Quote:
Originally Posted by Jackal69
The VIP scheme/SNE was introduced effectively as a way of employing regs to play high volume and service the vast amounts of recreational players who wanted to play,
This doesn't make much sense though. The recs didn't need servicing, they could have been matched up to play against each other.
If anything it's the environment now that needs 'prop" players to get games running.
Maybe the new live scheme will work like that. Say the system notices that only three $7 180 mans have gone off in the last 2 hours, players are getting tired of waiting and starting to unregister - the system identifies the fact that this game needs propping, subsequently as appropriate people log in they are offered starscoin equivalent to 70% rakeback if they play at least 3 $7 180 mans that day - so the message is that you can be treated as a Scheinberg era SNE used to be but only when you are actually doing what they claimed to be doing (but weren't most of the time) - propping the games to keep them running.
Quote:
Originally Posted by Wild Card
1.) public vs private company
1.)
Isn't one of the main problems: it being floated on the stock market rather than being a private company?
Shareholders simply want to see their shares constantly increase in value. How it increases - they don't care.
A private company could have consistent profit, without having to answer to shareholders. Seems like as long as they keep a player pool, it's a license to print money.
Well the problem is it becomes a group-think echo chamber. Short term traders are just trying to predict what other market participants will think instead of whether the business is actually doing the right thing.
In the case of poker this is a real problem. Because of the similar regulatory environment poker gets given to the same analysts who would analyse "slot machine on your smartphone" type companies, but in terms of why people play there would be a stronger case for giving it to the analyst who deals with the the computer game industry - as a product it strokes the same spot as a product somewhere in the space between Tetris and Age of Empires - depending on the individual player. I don't really have a solution to this (again because of regulatory issues - often poker is often organized by the same companies who offer pure gambling) but I note it and we should keep talking about it so hopefully the message does get back to people who make decisions.
A genuinely private company would be fine - but if they have to answer to VC generalists who don't understand the product then it's pretty much the same.
If anything, recent experience seems to show that the best solution is having poker as a small department in some massive publicly traded gambling company. Of course there are examples where that is bad (Corals, Betfair) but also examples where it is good (MPN skins, Unibet). In the cases where it has worked, I think what's happening is that a typical investor call for Stan James, Unibet or the Rank Group (the guy hitting the massive gong who owns Grosvenor casinos) will have close to zero questions specifically about online poker rake and loyalty schemes. The people running poker in those places have been given enough "time on the ball" by the internal management to do what actually works (not that what actually works is exactly what the SNEs think, but it's also not what Amaya thinks) then come back and "show receipts" in the annual report of how their player pool and revenues are growing while rivals are shrinking, and the question of whether the way they did it matches up with the analyst's "moronic gambler" theory becomes secondary.
Quote:
Originally Posted by Wild Card
2.) why buy a brand to destroy it?
They could increase the rake until it is an unwinnable casino game (all luck and no skill).
But why buy a brand to destroy it?
Why drown yourself in debt to buy a brand and then destroy it?
The only reason I can think of at the moment is short term profit, but they damage themselves in doing so.
If they fail to offer a decent brand loyalty scheme, other companys can offer a better one and take their customers.
The people who personally took the decisions to buy stars are richer than they otherwise would have been.
Also, when we read that they failed to pay Scheinberg his last $200m because they don't have it (he's given them more time) - it looks like they need short term cashflow and fast - which is the context their decisions need to be seen in - not long term brand value.
Quote:
Originally Posted by Griesball
^ But they will only feel punished if a competitor actually takes over a large chunk of their former net depositors. If online poker just dies and depositors switch to casino games/betting, they win.
This is the "baby duck" imprint theory. The idea is that we don't care what game we play, we are imprinted on the stars logo like a baby duck on it's mother, so we will just play something else rather than shifting sites to get the product we wanted.
I'm not sure to what extent management follows the baby duck theory as they trashed the original logo so presumably we should have lost the imprinting?
Also, it's dumb to think people care more about brand loyalty than getting the product they were originally after.
1a) Imagine you go to a Mercedes showroom and find they are no longer bothered about selling cars and really want their loyal customers to spend more on their new line of caravans which are higher margin. Would you buy a caravan with the tristar logo or go elsewhere to get a car?
1b) Imagine if you went to a Rolex shop and found they had stopped selling that 1970s-tech mechanical jewellery in order to support sales of plastic quartz digital watches. Would your brand loyalty lead you to buy a plastic digital watch or would you look for an expensive mechanical watch elsewhere?
1c) Imagine if your favourite bordello was converted into a same-sex place, would your brand loyalty cause you simply lie face down and consume the new product, or would you go and look for a woman elsewhere?
1d) Imagine if your favourite Georgian restaurant was converted to a Thai restaurant, would you forget that you liked Georgian food and simply eat more Thai food or would you get onto google and try to find another Georgian restaurant?
That's not to say that the above business could never widen their range - corresponding to the above lettering we might see (or have seen) offered:
2a) The Mercedes A-Class
2b) Something with the outward appearance of a Rolex but with modern accurate chronography
2c) Legit massage with or without a happy end
2d) Restaurant opening an additional window onto the street to serve food direct to passers by.
but the key thing has to be getting new customers or giving other customers the opportunity to spend more. Not trashing existing profitable product lines.