How Stats Perform is taking CONMEBOL betting to the next level June 17, 2020 Spelinspektionen reminds operators of AML responsibilities July 2, 2020 Share StumbleUpon Related Articles Share The Premier League is back: How will the betting market react? June 16, 2020 Some of the leading suppliers to the sports betting industry offered their insights into the future for sportsbook personalisation based on automated customer segmentation, advanced behavioural analysis and predictive AI-driven models. The third round table participant was Sporting Group, represented by its CEO Simon Trim.SBC: What role does pricing and risk management have to play in the differentiation of a sportsbook offering?Simon Trim (Sporting Group): The concepts of differentiating on price and managing your risk to suit your book have been increasingly ignored by operators for most of the past 20 years. The advent of mainstream in-play betting in the mid-2000’s delivered a whole new profit vertical for operators, initially fuelled by largely unofficial (and therefore cheap) data, allied to Point of Supply (PoS) regimes that promulgated tax mitigation strategies.The result has been many operators (and suppliers) eschewing pricing and risk management as a discipline and offering a sports betting service based on commoditised (often scraped) pricing instead. Price differentiation has been sacrificed on the mistaken basis that if everyone offers the same odds they can’t be wrong, hence you don’t need to employ pricing and trading experts to position you differently.Simply deploy mass market bonusing and free bet offers to drive volume from a soft customer base, view sports betting as primarily an acquisition tool for casino and you have the “go-to” sports betting business model for most operators over the last 10 years. The problem the industry now faces is that the factors that gave rise to this model (and the only factors under which it could be successful) have changed forever. Data is no longer cheap. Tax burdens have increased and mitigation has become harder as Point of Consumption regulation has replaced PoS. Licensing, technology and marketing costs have also increased during a time when theoretical margins have declined.The result has been operators looking to get out from under a burden of cost and declining revenue, either through seeking scale via consolidation or through the adoption of a cheaper “turnkey” option – overlooking the fact that white-labels only work in grey or black markets with low cost overheads. As we’ve seen this year, the casualty list of operators that can’t make it pay is starting to grow. Price differentiation underpinned by expertly managing actual book exposure is now a missing piece in most operators’ value chain, and one that without deep domain knowledge and skill is an impossible one to replace. This is why we developed our automated Risk Adjusted Pricing (aRAP) service to complement our existing suite of B2B pricing and trading solutions. As a set of products, these are designed to offer operators a margin enhancing, bespoke pricing service whilst reducing operational overhead. aRAP adjusts prices on a per-operator basis, allowing sportsbooks to differentiate their offering based on the business they see and their own appetite for risk, rather than merely laying a sheet of tracing paper over bet365. The resultant price is bespoke to the operator, enabling both product differentiation and profit maximisation.SBC: How can operators build on their customer analytics to both enhance player experience and drive higher margins?ST: Customer analytics is at the heart of delivering the “holy grail” of personalisation to enhance customer experience. Currently it is still quite basic. with industry understanding not going much further than leveraging knowledge of customer preferences (be that sports, bet type) to allow operators to serve users with content and promotions with greatest relevance to them. Whilst it is natural to look at the likes of Amazon and Netflix for how to develop the concept further, there is again added complexity for sportsbooks. For example, the underlying content of in-play betting is much more dynamic than musical preferences and TV shows, so building engines to generate relevant, real-time personalisation is much harder.Additionally, unlike casino, the most relevant metrics in sports betting are skill-based. These are often the hardest behaviours to objectively identify and analyse, resulting historically in sportsbooks making decisions on customers via an overly subjective, manual process. Add in the increased regulatory requirements tasking operators to be proactive in the areas of safer gambling and AML prevention and it becomes clear that access to a fully automated, integrated, deeply intuitive set of scalable analytics tooling is a necessity. Whilst the area of customer analytics has become a recent industry buzz term, making objective decisions that optimise business benefit and maximise user experience often require solving exceedingly complex questions. Unless it has already been iterated over several years, any current solution that claims to objectively quantify client behaviour is likely to be sub-optimal. At Sporting Solutions, we originally developed “Profile” as an objective analytics engine capable of identifying skill on an anonymised customer data set, which we’ve now integrated into aRAP to support real-time price optimisation based on specific customer activity. This allows the operator to refine prices based on the activity of their own client base and drive margins further. This real-time view of player behaviour can also support player safety requirements (we’ve developed and continue to iterate a “welfare” rating to flag customers who may be at risk of gambling harm) and supports Compliance and Credit processes in relation to AML.SBC: A lot has been said recently about gamification, what can it do for sportsbook? ST: The value of gamification is similar for sportsbooks as it is for many other industries. In the broadest sense, it helps widen the acquisition funnel and creates increased customer engagement with the brand. At Sporting Index, it has often been used to help educate customers on how sports spread betting works (which at first sight can seem quite a complex betting product), giving them increased understanding and the confidence to trade more readily. Gamification is more likely to attract younger audiences, which is as important for sportsbooks as any other industry. This is especially the case when the “traditional” elements of the sector that previously attracted first-time bettors – such as horse racing and retail – are in long-term decline. However, there is also an irony here that leads back to the importance of price differentiation. While brand innovations and new front-end products (such as bet builder for example) can drive increased acquisition and higher margins in the short-term, they are products and techniques that quickly become adopted across the wider sports betting landscape and therefore only have a transitory impact on the bottom-line.For the reasons outlined above, the barriers to entry around the adoption of pricing and risk management excellence are much higher, so operators that can transition their business model and re-introduce differentiation in this way will have a sustainable competitive advantage. There is a paradox that the operators who will ultimately win the battle for the new generation of customers are the ones that look to adopt the industry processes last seen as relevant in an age before many of those customers were born. Submit
The Raiders had considered playing in the 49ers’ Levi’s Stadium in nearby Santa Clara, before reaching a deal to play at the MLB Giants’ AT&T Park (now Oracle Park) in San Francisco. But the 49ers nixed that deal, citing territorial rights.The Oakland agreement, approved unanimously by the Coliseum Stadium Authority, calls for the Raiders to pay $7.5 million, plus $750,000 from previous fees, to rent Oakland-Alameda County Coliseum. There is also a $10.5 million option for the team to play there in 2020 if their new $1.8 billion stadium in Las Vegas isn’t ready in time. That facility is currently set for completion in July 2020.The Oakland City Council and Alameda County supervisors must vote to approve the agreement, but those votes are expected to be formalities. The Raiders will have one final season in Oakland after all.Team owner Mark Davis reached an agreement for the Raiders to play one more season at Oakland-Alameda County Coliseum, according to multiple reports. The team, which is relocating to Las Vegas for the 2020 season, had spent months searching for a home for next season after the city of Oakland filed a federal antitrust lawsuit against the team and NFL over the franchise’s pending move. Friday’s development is welcome news to Raiders Nation. Many fans, and even Oakland players, went into the home finale last December thinking it could be the final game in the city.
It’s already becoming a busy transfer window for QPR.West London Sport revealed on Monday that Tjaronn Chery is set to leave the club after asking for a move – and today revealed that it is because he is set to move to China.The midfielder is not the only player who could be on his way out of Loftus Road.Veteran midfielder Karl Henry has been told he can leave following a fall-out with boss Ian Holloway.And Rangers will listen to offers for striker Sebastian Polter, who is looking to return to Germany this month.Embed from Getty ImagesHolloway is keen to bring in new faces – and QPR are targeting a deal to sign winger Kazenga LuaLua on loan from Championship leaders Brighton.Meanwhile, the R’s have signed defender Ethan Kaiser, 17, from non-League Carshalton Athletic. Ads by Revcontent Trending Articles Urologists: Men, Forget the Blue Pill! This “Destroys” ED x ‘Genius Pill’ Used By Rich Americans Now Available In Netherlands! x Men, You Don’t Need the Blue Pill if You Do This x What She Did to Lose Weight Stuns Doctors: Do This Daily Before Bed! x One Cup of This (Before Bed) Burns Belly Fat Like Crazy! x Drink This Before Bed, Watch Your Body Fat Melt Like Crazy x Follow West London Sport on TwitterFind us on Facebook
SmallHD’s latest touch screen monitor is an affordable and practical way to view footage on set.All images via Behind the Screens.SmallHD recently announced their latest touchscreen monitor, the FOCUS, which can improve your videography workflow by allowing you to swipe through software tools. Aside from the excellent improvements to their interface, SmallHD has also made the screen significantly brighter and more accessible with more viewable angles.The FOCUS features more pixels per square inch than an iPad with retina display, and it offers wonderfully simple touch screen navigation.One of the most useful features of the FOCUS is the Tilt Arm. This mount enables users to tilt the screen 180 degrees, ensuring perfect shot composition and lighting from both sides of the camera. This will significantly help solo shooters who need to film themselves on location. The FOCUS also comes with a shoe mount so you can add a microphone to your rig.Specs:2-3x brighter than most camera LCD screensWaveformFalse colorFocus assist3D LUTsPixel zoom180 degree tiltThe FOCUS will be available for preorder in May 2017 and will begin shipping in June. For more updates on the monitor and its upcoming release, sign up here. (Right now, you can preorder at a NAB special price of $499.)Be sure to check out the rest of our NAB 2017 coverage on the blog, and stay tuned for more updates.
zoomImage by WMN Italy’s Fincantieri has entered into a binding Memorandum of Agreement (MoA) with China State Shipbuilding Corporation (CSSC) and Carnival Corporation & plc for the construction of two cruise ships, with an option for additional four vessels.The deal, subject to several conditions, has a value of around USD 1.5 billion for the first two ships, which will be built for the Chinese market at the SWS yard, a facility of CSSC Group. The first delivery is expected in 2023.“We are proud to be able to order the first China-built cruise ships and play a leadership role in developing cruise shipbuilding capabilities for the first time in China, which represents another important milestone in building a sustainable and prosperous cruise industry, and demonstrates our commitment to helping China become a leading cruise market as part of its five-year economic development plan,” Arnold Donald, CEO of Carnival Corporation, said.The deal comes on the back of a joint venture agreed between Fincantieri and China’s shipbuilding conglomerate CSSC aimed at developing and supporting the growth of the Chinese cruise industry.The joint venture was set up to design and sell cruise ships intended and customized for the Chinese and Asian markets.