A ten-year stretch would be deemed a considerable amount of time for many, but, for Kanggiten, this is only the beginning as a breadth of iGaming experience opens up many possibilities.
With successes, failures, and everything learned along the way now condensed into one playbook, partners enjoy less stress, risk and friction, ensuring a smoother operational experience.
This enables a multipronged attack to be deployed, with the launch of additional brands and wider market penetration complemented by an expanded product portfolio and new functionality development.
Speaking to iGaming Expert, Ivan Korkin, Head of Account Management, addresses how to help those that have experienced past troubles, why players are being lost, what has the greatest impact on platform growth and where the future is heading amid much technological advancement.
How best to help those in need?
Kanggiten vows to offer a platform for all to flourish, despite any potential negative experiences that operators and affiliates may have experienced – drawing inspiration from the Japanese philosophy and symbolism from where the company derives its name.
Kangiten is a deity that embodies luck, joy, and prosperity, concepts that are applied to those that are looking to overcome any number of obstacles previously encountered.
“There can be a lot, and we need to segment them into different categories, because there can be a number of factors,” Korkin begins,
“For example, it can be just basic things like conversion. When you have a platform that’s not really dedicated to optimising the conversion, even with good quality strong traffic, low conversion can mean that you lose revenue.
“You operate on a suboptimal level and thus you don’t realise your full potential and the revenue plateaus.”
In addition, geographical factors can be problematic when working on a hyper local basis, while rigid, outdated or slow platforms can cost critical time and resources.
“When launching a new brand, you want to deliver fast, and you want to have results that are not driven by complex bureaucracy,” Korkin says.
“The time to market for a standard white label project for us is two to four weeks. I would say that that’s pretty darn fast.”
As previously alluded to, it is far from uncommon for new platforms to be sought by prospective clients. Critical reasons behind doing so are aligned to the loss of revenue and users.
One of the potential caveats behind this, Korkin notes, is that a platform can be blind and not properly look at the product from the player perspective.
“If something can be misunderstood, misused or not clear for the player, especially at scale, these things will happen,” he comments. “You will lose traction with some players, as well as confidence in the product.
“It’s important to focus on the user experience to make it as frictionless as possible when we are talking about conversion rates.
“You need to optimise the funnel of registration to have as few steps as possible from A to the desired point for the player. You need to use all means necessary to make this experience organic.”
Being basic is not an option
Understanding what can potentially go wrong and tailoring your offering accordingly is essential. Especially when occupying a space within such a congested environment as platform provision.
For Kanggiten, working directly with end users has heavily influenced its B2B approach, with this crucial step allowing the overall experience to be catered.
This, Korkin notes, ensures the best practices and the highest possible outcomes are delivered for clients.
“Essentially, this means that we base our features, functionality and everything that we develop and deliver from real user experience, metrics, and behavior patterns that we have already digested and analysed,” he continues.
“We do this to make the best products possible, and to ensure optimised results for the end client and our B2B partners.”
Having the correct tools available when you need them is essential to react fast and provide the best possible outcome.
This, Korkin says, has the greatest impact on revenue and metric goals when pressed on what factors have the largest influence on platform performance and growth.
Correctly assessing metrics plays a critical role, while Kanggiten stresses that the importance of retention and gamification tools cannot be underestimated.
“For us, it’s not just having something basic or as an option,” Korkin expresses. “Gamification is the core, built-in to the core product and values, and we want to have all the tools available to deliver best results.
“It doesn’t mean that you throw everything in a pot. You use the correct tool to the specific segment of players, market, or use case.”
What’s the next big thing?
Subsequently, all eyes look towards the future. It has never been more essential to be on top of the latest trends and technologies to stay ahead of the game.
When pressed on how growth and conversion strategies will evolve in the coming months, Korkin expresses excitement and how things shape up when it comes to predicting the next big thing.
“For us, first of all it’s about segmentation and deep diving into player data,” he says.
“Nowadays, with modern tools and technology, it’s becoming more and more possible to slice and dice the database of players and segment by geo, gender, age, occupation, and preferences in content. The deeper you can go, the better.
“Hyper personalisation would be another thing that allows you to deliver the best possible experience to individual player segments. I think it’s the way to properly evolve the product.”
However, when looking at the future, it is inevitable to ignore the elephant in the room. Artificial intelligence has taken the world by storm.
Following several years of hype, Korkin acknowledges its usefulness, but stresses that you cannot delegate 100%. Humans still need to be kept in the loop.
“If used correctly, it can really speed things up for you,” he concludes. “We use it for content generation.
“This helps us with KYC procedures, anti-fraudulent detection patterns, and optimising internal workflows.
“If used in conjunction with humans, and used correctly, it can really play a big part in driving costs down, optimising and speeding things up.
“We see that in the coming years this trend will continue. AI adoption will be more and more pronounced.”
