GMB – Oddsgate recently released a guide on 2025 trends in iGaming. What were the main challenges in preparing this study?
Wagner Fernandes – It was something we did more with pleasure than effort. We were developing the study and this allowed us to talk to a lot of people. We shared ideas and received important input. This study, first of all, is important because it positions us in front of the players in the sector and has everything to do with the issue of regulation in Brazil, which is not only a regional issue, but also a global issue.
We saw this recently at ICE Barcelona. It is a topic that everyone is talking about. It is not restricted to the Latin American market or even the European market. Many people have their eyes on Brazil. So, we did a study focused on Brazil and the rest of Latin America, because it seemed to us that it would have some contact in a certain way with the reality, in some cases pre-regulatory, in others even post-regulatory, but still not very mature.
We focused only on acquisition, retention and engagement to talk a little more in depth. We did not cover all aspects of iGaming, but only these points so as not to present an incomplete study. Obviously, the difficulty was in directing ourselves to people who seemed to us to be experts in this subject, and not in iGaming in general.
So, we opened the range a little wider to experts in legal topics, because of the issue of regulation, who could give us more input, beyond what the normal marketer can talk about. In addition, we did our research, with our own insights and tried to be not only an interviewer, but also a researcher and expert. We thought it was important to make our contribution to this study.
With five years of legalization of the market and only now being regulated, the sector already had its dynamics. Did this make the study difficult, considering that the market has self-regulated and issues of engagement, retention and acquisition have not changed much?
They have changed or will change. I think we are still in this process of change. The paradigm is different, I think that is what matters. If we want to move forward, this is the main insight of the study: the way acquisition is done will change.
Now the entry bonuses are gone. Does this make acquisition a little more difficult?
Exactly, it forces us to think more in the medium and long term than in the short term. All entry bonuses, and we understand this from experience at Oddsgate because we have CRM Management services for our clients. There is an ambivalence about entry bonuses. Ending them may not necessarily be bad for operators. This drastically increased registration data and, hypothetically, even FTDs, but then there was no LTV of these players. The LTV of these players, who were attracted in this way, was dramatically low or non-existent. When we talked about sign-up bonuses, for example, we had no benefit here, and on the contrary, even a loss. That's why this paradigm has changed.
A less ethical form of acquisition through third parties will also have to change, and this is already happening. There needs to be a perception of brand building and not just the creation of a bookmaker. It will be necessary to create a brand that people want to interact with. This requires much more than simply making the acquisition. The operator will have to understand how it will present itself to the player, from that first moment to how he is betting and interacting with the bookmaker.
The study addresses three aspects: acquisition, retention and engagement. How can acquisition and retention be combined as a marketing strategy to approach the market?
One aspect that is strongly linked and that was mentioned several times is the part of brand building, of the player relating to the brand and being aware of it. This implies that the brand must have a type of positioning and offers that make it stand out from the rest.
In other words, it is not just about the brand offering a better or worse bonus. It is much more than that. And how can this be done? With personalization. We are still in the early stages of artificial intelligence, but I am sure that it will greatly help in this decisive step of hyper-personalizing the player experience. The concept is to offer the right product to the right person at the right time. We have to change our thinking and know that the player realizes that, whenever they want, the brand will be available to provide them with entertainment and a good time.
This must be foreseen from the beginning, at the time of acquisition and with the right strategies, for later application of hyper-personalized retention tools. We should not say the same thing to everyone, but rather directly to them. The more trust and closeness the bookmaker shows to the player, the greater its success will be. There are other retention tools behind it, such as compliance rules, payment methods and even more technical issues, so that the user can trust that bookmaker when they want to do something. So, these two methods are linked. I agree that one does not work without the other. We will not have good retention without good acquisition, and also good acquisition does not work if we do not later have ways to retain those we manage to attract to the brand.
Talking to the end user via artificial intelligence, which makes it possible to identify their behavior, is an extremely valuable tool. Is this topic also included in the study?
Yes, definitely. These tools ensure that attention is drawn to the relationship between the bookmaker and the player. Artificial intelligence is a tool, not an end in itself. There are several support tools that are powered by artificial intelligence. But human intervention is important, because personalization is also this: one person talking to another.
It is not just about delivering an appropriate offer, but delivering it in a human way, from person to person. In other words, it seems to me that artificial intelligence must be seen as an excellent tool, whether analytical or technological, but then what will distinguish the bookmaker and the footprint and relationship with the user? This will make the distinction and separate the wheat from the chaff.
In general, are operators grasping this concept adequately to truly acquire and then retain their users?
I think so. It seems to me that this opening in the market is already beginning to happen and operators are already taking steps towards changing their mentality. It's not easy for some, because that's how they saw their businesses grow. It's a method that has worked, not for everyone, but for those who know how to do it. Now, we have to realize one thing: as the famous saying goes, what got us here won't get us there.
We are in a new era and it's time to think differently, in a more structured, more constructive way. Because, especially speaking to local operators in Brazil, this regulatory process has brought competition from huge multinational companies. In other words, they come with a lot of knowledge, proven track records and very strong brands. So, those who are here can no longer think the same way they did 3 years ago. We need to look at the models that have worked in other markets and replicate that success in a more robust way.
This change in mentality is also reflected in the way bookmakers view players. What was once seen as a person with a simple bet, a simple number, now has to be treated as a customer, with an entire process of engagement and relationship?
Exactly, and that is what is happening. The player is no longer seen as a number or a simple transaction. The focus is on the player as a long-term customer. And this requires a change in approach. Bookmakers need to adapt so that the player feels that they are being treated in a unique way, with full attention, so that they feel valued and, therefore, come back to place more bets. This type of relationship also involves a more human experience, with personalized offers, with communication that is relevant and that speaks to the player directly and at the right time.
You talk about personalization. Are operators prepared to use all the technological tools they have at their disposal, such as behavioral data and artificial intelligence, to truly deliver a unique experience for the player?
Most operators are already beginning to understand the importance of this, but there is still a lot to be done. The technology is there, but the big question is how it will be used effectively. We are talking about using data to predict player behavior, to create tailored offers and to improve the entire user experience.
However, this requires a major change in the culture of companies. Many operators are still in the process of learning how to use these tools more strategically. And this is one of the points that we also highlight in the study: the importance of having a robust infrastructure, both in terms of data and technology, to support this end-to-end personalization.
In this evolution, with the regulations already in place, what do you believe will be the next big step for the iGaming sector?
The next big step will be the maturation of the regulations. In other words, Brazil has a solid foundation now, but the regulations will need to be adjusted and refined over time. It will be a work of continuous improvement, in a way that benefits both operators and players.
In addition, we will see more investment in innovation, not only in the development of new products and services, but also in the creation of more immersive experiences for players. Technology, such as augmented reality and virtual reality, will start to appear more strongly in the iGaming sector. This will be a true revolution in the way people play and interact with bookmakers. Basically, the sector is in a process of transformation that will bring great growth potential for those who know how to adapt to the new demands of the market and consumers.
What invitation do you have for operators who are coming to Brazil in relation to Oddsgate's offerings?
We are fortunate to have professionals on our team who are very familiar with the Brazilian market, even before it was regulated. So, I would say that, more than just a platform with all the necessary features and certifications, and even more, we are technology sellers and not just a platform provider. We always work hand in hand with the client to set up their operation, analyzing all the requirements and tools necessary for this. Among them, an excellent CRM Management and others. We sell a highly specialized and premium service to our clients, with dedicated account managers. Clients will find technology, consulting services and even operationalization at Oddsgate, if they need it.
Source: Exclusive GMB
