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Betsson Ab Interim Report April – June 2020

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Group revenue was SEK 1,532.8 (1,277.7) million, an increase of 20% with an organic increase of 12%.
Casino revenue increased by 40%. Sportsbook revenue decreased by 34% and the sportsbook margin was 6.9% (7.8%).
Operating income (EBIT) was SEK 217.7 (196.9) million.
The EBIT margin was 14.2% (15.4%).
Operating cash flow was 343.9 (390.6) million.
SIGNIFICANT EVENTS AND OUTLOOK

Acquisition of GiG’s B2C vertical completed.
New market entries into Colorado (USA) and Kenya.
The AGM in June resolved on dividend paid to shareholders in July of SEK 2.88 per share, corresponding to SEK 393.6 million.
The daily average revenue in the third quarter 2020 until 16 July was 35% (23% organic) higher than the average daily revenue of the full third quarter 2019.

CEO COMMENT

“I am proud that Betsson has delivered all-time high revenues under the most challenging conditions.”

“The second quarter was strong and followed the positive trend from the start of the year despite market challenges during this extraordinary period. The global pandemic had immediate effect on the Company from March onwards. We responded quickly and decisively to make changes in the offer, and I am particularly pleased to see the strong performance in casino. Sports betting revenues continued to be impacted in the second quarter by the pandemic as expected, however benefited from the progressive return of football and other sporting events at the end of the quarter. Our business has remained financially robust and resilient to this impact, being both diversified and flexible.

Our key focus areas remain the health and safety of both our employees and the societies in which we operate. Early on, we proactively took actions to enable both a safe and effective working environment for the whole Group and to ensure delivery of products and services to customers with uninterrupted quality.

From March to date, we have seen many changes in habits of how people work, interact, shop and enjoy entertainment, many enabled by advancements in technology and the use of digital devices. We believe the ongoing transition from offline to online has been further accelerated as a consequence of the global lockdowns. This will benefit the strategic direction of our business both short and long term.

In the quarter, we continued executing our strategic priorities, pushing through projects in accordance with the strategic plan. Betsson successfully completed the acquisition of the B2C operation from GiG and remotely onboarded approximately 60 new colleagues. We signed an agreement with Dostal Alley Casino in Colorado to enter the high-potential US market. Initially, we will start with B2C sports betting in the state of Colorado, with the ambition to sell our proprietary sportsbook to B2B customers in the future. In this quarter, we have also taken the first steps into Kenya by partnering with local partners. After the quarter, we have taken further steps to strengthen our position in South America where Betsson has expanded its presence in the only regulated market by acquiring 70% of the Colombian based operator Colbet. This deal will give us access to the Colombian market for online sport betting and casino.

The majority of our employees have been working from home and in the true `One Betsson’ spirit, we have all continued striving towards creating the best user experiences. This has been delivered through the full dedication of the teams, enabled by the quality of both our technical infrastructure and digital content. I am enormously proud of and thankful to all our people for their continued hard work and commitment to keeping the business momentum.

During this pandemic, governments have been modelling a range of scenarios of potential impact, several governments took immediate temporary actions on our industry such as either suspending gambling both offline and online or implementing restrictions on marketing. In the beginning of the third quarter, when most countries had removed Corona-related restrictions, Sweden sadly enough implemented restrictions on online casino, without empirical evidence. This measure will unfortunately push even more consumers to play outside of the Swedish regulation.

The immediate outlook is naturally uncertain, however Betsson is in good shape and we are in it for the long term. Our proprietary technology is a strategic advantage, our diversification in markets, verticals and brands makes us resilient to market fluctuations and our financials are rock solid. This makes me optimistic about the prospects for Betsson.”


Source: Latest News on European Gaming Media Network
This is a Syndicated News piece. Photo credits or photo sources can be found on the source article: Betsson Ab Interim Report April – June 2020

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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PSG want to be the club of the new generation — and gaming has to be a part of it!

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esport-news.co.uk recently sat down with PSG’s brand and business development Nadia Benmokhtar. She spoke about how PSG’s investment into eSports has already seen massive engagement in Asia, how they plan to be a part of the new generation through eSports and how they can diversify their audience.

If you are to use any of the content below, please link to https://esports-news.co.uk/ or the following article, where you can find the full interview: https://esports-news.co.uk/2025/10/20/psg-esports-interview-why-football-clubs-invest

Highlights from the inteview: 

  • “At PSG, we want to be the club of the new generation — and when you say new generation, gaming has to be part of it.”(Nadia on why esports is central to PSG’s brand identity.)
  • “When we entered esports, we didn’t just want to do FIFA. We wanted to be present in major games with big audiences.”(On PSG’s bold approach to expanding beyond traditional football titles.)
  • “We partner with people who understand the scene — Vitality and Talon are not just teams, they’re real brands.”(On building authentic, long-term collaborations in esports.)
  • “Esports allows us to diversify our audience, expand globally, and connect with communities that might not start as football fans but can still become PSG fans.”(On the club’s goal of global fan engagement through gaming.)
  • “We started with esports for credibility, but now we’re exploring the entire gaming universe — from mobile titles to digital experiences like Roblox.”(On PSG’s next phase of gaming innovation.)

___________________________________________________________

PSG are using gaming to be a part of the new generation

“The goal with eSports is to grow the audience across different touchpoints, increase the brand exposure, and also diversify that audience because we want to target people that are not especially football fans at the beginning. But with esports, you can create a different kind of connection. We know that it’s a very engaged market. It’s also a way to target different territories. If you look at PSG, as an example, the French League is not very visible in Asia. So you can say that through esports, you will find a different way to connect with this type of audience. So it’s really part of the club strategy. So first, we are a multi-club sport. We have football, of course, men’s football, but we also have women’s football, handball, judo, and esports is really considered as a sports section in the club. But for sure, we aim to be at PSG, the club of the new generation. That’s our brand positioning. And when you say new generation, of course, gaming should be part of it.”

Brand recognition in Asia was key

“Asia has been one of the key territories for us since launch. We had an important partnership on the game Dota 2 with a Chinese company, LGD. So we had a very successful team with LGD, but at the end, Dota became a game very costly and to us it didn’t make sense to just spend millions in player salaries with no return on investment. With LGD, it was a new partner with a team that is already very big, and you just enter and do a big, big push. With Talon, the story was a bit different because we really grew together.”

PSG have already seen a great return on their eSports investments

“It depends on what kind of return you want. The initial objective was not pure revenue; it was more exposure. So if you look at brand exposure, fan engagement, brand coolness, yes, for sure, the return is there. If you look at the finance, not yet, but I think it will come. And it’s also a way to link it with the future strategy. So we really feel that we are now only at the beginning of the story when it comes to PSG and gaming. We entered through esports and I think that was great because that gives us also credibility now to speak about all the other verticals.”

PSG want fans of the club, not just their football teams

“If you can convert an esports fan into a football fan, a PSG fan, it’s cool. But I think what we want is to have a PSG fan. And if you are a fan of the club because you are a fan of our League of Legends team, that’s enough for me. I’m happy to have you in my base. And our whole job is to offer them what they want as an esports fan. That’s why we have a lot of work internally at the moment about the database, where the fans are, who they are, and what they are expecting from us. If you are a young League of Legends fan based in Hong Kong and you love PSG thanks to esports, and you are just expecting us to be able to sell you an esports jersey in Hong Kong, which is not the case now, we will try to develop this to be able to make you happy.”

 

The post PSG want to be the club of the new generation — and gaming has to be a part of it! appeared first on European Gaming Industry News.

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TrueLayer to Acquire Zimpler, Creating a European Pay by Bank Powerhouse

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TrueLayer, Europe’s leading Pay by Bank network, today announced that it has signed an agreement to acquire Zimpler, the fastest growing Pay by Bank network in the Nordics. The acquisition will bring together two of Europe’s most innovative Pay by Bank providers, further strengthening TrueLayer as a formidable force in the European payments industry.

This acquisition marks a pivotal moment in the evolution of Pay by Bank across Europe. By expanding TrueLayer’s pan-European network and deep expertise in payment technology with Zimpler’s strong position in the Nordic market, TrueLayer will be uniquely positioned to further accelerate the shift from legacy card payments to smarter, faster, and more secure payments via Pay by Bank.

The acquisition is another clear step forward for TrueLayer in its mission to build a powerful alternative to legacy payments in Europe, fostering greater competition, innovation and value for businesses and their consumers.

With some of the highest adoption rates of account-to-account (A2A) payments anywhere in the world, the Nordic region has been a proving ground for Pay by Bank. By acquiring Zimpler, TrueLayer will have more than 20 million users and will add coverage across key markets such as Sweden, Finland, and will add additional A2A capabilities through the Swish payment rail integration. This significantly strengthens TrueLayer’s pan-European network, accelerating the shift to smarter, safer, and more cost-effective payments.

Founded in 2012 by Johan Friis and Kristofer Ekman Sinclair, Zimpler has grown rapidly to become a Pay by Bank leader in the Nordics. TrueLayer is proud to welcome Zimpler’s founders and shareholders on this journey – joining the likes of Stripe, Northzone, and Tiger Global in backing its mission to transform the way the world pays.

“I am excited to welcome the Zimpler team to TrueLayer,” said Francesco Simoneschi, Co-founder and CEO of TrueLayer. We’ve long admired their progress, and we’re excited to add such an incredible group of builders and payment experts to the TrueLayer team We’re not just expanding our footprint in the Nordics – we’re combining talent, technology, and scale to accelerate Pay by Bank adoption across the continent, and further strengthening Pay by Bank as a force of disruption that is changing how the world pays.

Joining forces with TrueLayer is a fantastic opportunity to build the leading Pay by Bank provider in Europe” said Johan Strand, CEO of Zimpler. “TrueLayer has a proven track record of innovation and a powerful network. Our combined strengths will allow us to offer an even more compelling proposition to the market. Joining TrueLayer will enable us to reach new heights and drive the next wave of growth in the industry. At the same time, we remain firmly anchored in Sweden, with our local licence and expertise ensuring continuity for our customers.”

The post TrueLayer to Acquire Zimpler, Creating a European Pay by Bank Powerhouse appeared first on European Gaming Industry News.

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SPORTRADAR AWARDED UNITED ARAB EMIRATES LICENSE

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Sportradar Group AG (NASDAQ: SRAD) has been granted a gaming-related vendor license from the United Arab Emirates’s General Commercial Gaming Regulatory Authority (GCGRA), an independent entity of the UAE Federal Government with exclusive jurisdiction to regulate, license, and supervise all commercial gaming activities.

The license, operational with immediate effect, affords Sportradar the opportunity to provide its products and services to licensed operators.

Sportradar looks forward to bringing its 20+ year expertise and proprietary sports technology to operators and clients in the region. 

The post SPORTRADAR AWARDED UNITED ARAB EMIRATES LICENSE appeared first on European Gaming Industry News.

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