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About Yu Huang Da Di
Within the survey, none of the respondents selected AI or automation as their primary tool for managing VIP portfolios.
Instead, spreadsheets and business-intelligence dashboards each accounted for 30%, and CRM platforms followed at 24%. Only 15% used AI/automation tools in any capacity, and then only as secondary aids.
Large and demanding portfolios were highlighted as a key challenge, with 64% of managers overseeing 100 or more VIPs, while one in five managed more than 500.
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“The sustainability in the operational improvements and in our market share gains are clearly there,” he said. “Those are real, and they are happening right now.
“Our ambition, as we outlined in March, has always been to change the trajectory of our land-based business, which I think we now have done. Our ambition is now to continue to take market share in the land-based casinos.”
The CEO highlighted the synergies between Sun International’s land-based and online operations, with the potential of capturing more of its existing customers’ online activity.
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Notably for highly engaging verticals light online slots, if players are receiving a smaller-than-expected RTP (return to player), or bonuses have been restricted, they could again transition to an illegal offering where there are no such restrictions.
As has been flagged in previous reports, Regulus highlighted that the top 1% of active customers accounts for almost 50% of black market revenue across Europe. This follows a similar trend across licensed gambling as the report highlights “online gambling is a consumer discretionary expenditure item. This means a large proportion of expenditure is concentrated into a relatively small number of players.”
In its market-specific breakdown, the report noted a “rapid reduction in channelling” in the UK, following the increased use of affordability checks.
