SBC Lisbon clips in Gamanza Engage colours

My name is Vincenzo Postiglione. I'm head of operations for Pasino.ch. I'm responsible for all the operations involving players, customer service, payment risk and fraud, marketing between departments, so everything that we involve the players. We work with Gamanza since November 2020. We know that they love their products, and they are really passionate into it, and this is what we like. We want to... We like to talk with people that really touch the products and they have great ideas. The future will be bright. That's... I'm sure of it.

The future will be bright. That's... I'm sure of it. And we are here at SBC with the Pasino team because the world is going so quick, and that we have to go... We have we have to follow it. We have to we have to innovate the casino tomorrow, and it's so amazing to meet people from all over the world for new products, new new development ideas, and, we are proud to be a part of it.

We're happy to work with Gamanza. We are in touch with the people working behind Gamanza. It can be Gamanza Core, Gamanza Engage. We know that they love their products, and they are really passionate into it, and this is what we like. We want to... We like to talk with people that really touch the products and they have great ideas.

We know that they love their products, and they are really passionate into it, and this is what we like. We want to... We like to talk with people that really touch the products and they have great ideas. They go home. They are happy about the work they do. They are passionate for work. Exactly like us. We don't sleep because we think for what we have to do tomorrow.

My name is Vincenzo Postiglione. I'm head of operations for Pasino.ch. I'm responsible for all the operations involving players, customer service, payment risk and fraud, marketing between departments, so everything that we involve the players. We work with Gamanza since November 2020.

I worked with Gamanza since five years now with different operators, and I I saw them since they were really a pretty new startup in the market. But now I see also the big enhancement and the big improvement of this platform, much more stability. So a very high level of stability, I would say. And, of course, all the Swiss compliance rules fully fulfilled, very precise. And this is really very well done by Gamanza. So we are very happy with them.

In Switzerland, we have to adapt it through the strict regulations, which means every casino, every online casino has a different social concept, for example, with different thresholds. And those and those thresholds and this social concept need to be built in the platform, and this is the biggest challenge. I think a lot of, technical providers underestimate this, this work, and, Gamanza is on top of that. So they delivered this on point.

In this one year where I'm there now, we changed a lot of things. So we have a much stronger cooperation with Gamanza now, and 7Melons.ch has a new face, a new brand, and a lot of journeys and a lot of things were optimized with the help of Gamanza. If you look now at the website, it's fully competitive, and it's a total different product as it was one year ago. So I'm very happy with the cooperation, and there is a bright future for 7Melons and, of course, also with... for Gamanza with us.

This is very important because it it need to be very precise and meet exactly the requirements which we have in our concession actually because the social concept is part of our concession. And there's another part. This is the AML part, where we have also the the build the law in the platform, yeah, with the thresholds, with the alerts, with all the actions which happens, when it comes to payments and all other things.

I worked with Gamanza already since five years now, I saw also how they improved, you know, how they, really improved their platform services. For us, it's really important to have a strong platform partner like Gamanza because they, fulfill all the requirements which we need in this strongly regulated market in Switzerland. So let's look for the bright future with them.

If the system can modulate the experience, if the person is, for example, chasing losses, if the system can detect it, they can immediately try to modulate the experience and try to get them back to normal with some type of gamified activity that can maybe help them pull off instead of blocking them. If you block them, they're just probably gonna go to another side and continue playing. They're in this rush mode. But if you try to help them pull down with some type of experience, I think that's the the key value of gamification using it aligned with, with regulation.

Right now, nowadays, CRMs only have half of the equation. They only know about deposit KPIs, GGR KPIs, last deposit activity, etcetera. But they don't know anything about responsible gaming tools. They don't know anything about if the customer's playing healthy. They're not chasing losses. They're they're configuring limits. That data relies usually on the platform, and the CRM doesn't have it. And we are integrating that into our data model.

We also need to to see gamification more as how to how to build experiences. If we think that gamification is just a bonus mechanism, like, okay, a mission to get a bonus, a tournament to get a bonus, Then you're you're you're losing the whole point. The the real point is about how can you build a... An activity that even though I'm not gonna win any money, it was so engaging that I wanna come back to it. A bonus will get you the player as long as the bonus exists. But that engagement activity that was, intrinsic actually lasts for much longer.

I think something that we can highlight is the fact that we have been able to build a a company that is innovative, a company that has been able to show operators how to how to do gamification right. Regulators also don't understand what it is. They see it also as something bad because people are using it as a bonus mechanism, as a way to get more deposits. But we have taught regulators in multiple markets that there are many ways of using gamification in a positive way.

I think we started with one of the toughest markets where we had to learn on how to adapt the software. For example, in Switzerland, you have to get a preapproval from the regulator to run a campaign three months in advance. Like, it's a quarterly approval process. So that doesn't leave a lot of room for creativity in a marketing team. But in other markets, even Germany that, we have a customer there that they are allowed to be creative. They are very creative, in fact, And it it proves that gamification when it's done properly and aligned with, player behavior, it can be actually a great ally.

I think manipulation is a very thin line with with engagement, and it depends also on what you are optimizing against and also the length of the optimization. Because if you're just optimizing for the next minute or the next session instead of the next quarter or the next year, that... That's manipulation. I think we should be careful with manipulation. We shouldn't be copying dark patterns from social media. At least that's our position. We have several hard constraints in our software that we don't let you do, like, false scarcity, like, false countdowns, like, deposit streaks. We don't let them do it. Why? Because it's just pushing the brain against addiction.

We always see it as as a mechanic, as a feature. And the true nature of gamification is actually behavioral science. What motivates me? What is that feeling that generates me? I think that's the important thing. I think that's also why gamification, most implementations fail because they tend to see it as features. They don't see it as as a group of motivations or or feelings that we can combine in a in a nice mixture. I think that's what we should engineer our systems around, around what kind of motivations or feelings do we wanna trigger instead of thinking about features and features.

I think experience is the most important thing because, for example, we have data that backs it up that even if players are engaging in a mechanic and they never win, if the data proves that people are coming back for the experience, they enjoy it even though they never gonna win. They keep coming back to it, and that's what we have to build systems around our own experiences that people enjoy and wanna come back. We have to move away from that mentality of bonus driven marketing. I think we have to move towards experiences.

Perhaps overhyped has been badges, I think. Badges is overhyped. The people just give them out for any activity. People don't tend to segment well what the mechanics they're doing. Sometimes we can see leaderboards or tournaments for the whole audience where always the same players are gonna win, the the ones with the most activity, and that disincentivises other player groups because they're never gonna win. Our best goal would be to actually be able to segment across different values of players.

There's not so much difference in terms of motivations between a 40 year old and a 25 year old. They're all looking for entertainment in a way. What perhaps has changed is the the patience. You had more patience for clunkier experiences or by now, think younger generations expect a perfect product. There is so much incredible products out there that the competition is fierce.