The Rank Group plc Capital Markets Day 24 May 2017
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The Rank Group plc Capital Markets Day 24 May 2017
Agenda
• Welcome
₋ Henry Birch
• Mecca retail
₋ Alan Morgan
• Grosvenor retail
₋ Martin Pugh
• Digital
₋ Bede Gaming, Michael Brady & Dan Smyth
₋ Rank, Adam Joseph & Darren Moffett
• Close
2
Mecca Alan Morgan
Alan Morgan
• Hospitality & Leisure background
• Pubs, Hotels, Restaurants, Retail, David Lloyd Leisure
• Part of the Exec team that demerged Spirit Pub Company from Punch Taverns, listed it, created and rolled
out 3 new brands and then sold it to Greene King
• Joined Rank in September 2016
• Views on Retail Bingo market based on eyes from a different perspective – Big upside to be had but must be
experiential and social based reasons to visit to attract different customer base
• We can do what most other leisure operators do but they can’t do what we do – USP...
4
UK Bingo Market
• The UK bingo industry consists of 358 bingo venues Operator Venues
Gala Bingo 131
• 20% of total machines can be B3/B4 machines Mecca 85
Majestic 16
• Bingo licences are permitted in any part of the UK Carlton Clubs 13
Club 3000 12
• Mecca is the second largest operator (by venue) of bingo Castle 11
clubs
Beacon 8
Others 82
Total 358
5
Mecca Retail – The context
• Overall customer numbers in growth over the last 18 months
• Admissions from traditional core customers are in decline (although ahead of the market)
• Cash flow from core customers is robust - take per head growing well, cost control is strong, low capex cost
• Limited innovation across the industry in the past, but we are positive about driving new types of customers
• Early evidence from our trials on both existing product changes and new innovation is exciting
6
Mecca Retail – The Plan
• Stage 1 - Implement robust cost control and disciplines to improve profitability now and ensure increased revenue
converts heavily to the bottom line ongoing
• Stage 2 - Take the quick revenue opportunities through improved service & better upselling ongoing
• Stage 3 - Get more from the customers we’ve got through product change & innovation to improve spend per visit &
frequency ongoing
• Stage 4 - Attracting a new audience with the assets we have today through different events & targeted marketing
early success
• Stage 5 - Drive really exciting and long term growth with new concepts (conversion and new sites) close to launch
- Multi purpose proposition for some of our clubs
- Luda
7
Cost control results so far
2013/14 2014/15 2015/16 Q1 16/17 Q2 16/17 Q3 16/17
Salaries & wages £m 44.6 43.9 45.0 12.0 11.6 11.1
% revenue 20.6% 20.3% 20.4% 22.1% 21.9% 20.3%
Operating hours 3,805 3,697 3,690 917 896 850
Weekly Av’000 73 71 71 71 69 65
Promotional costs £m 19.6 21.9 19.5 4.8 5.7 3.4
% revenue 9.0% 10.1% 8.9% 8.8% 10.8% 6.3%
• Operating hours reduction driven through club benchmarking & £ revenue per labour hour focus
• Promotional spend has much stricter control groups to measure effectiveness and focus on better balance
between profitable and non profitable admissions (this does have an impact on admissions number)
8
Product innovation for SPV growth
SPV 2013/14 2014/15 2015/16 Q1 16/17 Q2 16/17 Q3 16/17
Bingo £2.80 £2.61 £2.76 £3.10 £3.20 £3.37
% Var (6.9)% 6.0% 12.1% 15.8% 22.1%
Interval games £7.54 £7.74 £7.77 £7.75 £8.00 £8.00
%Var 2.6% 0.4% (0.2)% 3.0% 2.9%
Slots £5.78 £6.06 £6.31 £6.47 £6.68 £6.57
% Var 4.7% 4.2% 2.5% 5.8% 4.0%
F&B £1.91 £2.07 £2.19 £2.18 £2.29 £2.37
%Var 8.4% 5.5% (0.2)% 4.6% 8.5%
Total £18.36 £18.90 £19.58 £20.07 £20.88 £21.12
% Var 3.0% 3.6% 2.5% 6.6% 7.9%
• New bingo calendar & new games to drive incremental play. Improved National Game and benefit from
increased Max units
• New style games with more interaction for customers that drive rate of play
• Additional titles, VIP programme improved and increased events / tournaments (opening hours being reviewed)
• Menu re-engineered to drive penetration into premium dishes, service at table & impulse purchase
9
Product innovation for admissions growth
• Theme nights rather than discounting to drive frequency of existing customers
• New events & games created to attract different audiences
Examples:
₋ Students nights (Mayhem Bingo / Batty Bingo)
₋ Young professionals (Bonkers Bingo)
₋ Alternative night out (Big Bingo Bash)
1011
New concepts 13
14
Bingo
• High footfall location in a city centre or the High Street
• Compact footprint, typically 2.5k - 5k sqft
• Slots lounge with the latest technology and games
• Time and price flexibility – a “pay as you go” bingo model rather than traditional time bound sessions
• Coffee shop style F&B with pizzas and other hot food
• Appealing to a new audience
• Modern, open, inviting environment
15Product
Bingo
• Primary purpose of venue
• Full programme of games throughout trading day with a combination of
– Bingo Variant (fixed odds) games. Multiple titles available on Max and paper ticket printed on demand.
Games played on video wall every 6 minutes, or on demand on EBT every 2 minutes
– Key Cashlinks with Mecca estate and wider industry played on Max only
• Primarily delivered via new Captec 8” tablets with bingo and slots content
Slots
• 100% digital offer from 4 main suppliers
• 26 cabinets in Walsall (15 Cat B3; 11 Cat C)
• 2 x freeplay cabinets to encourage customers to trial
• Single TiTo journey via VideoBet platform
• 5 x retro arcade cabinets to drive additional footfall and interest in venue
16Product
F&B
• Seen as vital component to break down barriers, drive footfall, dwell time and TPH. Key differentiator vs
High Street gaming offer
• Food offer by day part;
– Breakfast – pastries, porridge, granola, bacon rolls
– Lunch – sandwiches, panini’s, pasta bowls
– Evening – pizza’s, chicken wings & strips, hot dogs, nacho’s
– Cakes, tray bakes, muffins, impulse purchases available all day
• Drinks offer
– Limited alcohol range – beer, wine, cider, mainline spirits.
– Lavazza coffee delivered by bean to cup machine
– Soft drinks range
17Luda - Walsall 18
• Initial capex of £800k per unit which is expected to reduce through learnings to £500k
• Return on investment in 3-4 years
• Rollout pace dependent on success and property
19Mecca next generation
What is it:
• A multi-use leisure venue that at its core combines, a flexible venue for bingo and events, competitive F&B
with a broad gaming experience and the latest technology, all day, every day
Who is it for:
• Gender neutral
• 25-45 years core audience, 45+ & sub 25 secondary audience
• Adult only in the gaming areas but with the ability for bar area to allow families during the day
• Demographic: C1/C2/D
• Groups and individuals dependent on needs
Food Bar & Sports Bar Games & Arcade Room Slots Room Events & Bingo Room
20Summary
• Making good progress against the plan in all areas
• Patting our heads and rubbing our tummies... (Attract new and keep old)
• Cost control now very strong
• Product innovation is delivering
• Venue innovation happening
• Exciting times ahead
21Q&A 22
Grosvenor Casinos Martin Pugh
Martin Pugh
• Leisure and lottery background
• Previously managing director for Virgin Active and Camelot
• Joined Rank in January 2015
• Previously managing director of Mecca until September 2016
24UK Casino Market
• The UK retail casino industry consists of 146 operating
Operator Operating Total
licences with 27 in London and 119 in the Provinces Licences Licences
• In total, there are 182 1968 Act licences and 16 2005 Act Grosvenor Casinos 65 77
Genting 40 56
licences
Caesars Entertainment Ltd 9 11
• Six casinos are operating under the 2005 Act (Grosvenor A&S Leisure 5 6
Double Diamond 5 7
operates a small category casino in Luton) and it’s expected Aspers/Aspinalls 5 9
that a further 2-4 will open, leaving six licences dormant Club 365 2 3
Clockfair 2 2
• 2005 Act licences are entitled to a larger number of slot Guoco 1 1
machines, whereas the 1968 Act casinos slot machine Others 12 26
entitlement is capped at 20 Total 146 198
• Each licence is within a permitted area and can not be
transferred
• Grosvenor Casinos is the largest operator (by venue) of
casinos
25UK Casino Market
• The casino market attracts over 20m visits a year with
14m in the Provincial casinos and 6m in London Annual Visits from UK Casino Estate
Total Annual Visits Average Weekly Visits
• Gaming handle totals £7.4bn and the sector generates
22,000 3,000
gaming revenues (excluding spends on slots) of £1.0bn 1 2
Average Weekly Visits
20,000 2,500
with an average spend per head of £48
Total Annual Visits
18,000
2,000
• London is segmented into the ‘Upper segment’ which 16,000
1,500
14,000
contains six casinos aimed at the high end of the 1,000
12,000
market with the other 21 casinos attracting a broader 10,000 500
customer base 8,000 0
1997/98
1998/99
1999/00
2000/01
2001/02
2002/03
2003/04
2004/05
2005/06
2006/07
2007/08
2008/09
2009/10
2010/11
2011/12
2012/13
2013/14
2014/15
2015/16
• London accounts for c65% of the total gaming revenues
with London Upper, accounting for 36% of the total
London revenues Notes:
1. Deregulation: abolished 24hr rule, advertising now permissible, machines
• Historical growth has come from new openings and de- increased to 20 from 10 and added note acceptors, S21 machines added in
addition to B1 machines
regulation through abolition of membership rules, 2. Smoking ban and removal of S21 machines
advertising and slot machine entitlement
26Introduction to Grosvenor
• Grosvenor operates 67 licences out of 56 venues – 45 in Provinces, 9 in
London and 2 in Belgium
• 19 casinos were acquired from Gala in May 2013
• Market share of over 37% based on number of visits
• Average casino size of 21k sqft
• 726 tables and 1,280 slot machines
• Average revenue of £7.3m per club and £1.2m profit per club
• 1.6m active customers as at 30 June 2016
Market Share of Visits
38.0%
37.0%
36.0%
35.0%
16 Q1 16 Q2 16 Q3 16 Q4
Calender quarters
27The Grosvenor Customer
• 27% Female/73% Male
Current Income Mix
• Average age of member is 40
• Average frequency of visit 5.2 per year; up 11% YOY Card Room
Games
Food & Drink
8%
• 65% of income comes from casino games with machine 4%
revenues at 23%
• Trend is for growth in machine revenues with a 5ppt increase in Gaming
the share of total income over the last 5 years. This has been Machines
23%
driven by improvements in service, experience and product
• Spend per visit is £40 in Provinces and £98 in London Casino
Games
• Stronger bias towards casino games in London with 78% of 65%
revenues vs. 57% in the Provinces
• Roulette remains the most popular game with 77% of play
followed by Blackjack. This has been consistent over the last 5
years
282016/17 In Context
A year of significant change:
• Enhanced Due Diligence – continuing challenge, but progress being made
• People and cost base restructuring – Project One and Refocus:
• Project One: Standardisation of employment contract T&Cs
• Project Refocus: £6m of savings through management delayering and other operational cost savings
• Technology investment – Neon and Single Account and Wallet
• Neon Cash desk system implemented July 2016
• Machines, Table and loyalty system being rolled out from June 2017
• Benefits include:
• Provides a basis for omni-channel gaming solution
• Increased Anti Money Laundering and Responsible Gambling compliance through increased
knowledge of customers
• Improved loyalty functionality
• Improved monitoring and optimisation of machine and table performance
29Our Approach
• Major focus on step-changing London performance (45% profits in 9 casinos)
• Introduce a new, more leisure-based offering in major provincial centres
• Refurbishments at Leeds and Nottingham are the first of this type with a roadmap of future schemes
• Maintain transactional approach and tight cost control in other provincial casinos
• Continued product and service development driving new customers and spend per visit
• Drive multi-channel play
30Provincial Venue Development
Leeds:
• Scheme to modernise and create a leading gaming
experience at a cost of £2.7m
• Offers 20 tables with 40 slots and 38 electronic gaming
positions
• Trading in line with expectations and competes with the
2005 Act licence casino that opened in January
31Provincial Venue Development
Nottingham:
• Transformational refurbishment at a cost of £3.0m with a
zonal approach that integrates leisure and gaming
• Supports full open door offering customers a seamless
experience across all areas
• Nottingham has started well with significant increases
across all KPIs
32London Opportunity
• 27 operating casinos within three licenced boroughs
(Westminster, Camden and Kensington & Chelsea)
• Newham hosts London's only 2005 Act casino at
Stratford
• Grosvenor operates 9 casinos with 2 in Camden, 2 in K&C
and 5 in Westminster. Also hold a spare licence in K&C
• Grosvenor London generates approximately 40% of
revenues and 45% of EBITDA
• Our ambition to drive collective strength of Grosvenor’s
London casinos through:
₋ Market positioning
₋ People
₋ Marketing
₋ VIP
₋ Refurbishments and relocations
₋ Service
₋ F&B
33London Opportunity
• Modernisation programme underway at Piccadilly and Golden Horseshoe venues
• Combined capital cost of £3.2m
• Piccadilly focused on exceptional gaming experience, capitalising on its close proximity to Chinatown
• Scheme at the Golden Horseshoe sees a modernisation of the casino offering a relaxed experience to the
multi-ethnic area whilst creating a dedicated VIP offer
34Summary
• 2016/17 a year of change, but business now well-positioned for top and bottom line growth
• Improving underlying trends throughout the year
• Leaner cost base and technology enhancements set strong platform for next phase
• Provincial refurbishments outperforming targets and attracting new, younger customers
• Significant opportunity to grow our London business
• Multi-channel likely to have a positive impact on core retail business
• Clear path to growth in 2018/19 and beyond
35Q&A 36
AN INTRODUCTION TO BEDE
Michael Dan
Brady Smyth
CEO Managing
DirectorWHO WE ARE
UK BASED LICENSED EXPERIENCED ONE TEAM 1ST CHOICE
Private Ltd Co. AGCC & UKGC 15+ Years Over 180 Strong 25 Brands
Founders & Team Licenses & Platform Rich Pedigree Three Offices Rank Partner
in SpainBEDE’S VISION
THE FUTURE OF BEDE
BEDE SOFTWARE
PRODUCTS
A COMPLETE ONLINE GAME SOLUTION
PLATFORM GAMING VERTICALS WHITE LABEL
SITE
Everything you’ll need to run Game content and unified bonusing Turnkey and managed service
your business from a single integration solutionPLATFORM AS THE ENABLER OF DIFFERENTIATION AND INNOVATION
PLATFORM AS THE
ENABLER OF
DIFFERENTIATION
AND INNOVATION
Highly Scalable Transactional Wallet
Industry leading flexible wallet and player account
accessible from any devicePLATFORM AS THE
ENABLER OF
DIFFERENTIATION
AND INNOVATION
Open Platform
Extensive APIs allowing Operators full access to
integrated any third party or create their own IP
Highly Scalable Transactional Wallet
Industry leading flexible wallet and player account
accessible from any deviceOPEN PLATFORM ● Extensive APIs ● SDK - multiple access points ● Enabling operator ● Best of breed services ● Supplier agnostic
EXAMPLE: SINGLE ACCOUNT
● Bede Omni-Wallet understands Retail
○ Single wallet for all channels
○ Trace source of funds
○ Playable at 10,000s gaming terminals
● Loyalty integration
○ Single A/C - Earn across retail and
digital
○ Redeem for cash/bonus/shop
● Bede Bonus
○ Cross channel promotions are
possible by awarding digital bonus via
APIPLATFORM AS THE
ENABLER OF
DIFFERENTIATION
AND INNOVATION Bede Products
Industry leading out of the box tools unifying
gaming experience across all providers
Open Platform
Extensive APIs allowing Operators full access to
integrated any third party or create their own IP
Highly Scalable Transactional Wallet
Industry leading flexible wallet and player account
accessible from any deviceFIRST CLASS TOOLS
TAILOR AND TARGET YOUR OFFER TO MEET CUSTOMER NEEDS
PLAYER
CAMPAIGN BONUS
MANAGEMENT
CAMPAIGN MGR BONUS TOOL PLAYER
— — MANAGEMENT
Target & execute tailored Complete bonus tool —
comms based on real Free spins 360 view of player
time customer events Sports free bets activity
Permission based
Omni ReadyREPORTING & BUSINESS INTELLIGENCE
BUSINESS
LIVE DATA DATA APIs
INTELLIGENCE
● Real time ● BI / Visualisation tool ● Low latency data -
● Snapshots on business ● Access to Data cubes automated marketing
● 25+ simple widgets ● Segmentation ● Hi latency data - Finance
reportingDEEP INTEGRATIONS - ENHANCED OFFERING
● Cross-sell bonusing ● Granular, real time data ● Free Spins integration to
● Targeted front-end ● Targeting via Camp. Mgr Bede Bonus Tool
● Unique bonuses
OTHERS
:EXAMPLE: RANK - CHELTENHAM
HIGHLIGHTS THE ADDITIONAL VALUE THE BEDE PLATFORM CAN OFFER
● Integrated Kambi’s bonus tool which
can be used Bede Campaign Mgr
● Rank have automatically triggered:
○ Sports bonuses & messaging
○ Segmented offering - e.g. if X
then offer Y, if Z then offer A.
○ Chain bonuses - i.e. one bonus
triggers another.EXAMPLE: EVOLUTION DATA FEED
TAKING ADDITIONAL LIVE DATA FEED TO ADD NEW BONUSING & TARGETING
● Integrated Evolution’s Data Feed API.
● Used to create Roulette Triggers - e.g.
○ Winning outcome
○ Hot / Lucky numbers
○ Favourite dealer
● Automated, real time outcomes:
○ Bespoke bonuses
○ Behavioural segments
○ Highly targeted communicationsEXAMPLE: IGT FREE SPINS INTEGRATING 3RD PARTY SERVICES & EXTENDING, TO SINGLE BACK OFFICE ● Aim to make BedeBOSS the single back office for an operator. ● Integrated IGT free spins. ● Now doing Net Ent, MGS and SG. ● Also extending our Games Integration API to enable us to offer free spins on all third party content - a market first!
BEST OF BREED
GAMING SOLUTION Differentiation
Create a user experience without
ENABLING platform limitation
DIFFERENTIATION Bede Products
AND INNOVATION Industry leading out of the box tools unifying
gaming experience across all providers
FOR RANK
Open Platform
Extensive APIs allowing Operators full access to
integrated any third party or create their own IP
Highly Scalable Transactional Wallet
Industry leading flexible wallet and player account
accessible from any deviceThank you
Digital Adam Joseph & Darren Moffett
Depth of Digital Expertise
Who Are We?
Activity delivered
Gibraltar – P&L Leadership, Product Management, Operations, Digital
Marketing
Maidenhead – Multi-Channel, SAW, Analytics, Optimisation, (Personalisation),
Data Science, CRM, Payments
Sheffield – Inbound & Outbound Contact, VIP, Fraud Operations Adam Joseph
Shared Services – HR, Finance, Legal & Compliance
Rory Howard Jonathan Pettemerides Ed Wilson Debbie Cooper
Darren Moffett
59Digital Review
Activity delivered Priorities
Platform migration – February 2016
Microgaming Poker migration – February 2016
Kambi Sports – June 2016
NetEnt, NYX, Realistic, Eyecon – completing the
suite
New Live Dealer Studio – July 2016
Mecca Bonus Wallet Change – August 2016
Marketing technology overhaul
New Customer Solutions Hub
New Structure
60Sheffield – Customer Solutions Hub
Activity delivered
August 2016 – Victoria closed – Sheffield opened
Now 24/7
Chat & Social in addition to Phone & Email
Recently expanded for VIP & Fraud
Salesforce CX technology
Outbound driven approx. £6m deposits
Customer Satisfaction & First Contact Resolution
measures ahead of benchmarks and positive
trend
61Transforming Marketing Technology
Activity delivered
Cloud hosted platform
Rebuilt Digital Data Ecosystem
Propensity modelling & micro-clustering driving
customer interactions
Migrating to Adobe Campaign to deliver
automation & enable scale
Optimisation efforts driven approx. £2.5m
additional deposits this year
Transactional, Behavioural & CRM, CX & Optimisation,
Modeled Data Direct Sales Personalisation & Media
62Multi-Channel
The Opportunity Key activities completed
Approx. 2.8m venue members Playtech IGS installed to Grosvenor venues
Grosvenor, min. 50% active online Bede wallet changes
Customer demand Rank Enterprise Services (Middleware)
Value of a multi-channel engaged customer Fraud Engine Development – Safecharge & Feedzai
Sport an important driver of venue visits Grosvenor venues teams affiliate pilot
The Opportunity
Mecca Grosvenor
63Single Account & Wallet Digital
The Opportunity Key activities completed
Solution Overview
Complexity simplified by
modern tech of selected 3rd
parties and RES
Rank Enterprise Services (RES) • Authentication; Single Customer View;
Customer Service; CRM; Fraud;
Payments; Analytics
RES links the core operating
platforms
Core problems solved –
multi-channel registration;
fund & play; withdraw;
fraud prevention;
responsible gambling; Venues Touchpoints
marketing & promotion
64KPI performance
Grosvenor Quarterly Active Spilt
• Sustained GGR growth 80,000 80,000
₋ Driven by 46% YoY increase in actives 70,000 70,000
• Strong Sportsbook launch
60,000 60,000
₋ Over 27k customers have placed a real
50,000 50,000
money bet
40,000 40,000
Activity delivered Grosvenor GGR
30,000 30,000
£12,000,000
£11,000,000 20,000 20,000
£10,000,000
£9,000,000 10,000 10,000
£8,000,000
£7,000,000 0 0
Q3-16 Q4-16 Q1-17 Q2-17 Q3-17
£6,000,000
£5,000,000
Q1-16 Q2-16 Q3-16 Q4-16 Q1-17 Q2-17 Q3-17
Live Casino Casino Poker Sportsbook Unique Actives
65KPI performance
Mecca Product split (actives)
• ARPU growth driven by platform capabilities
₋ Site opt-in 41%
₋ Additional bonus types Slots & Games Bingo
59%
• Strong Slots & Games performance
₋ 16% YoY growth in GGR
₋ 30% YoY growth in ARPU
Mecca ARPU
Product split (GGR)
£150
£140
34%
£130
Slots & Games
£120
Bingo
£110
66%
£100
Q3-16 Q4-16 Q1-17 Q2-17 Q3-17
66Slots integrations
• Bhotesh Maheshwari, Head of Casino – 10 years industry experience (Inspired and Betfair)
₋ Much improved quality and quantity in game delivery
NetEnt NYX
₋ Mecca customer marketing on Slots has been overhauled, this has driven significant ARPU growth
₋ Exclusive titles launched on both Mecca and Grosvenor, as well as a bespoke and exclusive game launched
impressively
67Bingo
• James Boord, Head of Bingo – 6 years industry experience (Gala and Sky)
₋ Investment in core product with new and innovative games exclusive to Mecca
Linka-balls Cashline Fortunes Emoji Reactors
₋ Successful cross sell game launches via popular Bingo themes Emoji and Burst
68Investment in Live Casino
• Richard Walker, Head of Live Casino – 20 years industry experience, land based (Grosvenor, LCI and Gala) and
supplier side (Evolution)
₋ New studio in Malta
₋ New native app on iOS and Android
69Launching Sportsbook
• Steve Munns, Head of Sport – 15 years industry experience (888 and Stan James)
₋ Rapid integration – 10 weeks from start of project to launch pre Euro 2016
₋ Engaged with 27k customers and proving a key product for acquisition and retention
₋ Win margin solid at 6.5% since launch
70Scaling Poker
• Tom Hudson, Operations Manager – 7 years industry experience (Betfred)
• Alex Martin, Commercial Manager – 8 years industry experience (PKR and Bluff)
₋ Now live with a full product offering – Mobile, Instant Play and Mac
₋ Convergence plans for key retail tournaments
₋ Investment in marketing and promotional plans
71Operational excellence
• Anthony Conroy, Head of Operations – 10 years industry experience (Coral and Boyles)
₋ New bonusing platform:
₋ Instant rewards – Deposit bonuses, cashbacks, sportsbook, unique vouchers
₋ Specific bonusing – individual game > all games
₋ Campaign Management:
₋ Tight integration between bonus platform and site
₋ Campaign team delivering detailed, targeted promotions Winterland Tales:
Advent style campaign
₋ Internal notification node 6,063 Opt-ins (30% of base)
Multi-product, Multi-channel
72Digital Strategy
1) Leveraging our
venues & customer
base
2) Launching new
5) People excellence
Our Digital brands
Strategy is
based on 5
initiatives
4) Competitive & 3) Marketing &
differentiated Operational
content & products excellence
73Digital Strategy
Leveraging our venues & customer base Launching new brands
Venue teams as affiliates First new brand
Live broadcast from venue Luda
Exclusive multi-channel slots
Single Account & Wallet
Novomatic – Reel King Potty & River Queen
74Digital Strategy
Marketing & Operational excellence Competitive, differentiated product
Profitably expand our marketing activities Live broadcast from venue
Realise benefits from recent investments New Slots, including bespoke & exclusive
Bonus & wallet developments Mecca & Live Casino Apps
New Episerver CMS Leverage our live UK Poker Events
Adobe Campaign
People
• New structure & hires in place
• Maidenhead move, Victoria closure
• STARS values embedded
75Q&A 76
Thank you 77
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