GiG and Crab Sports Team Up to Take on US Sports Betting Market

The agreement between Gaming Innovation Group and Crab Sports positions them advantageously to be a significant force in the American sports wagering market. While prominent brands are reducing their promotional efforts, these local entities have an opportunity to establish themselves in various states.

GiG’s Martin Collins discusses the concept of regional champions in American sports betting. In Europe, numerous examples exist of “local heroes,” businesses that have leveraged their regional expertise to achieve widespread popularity within their respective areas. Brands like Winamax in France, Snai or Sisal in Italy, and Betcity in the Netherlands are highly recognized in their home nations, despite their expansion into other territories.

This phenomenon has yet to materialize in the United States, but the reasons are readily apparent. Operating in each state is costly, and the availability of licenses is limited, resulting in the dominance of large corporations with substantial financial resources.

However, regulatory changes are underway, creating opportunities for new entities to enter the market and disrupt the status quo at the local level.

For instance, Maryland has formulated a more thorough plan that permits live wagering at ten gambling houses, sports arenas, and racetracks, with an additional thirty available for other businesses within the state.

These permit holders will be qualified for mobile betting permits, with the legislation permitting up to sixty permits to be issued.

This will generate one of the most extensive state-level markets in the United States to date, opening the door for a substantial number of new rivals. One enterprise preparing to enter the competition is Crab Sports, a firm established in 2021 that reached a preliminary agreement with Gaming Innovation Group (GiG) this week.

Highly Localized Focus
A common tactic for new entrants into the US market is to establish a presence and then utilize that as a launching pad for other states. For Crab Sports, Maryland will be the sole focus, with the company named after one of the state’s most cherished dishes.

The agreement marks GiG’s initial deal with a US sports betting company since acquiring Sportnco, with Sales and Business Development Director Martin Collins believing it is a “game-changer” for the provider.

“The number of opportunities we have access to has increased significantly – we did not have a competitive sports betting product to address these previously,” he stated.

But that does not imply reaching a preliminary agreement was a simple process. “It was very thorough, akin to a Tier 1 deal,” Collins explained.

They are keen to make sure they pick the right platform to accomplish their objectives.

This ongoing discussion is a product of constant talks within the industry, particularly with the investment group. This continuous dialogue helps GiG spot opportunities to act swiftly and gain introductions or recommendations from potential customers.

“It’s a key source of leads,” he said. “We anticipate one-third of our leads to come from incoming inquiries produced by marketing; one-third from outgoing efforts by the sales team, and one-third from recommendations. For us, that’s the ideal ratio. If you achieve that, you’ll get a lot of good chances.”

With this strategy, GiG is targeting three kinds of partners in the US. Similar to Europe, it’s looking for top-tier operators who want to expand into the US, where it can use its regulated market expertise to help them move quickly and effectively.

Secondly, there are tribal markets, where its platform’s built-in responsible gambling features enable partners to expand sustainably, considering the community-driven approach taken by Native American reservations.

The third category is challenger brands, like Crab Sports, which are focused on just one state.

Collins explained that this hyper-local focus can be especially powerful. Crab Sports won’t have the deep resources of a well-funded national operator. “But they have the local knowledge and partnerships to bring customers to the brand,” he said.

Creating Brand Assets

He thinks that regional rivals like Crab Sports won’t gain a strong presence in all states, noting that states like New York, with its bidding procedure, high tax rate, and hefty licensing fee, make it impossible to enter.

He went on to say, “Some states, like Maryland, Ohio, or Louisiana, have a distinct regional identity, and these competitors have a chance to enter.” “Simply because they can collaborate with local businesses in the market and directly engage players by allowing these [outlets] to generate income through sports betting and online gaming later on.”

These partnerships might not allow a company like Crab Sports to dominate in Maryland. But by utilizing this local presence, whether through sports teams, entertainment venues, or bars and restaurants, it positions the business as part of the community.

Collins stated this is already incorporated into the agreement. “We believe that massive spending is not sustainable, so we encourage clients like Crab Sports to utilize the platform’s key components. There’s GiG Data and GiG Logic, but another crucial element is CMS; it allows us to segment the customer journey, developing a customized journey for each user.

“They might be acquired through a bar as an affiliate, or through an event partnered with a local team like the Baltimore Ravens.”

This information can assist them in crafting highly customized marketing plans, fostering stronger relationships with the brand.

Collins stated that tools like Logic can automate procedures, significantly lowering resources and expenses for customer management. For new brands, this will dramatically increase their profit margins.

However, he stressed that these campaigns should not focus solely on financial incentives. Even simple local restaurant meals can effectively draw in players and cultivate their loyalty.

Competitors, unlike major players in US sports betting, lack abundant resources, so they must be more strategic with their marketing budget allocation. However, even with substantial marketing investments, it remains to be seen if their promotional spending truly generates a significant return.

“Major players haven’t embraced this approach in other states,” Collins continued. “They’ve been attracting players with bonuses and retaining them with continuous bonuses, resulting in low lifetime value and high acquisition costs.

“I’ve been in this industry for 16 years, and every company traditionally invests heavily in user acquisition, but rarely invests equally in cultivating loyalty. In a highly regulated, high-tax market, this approach hinders any chance of profitability.”

In conclusion, the “spray and pray” strategy is increasingly being questioned.

Digital Caesars is pledging to reduce marketing expenditures. Churchill Downs has already initiated the process of closing its betting and online wagering ventures. Speculation persists regarding the potential sale or closure of WynnBet.

“They’re striving for a more strategic approach now, emphasizing their loyalty programs and cultivating customer connections based on loyalty rather than financial incentives,” Collins remarked. “However, they acquired these customers through inducements – that doesn’t foster genuine brand loyalty.”

This, in turn, is generating opportunities for a new wave of operators like Crab Sports to establish a presence, even on a state-by-state basis.

“These smaller brands, the tribal entities, can introduce something distinctive despite the constant visibility of the major brands on television,” Collins added. “I anticipate witnessing this materialize over time.”

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