RAHAPELILAINSÄÄDÄNTÖÄ UUDISTETAAN – ONKO JÄRKEÄ VAI EI?

Sisäasianministeriö julkaisi viime viikolla ehdotuksen Suomen uudeksi rahapelilainsäädännöksi. Virkamiehet ovat tehneet asiaan liittyvää valmistelutyötä lähes koko viime vuoden ajan. Työstä täytyy antaa valmistelijoille kehut, koska korona varmasti vaikeutti asiaa merkittävästi ja siitä huolimatta työ onnistuttiin tekemään annetussa aikataulussa. Työn lopputulos oli myös erinomainen, jos ottaa huomioon tehtävän toimeksiannon. Virkamiehet eivät ole vastuussa siitä, että työn poliittinen toimeksianto oli kaikkea muuta kuin järkevä.

Suomen nykyisen hallitusohjelman tavoitteena on turvata Veikkauksen yksinoikeus ja toimintaedellytykset. Tämän lisäksi tavoitteena on torjua rahapelihaittoja ja ohjata rahapelaamista Veikkauksen vastuulliseen ja valvottuun pelitarjontaan. Hallitusohjelmassa todetaan myös, että muiden rahapeliyhtiöiden markkinointiin puututaan ja etsitään keinoja rajoittaa pelaamista muiden peliyhtiöiden sivustoille.

Edellä mainittujen hallitusohjelmassa todettujen rahapelipolittiisten linjausten pohjalta Sisäministeriö asetti vuoden 2020 alkupuolella työryhmän valmistelemaan linjauksia Suomen uudeksi rahapelilainsäädännöksi. Lakiuudistuksen lähtökohtana oli, että Suomen rahapelijärjestelmä perustuu jatkossakin monopolijärjestelmään. Työryhmällä ei ollut siis mahdollisuuksia tehdä sellaista kunnollista valmistelutyötä, joka olisi analysoinut ja etsinyt Suomen rahapelijärjestelmän pohjaksi parhaan mahdollisen ratkaisun. Toimeksiannossa todettiin yksiselitteisesti, että valmistelun tulee pohjautua monopolimalliin, jolloin muissa maissa hyvin toimivia lisenssimalleja ei edes tutkittu.

Olen todennut monessa eri yhteydessä, että olen aina lähtökohtaisesti vastustanut monopoleja. Toisaalta olen Veikkaus-vuosinani oppinut ymmärtämään, että on olemassa liiketoiminnan alueita, joilla kilpailua on syytä rajoittaa. Rahapelaaminen kuuluu ehdottomasti toimintaan, jota valtioiden on syytä säädellä toimintaan mahdollisesti liittyvien ongelmien vuoksi. Tämä ei kuitenkaan tarkoita sitä, että monopoli olisi automaattisesti paras ratkaisu toiminnan rajoittamiseen. Mielestäni on huonoa valmistelua, jos kaikkia mahdollisia järkeviä vaihtoehtoja ei analysoida, vaan yksi tärkeimmistä asioista päätetään ilman vaihtoehtojen tutkimista. Millä perusteella Suomen hallitus voi väittää, että se on asian valmistelussa edistänyt parhaalla mahdollisella tavalla kansalaistensa etua, kun mahdollisia parempia vaihtoehtoja kiellettiin tutkimasta?

Kokonaisuutena esitys uudeksi rahapelilainsäädännöksi on suuri pettymys. Ehkä odotin liikaa, kun toivoin näkeväni asioiden muuttuvan. Nyt on sellainen fiilis, että muutoksia on luvassa vain vähän ja ne vievät monia asioita jopa väärään suuntaan. Toivottavasti edes rahapelihaittojen suhteen tapahtuu kehitystä oikeaan suuntaan, mutta en ole siitäkään aivan varma. Rahapelihaittojen määrä on nimittäin Suomessa muuttunut 2000-luvun aikana käsittämättömän vähän siihen nähden, että pelaamisen volyymi on kasvanut merkittävästi. Rahapeliongelmista kärsivien suomalaisten osuus on ollut samalla noin 3 prosentin tasolla vuodesta toiseen. Sen sijaan vakavista rahapeliongelmista kärsivien määrä on jonkin verran lisääntynyt ja tähän ikävään kehitykseen toivon nyt saatavan apua. Palaan tähän aiheeseen kohta uudelleen, kun kommentoin fyysisistä raha-automaateista tehtyjä linjauksia.

Suomen rahapelipolitiikan ydinongelma on ollut liiketoimintaan liittyvien tuotto-odotusten ja samaan aikaan asetettujen vastuullisuusvaatimusten ristiriitaisuus. Suomen valtio ei ole pystynyt päättämään, kumpaa asiaa se pitää tärkeämpänä ja sen vuoksi rahapeliyhtiöillä, viime vuosina Veikkauksella, on ollut haasteita ymmärtää, mitä omistaja niiltä haluaa. Tuotto-odotukset ovat olleet korkealla, mutta samaan aikaan välineitä kilpailuun vastaamiseen ei ole annettu käyttää. Nyt vaikuttaa ilmeiseltä, että vastuullisuus on saanut ja on saamassa suuremman painoarvon. Positiivista on, että valinta on vihdoin saatu tehtyä, mutta mielestäni se tapahtuu aivan liian myöhään ja ei riitä enää pelastamaan tilannetta. Nyt on edessä iso riski, että peliongelmat eivät kehity haluttuun suuntaan ja samaan aikaan rahapelaamisesta saatavat tulot romahtavat ja ennen kaikkea Veikkauksen tulevaisuuden kilpailukyky menetetään lopullisesti.

Rahapelaamiseen on tulossa pakollinen tunnistautuminen, joka otetaan nyt ensimmäisenä käyttöön fyysisissä raha-automaateissa. Muihin rahapeleihin tunnistautumisvaade tulee voimaan seuraavien kahden – kolmen vuoden aikana. Tämä on vastuullisen pelaamisen kannalta hyvä uudistus, mutta se on samalla uudistus, joka tulee vaikuttamaan kaikista eniten rahapelituottojen laskemiseen. Tunnistautuneen pelaamisen mahdollinen positiivinen vaikutus liiketoimintaan perustuu asiakasdatan hyödyntämiseen. Nyt näyttää kuitenkin siltä, että Veikkauksen mahdollisuutta käyttää nykyaikaisesti toimivan liikeyrityksen tavoin dataa tullaan rajoittamaan tai jopa kieltämään. Tämä osoittaa sen, ettei päättäjillä ole ymmärrystä siitä, mitä asiakasdatalla voidaan tehdä. Sen käyttäminen ei automaattisesti ole sama asia kuin peliongelmien lisääminen! Vaikuttaa siltä, että Veikkauksen ei edes haluta enää tekevän tuloksellista liiketoimintaa vaan korkeintaan laittavan pelinsä tarjolle, kuten tehtiin joskus 1990-luvulla. Harmittaa Veikkauksen asiantuntevien työntekijöiden puolesta!

Raha-automaattitoiminnassa tapahtui viime vuoden aikana merkittäviä muutoksia. Veikkaus päätti omaehtoisesti vähentää automaattien määrää paljon. Tosin automaattien sijoituspaikkojen määrä ei vähentynyt läheskään samassa suhteessa. Lisäksi nyt voimaan tullut muutos automaattien pelaamisesta vain tunnistautuneena on hyvä asia. Uuden lakiesityksen perusteluissa todetaan, että automaattien sijoittelussa tulisi pyrkiä ratkaisuihin, jotka minimoivat toiminnasta aiheutuvat pelihaitat. Uskon, että aika moni kuitenkin toivoi hajasijoitettujen raha-automaattien poistamista yleisistä avoimista tiloista, mutta näin ei siis tule tapahtumaan. En ole koskaan ymmärtänyt, miksi Suomessa automaatteja on saatu ja saadaan pitää täysin avoimissa tiloissa. Raha-automaattitoiminta sinällään on olennainen osa rahapelaamista, mutta mielestäni laitteiden paikka olisi lähinnä pelisaleissa sekä muissa ikärajavalvotuissa tiloissa Tanskan mallin mukaisesti. Näin ei tule kuitenkaan olemaan Suomessa edes uuden rahapelilainsäädännön jälkeenkään.

Ehdotetun lainsäädännön positiivisimpia uudistuksia on rahapelien markkinointiin tulevat tarkennukset. Lähtökohtana pidetään, että markkinoinnin tulisi olla maltillista ja sen pitäisi pyrkiä ohjaamaan pelaamista vähän haittoja aiheuttaviin peleihin. Nykyisen voimassa olevan lainsäädännön heikkoja kohtia on ollut markkinoinnin ja tuoteinformaation antamisen välinen määrittely. Olen aikanaan ollut itse suunnittelemassa tuota jakoa ja valmis nostamaan käden ylös virheen merkiksi. Olen tyytyväinen, että uuden lainsäädännön myötä pelikohdeinformaation jakamismahdollisuus poistuu. Hyvän lainsäädännön pitäisi sisältää mahdollisimman vähän tulkinnanvaraisuutta ja tältä osin tilanne näyttää nyt parantuvan.

Maksuliikenteen estojen käyttöön ottaminen saa verenpaineeni nousuun. Voisi olla kaikkien kannalta paras ratkaisu, etten totea tästä asiasta muuta kuin, että lukekaa Aki Pyysingin aiheesta kirjoittama blogi: https://www.sijoitustieto.fi/sijoitusartikkelit/viisikko-blokkaa-pelkasta-rajoittamisen-ilosta . Sen verran on kuitenkin pakko todeta, että eihän tässä uudistuksessa ole mitään järkeä! Uudistuksen taloudelliset vaikutukset ovat aivan olemattomat ja tällä ei saada pelihaittojakaan laskuun, joten miksi ihmeessä tällainen typeryys tehdään? Norjan kokemusten perusteella voi todeta, että estoilla voidaan rajoittaa pankkien ja suurimpien maksunvälittäjien toimintaa, mutta niiden tilalle tulee kuin sieniä sateella uusia valvonnan ulottumattomissa olevia toimijoita.

Henkilökohtaisesti mielenkiintoisin uudistusesitys on Veikkauksen, tai oikeastaan sen tytäryhtiön, mahdollisuus aloittaa uudentyyppinen liiketoiminta. Olen itse ollut tuollaisen tytäryhtiö, Veikkaus Solutions Oy, toimitusjohtajana ja viimeisimpänä Veikkaus-työnäni valmistelemassa uudelleen uuden liiketoiminnan aloittamista. Nyt lupa-asiat näyttäisivät menevän eteenpäin ja Veikkaukselle olisi tulossa mahdollisuus perustaa tytäryhtiö muuta kuin rahapelitoimintaa varten. Tarkoituksena on, että tytäryhtiö keskittyisi pelituotteiden ja palveluiden tarjoamiseen toisille yrityksille, eikä yhtiö saisi harjoittaa kuluttajille suunnattua rahapelitoimintaa. Tämä on pitkällä tähtäimellä erinomainen asia! Pelituotteiden ja palveluiden myyntisopimukset perustuvat tänä päivänä lähes pelkästään nk. revenue share-malliin, jossa myyvän yhtiön saama korvaus perustuu siihen, paljonko ostavan yrityksen asiakkaat lopulta pelaavat kyseisiä tuotteita. Toivottavasti Suomen viranomaiset eivät tulkitse tuollaista myyntiä rahapelitoiminnan harjoittamiseksi. Suuri mahdollisuus Veikkaukselle, joka on edelleen yksi maailman parhaimmista lottery-yhtiöistä, olisi kansainvälisen B2C-toiminnan aloittaminen. Rahapelien myyminen suoraan muiden maiden asiakkaille tuottaisi varmasti merkittävän paljon enemmän kuin peliyhtiöiden välinen kauppa. B2C-toiminta ei kuitenkaan ole mahdollista suomalaisen monopolijärjestelmän vallitessa. Tässä olisi ollut yksi merkittävä lisäsyy lisenssijärjestelmään siirtymiselle.

Loppuyhteenvetona voin todeta, että vastaus otsikossa esittämääni kysymykseen on EI. Tässä uudistuksessa ei ole kokonaisuutena mitään järkeä. Pidän paljon parempana vaihtoehtona tämän esitetyn muutoksen jättämistä kokonaan väliin ja siirtymistä lisenssijärjestelmän valmisteluun. Lisenssimallin perustelut ovat oman erillisen blogin paikka. Sitä ennen yritän tarkentaa viime kesänä tekemiämme erilaisiin rahapelijärjestelmävaihtoehtoihin liittyviä laskelmia, vaikka niitä ei kukaan olekaan tilannut, eikä niistä mahdollisesti kukaan ole edes kiinnostunut, vai onko?

Lotteries must concentrate on customer experience management

I have written this text for www.LotteryDaily.com and it is partly modified by Conor Porter.

Customer experience management has been an increasing trend among companies in the consumer business. Modern business companies focus on producing and developing the customer experience. The lottery business needs to recognize itself as a part of the gambling and even entertainment business, where they face heavy competition despite the nominal monopoly.

Excellent customer experience should help lottery to stand out from its competitors. I think there are still lotteries that do not feel involved in a competitive market. These companies certainly do not improve the customer experience, at least not to achieve a better business result. However, managing the customer experience also helps increase operational responsibility, which all lotteries should strive for.

Customers are different. That is why we shouldn’t show everyone the same content.

Personal content requires automation. Improving the transaction experience requires responding to an individual customer’s need: digital store and messaging should strive to show the customer the content he is likely to be looking for. Manually targeting customer-specific content (product, service, or benefit) is impossible. It is ineffective by human-made rules and quickly becomes uncontrollably complex. We should target content with learning automation.

Companies need a different kind of information and understanding about customers at strategy and operational levels. In the past, companies used the same socio-economic customer data at all levels, and therefore the results were not particularly good. Of course, that model proved better than working without any customer information.

Anyhow, now the situation is much better. Tools like segmentation, customer lifetime value, and RFM-models are used to improve customer experience, or at least to measure results from actions targeted to improve customer experience.

We have identified three key things that need to be in good shape to improve the customer experience. Lotteries need to know their customers, have the capability to measure results from actions, and test a lot of different ideas. Those ideas with positive impact should continue, and you could throw the rest away.

The key is to understand that the customer experience depends on many different things and improvement is only possible step by step. Progress is made by making better solutions for customers one thing at a time.

The digital sale of advanced lotteries includes at least analytically driven digital marketing, customer communication, game and service targeting, and service design. The model focuses on creating an efficient and measurable approach to develop overall customer relationships through shared data, personalization, and automation.

Machine learning guides what should be offered to the customer next. It would help if you used a learning algorithm that organizes digital channels’ search functions to find the customer’s most interesting content. When a customer finds content that interests him, the customer experience improves, and loyalty increases. The web pages and mobile applications layouts are based on a modular structure, supporting continuous content optimization for a single customer.

Digital marketing is a modern way to do marketing, but you should have marketing permission in some areas. The push message is suitable for gambling through applications, which has a fast response time and serves as a ‘last-minute’ reminder when the content needs to be specific and short.

Automated triggers and manual marketing campaigns, based on marketing permissions, are useful tools. Customer communication is targeted based on customer’s gambling behavior: e.g. games played, games last played, channel, responsible gaming aspects/risk players, and geographical elements. The other methods are permission and order-based communication. Order based service messages are messages which customers can decide to receive.

A broad and competitive product range is the lifeblood of success because it cannot differ significantly from what the other operators have. Customer experience is, thus, the most important means of differentiation.

The level of ambition of the digital transaction experience should contain world-class usability in online and mobile service, the cross-channel and innovative game and service offering, the most personalized data-driven holistic transaction experience, and the best gaming management tools.

The loyalty program is an essential part of the lottery’s business strategy. It can be used to emphasize the importance of customer relationships and improve customer engagement with the lottery. Loyalty programs could also increase responsible identified playing. It should be available for the points of sale network too. Typical ways to use it are website or by mobile phone and tablet device and also physical card.

Lotteries should offer a good customer experience and high consumer protection. Restrictions and tools proposed must not compromise the customer experience. Restrictions, blocking, and management services should be a natural and easy part of gambling.

Restrictions should not lead to a customer experience where the customer feels that he is facing too much patronage, but to a situation where the customer is facing excellent and caring customer service. The customer must be informed of the game restrictions so clearly that he understands what he is restricting and what conditions he will face.

Critics think that lotteries should not use customer information and tools to improve the customer experience and, thus, business performance. They believe that such activity will cause gambling problems automatically.

However, I think a lottery’s role is to channel customer’s gaming into their offerings. Society should impose general restrictions on the operation of lotteries, within which companies can then strive to provide a safe and optimal customer experience. Seeking business results should not automatically mean increasing gambling problems.

Customer experience will be one of the most developing areas in the future. Lotteries need to understand that customers want a personal customer experience that follows them no matter what sales channels they use. Of course, understanding alone is not enough; lotteries need to provide players with such a customer experience.

RAVIALA PUHALTAA YHTEEN HIILEEN?!

This blog is about the future of Finnish horse racing/trotting and it is in Finnish. Please, let me know if you think that Google translator doesn’t help you to translate it. Tämä kirjoitus on julkaistu SHKL:n Hevosenomistaja-lehdessä joulukuun puolivälissä.

Kirjoittelen tätä tekstiä keskiviikkona 25.11.20 alkuillasta hieman puutteellisilla tiedoilla. Suomen Hippoksen valtuuskunta on tänään pitänyt kokoustaan Jyväskylässä ja nykymenon mukaisesti myös virtuaalisesti. Kokouksessa on valittu Hippokselle uusi puheenjohtaja Kari Eriksson ja kolme muuta hallituksen jäsentä – onnittelut valituille! Vaikka puheenjohtajan vaihtuminen on iso uutinen, niin itselleni mielenkiintoisin asia on kuitenkin alalle hyväksytty uusi strategia. Olen erittäin tyytyväinen, että Hippoksen valtuuskunta oli ajan tasalla ja ymmärsi hyväksyä koko ravialan tärkeimmän esityksen! En ole vielä kyseistä pakettia koskaan nähnyt, mutta aika paljon olen siitä kuullut ja yritän nyt hahmotella sen perusteella alamme tulevaisuutta. Huhupuheiden perusteella niin ei pitäisi tehdä, mutta tällä(kin) kertaa uskon minulla olevan riittävän hyvät tiedot.

Merkittävä muutos edelliseen strategiaan on sen kattamassa kokonaisuudessa. Aiemmin Hippos on hyväksynyt Suomen Hippoksen strategian, mutta tällä kertaa kyseessä on isompi kokonaisuus eli Suomen ravialan strategia. Hippoksen tuore toimitusjohtaja Sami Kauhanen on rautainen ammattilainen monella eri osa-alueella, joista yksi on ehdottomasti strategiatyö. Nyt toivottavasti voimme jo korjata tämän osaamisen hedelmiä. Uskon, että strategiatyö on tehty ammattimaisesti laajoineen sidosryhmien haastattelukierroksineen. Pieni kritiikki kuitenkin prosessille siitä, ettei ainakaan minulle ole vielä selvää, keitä on haastateltu ja millä perusteella heidät on valittu. Kaikkia ei tietenkään voi kuulla, mutta olisin olettanut, että esimerkiksi SHKL ja Ravivalmentajat olisivat kuuluneet tähän ryhmään…

Ravialan isoja kysymyksiä

Kuten tunnettua, on raviurheilun tulevaisuuden suhteen ilmassa niin monia isoja kysymyksiä, ettei niitä kaikkia voi tähän edes listata. Tässä on kuitenkin joitakin tärkeimpiä, jotka nousivat myös esille strategiatyötä varten tehdyissä sidosryhmäkyselyissä.

  • Miten raviurheilu saadaan pidettyä yleisesti hyväksyttynä toimialana ja harrastuksena? Lajimme imago ei ole tunnetusti ollut paras mahdollinen ja nykyisin vallalla olevat megatrendit kuten vastuullisuus ja eläimiin liittyvät huolet eivät ainakaan paranna tilannetta.
  • Miten raviurheilu saadaan pidettyä kiinnostavana lajina myös tulevaisuudessa? Haasteena on jo pitkään ollut uusien harrastajien saaminen mukaan, mutta aivan yhtä iso huoli on nykyisten harrastajien (sisältää myös ammattilaiset) pitäminen mukana. Alan tulevaisuuden pitää näyttää niin kiinnostavalta, että lajin parissa halutaan ja voidaan edelleen jatkaa.
  • Mistä saadaan jatkossa alan rahoitus? Veikkauksen negatiivisen tuloskehityksen ja harmaalta näyttävän tulevaisuuden vuoksi asiasta on keskusteltu paljon. Keskustelu on keskittynyt jopa liikaa tuohon Veikkauksen pelituotosta tulevaan noin 40 miljoonaan euroon ja siitä mahdollisesti lähivuosina poistuvaan 8–15 miljoonaan. Pitää kuitenkin muistaa, että me hevosenomistajat rahoitamme alaa vuosittain jopa 160 miljoonalla eurolla. Miten taataan, että meillä on kiinnostusta jatkaa lajin harrastamista myös tulevina vuosina?
  • Miten koko raviala saadaan puhaltamaan yhteen hiileen ja toimimaan yhdessä kohti yhteisiä tavoitteita? Raviala on valitettavasti iät ja ajat tunnettu erilaisista kuppikunnista, jotka ajavat ensisijaisesti omaa etuaan, joka saattaa olla ristiriidassa alan kokonaisedun kanssa. Alan kehityksen kannalta on kriittistä, että raviradat, liitot, valmentajat, omistajat ja muut alan tärkeät toimijat saadaan edistämään yhteistä etua.
  • Miten huolehditaan alan kehittämisestä? Tehdään niin kuin aina ennenkin on valitettavan helppo tapa toimia. Vähenevien resurssien tilanteessa on pakko uskaltaa tehdä valintoja ja suunnata resursseja pienempään määrään kohteita. Kaiken lisäksi panostusten tulee myös hyödyntää tulevaisuutta, joten osa rahasta pitää suunnata investointeihin, jotta alaa saadaan modernisoitua.

Strategia ohjaa tulevia toimenpidepäätöksiä

Kuten jo totesin, niin en ole nähnyt valtuuskunnan hyväksymään strategiaa. Sillä ei ole kuitenkaan kovin suurta merkitystä, koska strategian tehtävänä on määritellä toiminnan isot tavoitteet. Strategian pitää myös sisältää valintoja isoista asioista, mutta sen tehtävänä ei ole kuvata yksittäisiä toimenpiteitä. Käytännössä strategia ei vielä saa aikaiseksi mitään, vaan se toimii tärkeimpänä ohjenuorana tulevia toimenpiteitä varten. Oikein toimivan hallituksen ja toimivan johdon tulee päätöksiä tehdessään varmistaa, että toimenpiteet perustuvat valittuun strategiaan ja tukevat sen tavoitteita. Jos toimenpiteet eivät ole valitun strategian mukaisia tai ne eivät tue sen tavoitteita, ei kyseisiä asioita saa tehdä, vaikka ne yksittäisinä asioina vaikuttaisivat hyviltä. Muussa tapauksessa strategian saa heittää roskakoriin.

Tärkeä vaihe tulevaisuutta ajatellen on strategiasta johdettavat toimenpiteet, jotka tulevat ajoittumaan usealle vuodelle. Toimenpiteiden myötä päästään konkreettiselle tasolle, jolloin me alan harrastajat näemme, mistä ravialan strategiassa lopulta on kysymys ja pystyykö se vastaamaan alamme isoihin kysymyksiin.

Toimitusjohtaja Kauhanen totesi lokakuun loppupuolella Hevosurheilu-lehden haastattelussa, että primääritarkoitus on ylläpitää hevosenomistajien kiinnostusta alaa kohtaan, jotta he jaksavat edelleen panostaa rahaa. Tämä on tärkeää, jotta me ostamme edelleen hevosia, jolloin kasvattajat hyötyvät ja koko ala kehittyy yhdessä! Kaiken kaikkiaan kysymys on välillisesti noin 15 000 ihmistä työllistävästä alasta ja sen tulevaisuuden hyvinvoinnista. Emme siis puhu mistään pikku asioista.

Mikä luo uskoa hevosen omistamiseen?

Iso kysymys on alan rahoituksen järjestäminen. Nykyisestä palkintotasosta ei kovin paljon voi vähentää, vaikka tietysti kaikkien on osallistuttava talkoisiin, jos uusia tulolähteitä ei löydetä. Veikkauksen tippuvien tuottojen korvaamiseen pitää löytää vaihtoehtoja joko valtion kassasta tai sitten ravipelien uudelleen järjestelystä.

Hevosenomistajilla tulee olla mahdollisuus harrastaa raviurheilua joka puolella Suomea. Kaikilla, joilla on hyvä hevonen, tulee olla halutessaan mahdollisuus kilpailla hyvistä palkinnoista kohtuullisella etäisyydellä asuinpaikastaan. Kohtuullisen etäisyyden määrittely ei ole selvää, mutta sopiva etäisyys voisi olla esimerkiksi 200 km.

Raviala tarvitsee sekä laajaa harrastajapohjaa että huipputason ammattilaisia. Ilman toista ryhmää ei toinenkaan ryhmä voi jatkaa harrastustaan nykyisellä tasolla. Tarvitsemme siis myös ehdottomasti huippupalkinnoilla ajettavia suurkilpailuja mutta myös harrastamiseen sopivia matalamman profiilin raveja.

Tärkeää olisi myös huomioida meitä omistajia nykyistä enemmän. Kysymys ei välttämättä ole edes rahasta vaan palveluasenteesta. Kanta-asiakasohjelmat ovat nykypäivää kaikessa liiketoiminnassa, miksei myös raviurheilussa? Hevosenomistajille, miksei myös muille sidosryhmille, voitaisiin luoda kanta-asiakasjärjestelmä, jossa aktiiviset toimijat voisivat saada enemmän palveluita joko lisämaksua vastaan tai jopa automaattisesti.

Hevoskaupan tekemiseen liittyy niin paljon epämääräisyyttä ja vääriä mielikuvia, että asiaa pitäisi selkeyttää ja yksinkertaistaa. Voitaisiinko Suomeen luoda kauppapaikka, jossa hevoskaupasta tulisi nykyistä läpinäkyvämpää? Mahdollisten uusien omistajien saaminen mukaan ainakin helpottuisi merkittävästi. Voisiko alan keskusjärjestö olla tässä toimeenpanevana moottorina?

HOW MUCH IS ENOUGH?

I have written this text for www.LotteryDaily.com  and it is partly modified by Conor Porter.

The biggest competitive edge for lotteries in the gambling business has always been the ability to offer the highest jackpot in the market. This is still the case despite consolidation of the gambling business.

Former casino and sports betting operators have developed new products with high jackpots and have even entered the lottery business with the so-called “lottery betting” product.

Throughout history, lotteries have tried to increase the size of their lottery jackpots. As I have already mentioned in my previous columns, companies must know their customers and understand the motivations for gambling also among potential customers. The motivations for gambling and playing lottery games could vary a lot. It is partly up to customers’ socioeconomic background, but there are also many other reasons.

It is easy to notice from data that huge lottery jackpots increase sales a lot: the bigger jackpot, the bigger sales numbers, and profits for the lottery. Lotteries have done surveys among their customers and have found out the same result – the biggest motivation for buying a lottery ticket is to dream about something big. Although €1m would be enough for most customers, €100m would be even better for them.

We already have huge jackpots!

It is not clear what a big jackpot is. A million euros is a huge amount of money for someone, but someone else might think it should be 10 or even 100 times more. It is often irrational thinking. A person with thousands of euros may think that Lotto is not worth playing when the grand prize is only a few million euros, even if it could change his whole life.

European and US lotteries offer the biggest lottery jackpots. We have two separate coalitions in Europe, which are organizing the biggest lottery games; the EuroMillions and the Eurojackpot. Both of those groups have decided to limit the maximum size of lottery jackpots. The maximum jackpot in EuroMillions is €190m, and in Eurojackpot, it is €90m. Those amounts are also the top prizes ever paid out from those games, and they’ve been paid out quite often.

US lotteries have also established two separate groups which are organizing the high prize lottery game, Mega Millions and Powerball, which offer the highest jackpot in global gambling. US lotteries are using the so-called annuity amount in their marketing, which describes the jackpot’s potential size if the winner doesn’t take the prize immediately but rather for many years.

The highest US jackpot has been in Powerball, where three winners shared a $1586m jackpot. That’s bigger than the largest jackpot awarded in Mega Millions where one customer won $1537m, the highest amount of money a single customer has ever won anywhere.

All of those four games have increased the sale of lottery games, and it seems that huge jackpots have helped lotteries to do better business. However, those mega jackpots have also caused some problems.

When customers have noticed that it is possible to win €90m in the Eurojackpot, the jackpot size of the local Lotto game is not so attractive anymore, even though €10m would be a huge amount of money to win. This has caused quite a big cannibalization from local Lotto games to those multi-state jackpot lotteries.

The other challenge which especially US lotteries have noticed is the inflation of jackpot size. There have been about 50 times when someone has already won over $300m either in Mega Millions or Powerball games. According to the US lottery experts I have listened to in lottery seminars, the sale will increase remarkably only when the jackpot is over $250m. For example, a $200m jackpot doesn’t have any serious effect on lottery sales. That sounds crazy to me!

Is it still possible to have even higher jackpots?

None of the lotteries could, in practice, offer those huge jackpots alone. Collaboration is the tool for that. It would be possible to offer even higher jackpots in those European games, but they have decided by themselves that there are maximum top prizes in both EuroMillions and Eurojackpot. They could decide by themselves if they would like to change that and remove the maximum limit. Of course, regulators might have opinions about that.

Removement of the maximum prize limit could help a little bit in Europe, but it won’t raise those games to the next level. If European lotteries would like to do that, the best solution would be the collaboration between EuroMillions and Eurojackpot groups. Together, they could go to the next level, as it might be possible to offer lottery products where the jackpot could be €300m-€500m or even higher.

US lotteries have similar opportunities in their markets. The next step after the mergers of those European and US coalitions could be the collaboration between Europe and the US. That kind of partnership could raise the theoretical jackpots to billions of euros/dollars. The next step after that could be ‘World Lotto’…

I’m not sure if I would like to see that kind of development or not. I’m not sure what is enough for the customers and what that kind of development would be for lotteries in the long term. Lotteries shouldn’t voluntarily give their biggest competitive edge away. Lotteries have traditionally been able to offer much higher jackpots than other gambling companies.

However, the market has changed quite a lot in recent years as Lottoland and other similar companies have entered the market. Those Lotto betting operators can offer the same jackpots as the original lotteries. On top of all that, those companies can take advantage of the lotteries’ game brands and offer all different huge jackpot products in one place.

Lotteries still have pole position in that competition because customers are used to getting the highest potential main prizes from lottery games. Lotteries shouldn’t give that position away!

LOTTERIES SHOULD BE MORE RESPONSIBLE OPERATORS

I have wrote this column for www.lotterydaily.com and they have published it few days. This text is partly edited by Chris Murphy – thanks to him about that!

There seems to be a general perception among lottery companies that the lottery business is fundamentally a responsible activity and, in every way, better than any other gambling business. 

If you only thought of gambling products, then slow-rhythm lottery games are certainly less problematic for players than, for example, casino games or fast sports betting (live). However, it is always dangerous to think that one is, in principle, better than the other, because then the risk is to be blind to one’s own operations. Furthermore, most lotteries today offer more than just traditional draw-based and instant games.

In practice all EU countries still have a monopoly system for lottery games. According to the European Court of Justice, Member States are free to decide on their gambling systems, as long as they respect the principles of legitimacy and are consistent in their actions. 

An important justification principle is the prevention of gambling problems which can be summarized into two groups – gambling problems caused to the player and gambling-related crime. For this reason, it is important that the prevention of gambling problems and thus responsible gaming also be given great weight in lottery activities. If anyone thinks this does not apply to lottery games, it would be interesting to hear why there is monopoly in that area…

How should the prevention of gambling crime be taken into account in lottery activities? In general, gambling involves the risk of two types of crime – the manipulation of the results and money laundering. Manipulating the results is not easy in traditional draw-based and instant games, but it has managed to happen sometimes. 

Manipulation of results is a particularly big problem in sports betting, which is also practiced by lotteries. The risk of money laundering is also higher in casino and sports games with high payback rates than in lottery games with lower payout percentages. But at least in theory money laundering can take place in all gambling activities and its prevention should be managed as well as possible. Lottery companies that run sports games have invested heavily in crime prevention through their involvement in the GLMS (Global Lottery Monitoring System).

Crime prevention is particularly important for the gambling business in terms of the reliability and reputation of its operations. If customers cannot trust the correctness of operations, there is not a very bright future in the industry. In this respect lotteries are very much in the same boat as private gambling operators. It is quite insane to think that the problem would not also apply to lottery companies if the general acceptability of gambling starts to fall even more than it currently does.

While the prevention of gambling-related crime is especially important, the prevention of gambling problems itself is even more important. Just one person with a gambling problem is one too many and companies need to do everything they can to keep the number of problems under control and even reduce it. It is unrealistic to think that gambling should be banned altogether, but states still have opportunities and, in fact, an obligation to regulate this fundamentally risky activity.

Gambling today is often compared to tobacco and alcohol, which also cause problems. Personally, I don’t like those comparisons, but I somehow understand the comparison to alcohol-related restrictions. I think tobacco causes more or less problems for all users, which gambling does not. 

Alcohol is closer in that sense because only a small percentage of alcohol users experience significant problems. Gambling is a relatively safe activity for 90-95% of customers. On the other hand, gambling causes awfully bad problems for about 1% of players and some problems for a much larger number of customers. I think it’s the responsibility of gambling companies, including lotteries, to do their best to keep those customers who are experiencing problems from getting into bad trouble.

Studies have shown that traditional lottery games don’t cause gambling problems almost at all and this may still have the wrong effect on the attitudes of the lottery world. Companies are accustomed to a situation where they may have blamed other gambling companies, usually casino operators, for the problems. 

However, in the 21st century, Lottery operations have changed with the digitization of new products and operations, so that gambling problems will certainly arise for lottery customers as well. Therefore, all companies must have tools in place to identify and prevent problems.

What should companies do? It must be possible to monitor and address customers’ gambling, either with restrictions or, in extreme cases, with bans. Gambling monitoring requires digitizing operations and making gambling possible only for identified customers.

There is no way to interfere with gambling anonymously, and there is not even enough information about it. Lottery companies must therefore build technical systems to transfer all gambling to identified gambling. This may sound like a completely impossible plan to most, but it is not. Just ask for advice from Norsk Tipping, which already did this years ago!

Mere recognized gambling alone is not enough. Recognized gambling is a prerequisite for restricting gambling activities. There must be limits to gambling that must be practically controllable. The Norsk Tipping scenario involves maximum loss limits for gambling. Personally, I am not in favor of uniform limits for all, because people’s income and wealth levels vary a lot. 

In addition, some people are, in principle, at greater risk of suffering from gambling problems than others. Due to these factors, I consider the best solution to be the possibility to change the general limits set by the company on the basis of substantiated information. 

If a player is able to prove his wealth and wants to raise the limits of the gambling, he/she should be given the opportunity to do so. Likewise, even low overall limits may be too high for some players. I have noticed that at least in Sweden and the UK, there has already been discussion of a player-specific affordability check model.

I am quite sure that gambling regulators in different countries will tighten their control of operations and to set the gambling companies increasingly more accountability requirements. This will certainly apply to lotteries as well. In many ways, it would be best for companies to act on their own initiative and not just under duress. 

Companies should prepare models in collaboration with or at least by listening to gambling problem researchers and possibly also in consultation / cooperation with the authorities. Implementing the changes will require a lot of resources, but hopefully it will save the gambling industry’s reputation!

WHAT CAN WE LEARN FROM NORWAY’S GAMBLING MONOPOLY?

I have written this blog for LotteryDaily.com and they published it last week. This text is partly modified by Chris Murphy.

The Nordic countries of Denmark, Finland, Norway, and Sweden have quite similar systems and legislation in many areas. That has been the case also in gambling business until the beginning of 2010’s when Denmark decided to move from a monopoly to a license-based system in 2011. 

Sweden decided to follow that from the beginning of 2019. Finland and Norway still have gambling monopolies in all gambling areas, and they are by the way the only European countries that still have that kind of legislative situation. 

It begs the question; why are those well-developed, innovative countries still trying to keep a monopoly-based system? Furthermore, is there anything we could learn from them? 

For the purposes of this particular column I’ll concentrate solely on Norway and return to covering developments in my home country after some months. As you know, in practice all European countries have a monopoly-based system in lottery games but not in sports betting. And most countries have never even had a monopoly in the casino business. But Norway has a monopoly in all gambling areas and physical casinos are totally forbidden. 

The question is, has that kind of model worked well? The size of gambling business in Norway is big. There are about 5.4 million inhabitants in the country and the total GGR of gambling business in 2019 was M€1.244. Almost half of GGR came from digital channels. 

Gambling acceptable among Norwegians

Although there is a monopoly, the share of offshore operators is big – according to H2GC it is 27%. Gambling is common and acceptable among Norwegians. According to surveys almost 2/3 of adults used to play some gambling products at least once a year.

The previous government was keen on liberalization and it seriously investigated a number of other possible legislative models for the Norwegian gambling business. In 2015 it opened up the lottery business by a fraction by issuing supplementary lottery licenses for five small operators. Those licenses are still valid, but the operational possibilities are extremely limited. 

It seemed that Norway would move to a license-based system at the same time as Sweden, but in summer 2017 the government decided to continue the monopoly system. The system is not as the monopoly we have in Finland because there are two operators, Norsk Tipping and Rikstoto, and small lotteries plus bingo halls, but in principle it is still a monopoly.

Norway has run and controlled monopoly-based gambling seriously. The prevention of gambling problems has been the main purpose, relegating profit to just a secondary element. The country has enough money anyhow and there has been no need to maximize gambling revenues at all. 

There are lots of restrictions for gambling in Norway. Mandatory identification in order to gamble has been in existence for many years and there are tight gambling/loss limits in the gambling business run by the state-owned Norsk Tipping. Norway had also tried to restrict gambling offshore with blocks in place for 10 years. 

Gambling offshore is still legal in Norway, but operators don’t have licenses to offer their services in the country and are prevented from marketing their products. To compound matters, it has become difficult to move money to those companies and get winnings back from them. 

However, preventing Norwegian players from gambling offshore has been difficult to achieve because they have become accustomed to playing with those operators. According to customer surveys many Norwegians are unaware that companies like Unibet and Betsson don’t have licenses to operate in Norway. That might explain why 27 % of gambling is still going abroad despite the official monopoly system.

I think, though, that Norway is the best example of how a country should organize its gambling business should it be monopoly-based. Its system is not an ideal one, because there is no reason to have those minor lotteries and probably they should consider merging Norsk Tipping and horse betting operator Rikstoto. 

But there are lots of good things. The state has allowed Norsk Tipping to develop its own business, enabling the state-owned lottery company to offer good products and service to its customers. It is important, however, to have the right channels in place, otherwise the legitimacy of the monopoly system will disappear. 

Norway has now introduced even lower loss limits for gambling. That has and will continue to affect the profitability of Norsk Tipping for sure. The same kind of limits are expected to be applied to horse betting too from the beginning of 2022 and that will greatly impact the GGR of Rikstoto. 

More laws proposed

Consequently, if Norway can’t better control offshore gambling there will be an inevitable migration of players in that direction. The current government knows that and has proposed more laws, for example a restriction of gambling ads on satellite channels which will limit the business of offshore companies. At the moment it seems that tighter payment blocks have managed to reduce offshore gambling a little, but according to estimates it is just a temporary remedy.

To reiterate, the main purpose of the monopoly system is to prevent gambling problems. Norway has tried to do that for a long time. Among other measures, they prohibited the huge slot machines business that was operating 15 to 20 years ago, because most gambling problems were caused by those machines. 

It is strange that although Norway has put lots of effort into the reduction of problem gambling, the results are not so good. The University of Bergen has undertaken significant new research on Norway’s gambling problems. It found that the incidence of problem gambling has increased compared to the situation in 2015. There are 3.1 % of people suffering from gambling problems (2.3 % in 2015) and 1.4% are experiencing serious problems (0.9 % in 2015). 

The number of gambling problems is now at the same level as it was before the ban on the slot machine business. The structure of gambling problems has also changed. Now almost half of the problems are coming from digital casino games. Nowadays younger customers are suffering from gambling problems than before. There are different measurement methods of gambling problems in different countries, but despite that it is obvious that the number of gambling problems is at a higher level than it is in Denmark and Sweden where they no longer have a monopoly.

Norway has strongly and consistently tried to control the social and economic disadvantages of gambling with a monopoly. It is even prepared to decrease profit levels if that would help to reduce the number of problem gamblers. I would like to award them “10 points” for that. 

Unfortunately, results show that it has still not succeeded very well. There will be more restrictions for offshore operations, but it is unclear if they will work or not. I believe that state control and regulation will always be behind business development and that’s why there is no way to totally prevent offshore gambling anymore. 

Might it be possible that the monopoly system is no longer the best tool to prevent gambling problems in the current digitalized world?

Given that a monopoly has not succeeded in combating Norway’s gambling problems, it is unlikely these measures will work in any other European country. In Norway and also here in Finland we will have a discussion sooner or later about gambling monopolies. The states must find the best balance to prevent gambling problems and offer customers the best products possible. That leaves one final question; does the monopoly system still offer the best way to achieve that?

INTERESTING NEWS FROM THE HORSE BETTING “FAMILY”

The Swedish state-owned lottery company Svenska Spel and the French horse betting giant PMU published their cooperation contract about week ago. Nowadays it is normal to have that kind of international co-mingling operations but normally the lottery “family” and the horse betting “family” have done that among own “families”. I have already written about the fragmentation of the lottery world and now it seems that the same might happen in the horse betting world too. It is old-fashioned way to talk about lotteries, casino companies, sports betting operators or horse betting companies. All of them are just gambling companies which might have different kind of history and background, but which are offering quite similar products for their customers.

What I mean by “family” of lotteries or horse betting companies? Lotteries have their own associations like European Lotteries (EL) and World Lottery Association (WLA). Horse Betting companies have had similar organization called European Pari Mutuel Association (EPMA) and European casino operators have European Casino Association (ECA). Those associations are mainly just for discussions and lobbying but nothing to do with business. But the members of same organization have used to cooperate with the other members at the business level too. We have good examples of that from lottery business where lotteries have games like Euro Millions and Euro Jackpot.

Horse betting companies have tried to build up common European or even global level horse betting product, but they haven’t managed to do that yet. Co-mingling, which means participating in games of other horse betting company, has been popular among EPMA-members already long time. The biggest European horse betting companies, PMU from France and ATG from Sweden, have mainly acted as hosts of those common games. In practice it has been impossible for other companies than traditional horse betting companies to join in those pool-based games. But now it seems that there is big change going on among horse betting companies and it’s easy to foresee that similar thing will happen among lotteries soon or later.

As I already mentioned, horse betting companies have had association called EPMA where they have had some members also outside Europe. PMU has been the most active and dominant member of that organization which has had tight relationship with the European horse racing organizations. I don’t know what happened last year, but for some reason PMU wasn’t willing to continue anymore there in EPMA and decided to move towards WLA. I know that the other European horse betting companies thought seriously if they should do the same than PMU. There are already few companies like Danske Spil, Loterie Romande and Veikkaus which are members of EL and WLA but also of EPMA. Anuhow the decision of EPMA-members was to establish new association instead of joining in WLA.

The new horse betting association has already been established and the name of that organization is World Tote Association (WoTA). That new association is more global than EPMA was. There are now official members like Hong Kong Jockey Club, Singapore Pools, Tabcorp and Phumelela. The most remarkable thing is that the biggest European horse betting operator PMU is not the member of WoTA. That will break the horse betting “family” although the total turnover of WoTA companies is still as huge as 20 B€. It seems that with PMU the other gambling operators could offer big horse betting pools if they want to accept the business conditions set by PMU.

For some reason horse betting has been gambling area where specific companies established by horse racing organizations have taken care of business. Other gambling operators haven’t had interest or challenge to enter in that market. The situation in UK and Ireland has been different due to traditional reasons but in the other countries that has been the case. I’m not sure how much business interest gambling operators have had towards horse betting area, but they should consider that now. Horse betting is surprisingly big business. The total GGR of horse betting is about 25 B€/year which is 6 % of total gambling business. Would it be possible that gambling operators, including lotteries, could have share from that? Of course they could!

According to estimates of H2GC horse betting won’t manage very well among the other gambling verticals in the future. But it seems that the volume of horse betting won’t decrease in coming years – H2GC expects that horse betting will develop yearly by 0-1 % in next 5 years. I believe that horse betting has increased a lot this year during Covid-19 in some countries like the Nordics where we have managed to organize races despite of corona virus.

Cooperation deal between PMU and Svenska Spel is good example how the gambling world has changed and is going to change. There are still lotteries and horse betting companies but I’m sure that in the near future winners will be gambling operators who offer wide portfolio of different gambling products. Current lotteries and horse betting companies have similar strength and it is existing big pools which are difficult to reach from zero level. That’s why operators should work together and not only with their old “family members”.

YOU CAN’T MAKE GOOD DECISIONS WITHOUT CORRECT DATA

I have written this blog for LotteryDaily.com and they published it few days ago. This text is partly modified by Chris Murphy.

In my previous columns I have presented my thoughts on the most important success factors of 2020’s lottery business. I have written about digitalization of the lottery business and the need for new gambling verticals to be added to product portfolios. These are topics that every self-respecting lottery should be interested in. Now I will continue my journey into a little “deeper water” with the third theme. I have noticed that many lotteries are lagging in one specific area which is data-driven management.

When I started in the gambling business almost 30 years ago, the only metrics to follow in the development of the business were turnover and the number of coupons played. Sometimes we tried to find out how many players we had through customer surveys. 

My former employer, Veikkaus, has invested a lot in collecting and analyzing business data for the long-term. I took it for granted that all other lotteries also developed or purchased similar data management systems. I have learned that this is not the case after we established in the spring with my colleague the gambling consulting company which aims to serve lottery companies. 

Unfortunately for the weakest positioned companies, the level of utilization of business data is still at the same level as we had it in Veikkaus in 1990s.

Why is it so important to gather data? I should use the term correct data because there is no sense to gather data which you can’t utilize. Gathering data is important so that we have the possibility to lead our company towards better business results. 

Many companies have written phrases “the best customer experience in the industry” or “satisfied customers” as the goal of the strategy. But how do you lead your business to reach those goals? How do you monitor the impact of your own measures on the achievement of strategic goals? If the correct business data is not collected or analyzed, management or monitoring cannot succeed.

At this point, it should be noted that unfortunately in the case of many lotteries it is not possible to collect the correct data. If the digitalization of business that I wrote about earlier in my column has not been done – the situation is bad. An estimate of a company’s ability to leverage customer data is the proportion of turnover that it generates from identified customers. You can’t run a business based on data if most of gambling happens in a way whereby you don’t know who has played those games.

Let’s look at those companies that use some sort of customer authentication and collect the data. Many companies think the situation is in order because “we have CRM systems in place”. That’s only the first step towards data-based management. The main question is whether the most important components relevant to management have been identified, and whether this data is collected comprehensively and utilized all the way to operational operations.

The world is full of great theories about management by data. It is possible that the company has developed great segmentations and customer value calculation models to support management, but they still cannot be utilized. 

In the big picture, the situation seems to be such that the base is built to a good or at least satisfactory level, but its use is deficient from the beginning and its benefits cannot be transferred to the operational level. Of course, in many cases, there are already fundamental shortcomings in the basis of the system, which makes it impossible for you to manage operational activities.  

I challenge every lottery director to look critically at their own company. Do we know our customers and business? Can we predict at an adequate level the impact of our actions and reliably measure them? Do we have the ability to steer operational activity towards a better business? If the answer to any of those questions is “no”, it is now time to take a break and think about how to get the situation fixed.

When we carry out product renewal, marketing or actually any operational activity, each operation must have defined goals. What customer segments and profiles are we aiming for? How much is the measure aimed at increasing the customer values of different groups’ accounts and how much we reach new customers? 

The numerical objectives must be clear and closely monitored. Based on what exists, you have the opportunity to learn and find and further develop more functional products and concepts. The amount of money customers spend on gambling is usually distributed among different gambling companies. 

It is extremely important for lottery operators to understand whether the euro played on a new product has previously been spent on another of their own products, games from another gambling company, or whether it is a whole new gambling spend. If sufficient data on gambling is not collected, it is not possible to make such a reasoning. 

With correct data, companies can achieve the benefits of both business and responsible gaming. With the help of data, it is possible to target offerings to the right customer groups and thereby generate more sales. On the other hand, the data can be used to better identify potential customers with gambling problems and to reduce or even stop their gambling.

I understand that getting to the optimal situation is an extremely long and challenging project. Sometimes, however, the first steps have to be taken. Without a sufficient understanding of the key data of your business, it is not possible to succeed in the fierce competition of the 2020s. The goal can be to make the data a tough and productive helper for you. The positive thing is that benchmarking information and other help is available to achieve this goal – also directly from me!

MONOPOLY – THE RIGHT SYSTEM?

I have recently analyzed a lot of different gambling systems and their real objectives and effects. Last week, my company The Finnish Gambling Consultants published a “white paper” report on the current state of the Finnish gambling system and its alternative solutions. We have got familiar with the gambling systems in Denmark, Norway, and Sweden, which differ quite a bit from each other and from the Finnish system. It has been interesting to note that it is possible to have different solutions to achieve similar goals. So what is the right solution? In order to answer this, you need to know what states are really aiming in the area of ​​gambling.

There have been two very interesting news from Norway about gambling business. First, the University of Bergen published an extensive study on gambling and, above all, gambling problems. According to that research, the number of gambling problems seems to have increased in Norway. The difference in research methods makes it difficult to compare the results both between different years and between different countries. Despite this, I dare say that Norway has more gambling problems than other Nordic countries. Why is this a strange result and how can it be possible?

Norway has a strict monopoly system for gambling. State-owned Norsk Tipping has the exclusive right to all other gambling products except horse betting which games are run by Rikstoto. There are some smaller companies in Norway that are licensed to run small-scale gambling, but this is not relevant in this context. The Norwegian state has imposed strict restrictions on Norsk Tipping’s operations. In Norway, it is only possible to play gambling products as an identified customer and there are strict maximum loss limits for gambling. So it seems that in Norway, the goal of the state has been to curb gambling and gambling problems, and not just to maximize the revenue from gambling.

In recent years, Norway has sought to restrict gambling for offshore gambling operators. The country has introduced a blocking of money transactions, which has made the customer’s money transactions to foreign gaming companies quite difficult. In addition, the country is making serious efforts to prevent foreign gambling companies from showing TV advertising in Norway, regardless of whether the TV channel is Norwegian or not.

Denmark and Sweden have opted for a quite different gambling system than Norway. Denmark decided to move to license-based gambling system less than 10 years ago, and Sweden followed to similar system from the beginning of 2019. In practice, only lottery and instant tickets games have remained in monopoly and other gambling verticals can be licensed. The volume of gambling has increased in both countries and players as a whole are losing more to gambling than before. Despite this, at least the number of gambling problems does not seem to have increased and the number of problems is clearly lower in both countries than in the strict monopoly country of Norway.

How can such outcome be possible? Studies show that there is a correlation between the volume of gambling and the number of gambling problems. The more you play, the more gambling problems you experience. However, studies have been conducted in situations where the actual amount of gambling has been known. This may no longer be the case in today’s digital world, where there is a large amount of gambling on offer via the internet and mobile that doesn’t show up in official gambling figures. Restricting the physical supply of games can only shift customers to the digital offerings of other operators.

It is often thought that in a monopoly system, state control is much stricter than in other systems. However, this is not self-evident. The regulator has just as good, or even better, opportunities to control gambling activities in the license model as well. An important factor is the channeling ability of the gambling system. The more the system makes gambling a legal activity in the country, the better the state control will work. At least after the change of the system, the channeling capacity of the Danish and Swedish gambling systems rose to a significantly high level and thus the operating restrictions worked better than before, with a large part of the gambling going to unregulated offshore operators.

So what should Finland learn from the experiences of the other Nordic countries? Before you can answer this, you need to know what Finland is really aiming for in the area of ​​gambling. According to the EU, a gambling monopoly system is possible if it can improve the protection of players and prevent criminal activities related to gambling. A particularly important justification for the monopoly system has been better prevention of gambling problems. It should be borne in mind that gambling revenues are not an acceptable basis for a monopoly system.

The prevention of gambling problems has gained more weight in the Finnish gambling policy and its practical implementation in recent years. The merger of gambling operators and the centralization of gambling operations in one company, Veikkaus, from the beginning of 2017 has given the regulator better tools to control the company’s operations. Veikkaus’ operations are supervised and regulated more than the three previously monopolies were supervised. This has been reflected in lower revenues from gambling operations. Unfortunately, and somewhat surprisingly, gambling problems have not diminished. The number of problems has been at the same level for long time. About 3% of Finnish adults suffer from gambling problems. Studies show that the number of people with serious problems is growing, which is a matter of real concern.

The operations of the monopoly company Veikkaus are thus controlled more and more, which reduces gambling through the company and thereby the state’s profit. According to research, a large part, almost all, of Veikkaus’ declining gambling is directed at other gambling companies. This way, overall gambling and gambling problems are not reduced. The regulator currently has little possibility to take action against offshore gambling companies. So something needs to be done and soon. Otherwise, the pace of development will only continue, and Finland will soon end up in the same situation as Denmark and Sweden years ago.

If the prevention and reduction of gambling problems is the primary goal, then Finland must be able to tighten control over all gambling activities, not just Veikkaus. This can happen in both a monopoly system and license-based models. The goal is to bring gambling under regulation in one way or another and then impose strict restrictions on gambling. According to results from Norway, it is not sure that monopoly would be automatically better from gambling problem point of view than license-based system.

If the goal of gambling activities is also to continue to generate revenue for the state but at the same time prevent gambling problems, the alternatives are more difficult to implement. Continuing in a completely monopoly system in this case is legally difficult to implement, at least in the way where customers would be satisfied. It seems to be obvious that license-based system would generate more money for the state than monopoly system.

I think it is particularly important that Finland now carefully considers the future of its gambling system and makes a comprehensive and neutral analysis of the matter before making a final decision! In our own report, we have described and calculated the effects of different gambling systems on gambling problems, government revenue levels, and customer experiences. We are happy to help you get a good and safe gambling system in Finland that is also good from customer point of view!

MORE GAMES PLEASE!

I wrote this column for http://www.lotterydaily.com and they published it few days ago. This text is partly modified by Chris Murphy.

The world is changing, and cycles of change are constantly accelerating in all areas of living. This is also the case in gambling business and the change will continue. The digitalization of gambling has been talked about to the point of fatigue, but despite this, for example, many lotteries do not seem to be able to move around in a large scale. Somehow it seems that traditional state-owned lottery companies prefer to focus on the fight against change rather than seeing it as an opportunity. But change can’t be stopped and coping with change requires the ability to adapt to it.

Instead of the relentless talk of digitalization, I would like to bring another topic to the debate where I’d expect a much more active approach from the lotteries. Fighting against change has meant that lotteries’ own game portfolios haven’t been developed as much as they should be. 

A typical portfolio has been just a few draw-based games and some scratch cards. Product renewal has meant a new lotto game or instant ticket. No more radical changes have traditionally been seen from the lotteries.

The gambling market has been constantly evolving and new business areas have followed each other. People use a wide range of gambling products and have started to become customers for several different gambling companies. 

A modern and agile gambling company focused on the digital business often builds its strategy for a goal that aims to get customers to use products from as many different product groups as possible. The idea is based on the fact that a customer playing several different products in the same company is more likely to remain the company’s customer than those who play only one or two products.

Gambling companies will get another benefit if they manage to expand customer product usage. Customers, who increase the number of games they play, will also increase their total consumption on average.  Of course, the growth is not as big as the money invested in a new game, because most of the money spent on the new game is out of some other games they used to play before.

However, the actual jackpot for the company is available. If the money that customer uses for playing your new game is at the expense of the games of another gambling company, then the entire profit of this new game is new money for your company. If lottery expands its offering to completely new game types, it is possible that its loyal customer will discover games which he used to play with another company. In this situation, there is a chance that the customer will transfer all his gambling to the lottery and even in the case where his total gambling does not increase, the lottery’s profits can and will increase.

How does the traditional lottery product development with a “new lottery game” fit into that pattern, which is hoped to produce customers who are going to use just lottery’s own products? Not so good. With a new lottery game or scratch card it is extremely difficult to get any customer to transfer his gambling from another company to your lottery. 

A successful launch of the lottery game can certainly bring new money from old customers, but the turnover that has been accumulated mainly for the new product is a shift from your other products. You won’t earn a lot when you just move money from your right pocket to the left one.

Of course, I’m aware that in many countries lottery owners have curbed product development and instead been satisfied with the profits from the traditional lottery business. The most important thing has been to secure the established monopoly position and try to prevent that from being jeopardized. Business growth may not even be a key consideration. But what will the future look like if the static offering starts to lose interest against other gambling offerings? Not good at all.

The monopoly status of the lotteries is beginning to be more and more nominal.  Lottery betting has come to rob the same market and other gambling verticals have otherwise stuck right next to customers on their skin. Modern gambling is often fast and entertaining compared to lottery products. 

Nowadays it is much more difficult to get younger customers to become regular customers for lottery products. Should lotteries expand their offering to other gambling verticals? They definitely should if it is legally possible. And if it is not, at least a reasonable effort should be made to change the legislation to a form in which other gambling verticals could also be offered to the lottery customers.

Why has this not been done to a significant extent? The owner’s will and legislation are, of course, valid reasons but they can be influenced if necessary. The big ideological problem seems to be that many lottery operators are cautious about using smaller prize games to compete internally against traditionally higher payout lottery products. 

If only the same bet moves to a lower payout product, the revenue will of course be lower. You shouldn’t worry about that at all. In modern gambling products, the rhythm of gaming and the circulation of money enable the same kind of profits thanks to increased turnover. 

The crucial factor for the overall development of revenue is whether the customer is ready to increase the total amount of money he used to play or not. It is difficult to see that adding a new product group to the company’s portfolio would reduce the total amount of money spent on gambling in any significant customer segments.

In today’s gambling world where responsibility is the key word, the offering of lottery has traditionally been the product vertical that causes the least gambling problems. Will lotteries risk their reputation if they start offering more harmful gambling products? 

This is a scenario that needs to be taken into account. An extremely aggressive offering of casino games could lead to such a thing. To offer much softer sports and horse betting is hardly not. And casino games can also be offered to customers in a responsible way. The market situation and the potential of the different new product verticals should determine which product groups give the best balance between possible risks and profits. But responsibility shouldn’t be a barrier to expanding the range of gambling verticals for lotteries.

As we go further in the 2020s, it is clear that the competition in gambling businesses will become even harder. Even in countries where traditional betting shops have managed to maintain a strong position in the face of internet competition, the situation is not everlasting. 

Even in those cases, lotteries can’t fail to try to maintain their position as the sole gambling operator of large customer groups in their own country. However, this won’t be possible in the future unless lotteries are starting to expand their offerings to other gambling verticals. In the future a modern, successful, and competitive gambling company will offer a wide range of different gambling products from different gambling verticals. I would like to see lotteries to be among those modern gambling companies!