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But that isn’t the case according to Richards: “We are not signalling plans to re-enter B2C elsewhere; Africa is a distinct case: a high-growth, underpenetrated region where owning a local operator makes strategic sense in a way it may not elsewhere.”

There’s also a financial constraint, with Ahlberg noting that GiG has used its available cash and is raising additional capital to fund the 888Africa transaction, meaning he doesn’t expect the company to pursue further B2C acquisitions in the short term.

Robinson takes a more expansive view, however, arguing that the acquisition could mark the beginning of a broader shift in GiG’s strategy. “I’d read it as the start of something, not a one-off,” he says. “GiG’s survival as an independent business depends on consolidating in emerging markets where it can own the P&L, not just supply the technology.

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The report’s authors noted that VIP managers “are not asking to be replaced” but desire tools that assist by triaging and pointing out priority players, while humans maintain relationship control and make final decisions.

Respondents identified several priorities for improving VIP operations. These included an integrated system combining player data, communication history and task management. 

Respondents also requested structured and consistent guidelines with key performance indicators aligned to relationship outcomes. Real-time, detailed data alongside predictive behavioural signals also came up as a frequent answer.

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