× Gambling News In-Depth iGaming Calendar Connections GI Friday Trafficology GI Magazine
GGA 2019 AffiliateCon
IN-DEPTH 7 August 2018
DraftKings Co-Founder Matt Kalish: Drafting a plan for the future
To invest time and money on a pivotal Supreme Court decision has been considered a risk that only few companies dare take. DraftKings Co-Founder and Chief Revenue Officer, Matt Kalish, gives GI readers the scoop on how the company has been gearing up to capitalise on this goldmine market in the past 12 months
By Gambling Insider

In what ways have DraftKings been active in the lead up to the Supreme Court’s ruling on PASPA?

DraftKings has been actively discussing and preparing for sports betting since the Supreme Court made the decision to hear the PASPA case in June of last year. We have spent a year preparing a compliant sportsbook product and we feel will be very competitive in the US marketplace. Most recently, we opened a New Jersey office and named a head of sportsbook to oversee the development of the sports book vertical. We look forward to continuing to build up talent in house, improving our sportsbook product, and continuing our work with state legislatures and regulators as formal sportsbook regulations are established.

Are there any states you plan on targeting first?

There are a few states that have actively worked to be at the forefront of regulating this emerging industry. Our early focus has been on New Jersey, as they have led the way for sports betting all along.

States will still need to pass sports betting legislation and put in place the necessary regulatory framework. We anticipate some states moving fairly quickly and having operational sports betting products in 2018. Other states will have a longer process before sports betting is permitted. And there will be some states which make the decision to not pass legislation that permits and regulates sports betting.

We have spent the last few years interacting with legislators, regulators and other stakeholders, in an effort to pass fantasy sports legislation in states across the country. DraftKings is especially well-positioned to navigate this state-by-state process.

What lessons have you learned from marketing daily fantasy sports that can be transposed in any sports betting rollout which DraftKings undertakes? Our core DFS customer is very similar to the American sportsbook customer – they are sports fans who don’t want to just watch sports, but they want skin in the game, too. They want to make predictions, compete, and play as they watch the sports they love.

We think we will have a unique opportunity to offer sports betting products to our DFS customers and similarly convert new sports betting customers into trying fantasy sports for the first time. Regardless of our approach, we have a continued commitment to innovation and providing our customers a variety of products and services.

What has been the biggest challenge for DraftKings in setting up its sports betting business?

Similar to our experience in DFS, we have had to get up to speed with a new product category quickly, find the right partners, and scale up the organisation in a short amount of time. When scaling DFS, we went through the experience of having single years where we have grown our user base ten-fold, and more than tripled our headcount. Being able to rapidly and successfully scale up the DraftKings team in all areas, integrate a lot of new talent, all while maintaining our extremely high bar for driven people with the right skills and values, is essential and hard.

DraftKings, with our existing DFS product and world class in-house engineering and product team, has always been especially well positioned to enter the sports betting market. Since the Supreme Court made the decision to take up New Jersey’s case, DraftKings has been preparing for PASPA to be overturned and the ban on sports betting to be lifted. We had to commit significant resources a year ago, not knowing what was going to happen with the Supreme Court. Our process paid off and DraftKings aims to be ready to go on Day One in most states.

How will DraftKings current relationships with the leagues and professional sporting associations (leveraged via its DFS) have to evolve to accommodate sports betting? Have you already started these sorts of discussions with them?

We’re fortunate to have extremely strong relationships with numerous professional leagues and teams, they have supported us tremendously, and in turn we believe we have created incredible engagement for their content through our Daily Fantasy Sports offerings. We think sportsbook will be equally important to creating strong fan engagement for the leagues and teams. While some of our relationships may evolve and change somewhat given the Supreme Court’s decision, we expect to always maintain strong, productive relationships with our league and team partners.

In your opinion does this existing relationship with the associations give you an advantage over your competitors in this area? And why?

Absolutely. Leagues and teams are our strategic partners, and we already collaborate on a variety of projects that drive fan engagement through our existing DFS product. With the new sportsbook product, many leagues have already moved to embrace the opportunity to see a safe to play, legal and regulated sportsbook product. None of us want this product to exist in the black market, absent of important consumer protections for sports fans. We want fans to have protections while becoming closer to the games they love. We think we share the same goals, serve the same audience and our relationships make achieving our mutual goal possible.

Where do you see are the biggest issues for gaming businesses expanding their offerings into sports betting?

Navigating the state by state regulations will be challenging for many gaming companies. Fortunately, DraftKings has spent several years passing fantasy sports legislation in multiple states and setting up the necessary internal compliance structure. Ultimately, we think that experience will give us a competitive advantage over others in the space.

Additionally, customer insight will be an issue for many operators not currently serving many American consumers. As an American company based in Boston, MA with over ten million customers, we are confident we can succeed in resonating with American consumers.

In your opinion, does the legalised sports betting market represent a more significant business opportunity for DraftKings than pursuing its ambitions in the DFS market?

We think the combination of DFS and sports betting will be incredibly attractive to our existing customers, and expect both to provide growth steadily as many players will engage in both products. We think the combination of DFS and sports betting will be incredibly attractive to our existing customers—and new ones. DFS and sports betting are unique products which offer different, complimentary fan experiences.

In your opinion are there any cross-pollination opportunities available between your sports betting business and your more established DFS offering?

The customer we serve for both DFS and Sportsbook will be the same customer – sports fans who want skin in the game. We think the brand we have built is extremely strong in sportsbook; we are front of mind for American sports fans looking to not just watch the game, but who want to play.

We expect that many within our customer base will adopt sportsbook if the state they live in passes legislation and implements regulations and consumer protection. We will have a unique opportunity to have the first look when our players consider sports betting products they want to try as this new space emerges.

We see exciting opportunities to further diversify our product offering with sports betting, and build on our unique ability to drive fan engagement with the sports, teams and athletes they love. We think we will have a unique opportunity to offer sports betting products to our DFS customers and similarly convert new sports betting customers into trying fantasy sports for the first time. Regardless of our approach, we have a continued commitment to innovation and providing our customers a variety of products and services.

Given your company's experiences over the past six years, in what ways does the example of DFS legalisation in the US serve as a guideline as to how the potential legalisation of sports betting might go?

The process of legalising sports betting will take many years, as state legislatures and Congress weigh legalisation and regulation moving forward. We expect that sports betting regulations will differ state-by-state as with fantasy sports. Some states are actively working towards developing sports betting legislation, and made clear their intention to be ready to license operators at the first opportunity to do so. I expect other states, in the next few months, will also take this stance. As with fantasy sports, there are necessary steps potential operators must take in order to offer sports betting in an individual state. Our experience working with state legislators and regulators on fantasy sports has us well positioned to navigate this process.
IN-DEPTH 4 September 2019
Virtual reality: Creating next-gen experiences for players

Singular CEO George Shamugia discusses a new revenue stream for casino operators

The competition in online gaming is intensifying, with players becoming more and more demanding. In some markets, single-customer acquisition costs can reach up to €400 ($440) alongside growing churn rates. Furthermore, the online gaming sector struggles to attract one of the most lucrative groups of players – millennials. The experience provided by casinos no longer appeals to the younger generation.

On  the other hand, the video gaming industry perfectly understands the needs of millennials and by introducing elements of luck in their games offers the best of both worlds. With the launch of loot box systems and Grand Theft Auto’s in-game casino, we have seen their first successful steps in targeting the online gaming sector. GTA V online, with 33 million active players, recently opened an in-game casino, where players gamble real money on games such as poker, roulette, slots, etc. As a result, churn users returned and GTA Online reached the highest number of active players since its launch in 2013.

The online gaming industry has almost fully utilised the potential of the mobile medium. The time has come to look for new, innovative ways of delivering a next-gen experience to customers.

The potential of VR

Could the next big thing for online gaming be a fully fledged virtual reality (VR) casino delivering an immersive experience and limitless new opportunities?

Although not widely adopted yet, VR has a sizable number of customers. Analysts predict it’s poised for explosive growth to become mainstream in about five years. According to market intelligence firms, the VR market will be worth $117bn by 2022, and according to Juniper Research bets made through VR will reach $520 billion by 2021. Upcoming 5G mobile network technology will propel VR’s mass adoption by allowing the development of fully portable untethered and affordable VR headsets.

Different level of social interaction

The captivating nature of gambling comes from its social aspect. Unfortunately, personal interaction is widely missing from online gambling sites. VR technology creates multiple opportunities to bring back and even enhance that social moment. The ability to connect with other players is one of the main reasons behind Fortnite’s popularity. This form of co-experience is the next generation of entertainment. Research conducted by Facebook has found participants spend more time on VR compared to any other medium. This directly translates into increased profits for casinos.

Pokerstars has made efforts in this direction by implementing Voice UI. Instead of using hand controllers to make a call, pass, or raise, players give voice commands.

Another opportunity for bringing in the social element are the players’ avatars. They enable players to build their identity reflected in the avatars’ appearance, but also the avatar's social, competitive and community status. For instance, players are willing to pay real money for virtual drinks at the bar. Operators can offer these social touchpoints for free to VIP customers as an act of appreciation.

VR also brings a new dimension to customer support. Customer support can also be represented with avatars to assist the player in person. The social moment increases the LTV of players and contributes towards lower churn rates.

Rethinking game design

VR is a way more capable medium than a 2D mobile or desktop screen. Instead of copying the existing online experience, games must be redesigned from the ground up for a competitive advantage with VR. For example, a VR slot game can become fully immersive by teleporting the user into the slots’ world of Ancient Egypt. Next, enrich the experience with high-fidelity graphics, realistic spatial sounds and animations. When betting on virtual race cars, the user can be teleported inside the car he/she made a bet on and experience the race firsthand.

New revenue streams

VR casino lobbies create new revenue stream opportunities: ad placement of brands on the venue walls, company logos decorating the bar etc. This kind of branding is not intrusive in the VR space and feels natural from the user's perspective. VR also gives users the ability to change venues from a Las Vegas casino today, to Macau or even Mars casino, the very next day. The dynamic and diverse experience increases retention rates.

The majority of profits for online gaming operators come from their high-roller players. Although they represent a small subset of active players, an operator can launch a separate VR casino brand for them. Providing exclusive VR gaming experiences to high rollers/VIPs, the operator can minimise churn and maximise VR efforts for these player demographics.

The catch with VR is to focus on quality, rather than scale. The target audience might be limited yet, once these players experience it, they will become ambassadors for your offering.

Surely, the opportunities and possibilities offered by the VR medium truly exceed anything offered by mobile and desktop. VR is a new frontier not just for gaming but for every industry, and it’s exciting to see where it takes the industry and what kind of innovation it brings upon us.