## Constructing Tomorrow: Is a Unified Approach the Sole Path Ahead?
The interactive entertainment sector is alive with discussions surrounding “unified experience” approaches. During the latest ICE Totally Gaming gathering, it felt as though every other display was proclaiming a shift towards this multi-faceted strategy. However, what does it truly signify, and how does it influence a company’s promotional blueprint?
A group of specialists at the Cross-Platform & Multi-Channel Gaming assembly addressed this very inquiry: **Do businesses lacking a unified approach face a significant hurdle?**
The discussion, guided by **Sean Keane, Platforms Lead at Mybet**, assembled a range of viewpoints:
* **Gerhard Burda, Chief Product Architect at Inspired Gaming Group**
* **Claire Barry, Director of Digital Planning & Strategy at Camelot**
* **Ciara Nic Liam, Director of Casino & Games at Rank Group PLC**
* **Nikolaos Papazoglou, Group Director of Product Management & Planning at Intralot**
The central question they explored was straightforward yet critical: **Is it truly *essential* for businesses to adopt a unified approach?** Does a significant customer base genuinely desire interaction with a brand across various channels, or is this simply a specialized preference?
**Claire Barry** provided valuable observations from her time at Camelot: “We’re observing that customers express a desire to engage with us through both physical stores and digital platforms, even though their actions might differ between the two. As an illustration, a crucial aspect of purchasing a lottery entry is the ability to subsequently verify the outcome.”
Weve observed that a large number of retail consumers engage with our brand digitally, through our website or app, but primarily for exploration. They haven’t embraced the online gaming environment to the same degree because they favor the ambiance of a physical establishment.
Consider Grosvenor Casinos, as an illustration. They manage 56 casinos throughout the UK and hosted 1.7 million individual guests in the previous financial year. Through client engagement, they ascertained that approximately 45% of these patrons also participate in online gambling, just not with Grosvenor. It’s vital for physical businesses, particularly in the casino sector, to identify methods to close this divide and cultivate brand allegiance that carries over to their digital footprint.
Numerous avenues exist to steer patrons toward a company’s online platforms. In my view, it hinges on crafting a unified customer journey. Consumers should seamlessly connect with your brand, whether it’s via their smartphone, tablet, desktop, or face-to-face. This entails utilizing your assets to deliver a consistent encounter at every interaction point, from loyalty initiatives and reward notifications to highlighting special occasions or promotions at your physical venues.
Postscript:
The entire notion of a “unified customer journey” surfaced alongside the proliferation of mobile devices and their influence on digital retail. Individuals exhibit different behaviors on their phones compared to a desktop computer. The mobile experience revolves around immediate satisfaction. However, irrespective of how someone opts to engage with your brand, maintaining uniformity is paramount. That’s the puzzle everyone is striving to solve.
Was the shift toward a multi-channel framework a deliberate choice? Does the entire group fully embrace a multi-channel approach?
GB: I believe so, as we acknowledge that multi-channel users are a genuine occurrence. The information reveals that roughly 20% of participants interact with the game in a truly multi-channel manner, and we understand these participants are highly valuable – we have no desire to let them go.
Nevertheless, a genuine multi-channel approach signifies possessing technology that is entirely interconnected, and that’s the obstacle. Currently, we are still restricted by having distinct structures and the way they communicate with each other – for instance, with promotions, which also necessitate a multi-channel resolution.
Certain businesses assert they are fully incorporated, but I don’t believe anyone has truly achieved that yet.
Are there justifications to be wary of a multi-channel approach? Is it only effective in specific circumstances?
CB: I wouldn’t say I’m doubtful, but I do think that when you possess two separate back-end frameworks and two marketplaces, and you desire to introduce something novel like a tangible scratch ticket in a store and a game in the online or mobile realm, there are occasionally constraints with digitalization and retail distribution. There’s a significant amount of effort and deliberation required for that. The lead times in retail differ greatly from what’s needed in a digital setting. The way that prospect is presented to the customer is also quite distinct.
The physical encounter a patron has in a brick-and-mortar establishment vastly differs from their digital interactions. Consequently, promoting these encounters necessitates separate strategies. This is not inherently detrimental, but it mandates meticulous consideration.
For example, consider whether online marketing tactics should be employed for customers engaging with omnichannel retail. The response is unequivocally affirmative.
Previously, we simply enrolled everyone in a standard membership, but we were oblivious to their actions once inside – perhaps they were secluded, enjoying a beverage, savoring a meal, or trying their luck at the blackjack or roulette tables. We resolved this dilemma by enhancing our loyalty program. Now, patrons merely swipe their membership card, and instantly – we can monitor their activity, grant them points based on their expenditures, and even discern if those points were accrued at the bar or on the gaming floor. This enables us to establish targeted connections with our clientele. We utilize email, text messages, and even traditional direct mail to maintain contact.
The crux is pertinence. We wouldn’t unleash a message like “You were here recently, join our blackjack competition!” because we might be unaware if that patron has ever played blackjack, let alone understands the rules.
The obstacle is that omnichannel remains in its infancy within this sector. You are catering to diverse customer demographics, and determining how to effectively engage each one is an ongoing endeavor.
Gen Z, particularly the sub-25 crowd, appear indifferent to the allure of traditional lottery ticket purchases. While they present a significant hurdle, other consumer segments offer opportunities to foster engagement through loyalty initiatives and strategic alliances.
One striking observation is the willingness of individuals to divulge personal information online, contrasted with their reticence in physical stores. Requesting a name for loyalty program enrollment is often met with suspicion. Reconciling this online-offline disparity poses a considerable obstacle.
Consider age verification for our vending machines. How do we implement this effectively if customers are hesitant to share personal details? This disconnect between brick-and-mortar and the digital realm is a pervasive industry challenge.
Technically, achieving seamless integration across both spheres is complex, but the greater obstacle lies in organizational alignment. How do we ensure everyone is working in unison?
It’s counterproductive when our mobile team is poised to deploy a new feature but faces delays due to retail side integration. This is not an individual failing but rather a symptom of structural limitations within the company.
When mandated to deliver outcomes quarterly, adequately deciphering the distinct hurdles of each platform becomes improbable. The strain is substantial.”
“This is where the power of predictive modeling and genuine data examination enters. For companies like us, present in both the online and brick-and-mortar realms, it’s paramount to grasp that while our company takes precedence, the customer comes next. Connecting with the correct customer at the opportune moment with the appropriate communication is key. We must value the customer. I can’t have my customer relationship management team distributing identical promotional offers to every single customer who enters our online platforms and physical locations. They’ll just patronize another business if you don’t engage with them as individuals.”
“Ought game structure and gameplay differ across platforms? Varying perspectives exist on this matter, and I hold my own. Constructing and upholding a unified brand is vital, but does that necessitate identical game mechanics? Frankly, I’m unconvinced. Others contend it must be fully consistent. My skepticism stems from observing how players exhibit distinct behaviors depending on the setting.”
“Inspired provides a prime illustration from 2015. We observed the same mathematical framework and game excelling in both digital and land-based environments. Conversely, another viewpoint posits that bonus rounds excel digitally, while complimentary spins prove more impactful in retail. It hinges on comprehending the subtleties of each platform and the customers who gravitate towards them.”
The realm of mobile games experienced a period of frantic experimentation when device capabilities surged. Currently, a more strategic approach is emerging. Game creators are recognizing the paramount importance of information: analyzing player preferences, cultivating a distinct brand identity, and customizing gameplay are crucial factors that differentiate successful titles from failures.