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Boyd Gaming Reports Third-Quarter 2018 Results

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Boyd Gaming Reports Third-Quarter 2018 ResultsReading Time: 10 minutes

 

— Las Vegas Locals Delivers Adjusted EBITDA, Margin Growth for 14th Straight Quarter
— Midwest & South Continues Same-Store Revenue, Adjusted EBITDA Growth
— Company Acquires Five New Properties; Enters Missouri, Ohio, Pennsylvania
— Company Expands Sports Betting Operations, Strikes Partnership with FanDuel Group

 

Boyd Gaming Corporation (NYSE: BYD) today reported financial results for the third quarter ended September 30, 2018.

Keith Smith, President and Chief Executive Officer of Boyd Gaming, said: “Over the last several months we significantly bolstered our Company’s long-term growth prospects with the acquisition of five new properties in four states, further expanding our geographic reach and significantly strengthening our robust free cash flow.  In addition, our recent strategic partnership with FanDuel Group puts us in strong position to take full advantage of emerging sports-betting and interactive gaming opportunities that will expand our appeal to new groups of customers nationwide.”

Commenting on the Company’s operating performance, Smith added: “Positive operating trends remained firmly in place throughout our business in the third quarter.  As a result of our ongoing efforts to drive marketing and operational efficiencies throughout the business, we continued to deliver same-store Adjusted EBITDA growth in both the Las Vegas Locals and Midwest and South segments. In addition, Companywide operating margins reached their highest third-quarter levels since 2005. This was yet another great quarter for our Company, and I remain confident in our future prospects as we successfully execute a well-balanced strategic plan to create long-term value for our shareholders.”

Boyd Gaming reported third-quarter revenues of $612.2 million, up 3.5% from $591.5 million in the third quarter of 2017. The Company reported net income of $11.8 million, or $0.10 per share, for the third quarter of 2018, compared to $23.2 million, or $0.20 per share, for the year-ago period.  Project development, preopening and writedown expenses increased $15.6 million over the prior-year period due to acquisition and development-related activities and the launch of the Company’s redesigned player loyalty program.  Interest expense increased $11.4 million, largely due to debt incurred to fund the Company’s recent acquisitions.

Total Adjusted EBITDA(1) was $148.8 million, up 5.8% from $140.5 million in the third quarter of 2017. Adjusted Earnings(1) for the third quarter 2018 were $26.7 million, or $0.23 per share, compared to Adjusted Earnings of $25.7 million, or $0.22 per share, for the same period in 2017.

(1)

See footnotes at the end of the release for additional information relative to non-GAAP financial measures.

Operations Review

Las Vegas Locals
In the Las Vegas Locals segment, third-quarter 2018 revenues were $208.8 million versus $209.7 million in the year-ago quarter. Third-quarter 2018 Adjusted EBITDA was $60.0 million, up 6.6% from $56.3 million in the third quarter of 2017, as operating margins improved nearly 200 basis points year-over-year.

The segment delivered its 14th consecutive quarter of Adjusted EBITDA growth and margin improvement, driven by ongoing marketing and operational refinements, as well as continued strength in the regional economy.  Strong operating trends continued throughout the segment, with revenues reflecting continued initiatives to drive increased profitability through refined marketing programs.

Downtown Las Vegas
In the Downtown Las Vegas segment, revenues were $59.2 million in the third quarter of 2018, up from $58.8 million in the year-ago period.  Adjusted EBITDA was $11.4 million in the third quarter of 2018, compared to $11.6 million in the year-ago quarter, reflecting an increased loss of approximately $900,000 at the Company’s Hawaiian charter service due largely to higher fuel costs.

The Company’s three downtown properties performed at record levels during the third quarter, due to continued strength in visitation throughout the downtown area and strong business volumes from the Company’s Hawaiian customer base. These strong operating trends were offset by the increased charter-service loss, as well as continued disruption from nearby project development and freeway construction.

Midwest and South
In the Midwest and South segment, revenues were $344.3 million, increasing from $323.1 million in the third quarter of 2017.  Adjusted EBITDA was $97.8 million, up 8.5% from $90.1 million in the year-ago period. Results for the segment include $3.5 million in combined Adjusted EBITDA contributions from Valley Forge Casino Resort, acquired on September 17, 2018, and Lattner Entertainment, acquired on June 1, 2018.

On a same-store basis, results reflect broad-based growth in revenues and Adjusted EBITDA, as segment operating margins improved nearly 90 basis points.  Segment results benefited from ongoing efficiencies in marketing and operations, as well as healthy economic conditions across the Company’s regional markets.

Balance Sheet Statistics
As of September 30, 2018, Boyd Gaming had cash on hand of $441.0 million, and total debt of $3.60 billion. Cash and debt balances reflect the Company’s issuance of $700 million in 6.000% Senior Notes due 2026, completed in June 2018.

Full-Year 2018 Guidance
For the full year 2018, Boyd Gaming projects total Adjusted EBITDAR(1) of $660 million to $675 million. This projection confirms the Company’s previously provided guidance, and includes the impacts of the recent acquisitions.

Conference Call Information
Boyd Gaming will host a conference call to discuss third-quarter 2018 results today, October 25, at 5:00 p.m. Eastern.  The conference call number is (888) 317-6003, passcode 2917968.  Please call up to 15 minutes in advance to ensure you are connected prior to the start of the call.

The conference call will also be available live on the Internet at https://www.webcaster4.com/Webcast/Page/964/27969

Following the call’s completion, a replay will be available by dialing (877) 344-7529 today, October 25, beginning at 7:00 p.m. Eastern and continuing through Thursday, November 1, at 11:59 p.m. Eastern.  The conference number for the replay will be 10125633.

BOYD GAMING CORPORATION

CONDENSED CONSOLIDATED STATEMENTS OF OPERATIONS

(Unaudited)

Three Months Ended

Nine Months Ended

September 30,

September 30,

(In thousands, except per share data)

2018

2017 (a)

2018

2017 (a)

Revenues

Gaming

$

446,760

$

428,852

$

1,335,011

$

1,309,922

Food and beverage

86,006

84,996

259,006

259,245

Room

47,984

47,600

145,330

142,284

Other

31,446

30,094

95,760

94,280

Total revenues

612,196

591,542

1,835,107

1,805,731

Operating costs and expenses

Gaming

197,435

188,044

580,461

569,597

Food and beverage

82,179

82,942

246,488

251,717

Room

22,288

21,845

64,875

64,594

Other

21,149

19,966

63,599

62,500

Selling, general and administrative

88,054

91,288

263,678

275,938

Maintenance and utilities

32,927

30,244

89,526

82,507

Depreciation and amortization

54,688

55,201

159,887

161,728

Corporate expense

25,055

19,339

74,975

63,388

Project development, preopening and writedowns

18,588

2,975

27,829

8,731

Impairments of assets

993

Other operating items, net

265

758

2,196

1,707

Total operating costs and expenses

542,628

512,602

1,574,507

1,542,407

Operating income

69,568

78,940

260,600

263,324

Other expense (income)

Interest income

(2,189)

(452)

(3,168)

(1,367)

Interest expense, net of amounts capitalized

54,670

43,309

143,888

129,711

Loss on early extinguishments and modifications of debt

319

61

853

Other, net

16

(139)

(388)

531

Total other expense, net

52,497

43,037

140,393

129,728

Income from continuing operations before income taxes

17,071

35,903

120,207

133,596

Income tax provision

(5,234)

(12,746)

(28,373)

(47,671)

Income from continuing operations, net of tax

11,837

23,157

91,834

85,925

Income from discontinued operations, net of tax

347

21,392

Net income

$

11,837

$

23,157

$

92,181

$

107,317

Basic net income per common share

Continuing operations

$

0.10

$

0.20

$

0.81

$

0.74

Discontinued operations

0.19

Basic net income per common share

$

0.10

$

0.20

$

0.81

$

0.93

Weighted average basic shares outstanding

114,410

114,836

114,443

115,108

Diluted net income per common share

Continuing operations

$

0.10

$

0.20

$

0.80

$

0.75

Discontinued operations

0.18

Diluted net income per common share

$

0.10

$

0.20

$

0.80

$

0.93

Weighted average diluted shares outstanding

115,070

115,501

115,147

115,768

__________________________________________

(a)

Prior-period information has been restated for the adoption of Accounting Standards Codification Topic 606 (ASC 606), Revenue from Contracts with Customers, which the Company adopted effective January 1, 2018, utilizing the full retrospective transition method.

 

 

BOYD GAMING CORPORATION

SUPPLEMENTAL INFORMATION

Reconciliation of Adjusted EBITDA to Net Income

(Unaudited)

Three Months Ended

Nine Months Ended

September 30,

September 30,

(In thousands)

2018

2017 (a)

2018

2017 (a)

Total Revenues by Reportable Segment

Las Vegas Locals

$

208,781

$

209,666

$

650,930

$

648,580

Downtown Las Vegas

59,163

58,781

180,833

179,360

Midwest and South

344,252

323,095

1,003,344

977,791

Total revenues

$

612,196

$

591,542

$

1,835,107

$

1,805,731

Adjusted EBITDA by Reportable Segment

Las Vegas Locals

$

60,021

$

56,296

$

201,299

$

185,510

Downtown Las Vegas

11,368

11,595

38,129

37,841

Midwest and South

97,837

90,135

290,593

278,178

Property Adjusted EBITDA

169,226

158,026

530,021

501,529

Corporate expense (b)

(20,475)

(17,480)

(57,375)

(53,850)

Adjusted EBITDA

148,751

140,546

472,646

447,679

Other operating costs and expenses

Deferred rent

275

290

825

977

Depreciation and amortization

54,688

55,201

159,887

161,728

Share-based compensation expense

5,367

2,382

20,316

11,212

Project development, preopening and writedowns

18,588

2,975

27,829

8,731

Impairments of assets

993

Other operating items, net

265

758

2,196

1,707

Total other operating costs and expenses

79,183

61,606

212,046

184,355

Operating income

69,568

78,940

260,600

263,324

Other expense (income)

Interest income

(2,189)

(452)

(3,168)

(1,367)

Interest expense, net of amounts capitalized

54,670

43,309

143,888

129,711

Loss on early extinguishments and modifications of debt

319

61

853

Other, net

16

(139)

(388)

531

Total other expense, net

52,497

43,037

140,393

129,728

Income from continuing operations before income taxes

17,071

35,903

120,207

133,596

Income tax provision

(5,234)

(12,746)

(28,373)

(47,671)

Income from continuing operations, net of tax

11,837

23,157

91,834

85,925

Income from discontinued operations, net of tax

347

21,392

Net income

$

11,837

$

23,157

$

92,181

$

107,317

__________________________________________

(a)

Prior-period information has been restated for the adoption of Accounting Standards Codification Topic 606 (ASC 606), Revenue from Contracts with Customers, which the Company adopted effective January 1, 2018, utilizing the full retrospective transition method.

(b)

Reconciliation of corporate expense:

 

Three Months Ended

Nine Months Ended

September 30,

September 30,

(In thousands)

2018

2017

2018

2017

Corporate expense as reported on Condensed Consolidated Statements of Operations

$

25,055

$

19,339

$

74,975

$

63,388

Corporate share-based compensation expense

(4,580)

(1,859)

(17,600)

(9,538)

Corporate expense as reported on the above table

$

20,475

$

17,480

$

57,375

$

53,850

 

 

BOYD GAMING CORPORATION

SUPPLEMENTAL INFORMATION

Reconciliations of Net Income to Adjusted Earnings

and Net Income Per Share to Adjusted Earnings Per Share

(Unaudited)

Three Months Ended

Nine Months Ended

September 30,

September 30,

(In thousands, except per share data)

2018

2017 (a)

2018

2017 (a)

Net income

$

11,837

$

23,157

$

92,181

$

107,317

Less: income from discontinued operations, net of tax

(347)

(21,392)

Income from continuing operations, net of tax

11,837

23,157

91,834

85,925

Pretax adjustments:

Project development, preopening and writedowns

18,588

2,975

27,829

8,731

Impairments of assets

993

Other operating items, net

265

758

2,196

1,707

Loss on early extinguishments and modifications of debt

319

61

853

Other, net

16

(139)

(388)

531

Total adjustments

18,869

3,913

30,691

11,822

Income tax effect for above adjustments

(4,038)

(1,387)

(6,612)

(4,267)

Adjusted earnings

$

26,668

$

25,683

$

115,913

$

93,480

Net income per share, diluted

$

0.10

$

0.20

$

0.80

$

0.93

Less: income from discontinued operations per share

(0.18)

Income from continuing operations per share

0.10

0.20

0.80

0.75

Pretax adjustments:

Project development, preopening and writedowns

0.16

0.02

0.24

0.08

Impairments of assets

0.01

Other operating items, net

0.01

0.02

0.01

Loss on early extinguishments and modifications of debt

0.01

Other, net

Total adjustments

0.16

0.03

0.27

0.10

Income tax effect for above adjustments

(0.03)

(0.01)

(0.06)

(0.04)

Adjusted earnings per share, diluted

$

0.23

$

0.22

$

1.01

$

0.81

Weighted average diluted shares outstanding

115,070

115,501

115,147

115,768

__________________________________________

(a)

Prior-period information has been restated for the adoption of Accounting Standards Codification Topic 606 (ASC 606), Revenue from Contracts with Customers, which the Company adopted effective January 1, 2018, utilizing the full retrospective transition method.

Non-GAAP Financial Measures
Regulation G, “Conditions for Use of Non-GAAP Financial Measures,” prescribes the conditions for use of non-GAAP financial information in public disclosures. We believe that our presentations of the following non-GAAP financial measures are important supplemental measures of operating performance to investors: earnings before interest, taxes, depreciation and amortization (EBITDA), Adjusted EBITDA, Adjusted EBITDAR, Adjusted Earnings and Adjusted Earnings Per Share (Adjusted EPS). The following discussion defines these terms and why we believe they are useful measures of our performance.  We do not provide a reconciliation of forward-looking non-GAAP financial measures to the corresponding forward-looking GAAP measure due to our inability to project special charges and certain expenses.

EBITDA, Adjusted EBITDA and Adjusted EBITDAR
EBITDA is a commonly used measure of performance in our industry that we believe, when considered with measures calculated in accordance with accounting principles generally accepted in the United States (“GAAP”), provides our investors a more complete understanding of our operating results before the impact of investing and financing transactions and income taxes and facilitates comparisons between us and our competitors. Management has historically adjusted EBITDA when evaluating operating performance because we believe that the inclusion or exclusion of certain recurring and non-recurring items is necessary to provide a full understanding of our core operating results and as a means to evaluate period-to-period results. We refer to this measure as Adjusted EBITDA. We have chosen to provide this information to investors to enable them to perform comparisons of past, present and future operating results and as a means to evaluate the results of core on-going operations. We have historically reported this measure to our investors and believe that the continued inclusion of Adjusted EBITDA provides consistency in our financial reporting. We use Adjusted EBITDA in this press release because we believe it is useful to investors in allowing greater transparency related to a significant measure used by our management in their financial and operational decision-making. Adjusted EBITDA is among the more significant factors in management’s internal evaluation of total company and individual property performance and in the evaluation of incentive compensation related to property management. Management also uses Adjusted EBITDA as a measure in the evaluation of potential acquisitions and dispositions. Adjusted EBITDA is also used by management in the annual budget process. Externally, we believe these measures continue to be used by investors in their assessment of our operating performance and the valuation of our company. Adjusted EBITDA reflects EBITDA adjusted for deferred rent, share-based compensation expense, project development, preopening and writedown expenses, impairments of assets, loss on early extinguishments and modifications of debt and other operating items, net. Following the Company’s acquisition during the fourth quarter of 2018 of properties subject to a master lease with a real estate investment trust, the Company will begin presenting Adjusted EBITDAR, which will reflect Adjusted EBITDA further adjusted for rent expense associated with the master lease.

Adjusted Earnings and Adjusted EPS
Adjusted Earnings is net income before project development, preopening and writedown expenses, impairments of assets, other items, net, gain or loss on early extinguishments and modifications of debt, other non-recurring adjustments, net, and income from discontinued operations, net of tax. Adjusted Earnings and Adjusted EPS are presented solely as supplemental disclosures because management believes that they are widely used measures of performance in the gaming industry.

Limitations on the Use of Non-GAAP Measures
The use of EBITDA, Adjusted EBITDA, Adjusted EBITDAR, Adjusted Earnings, Adjusted EPS and certain other non-GAAP financial measures has certain limitations. Our presentation of EBITDA, Adjusted EBITDA, Adjusted EBITDAR, Adjusted Earnings, Adjusted EPS or certain other non-GAAP financial measures may be different from the presentation used by other companies and therefore comparability may be limited. Depreciation and amortization expense, interest expense, income taxes and other items have been and will be incurred and are not reflected in the presentation of EBITDA, Adjusted EBITDA and Adjusted EBITDAR. Each of these items should also be considered in the overall evaluation of our results. Additionally, EBITDA, Adjusted EBITDA and Adjusted EBITDAR do not consider capital expenditures and other investing activities and should not be considered as a measure of our liquidity. We compensate for these limitations by providing the relevant disclosure of our depreciation and amortization, interest and income taxes, capital expenditures and other items both in our reconciliations to the historical GAAP financial measures and in our consolidated financial statements, all of which should be considered when evaluating our performance.

EBITDA, Adjusted EBITDA, Adjusted EBITDAR, Adjusted Earnings, Adjusted EPS and certain other non-GAAP financial measures are used in addition to and in conjunction with results presented in accordance with GAAP. EBITDA, Adjusted EBITDA, Adjusted EBITDAR, Adjusted Earnings, Adjusted EPS and certain other non-GAAP financial measures should not be considered as an alternative to net income, operating income, or any other operating performance measure prescribed by GAAP, nor should these measures be relied upon to the exclusion of GAAP financial measures. EBITDA, Adjusted EBITDA, Adjusted EBITDAR, Adjusted Earnings, Adjusted EPS and certain other non-GAAP financial measures reflect additional ways of viewing our operations that we believe, when viewed with our GAAP results and the reconciliations to the corresponding historical GAAP financial measures, provide a more complete understanding of factors and trends affecting our business than could be obtained absent this disclosure. Management strongly encourages investors to review our financial information in its entirety and not to rely on a single financial measure.

Forward-looking Statements and Company Information
This press release contains forward-looking statements within the meaning of Section 27A of the Securities Act of 1933, as amended, and Section 21E of the Securities Exchange Act of 1934, as amended. Such statements contain words such as “may,” “will,” “might,” “expect,” “believe,” “anticipate,” “could,” “would,” “estimate,” “continue,” “pursue,” or the negative thereof or comparable terminology, and may include (without limitation) information regarding the Company’s expectations, goals or intentions regarding future performance. In addition, forward-looking statements in this press release include statements regarding: the benefits from the Company’s recently completed acquisitions of five new properties and the strategic partnership with FanDuel Group, progress in positioning the Company to keep creating long-term shareholder value, progress towards executing on its strategic plan, and the overall direction of the Company and all of the statements under the heading “Full-Year 2018 Guidance.” Forward-looking statements involve certain risks and uncertainties, and actual results may differ materially from those discussed in any such statement. These risks and uncertainties include, but are not limited to: fluctuations in the Company’s operating results; recovery of its properties in various markets; the political climate and its effects on consumer spending and its impact on the travel industry; the state of the economy and its effect on consumer spending and the Company’s results of operations; the timing for economic recovery, its effect on the Company’s business and the local economies where the Company’s properties are located; the receipt of legislative, and other state, federal and local approvals for the Company’s development projects; whether online gaming will become legalized in various states, the Company’s ability to operate online gaming profitably, or otherwise; consumer reaction to fluctuations in the stock market and economic factors; the fact that the Company’s expansion, development and renovation projects (including enhancements to improve property performance) are subject to many risks inherent in expansion, development or construction of a new or existing project; the effects of events adversely impacting the economy or the regions from which the Company draws a significant percentage of its customers; competition; litigation; financial community and rating agency perceptions of the Company and its subsidiaries; changes in laws and regulations, including increased taxes; the availability and price of energy, weather, regulation, economic, credit and capital market conditions; and the effects of war, terrorist or similar activity. Additional factors that could cause actual results to differ are discussed under the heading “Risk Factors” and in other sections of the Company’s Annual Report on Form 10-K, its Quarterly Reports on Form 10-Q, and in the Company’s other current and periodic reports filed from time to time with the SEC. All forward-looking statements in this press release are made as of the date hereof, based on information available to the Company as of the date hereof, and the Company assumes no obligation to update any forward-looking statement.

 

About Boyd Gaming
Founded in 1975, Boyd Gaming Corporation (NYSE: BYD) is a leading geographically diversified operator of 29 gaming entertainment properties in 10 states.  The Company currently operates 1.76 million square feet of casino space, approximately 38,000 gaming machines, 900 table games, more than 11,000 hotel rooms, and 320 food and beverage outlets.  With one of the most experienced leadership teams in the casino industry, Boyd Gaming prides itself on offering its guests an outstanding entertainment experience, delivered with unwavering attention to customer service.

 

Source: Boyd Gaming Corporation


Source: Latest News on European Gaming Media Network

George Miller (Gyorgy Molnar) started his career in content marketing and has started working as an Editor/Content Manager for our company in 2016. George has acquired many experiences when it comes to interviews and newsworthy content becoming Head of Content in 2017. He is responsible for the news being shared on multiple websites that are part of the European Gaming Media Network.

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Why Gamification Is Reshaping Online Poker

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Reading Time: 5 minutes

Online poker’s not the sleepy mix of static cash tables and rinse-repeat tourney grids it used to be. Business Wire predicts that by 2030, the market will hit $11.4 billion, fuelled by cross-platform play and new competitive formats. But here’s the catch: growth brings noise. And in 2025, grabbing attention is only half the game — keeping it has become just as critical. And we all know that retention is the table you can’t afford to fold.

Over the recent years, gamification has turned into one of poker’s strongest retention plays. When it’s done right, it keeps players around, sparks repeat visits, and forges loyalty. They come back tomorrow, next week, next month — and your competitors can’t pry them away. The idea sounds simple enough — weave in game-style mechanics to make poker richer and more engaging, without killing the skill game underneath.

EvenBet Gaming’s research breaks it into three targets:

  • Give players more reasons to return.
  • Make onboarding smooth and rewarding.
  • Build loyalty with experiences that feel personal, competitive, and worth bragging about.

Churn burns profit. Gamification done right is an infrastructure that breeds loyalty. Done wrong? You’re just another site with flashing badges that no one cares about.

Gamification, Not Gamblification

Before diving into mechanics, it is important to set one thing straight. Gamification boosts engagement — leaderboards that show you who’s climbing, missions that push you to try new formats, achievement badges you actually want to unlock. It challenges players, rewards skill, and deepens the game. “Gamblification” is where it all turns sour. That’s when mechanics push for profit at the expense of player wellbeing — pressure-loop rewards, unclear payout systems, anything designed to keep people clicking long after the fun’s gone. These tactics can backfire, invite regulatory attention, and eat away at players’ trust.

Gamification should make the player-platform bond stronger. It’s open, skill-focused, and it stays within responsible-gaming boundaries. Otherwise, you’re just playing short-term roulette with your long-term survival.

Core Gamification Mechanics in Poker

Here’s the thing — gamification works best when it’s layered, not just thrown on top of the existing game. You’ve still got poker at the centre, but now there’s more to play for. EvenBet Gaming’s toolkit has a bit of everything, with a mix of proven features that operators need to keep players active and returning.

 

Leaderboards

People like to see where they stand, and a good leaderboard hits that primal “beat the other guy” instinct. Doesn’t matter if it’s hands played, rake pulled, or weird challenges only five people care about. Timeframes can be daily, weekly, or monthly, ensuring fresh challenges and preventing leaderboard fatigue. Players stick around to climb, rivals get personal, and your community gets tighter.

To avoid burnout and excessive gamblification, EvenBet’s customer success department doesn’t recommend creating only leaderboards based on pure game volume. As a flexible tool, leaderboards have a better use for boosting attention to specific game or tournament types (for example, hands played in 5-card Omaha), creating targeted demand.

Missions, Quests, and Challenges

Give a player a target and they’ll chase it. Win with pocket sevens, log 50 games, or try that Sunday knockout tourney — whatever keeps them moving. Segment it: beginners get gentle ramps; grinders chase big targets. Toss in tickets, cash, or even just brag-worthy status bumps — and suddenly, casual play has a storyline. This meta-layer adds structure to casual play, nudging players into consistent engagement.

“Different mission types work specifically on various segments of a poker room audience”, explains Nikita Golodaev, Business Account Manager at EvenBet Gaming. “For example, guided missions targeted to explore poker room features and game types keep new players on the platform and decrease early churn. Soft streaks (3-5 days) encourage regular sessions without burnout”. 

Achievements and Badges

First win, first deep run, first time they actually fold kings preflop — badges give players proof they’re climbing. Badges make progress visible, they’re milestones and conversation starters. This visual recognition encourages players to develop their skills and makes long-term goals more tangible.

Progressive Systems

Experience points (XP) and rakeback have always been staples in poker loyalty systems. They’re poker loyalty basics. EvenBet’s Progressive Rakeback with a tiered, time-limited structure turns the game into a race — 6 tiers from Aluminium all the way up to Platinum. Every tier gives you a little more, but fall behind — and you drop. The gamified progression adds urgency, encouraging regular play to maintain or advance the level.

According to Nikita Golodaev, clear and balanced progressive systems work best for projects with an existing core of regular mid-core players: they are already investing significant time into the game and are still tempted by rewards provided in the progressive tracks, unlike VIP and high-stakes players who are more interested in recognition of their status.

Put it together, and you’ve got a cycle: play, check your rank, tick missions, unlock the badge, check the board, eye the next tier. And then do it again tomorrow. It’s sustained engagement without sacrificing poker’s competitive core.

Advanced Applications — Tournaments and Hybrid Formats

Think of tournaments not as one-off events, but as frameworks. They aren’t just a product — they’re an engagement machine. You can hang all sorts of engagement hooks on them — the kind that keep players checking in and keep them motivated from registration to the final hand. Layer in gamification, and you have a retention funnel operators dream about.

Formats with a Twist

EvenBet’s flexible setup allows operators to launch virtually any format: high-GTD marathons, Spin&Go sprints with random multipliers, quick-fire Sit & Gos for casuals, and velvet-rope VIP tables for the whales. Add Mystery Bounty, Progressive Knockout, or Multi-flight qualifiers, and you’ve got unpredictability on tap. Which means the game always stays interesting.

Linking Tournaments to Gamification Layers

Hybrid play is where tournaments meet missions, leaderboards, and badges:

  • “Climb the Ladder” challenges that pay points for each event played.
  • Leaderboards stretching over weeks and sparking long grinds.
  • Achievements for milestones like “Final Table Three Times in a Week” or “Knock Out 10 Players in a PKO.”

This crossover keeps casual players chasing goals and competitive players grinding for prestige — all while strengthening retention loops. When you nail it, tournaments become recurring, gamified events that handle acquisition, retention, and loyalty in one package.

Why It Works for Operators

Gamification in online poker is not just a UX add-on — it moves numbers if done properly.

  • Retention and monetisation: longer sessions, more logins, bigger rake, and better LTV. Plus, new players convert faster when there’s a mission to chase.
  • Skill development: challenges teach strategy, confidence, and adaptability without feeling like homework.
  • Audience segmentation: freerolls for newbies, high-stakes bounties for veterans. You serve each player just the right challenge without losing focus.

Risks and Implementation Challenges

Gamification’s upside is clear — but mess it up, and it quickly becomes a liability. When these risks are managed, gamification pays off big time. Treat it with respect and care like a strategy, not a shortcut or gimmick.

Over-Gamification
Stack too many overlapping mechanics, and the gaming experience turns into a mess. Players get overwhelmed, quit the game altogether, or even fall into unhealthy patterns. The balance is in adding enough variety to motivate, without creating constant pressure to act. It’s a fine line between motivation and overload.

Regulatory Compliance
Operating inside responsible gaming guidelines is a must. Rewards should be transparent, achievable, and not designed to exploit compulsive tendencies. As noted by Dmitry Starostenkov, regulators are increasingly wary of features that blur the lines between skill-building and pushing players too hard.

Technical Complexity
Integration has to be smooth. If missions lag, leaderboards glitch, progression breaks, or interfere with core poker gameplay, this erodes trust. EvenBet’s modular system gives control, but operators still need rigorous testing, UX tweaks, and performance checks.

Building Gamification That Lasts

When done right, gamification in online poker isn’t just bells and whistles. It’s a full-on retention driver. Mix leaderboards, missions, badges, and tiered rewards right into the core game, and you create a cycle that hooks players, grows skill, and boosts revenue.

The winning formula is balance: enough variety to keep things fresh. Clarity so players aren’t guessing. Responsibility so the game stays ethical. Data-driven personalisation ensures that every segment — from first-timers to VIP grinders — finds a reason to return.

Our research at EvenBet Gaming is clear: sustainable gamification is a long game. Set measurable goals and transparent rewards, enhance the poker spirit — never overshadow it. Attention is the rarest currency these days. Platforms that get this balance don’t just hold players — they win the loyalty battle.

The post Why Gamification Is Reshaping Online Poker appeared first on European Gaming Industry News.

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SlotMatrix ignites the reels of West Virginia with Wild Extravaganza launch

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SlotMatrix, the world’s largest casino content aggregator, has expanded Wild Extravaganza’s reach in the U.S launching in West Virginia, alongside existing markets, New Jersey and Michigan.  

Wild Extravaganza is a high-energy 5×3 video slot that packs vibrant visuals, dynamic gameplay, and huge win potential in a 10-payline experience. The game pays left to right, right to left, and even from the middle, offering players multiple chances to win on every spin.

The core feature of Wild Extravaganza is its multiplying wilds, which can stack on three of the five reels and can reveal a 2x, 3x, or 7x win multiplier.

Wild Extravaganza is fully supported by EveryMatrix’s suite of advanced engagement tools, including free spins, leaderboards, and tournaments, helping operators drive acquisition and retention in regulated U.S markets.

This U.S release is part of a recent surge of SlotMatrix exclusive games entering the market, including 3 Coin Treasures, Lara Jones Treasures of Egypt 2, and Glorious Diamonds.

EveryMatrix holds licences in key North American markets, including West Virginia, Michigan, Pennsylvania, Connecticut, and Ontario, and powers more than 300 customers globally.

Stephen Orchard, Head of Commercial Operations, SlotMatrix, said: “Wild Extravaganza is all about giving players thrilling, fast-paced action and the chance to land some seriously big wins. We’re excited to bring this experience to West Virginia as we continue our expansion across the U.S.”  

The post SlotMatrix ignites the reels of West Virginia with Wild Extravaganza launch appeared first on European Gaming Industry News.

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DATA.BET Secures Spot at SBC Summit 2025

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The company strengthens its market position with the recent launch of sports betting

DATA.BET, a trusted sportsbook solution supplier, will present its expanded portfolio at SBC Summit 2025 in Lisbon, stand D160. The company now offers a unified solution covering sports, esports, and virtual sports.

From September 16 to 18, the company’s representatives will unveil the updated product suite. Building on its established presence in esports and virtual sports betting, DATA.BET has expanded into traditional sports betting, covering over 50,000 sports events per month across 63+ pre-match and 38 live sports disciplines. The company’s 24/7 in-house trading team maintains 93% market uptime while delivering 1000+ betting markets backed by official data partnerships.

Each betting vertical, as well as individual sports and leagues within them, can be activated separately or combined based on market needs. Operators can instantly launch the complete sportsbook solution through a ready-to-use Single Page Application (iFrame), while those with an existing betting platform can integrate directly via the Odds Feed API.

At SBC Summit, visitors will explore DATA.BET’s core products: Risk Management system, Odds Feed, Widgets, Streams, SPA (iFrame), and Bet Builder available for all three verticals. The latest features joined our comprehensive suite include Hot Bundles for express betting optimization and Timeline Widget for enhanced game process tracking.

“This marks our first offline presentation of the complete sportsbook solution we launched in May with our full product range and latest features for betting,” said Natalie Loshatynska, Head of PR & Marketing at DATA.BET. “We look forward to showing SBC Summit participants how our technology empowers operators and platform providers to offer their clients a more dynamic and engaging betting experience.”

Discover DATA.BET’s betting technology solution at stand D160. Connect with the team at [email protected] to schedule a meeting.

The post DATA.BET Secures Spot at SBC Summit 2025 appeared first on European Gaming Industry News.

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