What stood out in your conversations with operators at SBC Summit in Lisbon?

The opportunity to talk to operators face-to-face allows us to get beyond the practical questions and dive more into “what is the client’s strategy / what are they trying to achieve” with their virtual sports offering. It’s a fantastic time to increase our understanding of our client’s goals and tangibly influence how they can best leverage Kiron virtuals and other content to drive revenues up in both their Sportsbook and Casino offering.

So, really, SBC Lisbon provides valuable time with partners to look beyond individual requests and discuss their wider plans. For account management, the next step is to bring that context back to the team and agree what needs to happen. Those conversations are most useful when the broader strategy discussion leads back to something specific we can bring to life together.

‍

Where do virtual sports sit in operators’ wider content strategies today?

It varies considerably between partners. Some have an established virtual sports audience and are looking for additional titles or formats. Others are still deciding how to introduce the category.

We need to understand that starting point before making recommendations. A partner expanding an existing offering will need a different conversation from one launching virtual sports for the first time.

Our portfolio gives us plenty of options. The account management role is to help identify which of those options suit the operator’s audience, platform and plans, then support their introduction.

‍

Across the markets Kiron operates in, where do operator needs overlap and where do they differ?

Reliable delivery, straight forward integration and responsive support matter across markets. Operators need to know what to expect from us and who to speak to when something needs attention.

The differences are often in the details. The sports that punters relate to, the devices they use, connectivity and the balance between retail and online all influence the approach. Familiarity with virtual sports matters too.

Even within the same market, two operators can have different audiences and priorities. We bring our experience to the discussion, but we need to understand each partner’s business before recommending a content mix or launch approach.

What helps an operator give virtual sports a meaningful place within its offering?

Players need to be able to find the games and understand what is available. Placement, navigation and clear information about how to play all deserve attention when planning a launch.

In retail, staff also need to be familiar with the offering so they can answer basic questions confidently & easily facilitate betting transactions

After launch, we should review the experience with the operator. That includes looking at whether the content is easy to access, whether the presentation is clear and whether anything needs adjusting. Keeping that conversation going gives us a better basis for recommending additional content and supporting the category over time.

‍

How are changing entertainment habits influencing the support operators need?

Mobile use and shorter sessions put more emphasis on how easily players can access and follow a game. Loading, navigation and presentation all contribute to that experience.

For account management, it means paying attention to how our content works within the operator’s actual environment. We need to understand any difficulties they are encountering and bring useful feedback to our product and technical teams.

Operators know their audiences, and we know our content. Working closely gives us a better chance of making sensible choices about the games, delivery and presentation. ‍

‍

Looking ahead, what would meaningful progress for virtual sports look like and what will you take forward from Lisbon?

I think there is so much innovation in front of us for Virtual Sports. The beauty of the category is that we can adapt familiar sports to changes in betting behaviour relatively easily – that is something unique to virtuals that is more difficult to achieve in live sports.

I would like to work with more partners on a strategic approach for the category, from the initial content selection through to how we all support it after launch. That gives both sides a shared understanding of what we are working towards.

My focus after Lisbon is on following up with partners, confirming priorities and making sure the right teams are involved. Some discussions may lead to additional content; others may highlight something we need to improve in an existing offering.

The relationship needs that continuity. Regular contact helps us respond as a partner’s business develops and keep our recommendations relevant.