Robin Harrison, Global Content Director B2B at Worldgaming (formerly Clarion), and Alexandra Kavelich of SOFTSWISS recently discussed the evolving landscape of the iGaming industry, examining how trends emerge and what changes are worth noting. Harrison pointed out that the industry's center of gravity is shifting, with notable growth now emerging from regions like Latin America and Africa. He emphasized that Africa holds significant potential, but entering its markets presents challenges.
Harrison also highlighted a possible 'changing of the guard' among tier one operators, noting the impressive performances of companies like Superbet and Kaizen Gaming/Betano in these emerging markets. This raises questions about whether these operators will regain market share in Europe, especially given the increasingly rigid regulatory frameworks and rising taxes.
Kavelich echoed Harrison’s observations about geographical shifts but also underscored a change in operational mindset. Earlier, operators were primarily focused on how quickly they could penetrate new markets. Now, discussions revolve around ensuring the right technology is in place, navigating local regulations, and scaling operations without sacrificing quality or player experience. She believes that this shift indicates the industry's direction rather than suggesting it is maturing.
With rising regulation and heightened competition, speed is no longer the only metric for success; businesses must now build reliable technology and transparent partnerships that facilitate long-term growth. Kavelich emphasized their commitment to investing in market intelligence and expertise, essential for helping partners make informed decisions, as seen in their annual iGaming Trends report series.
The conversation then turned to the increasing availability of data within the industry. Kavelich remarked that while there is more data than ever, this doesn't necessarily enhance the industry's ability to anticipate changes. Instead, this abundance of data highlights a significant opportunity for growth. iGaming still faces challenges in consolidating fragmented data into actionable insights, and many companies are now focusing on data-informed product development rather than merely reacting to market changes.
She cited the emergence of prediction markets as a good indicator of this change, with companies beginning to adapt this concept for the iGaming sector. SOFTSWISS, for instance, has developed a Prediction Markets Platform that aligns with existing sportsbooks and casinos. This adaptation represents a proactive step towards leveraging emerging signals into scalable business opportunities.
Harrison added to Kavelich's points by stating that data alone does not guarantee foresight. For meaningful analysis, it must be combined with industry knowledge and an openness to reconsider assumptions. He also pointed out that communicating data effectively is crucial, as exemplified by the mixed responses to the tax changes in the Netherlands, where industry warnings did not align with market reality.
When discussing the value of information, Harrison argued that in a commoditized information landscape, the ability to interpret data is what truly matters. Shifts in their approach to market analysis have led to a deeper focus on understanding the 'why' behind trends rather than merely reporting the 'what.' Kavelich concurred, noting that as nearly everyone gains access to the same data sources, the distinguishing factor is how information is interpreted and acted upon strategically.
The dialogue also addressed the tendency within the industry to overlook current opportunities while chasing future trends. Harrison suggested that gaming excels at problem-solving, yet this capability risks being overshadowed by the relentless pursuit of growth. He cited the longer-term views seen in land-based casinos, where operators like Wynn and MGM Resorts have made decisive moves away from certain markets.
Kavelich countered this perspective by asserting that the primary risk is not merely missing current opportunities but becoming distracted by novelty at the expense of lasting value. In their view, sustainable success in technology is anchored in fundamental principles such as reliability, compliance, and player experience. Building trust is essential for gaining confidence in adopting new technologies and expanding operations.
Both Harrison and Kavelich concluded that a healthy industry prioritizes core fundamentals, focusing on sustainable growth without over-reliance on constant innovation. The drive for speed in a growing industry can often create a hamster wheel effect, where maintaining momentum overshadows long-term strategies.
