hard Rock, Joe Lupo says they went the extra mile to care for his team members, including periodic distribution of food cards to get them through.

“The employees had a lot of questions,” he says. “They had a lot of concerns—benefit questions, medical questions, and employment questions.

So, we kept some of the human resources staff on property even while we were closed to answer those questions. We extended benefits. And we were looking to hire people. We were trying to bring back people. While others were cutting back and cutting labor costs, we brought more people back; we were showing that initiative, so we had more customers come in, and obviously grew our revenue.”

While the new regional president in charge of the Caesars Entertainment Atlantic City properties (as well as Harrah’s Philadelphia and Horseshoe Baltimore) John Koster wasn’t in town during the pandemic, he was handling the crisis for Caesars’ Northern Nevada properties, Harvey’s and Harrah’s Lake Tahoe.

“It was the same thing in Tahoe,” he says, “but as things began to open up, we saw lots of unrated players coming in from California that were kind of replacing the high-end customer, to some degree. So, I think as people are getting more comfortable with it, they’re traveling. And boy, was it kicking in there when I left, just as it is kicking in here. We are seeing occupancies here now that are getting very close to where we were in 2019, and we’re seeing very good gaming volume; no question about it.”

The president and CEO of the new owner of Bally’s Atlantic City, the

former Twin River Worldwide Holdings, now known as Bally’s Corp., compares the pandemic recovery to other states where they operate and say Atlantic City is a little behind.

“Certain jurisdictions were more comfortable with lifting restrictions faster than others,” says George Papanier. “Rhode Island was one of the ones that lagged—Atlantic City, to a lesser degree. To give you some perspective, in other markets where they lifted restrictions early, they’re exceeding 2019 numbers and business is strong.”

Jane Bokunewicz is the coordinator of the LIGHT Institute at Stockton University in Atlantic City. She says the pandemic was “devastating.”

“In 2020 the Atlantic City casinos lost over $1 billion,” she says. “This was cushioned by an increase in internet gaming, but you can’t ever replace that revenue that was lost. The economic impact was terrible.”

Soft Reopenings Once the lockdown ended, Atlantic City casinos were permitted to reopen after being closed for 107 days, on July 2, 2020. But even then, it was under strict restrictions including capacity limits, social distancing, mask mandates, entry requirements, food-and-beverage restrictions and much more. The casinos all had plans to obey those rules but still serve their customers.

Lupo says Hard Rock had an aggressive corporate policy that allowed his property to open quickly and make the players feel safe.

“We had thousands of guests being able to walk into our property without stopping, seeing their temperature being taken over their head (with sophisticated temperature technology),” he says. “I think it gave them trust in the fact that they felt safe. We spent a lot of time and effort on our cleanliness. Our team that worked on keeping the property clean were all wearing lime-green shirts, so it was evident that they were working throughout the casino.”

Glebocki says plans were laid out quickly about how Ocean would reAUGUST 2021 www.ggbmagazine.com

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open, but it was always a moving date.

“We initially thought we’d be closed for about two weeks,” she says. “It wound up being 107 days.”

Staying in touch with the customers was the key, she believes.

“I think the answer at my property might not be the same as for every property, but certainly here, we communicated with our guests the entire time we were closed. We were able to spend those 107 days and really plan and look at hundreds of touchpoints throughout the property. So, when we reopened, our guests were already sort of comfortable with what we were doing.”

The one casino that did not reopen immediately was the Borgata. Johnson says that decision was deliberate.

“Our intent was never to be the first to open in market,” she says, pointing out that Beau Rivage in Biloxi used the same strategy. “It was to make sure that we were opening safely, to ensure the safety of both our employees and our guests. And then also, when we opened, we wanted to open with a product that represented the brand. So, we took our time, and we thought through it methodically. We didn’t want to be first to market; we wanted to open correctly.”

Even today, Johnson says the Borgata is still feeling the effects of the pandemic when it comes to making the guests feel comfortable.

“I would say that’s still a work in progress,” she admits. “Now that all the restrictions have been lifted, we’re seeing our admissions go up. At first, when we opened, of course there was a fear factor out there. As more restrictions were lifted, we saw admissions increase, and now that we’re 100 percent open, it has gotten better. But we are still not at the pre-pandemic numbers.”

Stockton’s Bokunewicz believes that the customers are getting more comfortable in their ability to return and enjoy themselves.

“The first two months after the casinos reopened it was a little slow,” she explains. “Revenues were way below 2019, but in the third month, it started leveling out. We did a study in January and February about people’s comfort level in returning to the casinos and found that people who came back were about 75 percent comfortable. Once they saw the procedures and protections the casinos put in place, they felt more comfortable.”

and average daily room rates have rebounded to levels rarely seen, even prepandemic.

Johnson says that the rooms and suites at the Borgata still aren’t fully occupied, but that’s not because the rooms aren’t available.

“The challenge is staffing,” she explains. “And it’s not just an Atlantic City problem, or a Borgata issue. It’s systemic throughout the entire United States. So, the problem we’re having is we’ve got to yield our hotel, based upon the staff that we have. We’ve got to make sure that the guests that we invite into our home, we can service that. So, even though that demand is there, we cannot go at 100 percent occupancy, because it would not be a great experience for our customers.”

Koster agrees that staffing is a difficult issue.

“This is part of the hangover from Covid, unfortunately. In my opinion, the extension of the federal unemployment benefit is not helping the hiring process. We’re having to get very creative on wages and benefits to attract people to migrate back into the workforce. We want to open up food and beverage, seven days a week. It’s challenging because we have to find the people. We want to make sure we’re servicing all the rooms. But we’re working very hard on that.”

Ocean took the stance to fill all its hotel because, says Glebocki, rooms were naturally socially distanced.

“We decided from day one that we were going to fill the hotel,” she says. “So our hotel revenues have been strong since we reopened on July 2. We’ve consistently had the highest occupancy in town, and

Non-Gaming Returns Prior to the pandemic, non-gaming revenues were becoming an increasingly important part of the Atlantic City equation. While they’ll never get close to the levels of the Las Vegas Strip, where as much as 70 percent of the revenues are non-gaming, Atlantic City has improved over the past five years in balancing the scales.

Capacity restrictions were never part of the hotel occupancy.

Operators were allowed to fully book all rooms, and most did.

The proof is that occupancy rates —John Koster, President, Eastern Region, Caesars Entertainment

“We’re having to get very creative on wages and benefits to attract people to migrate back into the workforce. We want to open up food and beverage, seven days a week. It’s challenging because we have to find the people.”

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“Walking through that casino floor, and not hearing the bells and the whistles, and not hearing the overhead music, and not seeing employees, it was a very eerie feeling,” —Melonie Johnson, President & CEO, Borgata Casino Resort & Spa

the highest average daily rate. Food and beverage, that’s another story. Food and beverage has had a lot of restrictions on it, that were just recently released, going into Memorial Day weekend. So, that area did suffer a bit, but it’s coming back nicely.”

The resorts were challenged by the food-and-beverage restrictions, including a ban on indoor dining that occurred during Atlantic City’s cold months.

But many hotels were creative when it came to addressing those issues. At Ocean, they created an outdoor barbecue restaurant on the observation area with a lot of success.

“We were fortunate,” Glebocki says, “when the rules changed, that you can have a fixed cover, as long as 50 percent of the walls were open—that’s when we were able to make a big move here. So, we were then able to take the VIP lounge, and we did something that I think was very innovative. We closed off the fifth floor of our parking garage to vehicular traffic. We power-washed it, we sanitized it, we carpeted it, we put in palm trees and a stage, and we started feeding our VIP guests in the parking garage. And hard to believe that people

would line up to eat in your parking garage, but they actually did.”

Lupo believes Hard Rock’s emphasis on food and beverage worked well.

“We worked hard at implementing more food and beverage outlets than any other property,” he says. “We saw a lot of properties around town that would close their restaurants, and instead we were opening every one that we could. In fact, we opened every restaurant outside that we could, and then once we got the nod to have indoor dining, we opened all of our restaurants.

Visitors to Atlantic City want to gamble, drink and eat, and we gave them that opportunity.”

For Bally’s, the new owners took time to evaluate the food-and-beverage offerings. Phil Juliano, executive vice president of casino operations and chief marketing officer, says he was impressed with Guy Fieri’s barbecue restaurant, which will remain and be promoted more efficiently. They decided to remove the Buca di Beppo Italian restaurant and will open a local establishment that Juliano found in his travels in its place.

“I’m really excited about Water Dog,” he says. “They opened up in Vent-

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“To give you some perspective, in other markets where they lifted restrictions early, they’re exceeding 2019 numbers and business is strong.”

—George Papanier, President & CEO, Bally’s Corp.

nor last summer, and I went down to visit them. It was a little hole in the wall, and they were doing land-office business. And they’re going to be our three-meal restaurant.”

Bally’s will also retain the popular Harrah’s Oyster Bar and Seafood, operated by the Atlantic City Dougherty family.

“We’re going to be the place to eat in Atlantic City,” he insists.

On With The Show

ious to come back, so we’re booking some meetings that way. So, it’s exciting.

It’s an important part of the Atlantic City business, and filling midweek.”

This segment is a big part of the Caesars properties. Koster says Mike Massari, the corporate head of groups, meetings and conventions, came to Atlantic City in July to talk about growing the business.

“At Harrah’s Atlantic City this venue is outstanding,” he says. “It is as good as anything you’d find along the East Coast. From Baltimore to Boston, you’re going to see nothing better. We have a little bit of discretionary spend that we can move in the right direction, to make minor tweaks. But really, that is just a fantastic venue. We’ve got quite a bit of space also at Tropicana and at Caesars Atlantic City. So, I can assure you, Mr. Massari is going to be helping us a lot here in Atlantic City. It’s starting now, but it ramps up in the fourth quarter.

And then 2022 bookings are already pacing beautifully. A lot of groups and meetings that were scheduled for 2020 are now booking for 2022.”

Hard Rock considers meetings and conventions a crucial piece of their business, says Lupo.

“It’s extremely vital here in Atlantic City, and to our property, with 150,000 square feet of space, to be able to book those rooms midweek,” he says. “Our sales staff has done a fantastic job at rebooking, if not all, most of those conventions that we had booked over this last year, that had to be pushed out through late ’21 and ’22. We’re going to see a very busy fall, and a busy 2022. So, I couldn’t be more excited.”

Another casualty of the pandemic was the entertainment that is a big feature at Atlantic City casinos. Some casinos are still being cautious while others are back in a big way. Like Hard Rock.

“I’m excited about entertainment coming back,” says Lupo. “We have some great names with Journey and Kiss, and Guns n’ Roses for two nights— probably the biggest show that this city’s seen in years. We’re already booking into next year with Alicia Keys and Lionel Richie, and so we’re going to be very aggressive from that standpoint.”

Even Bally’s is getting entertainment back.

“The place needed some energy, OK?” says Juliano. “So, we booked Motown Revisited, a high-energy show. It’s something for the regular comp customer and the general public. It’s also a very affordable ticket, and we’re trying to get the word out as much as we can.”

Borgata is being a little more cautious.

“We’ve started with our Music Box,” says Johnson. “This is something small, as a test—sticking your big toe in the water and getting a feel for it. So, right now we’re seeing those sales come back, and cash sales are generating much better yearover-year from 2019 versus the comp sales. We’re selling out Sebastian Maniscalco. He’s a big hit in this market. And then, we are planning our schedule to get back to the big headliners, because entertainment has been an important part of the entire Borgata experience.”

For Atlantic City, however, survival during the shoulder seasons means bringing in meetings and conventions to fill hotel rooms midweek. That business is just starting to come back.

—Phil Juliano, Executive Vice “We’ve got great convention space here at Ocean,” says President, Casino Operations Glebocki. “We are bringing back the rest of the staff in that and Chief Marketing Officer, area, and we are seeing some nice bookings for ’22 and ’23.

Bally’s Corp.

We’re also seeing some short-term bookings. People are anx-

“We’re going to be the place to eat in Atlantic City.”

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Coming Competition Atlantic City was recently named the jurisdiction with the second-highest gross gaming revenue for 2020, just behind the Las Vegas Strip in the American Gaming Association’s “State of the States” report. With competition possible from casinos around New York City, and still talk of a North Jersey casino, reactions are mixed as to whether Atlantic City can maintain that position.

“I don’t see why we shouldn’t,” says Lupo. “And I expect to see things grow. There’s a lot of other great gaming throughout the country. A lot of other Hard Rocks popping up throughout the country. So, I think you’ll see that grow, but I think Atlantic City needs that commitment especially from some of our competitors, that there needs to be reinvestment in the product, and there needs to be reinvestment in our guests. That’s a big differentiator for us, where others are pulling back. So, it will be interesting to see how things play out, but we should remain No. 2.”

Glebocki says she’s not concerned because Atlantic City has so much more than just gaming.

“We offer more than just a gaming experience here,” she says. “Yes, we are a gaming town, but we’ve got world-class entertainment, we’ve got world-class dining, we’ve got spectacular resorts. The spas are amazing in town. There’s a lot to see and do here. So, I think if you’re looking to just gamble, you can go to some of these other places. But if you’re looking for an experience, Atlantic City is the place to be.”

Bokunewicz has the same viewpoint.

“Atlantic City has many great amenities and attractions that other cities don’t have,” she says. “And there are so many people working to make Atlantic City better and improve the city, I think we can maintain that position for the foreseeable future.”

Koster says competition is out there and Atlantic City has to be prepared.

“Look, we’re facing competition in the Northeast and the Eastern corridor, and it’s growing rapidly,” he says, “but nobody is Atlantic City. Nobody’s got this beautiful beach. Nobody’s got this infrastructure. We can do it all right here, in a beautiful beachside environment. With our $400 million investment we are absolutely committed to Atlantic City, and that’s not changing. And I see that it is strong competition here. There’s no doubt about it. But I see that our upside has not been achieved yet. And I think that our upside is still yet to come.”

Johnson is also upbeat.

“As new competitors enter the market, there’s always that probability that your revenues may decline,” she says. “But I can promise—I’m speaking for every casino in Atlantic City—we’re not going to just sit back and not do everything humanly possible to maintain that No. 2 status. So, that is the goal.”

For a more detailed version of this story, visit GGBMagazine.com.

AUGUST 2021 www.ggbmagazine.com

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Breaking Down the Adversarial

Wall

Building the operator and regulator relationship through education and dialog By Brendan D. Bussmann

A

s the gaming industry continues to expand as a form of entertainment across the globe, operators and suppliers typically have three questions when they are looking at a brand-new jurisdiction or an expansion in an existing jurisdiction. Those three questions are: what is the tax rate, what is the license fee, and who is the regulator?

On the flip side, legislators and regulators will seek input from prospective or existing operators as jurisdictions look to craft a new market, expand their market, or bring further innovation. The balance between these interests can in some cases become awkward as operators look to effectively compete while also balancing the public policy goals of the market and allowing a strictly regulated market.

The crux of this is creating a healthy balance that allows effective regulation in the market, and not to be overly influenced by an operator or an outside stakeholder. However, regulators must also allow ongoing, healthy dialogue and input into how a market needs to be crafted, how regulations may impede innovation, or how stakeholders can effectively operate in a market that allows the right amount of competition.

This is often referred to as a partnership, which some regulators have rejected because of the hierarchy of the relationship. However, regulators that do not seek input from operators in an open dialogue may constrain their own market. To the same extent, operators need to continually educate the regulator on not only the benefits they provide, but also how actively reforming the industry can be a positive outcome for both parties.

Learning from the U.K.’s Missteps The gaming industry in the United Kingdom continues to be hammered by the regulators and, in some cases, rightfully so, considering some of the missteps and actions by certain operators. Most of this has surrounded advertising, responsible gaming, credit cards, youth gambling, and other issues that have affected the industry especially over the last several years.

The industry has pushed both the regulator and public opinion campaigning to the max with some of these more cavalier approaches to the market.

Because of this massive swing, quality operators in 24

Global Gaming Business AUGUST 2021

the market are mistaken for those that pushed the envelope and have now intensified their efforts even further to regain their reputations and, frankly, the industry as a whole. This all starts with re-educating the market on the many positive impacts and standards to which these operators strive.

It begins, first and foremost, with education of these operators as they also push the limits to develop new and innovative approaches to responsible gaming efforts. This includes the introduction of artificial intelligence and other tools to assist with these programs. Technology adds another dynamic into the mix, as it is typically a new factor to many regulators. This takes time to make sure both sides are comfortable with the direction of the industry, the understanding of how things work, and how to protect consumers, which has been the problem in the U.K. for many years.

A Tale Of Two Jurisdictions There are two current examples of emerging jurisdictions in Japan and the United States that have had similar experiences as they have worked through gaming regulations. Japan shows how additional operator input may craft a better market, whereas the United States shows how some markets may be influenced by other factors outside of the regulatory body.

Japan released its initial set of regulations in the spring of 2021 for its future integrated resort industry. This comes after the IR Promotion Act that was passed by the National Diet in December 2016 and the IR Implementation Act passed by the same legislative body in July 2018.

Both of these documents served as a template for the formation of the

Decisions by the U.K. Gambling Commission have had a stifling effect on the gaming industry in Britain

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The late Sheldon Adelson pulled Las Vegas Sands out of the running for an integrated resort in Japan because he perceived the regulatory environment would work against his vision for an IR

Limiting its sports betting business to one operator has not turned out so well for Washington, D.C.

Education is the key, and this is a two-way street. Operators must always remember that they must continue the dialogue with regulators even when they do not have a particular ask or are not responding to an inquiry.

The same can be said of the positive impact that the industry has on the communities in which it operates.

Casino Regulatory Commission (CRC) that began its efforts in earnest at the start of 2020; the regulations that were released earlier this spring had been delayed due to the pandemic. One of the challenges with the CRC was the 500.com scandal that centered around an operator that did not desire to operate at the highest market standards, which partially hindered the process for those operators that want to operate in a strictly regulated market.

Additionally, in light of the fallout from the scandal, the CRC became somewhat hesitant to accept direct meetings with operators to understand their thoughts and concerns.

Prior to the release of the regulations, Las Vegas Sands Corp., one of the dominant companies that spent nearly 20 years pursuing the market, announced that they were no longer interested in pursuing development in Japan. The former Sands chairman, the late Sheldon G. Adelson, stated, “While my positive feelings for Japan are undiminished, and I believe the country would benefit from the business and leisure tourism generated by an integrated resort, the framework around the development of an IR has made our goals there unreachable.”

One of the constant criticisms of Japan’s process has been its desire to pave its own path in crafting its regulatory structure. This includes not meeting with operators directly to inform them how the current regulations were drafted, and how they may impact the investment in the IR market or general operations once the up to three licenses have been built and opened.

The concerns of taxation rates, license terms, spatial constraints and other key operating parameters have hindered the ability to keep companies like Las Vegas Sands in the market. While operators and industry stakeholders have tried to communicate the effects that some policies may have on the industry, the CRC has continued to take a reserved approach to accepting input from these sources publicly. It must be noted that operator input was accepted following the release of the draft regulations this spring, although it is yet to be determined how much of this input may be relayed into the working draft regulations.

The United States has also provided examples where regulators control

too much of the conversation. The District of Columbia recently moved to expand its existing lottery offering to include sports betting. The City Council in partnership with the D.C. Lottery virtually allowed the existing lottery operator to dictate the terms under the guise of efficiency to move the market forward against potential competition from Virginia and Maryland.

This was due in part to a study stating that opening the market to a spectrum of operators would delay the process and not enhance the market. As of today, D.C. is far from an ideal model of sports betting. It is more of a model of what not to do because of the political events that have surrounded the process, the lack of minority-owned businesses desired to be a part of the process, and dismal revenue levels generated by the lottery.

Another example would be the emerging gaming market in Nebraska. While the legislature was prudent in putting more meat on the bones following the single-subject initiative process, many of the horse track owners/potential licensees have been meeting privately to help formulate the rules by which they will be regulated. This will potentially cause problems down the line when the regulator, in the Nebraska Racing and Gaming Commission, has to decide on suitability of potential licensees and the structure that has been established.

While it is valuable to have operator input, the operator should not be at the table while they are developing the process, especially as the regulatory structure is being created. This is not to say that the industry should not educate, but they should not dictate the interests of regulators, as potential operators in the market have already made it clear that they believe they are entitled to a license, which was stated in testimony before the legislature earlier this year.

Education is the Key Education is the key, and this is a two-way street. Operators must always remember that they must continue the dialogue with regulators even when they do not have a particular ask or are not responding to an inquiry. The same can be said of the positive impact that the industry has on the communities in which it operates. One example is Nevada, AUGUST 2021 www.ggbmagazine.com

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Resorts World Las Vegas opened in June with a full suite of cashless gaming options, except the most important one.

Regulations still required players to show up in person to open an account.

As technology continues to play a greater role in the industry, education will become even more important. Building bridges and creating routine conversation between the regulator and the operator are necessary to advance the industry while balancing it with strong regulation.

where gaming, entertainment and integrated resorts continue to be the economic driver of the state through gaming and non-gaming taxes. Yet, every time there is a need for money, the gaming industry is forced to make its case to the legislature, the governor and other key stakeholders to promote the positive impact of the industry and to fight perceptions that it does not exist.

The education effort starts with routine communication, and bringing forward issues of concern by both parties to advance the industry. Communication can and should not be a one-way street, but mutual respect must also come into play. This includes understanding the roles that both the regulator and the operator will play in the industry. Both must keep up to date on their efforts to serve the consumers in the market. This includes offering pathways for innovation including technology as well as consumer protections that may be offered. No assumptions can be made, and nothing should be taken for granted.

One can see the continued need to do this as sports betting has expanded across the United States and brought new market players into the discussion. This year, most jurisdictions have seen interesting dynamics in the discussion that can lead to constraints on the market. This includes inoperable tax rates, not understanding how competitive markets work to allow enough licenses, or in some cases too many licenses that may expose licensure to unsuitable operators or individuals. The gaming industry and regulators need to coexist in the space to achieve desired outcomes that provide a well-regulated but competitive market.

Fostering Innovation As technology continues to advance the industry, the education component becomes even more important to help regulators advance the structure of the current and future gaming sector. One of the most important trends is cashless payment options in and around the gaming and hospitality experience. While cashless wagering is not new to the industry, the Great Shutdown was supposed to advance its efforts in a strong manner.

However, Resorts World Las Vegas only just opened with the first cashless environment on the Las Vegas Strip. The challenge still is that players have to initially sign up in person from the floor of the casino.

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This adds an unnecessary step to the process in today’s technology platform. Changes need to occur at the highest level among the Nevada Gaming Control Board for this provision to be removed and modernized, as seen in numerous other jurisdictions around the globe. However, this also involves resolving political dynamics within the marketplace itself.

As technology continues to play a greater role in the industry, education will become even more important. Building bridges and creating routine conversation between the regulator and the operator are necessary to advance the industry while balancing it with strong regulation. Cashless is only just touching the surface with further opportunity in iGaming, esports and other initiatives.

The relationship between operator and regulator is key to the future of the gaming and hospitality industries. The challenge that exists is creating a healthy balance in this relationship. Education continues to be the key component in achieving this goal. This starts not only with the regulator, but also with legislators and the general public as well. All of these stakeholders need to understand the benefits, opportunities and safeguards to move the industry forward.

Industry academic institutions and think tanks also play a role in serving as a “nonpartisan” voice in enhancing the relationship between the operator and the regulator. This can help to promote best practices from other jurisdictions, certify the validity of technical standards, and serve as centers of excellence to advance ideas, research and innovation to push the industry forward.

The relationship between the operator and the regulator cannot be taken for granted. It is a constructive partnership that can be mutually beneficial within certain boundaries. Healthy dialogue between these two parties and other stakeholders will only further enhance the ability to regulate the industry while also allowing it to grow and thrive further into the mainstream among other forms of entertainment that operate in a strictly regulated market.

Brendan D. Bussmann is a partner and director of government affairs with Global Market Advisors (GMA).

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PLAYING PARTNERS A professional gambler explains how he takes advantage of casino promotions that the normal player might miss EDITOR’S NOTE: This article is an excerpt from a new book by Arnold Snyder, Radical Blackjack.

Snyder is a professional gambler, and has been one of the most important writers in the gambling and blackjack field, including Blackbelt in Blackjack, The Big Book of Blackjack and How to Beat the Internet Casinos and Poker Rooms, and was the publisher of the Blackjack Forum, a nowBY ARNOLD SNYDER defunct trade journal for professional gamblers. Radical Blackjack is being published by Huntington Press. In it, Snyder reveals the names of previous collaborators and the locations of his biggest wins, which he always carefully shielded in his previous books and columns. Radical Blackjack is available at the usual online locations and at LasVegasAdvisor.com.

M

ost of my gambling over the past 45 years has been on my own money or with a single partner. I’ve also been involved in a half-dozen team ventures, where a group of us pooled our money to play at higher stakes than any of us could afford to risk on our own.

But I’ve also had several opportunities to play on money fronted by investors. I’ve probably had more opportunities to do this than most, because I knew so many big players through Blackjack Forum. I turned down most of the offers to play for investors or teams where I wasn’t required to contribute to the team bank. But in this chapter, I discuss a few of my experiences playing with other people’s money.

Playing for an investor is essentially a free roll. If I lose, I lose nothing; the investor takes the hit. If I win, I get a portion of it. Because it’s a free roll for me, the investor gets a bigger share than if we’d both contributed to the playing bank. The upside for the investor is that the player puts in the hours and uses skills the investor may not have or exploits opportunities that may not be available to the investor.

One of the most easygoing investor relationships I’ve had has been with Max Rubin.

Max Sends Me to Play the Tribal Casinos in California Max Rubin was the first person to put money behind my play, and I will forever be grateful to him for that. This was in the early 1990s when I was still working at the Post Office. I’d started visiting the Native American casinos

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Global Gaming Business AUGUST 2021

in northern California to report on in Blackjack Forum and discovered crazyvaluable promotions at a couple of places.

California’s laws at the time forbade the tribes from banking their own games. One of the ways the tribes got around this was by having the games banked by a “player pool,” essentially the money the house won from the players. These winnings then had to be “redistributed” back to the players; in theory, the tribes weren’t allowed to make money on their blackjack games.

The casinos redistributed the money by having regular promotions where the players had the edge over the house.

I know that sounds crazy, but that’s why the Native American casinos in the state had so many valuable promotions. Tribes added Jokers as wild cards to the decks, paid off busted hands, paid 2-to-1 on naturals, etc. Sometimes they held these promotions once a month, sometimes for a few hours every week.

The promotions I found weren’t advertised, other than with a small sign in the casinos announcing them for whatever players happened to see it.

When I found them, their tables often weren’t full on promotion nights.

These weren’t rule variations I’d seen covered by Stanford Wong in his newsletter or by any other blackjack expert. I had a half-dozen different software programs I was selling through Blackjack Forum that simulated strategies for blackjack games and I went through them one by one, trying to find a way to figure out the value of and strategies for these rule variations.

Two programs I believed could be useful for this purpose were Stanford Wong’s Blackjack Analyzer and Buddy Hack’s Blackjack Subsets. But neither did exactly what I needed. I knew if I told Wong about these promos, he’d analyze them, but he’d also publish his findings and mention the casinos where the promos could be found. Wong was always open about his policy of revealing information he heard about. “If you don’t want it published, don’t tell me about it.”

So I contacted Buddy Hack. I knew that if anyone could analyze these new rule variations, Hack could. His Blackjack Subsets was one of the most incredible blackjack-analysis programs available to the general public. In my 1993 Blackjack Forum review of the program, I called it “Theory of Blackjack on Disk” (referring to Peter Griffin’s masterwork on blackjack).

In a short time, Hack provided me with complete analyses of the promos’ profit potential. He also devised both playing and betting strategies to take full advantage. As I’d suspected, one of the promos was especially juicy, but I didn’t have a bankroll sufficient to play the house maximums.

I called Max Rubin and told him about the promos and Buddy Hack’s analyses. “Nobody knows about these games, Max. There are no pros in there, no one who knows what he’s doing at all as far as I can tell. The tables aren’t crowded.”

I told him I planned to post details about the promos in Blackjack

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When I was first shuffle-tracking at the Aladdin on a different investor’s bankroll, I finished a playing session and went to my room to count my chips. I’d beaten the Aladdin for $98K. I’d never won that much money from a casino before. I was on a full RFB comp and had been told by my host before my trip that my airfare would also be covered.

Forum, but I’d keep them out of the mag and play them myself if he put up the money for me to play.

He asked me how much of a bankroll I needed and fronted me the money on a handshake for half the win. I didn’t put up any of my own money. I never alerted any other players to these games. Max and I both made money over a period of a few months while these promotions were going on. It was as easy as an agreement with an investor can be. I kept him informed via phone about what was happening trip by trip, but didn’t submit detailed reports. I put in the hours and covered my own expenses.

Max was also a mentor to me when I started playing at higher stakes. He knew the casino industry from the inside better than anyone else I knew. I frequently asked him for advice on how to milk comps, avoid heat, and stay under the radar.

When I was first shuffle-tracking at the Aladdin on a different investor’s bankroll, I finished a playing session and went to my room to count my chips. I’d beaten the Aladdin for $98K. I’d never won that much money from a casino before.

I was on a full RFB comp and had been told by my host before my trip that my airfare would also be covered.

“Max,” I said when he came on the line, “I’m at Aladdin and I just beat them for close to a hundred thousand at blackjack.”

“Holy shit. Nice win, Snyder.”

“Thing is, I’ve got to go down to cash in my chips. My flight back to Oakland is leaving in two hours and they agreed to pay my airfare. But I’ve been seriously abusing my comp. I’ve been getting these room-service breakfasts. I mean, the guy comes in pushing the cart and starts looking around like, where is everybody? It’s breakfast for four. I’m getting eggs with bacon, sausage and ham. Plus orange juice and grapefruit juice, French toast and apple turnovers and bear claws

and walnut-cinnamon rolls smeared with cream cheese and cappuccino, in addition to the pot of coffee and the mixed-fruit platter. I can’t eat even half of it and I can hardly stand up after breakfast.

“For dinner, it’s steak and lobster with a halfdozen side dishes and appetizers. I’m having $200 lunches and I’m eating alone. My host asked me if I wanted tickets to the big fight at MGM next month. I told him no thanks, I’m not into boxing.

I think that fight’s sold out and the scalpers are asking a couple thousand for tickets. But I just took 100K off their blackjack tables. So how do I go down now and ask them to cover my airfare too? Doesn’t that come off just a bit too greedy?”

“Snyder, are you shittin’ me? Get your ass down there and tell them to pay up! I can’t even believe you’re asking me this.”

“So I just act like it’s normal?”

“Yes! Listen, it’s expected. Just do it. And tell your host you changed your mind about those fight tickets.”

That’s how naïve I was about being a high roller.

Rich Get Richer Rob Reitzen was another player I asked for advice when I started playing big money. “I don’t have any designer clothes, Rob,” I said. “I’m wearing a Monado watch. Not a Movado, a Movado ripoff.

It cost me $9. Do I need a Rolex? Do I need a pair of $500 shoes? I don’t want them to take one look at me and say, he must be a card counter.”

“Arnold, it’s not like that. Rich guys, I mean really rich guys, don’t wear Rolexes in a casino.

When I go in to play, I wear cargo shorts and sneakers with no socks.”

Later, I saw for myself that Rob was right. Baccarat whales were playing at MGM Grand in their pajamas. Rob went on to become one of the most successful pro gamblers in the world. He was inducted into the Blackjack Hall of Fame in 2019.

AUGUST 2021 www.ggbmagazine.com

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A Seat at the Bar

Bar-top machines see a new surge of innovation amid increasing competition By Frank Legato

IGT is resuming its rollout of the PeakBarTop

A

s gaming industry news goes, lost somewhere in the turmoil of casino shutdowns and reopenings and restrictions last year was a monumental event—the rollout of the PeakBarTop by IGT, the first of a new generation of bar-top gaming machines, and a complete modernization and improvement on IGT units that have been dominant in casino bars for decades.

For years, most players sitting down at bar-top gaming machines have been in front of IGT Game King and Super Star Poker game themes, on the standard G20, 80960 or other IGT legacy cabinets. Last year’s launch of the PeakBarTop was the result of intense research into how to improve the basic bar-top platform.

A curved monitor was implemented to get rid of the glare from overhead bar lighting that is all too familiar to video poker players. Everything from the player’s viewing angle to the positioning of the button panel and bill acceptor was examined. Modern conveniences like a wireless smartphone charger were added.

The PeakBarTop is a major overhaul of the bar-top machine from the 30

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dominant manufacturer in the sector. But the milestone status of the product launch was overshadowed by the Covid-19 crisis.

With the pandemic finally receding, and pent-up demand quickly filling casinos, IGT is resuming its rollout of the PeakBarTop. The rollout comes amid growing competition in the bar-top space. As casinos began reopening last year, Aristocrat resumed marketing its own bar-top unit, the multi-game Winners World. A big selling point is that the game menu—at the bar, traditionally the sole purview of video poker and keno—includes multiple versions of the multiline video slot Buffalo, consistently the highest-earning slot game in the industry.

While the other top-three slot supplier, Scientific Games, is still considering whether and when to develop a bar-top unit, the game format may be seeing one other growth area—electronic table games. Interblock is including its own bar-top, called the StarBar, in multiple different configurations of its ETGs, including RNG-based units at casino bars and live-dealer versions included as part of one of the Interblock stadium configurations, or in the Pulse Arena club-style ETG attraction.

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Aristocrat’s Winners World 2.0 features 48 poker games, 14 keno games, 10 slot games and one double-deck video blackjack game

Competition is healthy, but at IGT, engineers have remained focused on feedback from current customers to make sure the PeakBarTop addresses all their needs.

“We appreciate any competition that comes into the space, but we are going to concentrate on making sure we continue to have the right product for our players and for our customers,” says Darnell —Sony Syamala, Vice President of Commercial Strategy and Game Sales, Aristocrat Johnson, IGT’s senior director of product management and commercialization.

“We truly want to make the barvancements as seen on the parade of new cabinets on the main slot top the best product for our customers going forward. So far, we’ve done an floor. “A lot of new features that we truly did borrow from the core admirable job at that. We launched the PeakBarTop during the Covid period, video and mechanical reel world have been very well received by playso it had a little bit longer of a ramp-up time, but it’s achieved strong adopers and operators,” he says. tion and positive feedback from our customers up to this point.”

“The curved screen was one of the big things we brought over.

Meanwhile, Aristocrat—which also launched its bar-top just before the The curved screen has the ability to address and absorb some of the pandemic in January 2020—introduced the latest version of its bar-top softnatural glare you see on the bar based on the lighting and positioning ware, Winners World 2.0, in California the week of June 28. it had, either in a bar or the casino area. It really disburses the light so “There is a big excitement behind this latest version, with all the new it’s not blasting right back in the player’s eyes.” technology and game additions to Winners World 2.0,” says Sony Syamala, The screen also is larger, 23 inches, compared to 20 inches on the vice president of commercial strategy and game sales for Aristocrat. “We legacy screen. “The old saying that bigger is always better isn’t always leverage our biggest brands, and mechanics that Aristocrat has been so sucthe case, but in this case with the bar-top, it seems to be resonating cessful at in the industry, to make this game pack the most exciting one yet.” well with our players, and thankfully, we were able to do it without Interblock, which is in the middle of a huge sales surge in all its ETG having to change the footprint of the existing bar (unit). So the opergroups, is increasingly adding its bar-tops to its most popular ETG setups. ators really appreciated that as well, because they didn’t have to make “We’ve had some incredible success tying that type of product to our staany modifications.” diums, where there’s an integration between a bar-top and a stadium environOther features resonating with players are the cellphone charge ment,” says Interblock Global CEO John Connelly. port, allowing players to charge their phones as they play. For operators, a feature just being rolled out is a play-level indicator that gives bartenders a simple signal of when customer play has reached a predeFor IGT, developing the company’s first new bar-top in 14 years—not to termined threshold that allows for complimentary drinks. mention marketing it during a pandemic—was a tall task, given the fact that “A lot of insights we got from our customers and bartenders players across the country have come to know the company’s legacy models as really spoke to the fact that they do have some real challenges in figthe accepted standard. uring out how to properly comp players,” Johnson says. “So, what we “The industry has been faithful to the G20 and 80960 bar-tops for quite are looking to do is to make their lives a little bit easier. The first some time,” says Johnson. “But we believe this new PeakBarTop addresses a thing that we’re doing right now is giving them more means to unlot of the wants and needs of the buyers out there right now.” derstand how much play is taking place on that machine, and in a He says many of the innovations in the PeakBarTop are the same ad-

“We leverage our biggest brands, and mechanics that Aristocrat has been so successful at in the industry, to make this game pack the most exciting one yet.”

Legendary Follow-Up

AUGUST 2021 www.ggbmagazine.com

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“The question is how you get those people to understand that the bar-top, which they’ve been groomed to view as a poker product for decades, now offers something else—and to really cater to the next generation of players.”

—John Connelly, CEO, Interblock

very simple matter notify them that they’ve hit certain thresholds that lead to comps. If they hit those thresholds, they have the ability to make a choice of how they want to compensate that player.”

Johnson says the launch of PeakBarTop does not mean a pending phase-out of the company’s legacy bar-top units, which remain popular.

“They just last forever, which is a fantastic thing, and we definitely have the expectation that the PeakBarTop will do the same,” he says. “But we continue to support that cabinet from a content perspective. We’re making it so that a lot of content that we create now can still be ported onto that particular box.”

Aristocrat engineers, like those at IGT, took special care in making the Winners World unit ergonomically friendly with a large, easy-to-view monitor and special attention to button spacing and feel “meticulously developed to present a familiar interface,” says Syamala. Other modern features include the now-standard cellphone charger and a “Bar Keeper” button to alert the bartender when a player has earned rewards for play.

For the operator, the Winners World bar-top cabinet is designed to fit into existing bar opening/holes, “so operators have a straightforward effort to install should they invest in the Aristocrat bar-top,” Syamala notes. The cabinet also is designed for easy serviceability, with a button deck that can be replaced in a few minutes, easy access and curved corners for easy cleaning.

More Player Choice The PeakBarTop also is offering more diverse content than previous versions—namely, slot content. “We continue to evolve the offering that we have,” Johnson says. “Slot content is extremely popular in the casino world today. A lot of players who sit at the bar are players who like to play slot content, so it makes sense for us to leverage some of our most popular slot content onto our bar-top.”

Aristocrat has made slot content one of the main marketing points of its new Winners World bar-top. In addition to the familiar games in the original Buffalo franchise that consistently draw players to Aristocrat games on the main slot floor, for the 2.0 version of its bar-top, the company has applied the Buffalo brand to one of the bar mainstays, video keno.

“A new addition to the Buffalo family, Buffalo Herd Keno—single and four-card—will be a rock star in this multi-game suite,” says Syamala, who adds that perhaps Aristocrat’s most important slot game mechanic, the Hold & Spin feature, is being brought to bar-top keno in the form of the new game XTRA $$$$ Keno.

These games join a total of 73 game choices in the game pack for Winners World 2.0, which can be integrated into existing bar-top units with no hardware changes.

“In the video slots section, we added Gold Stacks 88 Dancing Foo and Mighty Cash Dragon Flies (Hold & Spin),” Syamala says. “This Winners World 2.0 software suite has games that will appeal to a broad array of players. We have a total of 48 video poker games in this new suite. The most significant additions are five-hand and 10-hand variations of the popular poker games. We have also added stand-alone and single-site progressives to the majority of our poker games.”

In all, Winners World 2.0 features 48 poker games, 14 keno games, 10 slot games and one double-deck video blackjack game.

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The ETG Connection While electronic table games never were traditionally pegged for bar-top applications, Interblock has found them to fit quite nicely into stadium setups like the R Bar attractions at Cordish Companies’ Live! casinos, which arrange dealer-assisted ETGs including bar-tops in front of a 40-foot-long video screen.

According to Connelly, the bar-tops also are being used in the Pulse Arena ETG/nightclub attractions. RNG-based electronic table games also are being placed in bar-tops away from the live-dealer areas. The Interblock unit, called the StarBar, is being placed in multiple international jurisdictions.

“We started the initiative to create a bar-top about four years ago,” says Connelly. “The concept was to take the traditional poker bar-top concept and expand it into more of a table game portfolio. I believe very strongly that there is a much larger demographic nationally relative to traditional table games than there is for poker at a bar-top.

“The question is how you get those people to understand that the bartop, which they’ve been groomed to view as a poker product for decades, now offers something else—and to really cater to the next generation of players. We launched the product, we learned a lot from it, and we’ve had some incredible success tying that type of product to our stadiums, where there’s an integration between a bar-top and a stadium environment. It really connects the players from a bar to that type of distribution.”

The R Bar installations have been well-received as well. “At Maryland Live!, the numbers are crazy,” says Connelly. “They doubled the amount of bar-tops and the net win per day, and that didn’t drop when they went from 16 to 32 units.”

Connelly says Interblock is planning a next generation of its StarBar product, including a wider selection of games, but its perfection will come

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once the company has successfully addressed the “hyper-growth” of its overall stadium and Pulse Arena offerings. “We’ve signed over 21 stadiums since January in Downtown Las Vegas and on the Strip,” he says.

Meeting the Demand As customers continue to give feedback to the manufacturers, the evolution of the bar-top will continue. At IGT, Johnson says they are evaluating whether to incorporate their own ETG portfolio into the PeakBarTop, but one feature already rolling out is the incorporation of a sports betting function—an addition it introduced at G2E 2019.

“We had our sports betting team showcase making wagers at the bar through the bar-top, utilizing our Service Window technology,” Johnson says. “That’s definitely something we’re trying to leverage. IGT is in a position that it’s fortunate to be in multiple different verticals, and we want to make sure that we can support those, so we can continue to be an all-encompassing solutions provider.

“There is definitely more we’re going to be doing over the next several months and years to continue to evolve the (sports betting feature). A lot of that is going to be in coordination with feedback we get from operators.

That’s a big feature that a lot of operators were really happy to see introduced when we released it at G2E, and now that we’re starting to roll it out, we’re hearing a lot of positive feedback about that as well.”

IGT and the other manufacturers will continue to evolve the bar-top—

although few see the kind of rapid dynamics typically seen in general slotfloor hardware. “We don’t believe our bar-top is going to flow the same way some of our floor cabinets do when it comes to evolution from a hardware perspective,” Johnson says. “We just don’t see the same type of need or desire because of how the floor market is leveraged. However, if that’s something that players and operators are looking for, we’re more than willing to support that need and that desire.”

Functionality like cashless technology is likely to be more rapid than hardware, Johnson says. “We were able to partner with our Systems Development team to ensure our cardless and cashless solutions would work well and function properly on our bar-top products and cabinets.”

As far as the bar-top competition, suppliers are seeing the overall pie get larger with industry developments such as expansion of distributed gaming markets throughout the U.S. “We expect continued demand for bar-tops as the combination of gaming and the direct interaction/contact with the bartender creates a unique experience for the player,” says Aristocrat’s Syamala. “Additionally, several distributed markets are already looking to expand the game offerings on bar-top instead of having the machines tucked away in the corners of their venues.”

“There is demand across the industry,” says Interblock’s Connelly, “whether it be distributed gaming or a casino environment, for a new generation of bar-tops.”

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MAKING MY POINT

The Rule of Three Under-promise, start with a story and stick to the basics when preparing a presentation

By Roger Snow

T

he first problem with quick-fix, career-boosting, self-help books— you know, the ones at every airport news shop, all bunched together like so many bananas—is that you have to actually read them. Which, of course, takes time, and takes time away from mindlessly scrolling up and down your Instagram feed on that two-hour flight to Philadelphia.

The second problem is the advice therein tends to be a bit squishy. Find your purpose.

Follow your dreams. Think of the end before you begin. Be proactive, not radioactive… or something like that.

C’mon, man. We know you had to fill 250 pages, but can you boil off the purple prose and get to the meat of it? How’s about a few simple tactics, a couple of do’s you can do for instant improvement?

OK, OK. Frankie say relax. In future columns, we’ll add some more, but to start, chew on these three.*

Under-Over Guy walks into a dry cleaner with a fur coat under his arm. The woman behind the counter looks at the coat, then the big splotch of red wine on it, and says it will take two weeks to clean it and that she can’t guarantee it will be restored to its previous pristine state.

Across town, another guy walks into another dry cleaner with another fur coat under his arm with another red-wine stain. But this woman behind the counter says she will have it back to him tomorrow and just as clean as it was when it was worn by the animal that was bludgeoned to death to make it.

Five days later, each dry cleaner calls each man and says the exact same thing to him: that the coat is ready and 95 percent of the stain is removed.

Man No. 1 is happy, elated, overjoyed.

Man No. 2 is furious, enraged, inconsolable.

Two men. Two coats. Two butterfingered

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sommeliers. Two outcomes the same, but two vastly different reactions.

It’s all about expectations.

The lesson: Always under-promise and over-deliver.

Once Upon A Time When giving a presentation, even a brief one, nothing grabs the audience’s attention quite so powerfully as locking the doors from the outside and shutting off the lights. In lieu of that, your best bet is to tell a story, something allegorical or at least germane to the topic at hand.

Now, you don’t have to prattle on like Tolstoy; you can tee up your theme in 30 seconds or less. There to talk about innovation?

Tell ‘em about the accidental creation of Viagra. There to talk about customer service? Tell ‘em about the housekeeper than rummaged around a vat of dirty laundry to find someone’s Rolex. There to talk about managing expectations? Tell ‘em about the two men with the fur coats.

Ronald Reagan was the master of this.

Ditto Bill Clinton. And can you think of a great stand-up comedian that isn’t also a master storyteller? Remember that the human brain wasn’t designed to recall names and dates and places and... uh, there was a fourth one but, well, that only further proves the point.

The lesson: Always start your presentation with a story.

Three’s Company *Yes, that was a lesson inside a lesson.

Because three is the most powerful number in drama. Plays, movies and novels have three acts. Tragedies are said to come in threes.

Great photographs are framed in thirds. Even C++ computer coders use the rule of three, as do fiction writers, because their version of it posits that a trio of characters or issues or events creates the highest level of emotional

response from the audience.

Hey, if it’s good enough for Hollywood or Bollywood or Silicon Valley, it’s good enough for your next pitch to the board of directors.

When presenting something to someone, never make more than three points. Let’s say you’re selling a new idea: when rattling off the benefits, don’t go A to Z; rather, stop at C. Take it from TV infomercial star Ron Popeil, he of Veg-O-Matic fame: “It slices… It dices… It Juliennes fries!”

See? Three. That’s it.

Jay Walker, the founder of Priceline.com and a bunch of other businesses not quite as recognizable, is a virtuoso at this. About a dozen years ago, Walker made a pitch to Shuffle Master, showing how in—wait for it—three easy steps, riches could be reached though his new technology. He simply identified the problem, offered a solution and quantified the financial windfall.

It was the smoothest thing you’ve seen this side of a 6-4-3 double play, and it was like a gunfight to see who could whip his checkbook out first.

Most of us have some sort of stock presentation we give every year. Maybe it’s a new hire orientation, maybe it’s a product-line overview, maybe it’s an operational analysis. (There’s that three again.) Go in there and divide it into thirds. Like literally. Have an opening, a middle and an end. You’ll be amazed, even if you end up cutting the content and the time in half, how much more effective it will be.

The lesson: Heed the rule of three.

Bonus tip: Never write a sentence in the passive voice and end it with a linking verb.

Oops.

Roger Snow is a senior vice president with Scientific Games. The views and opinions expressed in this article are those of the author and do not necessarily reflect the views and opinions of Scientific Games Corporation or its affiliates.

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Boom The Data

Sports-betting data is the newest growth commodity

S

By Dave Bontempo

ports-betting data has become a Golden Goose.

Its proliferation matches explosive mobile-betting growth, particularly in the United States. American gamblers have already exceeded $60 billion in sports wagers, giving operators profit of more than $4 billion since 2018, with only a fraction of the market tapped.

In-game betting, which has grown by about 400 percent in the U.S. according to industry analysts, spearheads the revenue charge. Who can resist the imminent result of an at-bat, golf hole, NBA over-under totals and NFL betting odds?

Data has elevated the stakes of interested parties.

Bettors—especially beginners—utilize it to gain relevant statistical information, much like they would use the Daily Racing Form in the horseracing world. Operators drive business by feeding the appetite of players who want action on every play—a game-within-a-game, multiplied countless times in one gambling session.

Vendors supply the operators, especially those who don’t have the resources to change odds or run their own books.

Big money unites them all.

Playing up PlaySports Sports data has become a significant vehicle for IGT, which built an entire team around its dissemination.

IGT PlaySports is a sports betting platform technology division with in-house manufacturing capabilities, and a provider of sports betting support services to help operators build and manage their own sportsbooks.

PlaySports is anchored in the company’s omnichannel platform technology that supports online, mobile and retail channels like over-thecounter betting, or self-service technology, such as kiosks and tablets. The solution is highly scalable to suit the needs of operators of any size, and is bolstered by a range of services such as Trading Advisory Services, Content Services and more.

Operators leverage PlaySports technology in different ways. Boyd Gaming used the PlaySports tech stack to power its entire sports betting enter36

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prise in Nevada. The Mill Casino in Oregon used the PlaySports platform for retail only. In Mississippi, Pearl River Resort leverages it for retail and onpremise mobile. Maverick Gaming’s casinos in Colorado use it for retail and statewide mobile. Circa Sports in Colorado utilizes it for mobile only.

IGT is a one-stop shop in providing a turnkey sports betting solution.

The company also provides trading advisory services and can be a casino’s sole technology provider, an attractive asset for small to mid-sized operators.

The role of IGT in this space becomes more significant considering the looming growth potential. In-game betting has just begun to infiltrate the American market, but it’s happening rapidly, as customers discover the ease of mobile-app betting, promos and shifting in-game odds. This is a budding revenue source operators can’t afford to miss.

“IGT PlaySports has been building upon our leading B2B sports betting technology by also creating our own in-house trading service,” says Vik Shrestha, senior director of business development for IGT PlaySports. “Our

“Our trading team based in Las Vegas is focused on utilizing the PlaySports platform to its full technological capabilities to help our customers reach long-term profitability.”

—Vik Shrestha, Senior Director of Business Development, IGT PlaySports

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The Next Wave

T trading team based in Las Vegas is focused on utilizing the PlaySports platform to its full technological capabilities to help our customers reach longterm profitability.”

Shrestha adds that one of the key areas of product differentiation IGT technology allows for is the ability to utilize multiple data feeds for multiple markets at the same time. This flexibility allows for utilizing the top data feed providers for certain markets they may specialize in.

“For example, our partnership with SportsIQ will allow our customers to have access to a wide range of in-game betting options using their advanced proprietary mathematical models,” he says. “With the continued growth in popularity for in-game betting, we will continue to evaluate various data feed partners such as those that offer micro betting markets or esports to ensure we can provide our customers with a highly competitive product.”

In March, IGT and SportsIQ announced their multi-year partnership in which SportsIQ makes its odds and automated trading products available on IGT’s PlaySports platform. The deal will see SportsIQ supply a comprehensive coverage of pre-game and live products across the NFL, NBA, MLB and NHL. Its proprietary models and automated technology enable users to wager on odds such as how many passing yards Tom Brady will throw in a game, or what the next-at-bat result will be.

Last November, IGT announced that its PlaySports platform will power world-class retail sports betting at Maverick Gaming’s three Colorado-based casinos as well as interactive sports betting throughout Colorado via Play Maverick Sports.

Terminal Success FSB Tech strides boldly into this space with self-service betting terminals (SSBTs) loaded for operators.

The company maintained an aggressive posture last year, introducing products in the midst of the pandemic. This contrarian approach, investing while many competitors cut back during lean times, rewards those who gamble and win.

“The past 12 months have been undoubtedly tough for retail sportsbook operators in the U.S. and beyond, but during this time we have continued to enhance our product offering with the launch and rollout of our box-fresh, next-generation SSBTs,” says Russell Colvin, head of retail for FSB Tech. “We’re confident these terminals can shake up and challenge the existing retail market.

“These cutting-edge SSBTs allow operators to take full control of their retail environment, providing them with a 360-degree, real-time view of profit and loss and the ability to customize and personalize their front ends.

he next wave of sports betting is around the corner.

Did you remember to take the New England Patriots plus 4 against the Miami Dolphins? Here’s a reminder: the line just hit the number you want.

This is one of many areas coming to fruition for Triggy, which offers an advanced personalization platform, inclusive of notifications, alerts and next bets (betting suggestions), along with live score technology for integration into franchise and facility apps.

Triggy is a sport tech company building a unique personalization platform. Its tools and solutions enable sportsbooks to acquire, engage and re-target players through advanced personalization notifications, alerts and next bets. Triggy is live with Pinnacle, Sportsbet and LeoVegas. Triggy’s products are available in the Google Play Store and Apple’s App Store.

The concept of personalized updates and potential wagers that meet preset conditions will soon become more mainstream in the sports-betting market. The enhancement will go beyond notification of score changes to alert players when betting lines they wanted have become available. There can be score updates and news of one’s particular team.

It can, in effect, resemble a buddy looking at the odds board for you.

Triggy’s tools include statistics, next bets, alerts and personalized notifications. Some of its solutions include plug-in widgets and a live-score app.

In June, Triggy announced a partnership with Venuetize, leaders in mobile-first technology, as an addition to the Venuetize sports betting module for franchises and facilities. This integration available through the Venuetize sports betting module will help drive fan engagement and increase app usage on a year-round basis, while adding value to sponsorship deals with sports betting operators as its seamless call to action helps convert fans into bettors.

Venuetize is a mobile technology and advanced e-commerce platform for the sports, hospitality and entertainment industries. The company’s proven platform (PaaS) connects technology ecosystems, facilitates e-commerce, and delivers cutting-edge mobile-first experiences. With 185-plus third-party integrations and counting, Venuetize provides flexibility to create an easier, safer and more enjoyable experience for guests, its officials say.

Founded in 2014, Venuetize works with professional sports teams, stadiums and arenas, casinos, entertainment districts, and shopping destinations across the globe.

—Dave Bontempo

AUGUST 2021 www.ggbmagazine.com

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All this is powered via our single-view omnichannel platform.”

Operators can fully customize and brand terminals to drive customer engagement and loyalty. This is supported by an easy-to-use and intuitive CMS within its platform that offers complete control over the front end.

“Very soon, we’ll also be able to offer tutorial videos to help punters make the transition from over-the-counter to SSBT,” Colvin says. “These groundbreaking videos have been created to bridge the gap between traditional over-the-counter betting and these more modern forms of retail engagement. We’re certain these will prove very effective in nursing established retail bettors into the exciting, new world of SSBTs and at the same time keep them engaged with the operator.”

The company’s SSBTs provide real-time liability views and remote terminal balance management where operators can control the balance of their machines from the FSB-customized back end.

SSBTs also benefit from a full SIS integration within each terminal while its comprehensive ante-post and horse racing derivative markets allow players to place future bets on big races like the Kentucky Derby and Belmont Stakes.

Colm Finlay, director of Irish bookmaker BetXS, touts the praises of the new product. “The new FSB SSBTs have been huge for my business,” he says. “Thanks to their unique back-end management tool I have full visibility on real-time betting activity and in-running liabilities.

“As well as this, I can offer customized branding in my shops so I can truly target my customers with what they want to bet on. If you’re a bookmaker looking to renew your SSBT arrangements with a platform provider, FSB is the only show in town for me.”

FSB was founded in 2007 by sports betting veterans who understood that consumer demand, live betting, smartphone penetration and evolving European gaming regulations would fundamentally change the operations behind a modern betting and gaming service. “The founders of both Sportingbet and Betfair backed the business, and we’ve since become the industry’s tech leader,” Colvin says. “Over the past decade, we’ve refined our technology and now offer the most customizable, efficient and reliable omnichannel sports betting platform, complete with tools that help you drive revenue, reduce operating costs and maximize marketing ROI.”

Yes They Can GAN Sports enables customers to expand their brand to on-property players at any time or place, on any device. When a player leaves the property, GAN activates its proprietary digital platform. This extends the brand by immersing gamblers in Play-For-Fun Simulated Gaming, Real Money iCasino and sportsbook experiences, providing a 360-degree view of the player.

The company’s proprietary back-end technology creates a seamless plug-and-play experience for its partners to launch their desired sportsbook, officials say.

According to the company, the platform allows customers to select if they’d like to manage risk or enable GAN’s team of more than 60 traders to do so on their behalf. Its platform also allows for localized pricing, giving its partners’ or GAN’s trading team the ability to manage risk at the property level. What this means is that each property can control its pricing parameters down to the event level.

Fully scalable to meet each property’s unique needs, the company’s kiosk-first approach allows its partners to launch and operate a sportsbook 38

Global Gaming Business AUGUST 2021

on-site.

“As an early entrant into the U.S. gaming market, GAN has seen firsthand the industry’s growth in regulated U.S. states,” says Arthur Barker, managing director of acquisitions for GAN. “A landmark moment was the parallel launch of three different brands in Michigan on the GAN Platform.

“The regulatory framework that enabled pre-registration of and depositing into customer accounts generated a particularly steep growth curve, and associated sports handle. In addition to U.S.-based growth, the GAN Sports platform’s unique product and trading features also enable GAN’s B2C Division via the Coolbet brand a meaningful opportunity to participate in the large international TAM (total addressable market) of sports wagering.”

Barker says the utilization of data to improve KPIs has been a key component of a competitive gaming offering for some time. GAN has the advantage of almost 20 years of data collection across multiple gaming verticals and territories.

“By applying machine learning algorithms to anonymized, aggregated data sets, the GAN platform can use predictive analysis to make continually improved decisions regarding customer touchpoints to drive customer conversion, retention, and reactivation,” he asserts. “In addition to this, as early adopter states progress towards market maturity, the crossover of customers from sports to casino takes on an increased level of importance. Using historical data sets to make dynamic decisions on a user-by-user basis to facilitate sports-to-casino crossover significantly impacts customer LTVs.” Barker says that the GAN Sports Retail offering, which will be showcased at G2E, will reset the market for sports betting kiosk solutions. As a greenfield project, the GAN Sports team of industry experts has created a compelling retail product, uninhibited by many of the legacy system issues faced by other offerings, he assets.

The GAN Sports retail product will offer a depth of functionality currently unavailable in the market.

Wonderful Widgets FeedConstruct is a real-time sports data and digital content provider, offering data and video content for the most popular events worldwide. The company started with four critical data feed solutions. But with time and effort, FeedConstruct has grown to be one of the leaders in the sports data-providing world.

FeedConstruct’s mission is to cooperate with content providers and content consumers to create the best sports data. The purchased content undergoes development and analysis, and becomes fit to be delivered to content users. FeedConstruct’s client base ranges from leagues to broadcasters and betting websites.

Products with sports data implications fall into areas like widgets, odds feeds, stats, live scouting and video streaming.

The statistics widget product development started in 2014, though it aired as a complete web resource only five years ago, according to George Arabatlian, head of FeedConstruct. He notes that the product is in a constant state of expansion.

“In any business, information is power, and the ones who can offer more

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information stay ahead of the game,” Arabatlian says. “Accordingly, the demand for this product was always high in the market and undoubtedly will stay that way. So, we created a product with full information to meet the needs of operators and sports lovers.

“The product started as a source of information for sportsbook platform solutions as a B2B product. The aim was to provide people with enough information to make the right decision. But with time, it developed to additionally offer an application for sports fans, expanding as a B2C product as well.”

Arabatlian praises company staff for perseverance in developing the product.

“No matter how huge the product is or becomes in the future, the ‘wow’ factor will always be the people that united around an idea to bring it into reality,” he says. “These people are the heart of this product. Consistency, loyalty, enthusiasm, devotion and trust are the fundamentals responsible for the creation of FeedConstruct’s statistical solution. By trusting each other and the process, we shaped an idea into one of the key products of FeedConstruct. We gave all our time into nourishing this product until it was big enough to give back to us.

“We started as a small team with a new idea in a big company. Our team back then consisted of five people—individuals who had a vision and believed that the idea could bring value to their company and become the newest and the largest source of information for sports lovers. So, the only question was: Why not do it?”

Highlights of the widgets including in-depth statistics and sports data have

been specifically designed to engage consumers and increase revenue. This enables betting operators, sports media providers, sports federations and even fan-page suppliers to take their websites to the next level.

Some highlights: Daily matches: Receive up-to-the-minute data on match results, upcoming games and live matches. Customers get valuable statistics from matches from 2,400 competitions in over 130 regions.

Timeline: From goals and substitutions to a player’s position throughout a game, all the stats that matter in chronological order.

Stats: Comprehensive statistical data which includes valuable information like the number of shots on and off target, goalkeeper saves and corner kicks.

Lineups: Team lineups, managers’ names and substitutions.

H2H: Precise head-to-head statistics, from past results to the number of goals scored per team.

Standings: Up-to-date league tables, which include the number of played games, goals conceded and scored and the total number of points for each team.

Odds feed: Get odds on over 840,000 live matches and 1.68 millionplus pre-match yearly sporting events around the world.

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EMERGING LEADERS Designing Her Life JoyceLynn Lagula Principal Creative Director, Campbell House uring her fourth year of architecture school at Rensselaer Polytechnic Institute, JoyceLynn Lagula served an internship in Las Vegas. The experience turned out to be a game changer.

“That was really my first glimpse into the hospitality realm, and I loved it,” she says.

“Being able to be a part of designing casinos, nightclubs and restaurants was exciting.”

After graduation in 2006, Lagula spent six years in the employ of Las Vegas-based Steelman Partners, run by Paul Steelman. “There was a method to Paul’s madness that has shaped the way I see design and approach every project I’ve worked on,” she says.

Lagula took a position with Campbell House in February as principal creative director. In her role, she oversees a team of designers, while cultivating client relationships.

Architecture is a collaborative process, and that collaboration became a challenge during the Covid-19 pandemic. Presenting designs shifted from in-person to a computer screen. “We have had to be more descriptive, more communicative with our thoughts and be creative with sharing that information,” Lagula says.

Just before the pandemic, Lagula became paralyzed and diagnosed with Guillain-Barre Syndrome. She spent two months in the hospital and in a rehab facility to gain strength and learn how to walk and use her hands again.

“It was the scariest time in my life,” she says. “To this day, I am still dealing with my health challenges. Yet, I refuse to let it pull me down.”

Lagula has had other obstacles to overcome, especially as a woman minority in a predominantly male field. “My approach has always been to deal with these situations with grace and kindness. Many times, I have had to shift my thinking and continue to press what I feel is the right solution. At the end of the day, I have the confidence that my talent and skill will help me overcome anything.”

Mentors help. Lagula counts Steelman as an important mentor early on.

“His approach to dynamic gaming and hospitality design has been a huge influence. He would urge me to keep my perspective on the overall design—the bigger picture. I have done that to this day.”

Another important mentor: Brett Ewing, principal at the Cuningham Group.

“One of the key lessons he taught me was understanding how designs become reality and the knowledge that strength in design comes from the details,” says Lagula, who devotes spare time to her fiancé, family and friends.

Beth Campbell, CEO of Campbell House, pushed Lagula to consider the business side of the field and the importance of client relationships.

“She has been a big supporter of my career, and helped me realize my strengths and how to work on my weaknesses.”

Casino resorts of the last 10 years focused on the overall experience from dining to entertainment, connected by gaming. Properties are designed accordingly. The next 10 years will continue to integrate recreational activity into this approach, says Lagula, who has advice for future architects.

“Learning never stops when it comes to design. Our field is continuously evolving, and if you are humble enough, empathetic enough, and listen enough, the creative possibilities are endless.”

—Bill Sokolic

D

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Hunting for Trends Rick Eckert Managing Director of Slot Performance & Analytics, Eilers & Krejcik Gaming s the gaming industry’s reliance on analytical insights and market research intelligence continues to grow, Rick Eckert is at the forefront of identifying game performance trends. As the managing director of slot performance and analytics at Eilers & Krejcik Gaming, Eckert manages the largest independent centralized slot performance database in the world and helps operators and suppliers alike identify growth opportunities and emerging trends.

Eckert’s gaming industry career began in 2010, when he participated in a career development program at FireKeepers Casino in Battle Creek, Michigan while pursuing his bachelor’s degree in hospitality business management at Michigan State University.

His knack for slot performance analysis showed early on, and helped Eckert land a more permanent role on FireKeepers’ Slot Operations team. In 2011, Eckert relocated from Michigan to Las Vegas, working as a front office agent at Las Vegas Sands before moving back into gaming and joining MGM Resorts as a slot operations analyst.

Eckert’s time at MGM was pivotal in building the technical and managerial skills necessary to become an Emerging Leader. During his tenure at MGM, Eckert completed a nine-month leadership program intended to coach young professionals in management-level positions. He also created SQL workshops with peers at other MGM properties.

“These workshops allowed us all to accelerate our learning in one of the most important aspects of our jobs and created friendships that have lasted since,” says Eckert.

Eckert credits part of his success to these

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Rain Dancer “I have always found training and mentoring to be rewarding, and I enjoy sharing the things I have learned along the way, whether it be a technical skill or other aspects of the industry.” friendships, and advises other young professionals to focus on quality, not quantity, when networking.

“Seek out real, meaningful connections, whether that connection is just someone to speak to about industry topics, participating in groups and workshops, or just staying in contact with someone to speak about life in general.”

After two years at MGM Resorts, Eckert joined the slot analytics team at Wynn Resorts, first as a senior analyst and then a manager. In his first full year in a managerial role, Eckert won Manager of the Year.

In developing his award-winning managerial style, Eckert leaned on his experience with mentors Richard Luthy and Debi Nutton.

“Rick Luthy, my first boss in Las Vegas, really pushed me to learn the industry, and Debi Nutton pushed me to learn the human side of operations,” he says.

Eckert helps develop the next generation of young professionals by training analysts within his organization and by mentoring current students at his alma mater.

“I have always found training and mentoring to be rewarding, and I enjoy sharing the things I have learned along the way, whether it be a technical skill or other aspects of the industry.”

Looking to the future, Eckert has already planned to expand his expertise in the gaming industry beyond slot machines, and feels well-positioned in his current role at Eilers & Krejcik to do so. Eckert is now growing his role at EKG as the lead on a new Online Game Performance Database. This new database product, OGPD, focuses on the online real-money casino industry and will provide insights and analysis to operators and suppliers equally. The inaugural report was published in June, with growth expectations matching the current industry-leading land-based performance database.

—Chloe Paul is manager, data analytics for The Innovation Group.

Malou Neguembor Director of Casino Operations, MegaRush Casino alou Neguembor suffers from Ehlers-Danlos Syndrome, a genetic disorder that causes defective collagen, a glue that keeps the body parts working together. The syndrome results in hypermobility, subluxations and bouts of excruciating pain.

“I was told that I would never be able to work,” Neguembor says. “I clearly did not listen to that… instead, my life motto became ‘Life is not about waiting for the storm to pass, but about learning to dance in the rain.’”

In other words, Neguembor does not let Ehlers-Danlos rule her life.

“There are days when the pain is quite bad, and yes, it is then hard to focus at work, but I more than make up for that on the good days,” she says.

Neguembor has enjoyed a career in gaming after leaving her native Sweden. Her husband entered the industry first, landing a position in Malta, where the warm weather was better for Neguembor’s condition. But she also secured a job as a customer service agent for the Kindred Group.

She joined MegaLotto in 2019 as head of customer relations management. In October 2020, the company pivoted to MegaRush online casino.

“Our ambition is to create great entertainment in online casino with customer experience, automation and gamification at heart,” she says. “And we did it all with a small and fully remote team.”

As director of casino operations in such an environment, Neguembor does just about every task.

“My job can entail everything from commercial agreements to integrations and building automations, copywriting, CRM execution, and even cover the chat for support,” she says.

Covid-19 proved a benefit, thanks to working from home. Pre-Covid, Neguembor struggled a lot with work-life balance and was often stressed, especially with three children. Since Covid, she works from home in Spain, and is expecting a fourth child with no worries.

“I will continue to work mainly from home and keep a great work-life balance,” she says. “I used to ‘live to work’ and give way too much, ending up overworked. I changed my mindset, stopped stressing and trying to do too much. I now ‘work to live’ and perform better than ever.”

Covid aside, Neguembor owes much to Cristina Niculae (now CEO at Interactive Gaming Group). “She was the first one I truly admired and was a mentor and inspiration. She really gave me much freedom to develop under her leadership and helped me grow,” says Neguembor, who enjoys baking and gardening.

She has lots of friendly advice to others entering the field: • Don’t be afraid to question and challenge what you do not understand or don’t agree with.

“The best way to learn and grow is sometimes to see things from another perspective.”

• Don’t just do tasks because you are asked to do them. Make sure you understand why the task needs to be done.

• Never say how high to jump. “When my managers have asked me to ‘jump,’ my first question is always ‘why?’”

—Bill Sokolic

M

My life motto became ‘Life is not about “waiting for the storm to pass, but about learning to dance in the rain.’”

AUGUST 2021 www.ggbmagazine.com

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NEW GAME REVIEW

by Frank Legato

Wheel of Fortune Mystery Link IGT

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GT continues to celebrate this year’s 25th anniversary of its venerable Wheel of Fortune franchise with Mystery Link, available with the inaugural base games of Lucky Pandas and Enchanted Tigers.

The base games are five-reel, 243-ways-to-win video slots. Both games are available on the manufacturer’s PeakSlant 49 with Wheel cabinet, which places the familiar bonus wheel above a 49-inch curved monitor.

The engaging, color-rich art package elevates the chance for free games, “moneyball” pointer symbols, and jackpot symbols.

The special Mystery Link feature is triggered when six or more colored pointers land on the screen with either a jackpot name on it or a color-coded question mark.

Each of the five colors relates to a pointer on the five-pointer wheel. When the mystery link is triggered, the number of pointers awarded lights up on the wheel and the player is prompted to spin it. When it stops, the question marks fill in with money values from the corresponding wheel pointer colors.

The player then begins three respins, and each time a pointer symbol lands, the respins reset to three. If all 15 reel positions are filled in at the end of the respins, the digital wheel flips over to reveal a jackpot-only wheel where players are guaranteed to win one of the five jackpots.

Manufacturer: IGT Platform: PeakSlant 49 with Wheel Format: Five-reel, 243ways-to-win video slot Denomination: .01, .02, .05, .10 Max Bet: 150 Top Award: $10,000 Hit Frequency: Approximately 40% Theoretical Hold: 4.91%-14.91%

Lucky O’Reilly AGS

T

his new video slot on the AGS Orion Curve cabinet is part of the Coin Bonanza game family, which utilizes the company’s “Cash on Reels” feature, which places coin symbols bearing credit amounts as reel symbols.

The base game is a five-reel, 50-line video slot featuring a fiveby-five reel array. The main Coin Bonanza bonus is a mystery feature that can appear at the start of any spin in either the primary game or on free spins. The feature drops a random number of Cash on Reels coin symbols to the reel array, and pays the accumulated total of adjacent symbols.

Three, four or five scattered bonus symbols trigger eight, 12 or 20 free games, respectively. Free games can be retriggered.

There are three levels of progressive jackpot, each won with five jackpot symbols on a payline. The Minor progressive resets at $100; the Major, at $800; and the top Grand, $10,000.

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Manufacturer: AGS Platform: Orion Curve Format: Five-reel, 50-line video slot Denomination: .01, .02, .05, .10, .25, .50, 1.00 Max Bet: 750 Top Award: Progressive; $10,000 reset Hit Frequency: 31.9% Theoretical Hold: 3.33%-14.02%

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Fortune Mint Fu Xing Gao Zhao Konami Gaming

T

his latest addition to Konami’s Fortune Mint series is presented on the new Dimension 49 cabinet, featuring a 49-inch portrait screen and the improved graphics of the new KXP platform.

The base game is a five-reel, 243-ways-to-win video slot with a unique multiplying feature. In the primary game, any coin symbol landing on one of the three middle reels changes to a multiplier of 2X, 3X or 10X, applied to any winning combination on the spin, or to a question mark. A question mark coin transforms into either a multiplier or one of three progressive jackpots at the end of the spin.

Multiplier coins also act as wild symbols. If one forms a winning combination, the coin win is again multiplied by the number appearing on the coin.

In other words, the win is increased by 4X, 6X or 1,000X. Each of the three linked progressive jackpots is triggered by any three symbols on spin showing matching jackpot levels—Mini, Major or Maxi. The Mini jackpot resets at 10,000 credits times the denomination; the Major, at 25,000 times the denomination; the top Maxi at 200,000 times the denomination.

Three, four or five scattered drum symbols trigger 10, 15 or 25 free games, respectively. Pays for all wins during free games are doubled.

Manufacturer: Konami Gaming, Inc. Platform: KXP Format: Five-reel, 243-ways-to-win video slot Denomination: .01, .02, .05, .10 Max Bet: 340, 680 Top Award: Progressive; reset at 200,000 credits times denomination Hit Frequency: 39.78% Theoretical Hold: 5.93%-14.81%

Lanterns of Destiny Everi Holdings

T

his new game series on Everi’s Empire Flex cabinet features frequent wild symbols in the primary game and two different bonus features that can result in multiple jackpots.

There are two inaugural base games, Floating Fortunes and Mystical Evening. Both feature colorful graphics across the Empire Flex 49-inch curved monitor.

The base game is a five-reel, 40-line video slot.

Above the four-by-five reel array on the tall curved monitor are floating lanterns that figure both in the primary game and bonus features. On any given primary game spin, a mystery “Wild Lanterns” feature can add up to eight wild symbols to the reels, some with multipliers up to 5X on winning combinations.

Wild Lanterns on primary games accumulate on a meter above the reels until triggering the “Mystery Lantern Pick Bonus.” The player picks five lanterns on the top of the monitor to win

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credit prizes, one of two static or three progressive jackpots, or additional picks. Because of the extra picks, multiple jackpots can be won in a single feature. The static jackpots are $15 (Mini) and $40 (Minor). The progressives reset at $350 (Major), $1,500 (Grand) and $5,000 (Ultra).

The Free Spins bonus can be particularly lucrative. When the feature is triggered with three or more bonus symbols, the reel array doubles to eight rows high. During the free-spin round, which retriggers frequently, “sticky wilds” are featured—up to 30 wilds, some with multipliers up to 5X, remain in place for the remainder of the feature.

Manufacturer: Everi Holdings Platform: Empire Flex Format: Five-reel, 40-line video slot Denomination: .01 (preferred) through 50.00 Max Bet: 420 Top Award: Progressive; $5,000 reset Hit Frequency: 29% Theoretical Hold: 3%-15%

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CUTTING EDGE

by Frank Legato

Learning Sportsbooks PRODUCT: “Sports Betting Basics” Course MANUFACTURER: Vector Solutions

ector Solutions is expanding its casino worker training program with a class focusing on America’s fastest-growing gaming segment, sports betting. The online course “Sports Betting Basics” is the company’s first to focus on the sports wagering component of casino operations.

Sports Betting Basics is among more than 125 casino-specific courses offered by Vector Solutions, which provides software tools for training, workforce management and risk mitigation for a variety of industries.

The company’s gaming branch, based in San Diego, and formerly known as Casino Essentials, has trained more than 200,000 gaming industry employees from more than 350 casinos. Because sports-betting laws differ from state to state and may change, Vector’s course will provide an overview of sports betting, focusing on issues such as its history in the United States, the road to legalization, betting terminology and common types of betting.

Sports betting experts helped prepare the text of the course, which includes several interactive elements. As with other Vector training offerings, employees can access the online course around the clock from anywhere, and supervisors can track who completes it.

In addition to the Sports Betting Basics course, Vector offers packages of

V

training in anti-money laundering procedures, cage and credit operations, cybersecurity and customer loyalty. Vector’s other casino offerings range from safety programs, including defensive driving, to leadership and human resources programs.

For more information, visit vectorsolutions.com.

Remote Gaming PRODUCT: WWS Technology MANUFACTURER: Apogee Gaming

ew Brunswick, Canada-based Apogee Gaming, in partnership with WWS (World Wide Slots), released the unique WWS Technology at the Indian Gaming Tradeshow in Las Vegas last month. The new technology connects the physical casino to the internet, by allowing players to access their favorite games and cabinets remotely, any time, any place, using a smartphone, tablet or PC. Players can now enjoy their favorite games, offered by their trusted casinos, without having to physically be at the casino when it is not possible for them to do so. The recent pandemic and its lingering effects have clearly shown the niche opportunity for this innovative product, now and in the future based on its convenience.

Casinos can now maximize the floor occupancy at all times, with both on-site and virtual presence. The product was launched almost a year ago in Europe, and multiple casinos are now reaping the benefits of increased traffic and revenue.

The technology allows operators to link in their games and/or provide as an option a camera to clearly show the player’s favorite cabinet and confirm its credibility. Players love the convenience of playing their favorite

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games at their leisure with their preferred devices.

With WWS, casinos can offer any EGM which has SAS ability with internet remote access to their players. Additionally, this solution can handle live and automatic roulette games.

“WWS Technology changes the gambling experience fundamentally,” says Jean-Louis Drapeau, general manager of Apogee Gaming. “World Wide Slots connects your EGMs to the gambling world. Players can have their favorite games and cabinets remotely.”

WWS is offered as a single solution, giving operators the ability to manage and monitor EGMs in real time. Additionally, electronic payment solutions are ready to install.

For more information, visit apogee-gaming.com or email jl@apogee-gaming.com.

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FRANKLY SPEAKING

by Frank Legato

Long Live Rock

I

n March, the Mohegan Sun Casino at Virgin Hotels officially opened in Las Vegas, on the bones of what for much of my career was where I stayed while in town, the Hard Rock Las Vegas.

I miss the old Hard Rock—not because they had good video poker (they did) and that great circular bar in the center, or the good restaurants or insane pool parties. I miss the rock ‘n’ roll stuff. I miss the portraits of Jimi Hendrix and Elvis Presley in the hallways and the guest rooms. I miss the omnipresent nods to the history of rock.

Most of all, I miss the memorabilia. When Sir Richard Branson, the flamboyant billionaire Virgin Hotels founder, bought the Hard Rock, he was coy about what happens to all that great, historical rock memorabilia now. At the time, he said he bought the memorabilia right along with the hotel. In June 2020, tractor-trailers hauled the invaluable items to an “undisclosed location.” We’re still waiting for the collection to resurface.

Here’s hoping it resurfaces soon, because there was a lot of very cool stuff in there: Elvis Presley’s key to the city of Las Vegas. The jacket Jimi Hendrix wore on the day of his death. Johnny Cash’s autographed Martin guitar. A complete display of Beatles memorabilia, from the lunch boxes and trading cards of their Fab Four days to John Lennon’s handwritten lyrics to “Imagine,” to a copy of the National Enquirer with the picture of Lennon’s body snapped secretly by a tabloid photographer in the New York City morgue.

They even displayed a section of the fuselage from the plane Otis Redding went down in, for crying out loud. You could still see his name painted on the side.

It was all part of the original collection of Hard Rock co-founder Peter Morton at the Hard Rock in Vegas, which he kept when he sold the Hard Rock cafes to the Rank Group in 1995, and thus, was not part of the deal when the Seminole Tribe acquired Hard Rock International from Rank in 2007. Hard Rock International’s memorabilia collection is separate from the one that I used to spend hours perusing in Las Vegas.

Meanwhile, the former JACK Casino was officially rechristened last month as Hard Rock Casino Cincinnati, with its own fresh collection of rock memorabilia. That collection includes a handmade dress worn by Lady Gaga for Frank Sinatra’s 100th birthday, Eddie Van Halen’s 1996 Porsche, a 1976 Harley customized for Motley Crue’s Nikki Sixx, and costumes first worn by artists including KISS, Fleetwood Mac, Stevie Nicks, Steven Tyler and others.

I’m sorry. As interesting as all that stuff is, how do you top Otis’ plane or Lennon’s handwritten lyrics? The good news is that Hard Rock International has a vast collection of memorabilia that can be rotated in and out of its various properties, and they’re always collecting more.

Of course, I’m adding to my own collection of rock memorabilia.

I’m looking into acquiring Ozzy Osbourne’s trash can, and Brian Wil-

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Global Gaming Business AUGUST 2021

son’s hanky, and I’ve got a line on half a cheese sandwich thrown out by Buddy Holly.

And then there’s Eric Clapton’s tool shed, complete with the weed wacker he once used to trim his hedges.

I’m open to any offers.

Meanwhile, I’ll keep watching for Sir Richard to resurrect some of the stuff from Hard Rock Vegas. Next time I see him, I’ll ask. (I think he’s avoiding me because he owes me money.)

Speaking of ancient rock history, Las Vegas is awash in rock ‘n’ roll residencies as live entertainment makes its return. The Righteous Brothers are doing a threemonth residency at the South Point. (Well, it’s really the Righteous Brother, Bill Medley, and his new partner Bucky Heard.) This month, Carlos Santana resumes his residency at the House of Blues at Mandalay Bay. In the fall, Rod Stewart starts a residency at Caesars Palace.

However, Las Vegas residencies— which, of course, began with the Rat Pack at the Sands when I was just a baby—have now spilled out to the next generation of rock entertainers. Gwen Stefani at Planet Hollywood. Bruno Mars at Park MGM. Katy Perry at Resorts World. The Backstreet Boys at Planet Hollywood over Christmas.

So, it’s come to this. Boy bands and judges from The Voice are replacing the rock idols of my youth, who replaced the crooners of my parents’ youth on Las Vegas stages. Oh, well. I guess it’s time to go collect some new memorabilia. Maybe I can swipe a jacket from Bruno Mars.

Did I mention I have a line on Boy George’s retainer?

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GOODS&SERVICES the convenience of being able to quickly buy chips without having to leave a table game to walk to the cage, an ATM, or one of our kiosks. During the Fast Cash trials, our players clearly appreciated the simplicity and speed of the system, which aligns with Morongo’s history of employing state-of-the-art technology to enhance our gaming experience.”

AC’S OCEAN CASINO COMMITS TO BUFFALO LINK

A MORONGO ADDS AGS, NEXGEN FAST CASH SOLUTION

A

GS and NexGen Technology have announced that Morongo Casino Resort & Spa near Palm Springs, California is implementing 40 NexGen Fast Cash mobile chip devices, a quick and easy way for players to buy chips at table games without having to touch cash or visit an ATM. AGS has partnered with NexGen to distribute the Fast Cash solution to its customers as part of the AGS suite of table games and table products. The solution is fully wireless, enabling players to stay comfortably seated at their favorite table game, where they can securely use their debit card to purchase chips through the Fast Cash wireless mobile device.

“We are thrilled to be in partnership with AGS on placing Fast Cash, the right solution for the right time,” said NexGen President and Chief Operating Officer David Balmer. “It’s convenient for players, allowing uninterrupted game play while reducing the risk of contact with bacteria and viruses. And it’s easy for casino operators to implement, with no connectivity to a gaming system required.”

AGS Senior Vice President of Table Products John Hemberger added, “It’s been exciting to work with NexGen on placing Fast Cash at Morongo Casino. By providing convenience for the player and ease of installation, we are confident that demand for Fast Cash will increase as casinos seek to add more cashless, contactless solutions.”

With the Fast Cash solution, players don’t need to register or enroll. They simply insert their debit card into the Fast Cash unit to purchase chips quickly and easily. An integrated printer provides player and dealer receipts.

Morongo Casino Chief Operating Officer Richard St. Jean said, “Fast Cash offers our players 50

Global Gaming Business AUGUST 2021

ristocrat Gaming reported that Ocean Casino Resort is now home to Atlantic City’s largest collection of Buffalo Link, which has become one of the most popular casino games in the U.S. “We are thrilled to offer our customers the largest collection of Aristocrat Gaming’s newest and most exciting title, Buffalo Link, in Atlantic City,” said Steven Pfann, senior vice president of gaming operations for Ocean Casino Resort.

“As we advance towards what is expected to be a very busy and successful summer here at Ocean, the addition of this highly anticipated slot product will only serve to bolster our casino floor.”

“Player response to Buffalo Link has been absolutely incredible, and they love how the traditional fun of Buffalo meets the thrill of Lightning Link and Dragon Link,” Aristocrat Gaming Senior Vice President of Commercial Strategy and Business Analytics Jon Hanlin said. “Now to bring Atlantic City’s largest collection of Buffalo Link games to Ocean Casino Resort is exciting for us as we play a role in the city’s full reopening.”

Buffalo is the gaming industry’s most popular theme, and Buffalo Link combines the theme and features of Buffalo with the central features and functionality of Aristocrat’s Lighting Link and Dragon Link. Buffalo Link brings the popular Hold & Spin functionality and five denominations to the Buffalo brand, and staying true to the legacy of Buffalo, Buffalo Link retains its classic free games feature along with new enhancements.

NOVOMATIC AMONG AUSTRIA’S TOP BRANDS

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n June 30, Novomatic came in second in the Austrian Brand Value Awards, given by the European Brand Institute. In spite of reduced rev-

enues in 2020, its 40th anniversary year, the global gaming technology player ranked just behind the undisputed winner, Red Bull, and just ahead of world-class jeweler Swarovski.

Despite the impact of Covid-19 in 2020, Novomatic’s brand value was assessed at €2.968 billion (down 16.3 percent) thanks to innovative strength and sustainability measures across the entire group.

The Austrian Brand Value Study 2021 determined those domestic company brands which are more than 45 percent owned by Austrians from the “trend Top 500 companies with the highest turnover in Austria.” The brand value was determined according to the current international standards ISO 10668 and ISO 20671.

With the granting of a sports betting license for Novomatic subsidiary Admiral in Germany and growth in the online segment, the global full service provider for the gaming industry “is well prepared for the future,” according to a company statement.

IGT EXPANDS WESTERN CANADA LOTTERY FOOTPRINT

I

nternational Game Technology PLC announced that it signed a contract with the Western Canada Lottery Corp. (WCLC) to provide 700 CrystalDual 27 video lottery terminals (VLTs). This marks the third time in five years that IGT has been awarded a significant VLT contract by WCLC following competitive procurements.

As part of the agreement, IGT will launch The Price is Right VLT content for the first time in the Canadian market. Inspired by North America’s highest-rated daytime television game show, The Price is Right is among the top player-favorite brands in IGT’s game library. In addition, IGT will introduce a market-attuned content bundle so players can select which game they want to play from a variety of titles available.

The CrystalDual 27 VLT features two displays

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delivering high-definition graphics. The cabinet has a first-class audio package, ergonomic design, enhanced player interface and a mobile device charging port.

In addition, the cabinets incorporate the Game to System (G2S) communication protocol, which enables new, advanced features for WCLC such as software download, remote configuration and software verification, and an embedded player user interface that delivers an interactive experience. These new VLTs will be connected by IGT’s Intelligen central system, operated by WCLC for machine accounting, event tracking, and system security.

CLARION GAMING TAPS CHAMBERS’ FULWOOD MEDIA

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larion Gaming announced that it has retained Fulwood Media, the new consulting and media agency launched by former Clarion Gaming Managing Director Kate Chambers, as Clarion’s new adviser on global strategy and industry relationships.

Clarion Gaming Managing Director Alex Pratt said Fulwood will operate alongside Clarion’s longtime agency Scott & Jones, to counsel the company.

“We operate in inKate Chambers credibly dynamic times, and we want to do everything that we can to ensure the steps that we take and our direction of travel resonates with all sections of the industry throughout the world,” Pratt said. “Kate will help us to achieve that, and I am delighted to have Fulwood on our side and part of the team working across all of our brands.”

Chambers, who spent more than a decade as managing director of Clarion Gaming, has been developing her new agency over the last six months.

“I’m delighted to launch Fulwood Media and to confirm Clarion Gaming as my first account,” Chambers said. “Relationships are essential in any industry, and the international gaming community is absolutely built on them.

Continuing now to use those contacts that I have developed over the last 12 years will enable me to support the industry that I love through the work with Clarion on both ICE and iGB as well as through my own projects. That will be something that will give me immense pleasure.”

CBRE GROUP ACQUIRES UNION GAMING

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BRE Group, Inc., a Dallas-based real estate investment firm, announced the acquisition of Las Vegasbased Union Gaming, a leading boutique investment bank and advisory firm focused exBill Lerner, Union clusively on the global gaming Gaming’s co-founder sector.

Union Gaming offers investment banking services, including public debt and equity underwriting, M&A and strategic advisory, as well as gaming sector thought leadership through its sector-leading research.

“Union Gaming fortifies CBRE’s position as a leader in the fast-growing global gaming sector,” said James Scott, managing principal of CBRE Capital Advisors. “We are excited to add to our investment-banking depth through the addition of Union’s talented professionals, deep relationships across the gaming sector and public-market capabilities.”

Union Gaming’s employees and CBRE’s existing Las Vegas-based gaming investment sales team led by Michael Parks will form a combined global gaming team. Bill Lerner, Union Gaming’s co-

founder, will serve as CBRE’s global head of gaming investment banking.

“We built Union Gaming on our singular commitment and belief in the long-term prospects for the gaming sector,” Lerner said. “Whether it’s the realization of casinos’ underlying real estate value, evolution of new gaming formats and technology, expansion of gaming in Asia, or the recent surge of sports and online gaming, there is no better partner to continue our commitment to this next chapter of the business than CBRE.” CBRE Group is a commercial real estate services and investment firm. The abbreviation CBRE stands for Coldwell Banker Richard Ellis. It’s the largest commercial real estate services company in the world.

MERGER TO CREATE AFFINITY INTERACTIVE COMPLETE

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Capital Partners, LLC, the private equity arm of Z Capital Group, LLC, a privately held asset manager, announced the completion of the merger of its affiliated portfolio companies, Affinity Gaming, a diversified national casino gaming operator, and Sports Information Group, LLC (SIG), a New York-based B2B and B2C global omnichannel sports, technology, digital, media and wagering business and publisher of the Daily Racing Form, creating Affinity Interactive.

AUGUST 2021 www.ggbmagazine.com

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PEOPLE GAMING LEGEND JOHN ASCUAGA DIES AT 96

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n June 28, gaming industry icon John Ascuaga died at age 96.

Almost at once, tributes began to pour in for the entrepreneur who created the concept of Reno-Sparks as a single enJohn Ascuaga tertainment destination.

It was 1960 when Ascuaga, then general manager of the Nugget Casino Resort in Sparks, decided to buy the property from Dick Graves. Over the next few decades, he turned it into a leading resort.

“To me, he was larger than life,” said former Sparks Mayor Geno Martini. “He was well-respected and knew how to grow and grow.”

Nevada Resort Association President Virginia Valentine said his name “is synonymous with Sparks and Northern Nevada, as he was a driving force in the gaming resort-hotel industry’s evolution and expansion. Mr. Ascuaga will always be remembered as one of Nevada’s visionary industry leaders and will be greatly missed.”

And Gary Carano, executive chairman of the board of directors for Caesars Entertainment, called Ascuaga an “unwavering friend.”

“Nevada has lost a true pioneer, and the entire Carano family is deeply saddened by the loss of John Ascuaga,” Carano said. “And while the community has lost one of its pillars and the gaming industry has lost a trailblazer, those of us whose paths crossed John’s have lost a mentor, a leader, and a great friend.”

In a statement, Nevada Governor Steve Sisolak said Ascuaga turned the Nugget into “a family-run gaming juggernaut for more than 50 years.

“John walked the casino floor daily and popped into the restaurants to visit with tourists and employees alike,” Sisolak said. “From scholarships to countless fundraisers to special events, they made sure John Ascuaga’s Nugget was there to help.”

SENECA GAMING APPOINTS NEW DIRECTORS

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t a recent annual meeting, the board of directors of Seneca Gaming Corp. selected its officers for 2021.

Dr. Lori V. Quigley was reappointed as chairwoman.

In addition to her role with the Seneca board, Quigley also serves on the board of direc-

Lori V. Quigley

tors of the National Indian Education Association.

A longtime higher education professional, Quigley provides professional training seminars on social justice from a Native American perspective.

Terry L. Nephew, vice chairwoman, is serving her second three-year term on the board. Nephew has worked in the gaming industry for more than 10 years, including as assistant director of the Seneca Nation’s Class II gaming operations and as an inspector with the Seneca Gaming Authority. A member of the Turtle Clan, Nephew lives in the Cattaraugus Territory.

John Y. Waterman Jr., treasurer, served as chairman of the Seneca Gaming Authority from 2017 to 2018 and previously worked in the casino regulatory operation. Geneva A. Locke, corporate secretary, is serving her first term on the board. With over 10 years of gaming and marketing experience, Locke has previously worked with both the Seneca Nation’s Class II gaming operations and Seneca Gaming Corp., cultivating numerous business relationships within the gaming industry. Locke resides on the Cattaraugus Territory with her family and is a member of the Wolf Clan.

MORONGO CHAIRMAN MARTIN RETIRES AFTER 40 YEARS

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orongo Tribal Chairman Robert Martin, 70, first elected chairman in the 1980s, retired June 29.

Martin was at the helm in 1987, when the Morongo Robert Martin and Cabazon tribes won the Supreme Court decision that led to the development of tribal gaming across the continent. He served a total of 18 years as chairman and an additional 11 years on the council.

Martin did not seek reelection. “I have thoroughly enjoyed my journey as I worked with our Tribal Council, our membership and leaders in all branches of governments to advance self-reliance and tribal sovereignty,” he said in a statement. “I’m proud of the great progress our tribe and our Tribal Council have made together during my tenure as we created new economic and educational opportunities for our members, our region, and all of Indian Country.”

Referring to the landmark 1987 court decision, California v. Cabazon Band of Mission Indians, the Morongo tribe said in a statement, “That watershed decision fueled an economic and social renaissance that brought roads, clean water, housing, health care, jobs and education to reservations across the U.S.” Martin’s successor Charles Martin (no relation) praised the retiring leader.

“Hardworking, engaging and entrepreneurial,

Chairman Robert Martin’s leadership transcended generations and cultures. He is an inspiration and a role model for tribal leaders everywhere, and we look forward to benefiting from his continuing wisdom and counsel for many years to come.”

EUROPEAN CASINO ASSN. APPOINTS BOARD

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he European Casino Association (ECA) elected a new board of directors at a meeting on June 28.

European Casino Association Board

New Vice Chair Bettina Glatz-Kremsner will join Vice Chair Pascal Camia in helping to lead the organization through post-pandemic challenges.

“I look forward to fulfilling my additional duties as vice chair during this exceptionally difficult period for the land-based casino sector,” said GlatzKremsner, who said the industry must “meet and adapt to the challenges of sustainability, responsibility, safety and inclusion.”

Thomas Schenk has been reelected treasurer for an additional term and the ECA also welcomed new board members Erwin van Lambaart, CEO of Holland Casino; Domi De Wilde, of the Belgian Casino Association; and Tiina Siltanen, general manager of Casino Helsinki.

GGB

August 2021 Index of Advertisers

Acres Manufacturing . . . . . . . . . . . . . . . . . . . . . . .9 AGEM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .49 AGS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .2 Aristocrat Technologies . . . . . . . . . . . . . . . . . . . .56 Aruze Gaming . . . . . . . . . . . . . . . . . . . . . . . . . . . .29 Casino Style . . . . . . . . . . . . . . . . . . . . . . . . . . . . .52 Casino Player Media . . . . . . . . . . . . . . . . . . . . . . .43 Eclipse Gaming Systems . . . . . . . . . . . . . . . . . . . .27 Everi . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5 Fantini Research . . . . . . . . . . . . . . . . . . . . . . . . . .51 Fox Rothschild . . . . . . . . . . . . . . . . . . . . . . . . . . .23 GAN . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7 G&T Awards . . . . . . . . . . . . . . . . . . . . . . . . . . . . .45 iGaming Player . . . . . . . . . . . . . . . . . . . . . . . . . . .47 Global Gaming Business . . . . . . . . . . . . . . . . . . . .10 IGT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .55 IGT PlaySports . . . . . . . . . . . . . . . . . . . . . . . . . . .11 Incredible Technologies . . . . . . . . . . . . . . . . . . . .21 J Carcamo & Associates . . . . . . . . . . . . . . . . . . . .35 Reed Expo . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .17 The Innovation Group . . . . . . . . . . . . . . . . . . . . .39 TransAct Technologies . . . . . . . . . . . . . . . . . . . . .33

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CASINO COMMUNICATIONS

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Chief &A Richard Sneed Eastern Band of Cherokee Indians

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ichard Sneed was elected vice chairman of the Eastern Band of Cherokee Indians in 2015 and principal chief in 2017, and re-elected in 2019. Sneed is dedicated to diversification of the tribal economy, and has led an effort to enter commercial gaming, which has occurred with the purchase of Caesars Southern Indiana. To hear a full podcast of the interview, which includes details of how the tribal casinos responded to the pandemic and why the Cherokees opposed the opening a casino by the South Carolina-based Choctaw Band in North Carolina, visit GGBMagazine.com.

GGB: How did the Cherokees get into gaming, and how have you achieved the success that you’ve had so far?

Harrah’s wasn’t part of the Caesars family. Casino Magic responded, and I don’t even remember who the third respondent was; I’d never heard of them either. And interestingly enough, I grew up in New Jersey, because my mom’s from there. I’ve actually worked on the Atlantic City Boardwalk, as a teenager. So I was familiar with Bally’s and Harrah’s and Trump. And so it seemed to me to be a no-brainer to go with Harrah’s, and I was very grateful that the tribe did at that time.

Has anything changed now that Harrah’s is a member of the Caesars Entertainment family?

We still have a tremendous relationship with Harrah’s, even under the Caesars umbrella, which is why we’ve stayed with them in our management agreement for 24 years now.

Chief Richard Sneed: We first began around

1994, when the initial approval was given by tribal council to go into Indian gaming. It wasn’t something unanimous, even among our tribal citizens. There was some pushback; in fact, there was a group that said they, point-blank, did not want gaming. But I don’t think anybody could imagine our tribe without it today, some 26 years later.

What was the economic state of the tribe prior to engaging in the gaming industry?

Prior to gaming, really our only source of revenue was tribal bingo, which we were very proud of. It was the world’s largest; it seated 5,000 players at the time. That was only open two weekends a month. And so, other than that, tourism was our economy, and of course, that’s seasonal. So, really, once the last leaves fell off the trees in October, that was it. Everything shut down. It was a ghost town, and there was a lot of unemployment, and a lot of poverty as well.

Tell us why you decided to partner with Harrah’s initially.

There was an RFQ sent out, and there were three firms that had responded. At that time, 54

Global Gaming Business AUGUST 2021

Harrah’s Cherokee was a success right from the start. It was clear that this was going to be a big revenue stream for your tribe.

Absolutely. I don’t think anybody could have anticipated how successful it was going to be. I think on the opening day, the casino actually ran out of cash.

So, that’s a pretty good problem to have. We were not prepared for the influx of people, and thought it would develop over time. But it happened right out of the gate, and it really hasn’t stopped since.

Let’s talk about Caesars Southern Indiana. There have been a few tribes that have successfully entered the commercial market. Why did your tribe decide to pursue this opportunity?

It’s a matter of looking toward the future and understanding that the attitudes toward gaming in this country are changing rapidly. And we wanted to be well-positioned, so that when those markets opened up, we would be able to compete for gaming licenses in those emerging markets.

So this could lead to other opportunities, if this one is successful?

Absolutely. The idea that we can just rest on our

laurels with our very successful Indian gaming operation isn’t wise. Our people are dependent upon the services that we provide, and we have a very robust health care system here, a very robust education system, and we’re very proud of our post-secondary education system, where we pay for our tribal citizens to go to university, all the way through Ph.D. We want to ensure that those benefits exist seven generations into the future. And so we can’t just rest on our laurels and expect that things will always remain the same, because everything’s always changing.

You decided to retain the Caesars brand. Is that because the Harrah’s brand in North Carolina has been so successful for you?

Well, there are several factors. Obviously, the very successful relationship we’ve had with them. But more importantly, the Caesars Rewards program.

We want to continue to retain our players, and ensure that we’re not losing our players to other brands. And so, the brand loyalty is important, the rewards program is important, and the relationship has just been phenomenal over the years, and we want to continue to foster that relationship, because it’s mutually beneficial.

You put together a great team, starting with the former Caesars regional president, Scott Barber.

He’s got a lot of experience, and the team itself has a lot of experience, particularly in your specific market. What is your expectation when you do take over the property?

We want to keep continuity with the existing staff.

We didn’t want to come in and create upheaval by changing leadership. So, we’ve kept the leadership team that we have there, and all the employees.

There are some improvements we want to do on the property—just some upgrades, capital improvements, especially the hotel, because the hotel is older. We’ve been very successful at our property here in Cherokee, with very high customer satisfaction ratings. And so, we wanted to foster that same type of behavior and outcomes at the CSI property.

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