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Senators discuss transfer forgiveness, union support

first_img“I definitely saw a significant change in the rigor of my academics when I came from my old school … My transition was a little rough,” Chuang said.  A resolution aiming to ease the academic transition for transfer students was proposed during an Undergraduate Student Government meeting Tuesday. The resolution advocates extending the Freshman Forgiveness program to transfers. The program currently allows first-year students to retake up to three classes in which they received a grade of D+ or below.   Sen. Emily Johnson said that the testimonials from workers motivated her work on the resolution and emboldened her to educate other students through clipboarding campaigns.  Commitment to the pact encourages prioritization of academics and self- care practices such as using mental health resources at Engemann Student Health Center during the elections process.  McMorran hopes the resolution bolsters support for the union and encourages students to respect the workers at USC.  “These people are not invisible,” McMorran said. “They are here, we interact with them every day. “  One of the proposed changes limits slates to a maximum of three people. Slates involve multiple candidates running together on the same platform points. Assistant Director of Elections and Recruitment Julia Katcher said that since slates have a historic advantage during elections, reducing the number of people allowed on a slate campaign team will level the playing field.  Additionally, senators proposed a resolution declaring formalized support for the 800 housing and hospitality workers during their new contract negotiations. The resolution stated that “the workers represented by Unite Here! Local 11 deserve good-faith contract negotiations and support from the University community.”  Later during the meeting, the Election and Recruitment team presented changes to the 2020 USG Elections Code. The team incorporated feedback from senators in their proposal to change parts of the election process.  Sen. Angela Chuang, who transferred from George Washington University, was inspired by her difficulty adapting to the environment at USC to help author the resolution.  Chuang believes that extending the policy would be an important step in improving the transfer experience.  “I have heard several people talk about how it’s great that they get benefits, but that shouldn’t be a substitution for a livable wage, especially one that doesn’t keep pace with the increase of living in Los Angeles,” Johnson said. The resolution cited multiple studies on the “transfer shock” phenomenon, which theorizes that the change in academic environment for transfer students results in a GPA dip during their first semester at a new institution.  The team also changed the definition of a write-in candidate. Write-in candidates will need to be written on the ballot. Previously, write-in candidates names would be printed on the ballot and received many of the same privileges, such as USG advertising their platforms.  If passed, the resolution will allow transfer students to retake up to one course of any undergraduate level from their first semester at USC. It referenced data from a survey conducted by the USC Transfer Student Community that revealed 89.4% of the 565 respondents believed extending the forgiveness program “would help transfers if provided.”   In lieu of advice from senators, workshops administered by the Election and Recruitment team will provide insight for candidates on how to run a successful campaign.  Sen. Christopher McMorran said he appreciated the inclusion of the wellness pact in the proposed changes, saying that  running for office took a toll on his mental health. The wellness pact is a voluntary agreement candidates can sign that emphasizes “the importance of prioritizing the mental health and well-being of candidates during the stressful elections process,” the presentation read.  Other personal testimonials from transfer students who struggled during their transition to USC were also included in the resolution. One student said that struggling to raise their GPA after underperforming during their first semester at USC led to lower self-confidence and contributed to a harsher transition.  “It’s supposed to be designed to help alleviate students of that stress, knowing that they can possibly retake a class if they’re not doing well and, hopefully, focus efforts on what they need to,” Chuang said.  The changes also prohibit USG senators, executives and members of the marketing team from publicly endorsing candidates as well as counseling candidates during the race.  USG senators discussed resolutions regarding a potential Transfer Forgiveness policy and supporting union-protected USC staff during a meeting Tuesday. (Ally Wei | Daily Trojan)last_img read more

Round table – Sporting Group: The future of sportsbook personalisation

first_img 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. 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