Diamond Blitz 2

About Diamond Blitz 2

Other studies have made similar estimations. In June last year two thirds of bettors surveyed by YouGov said the tax increase, which will also hit online sports betting from next year, would drive them to play with unlicensed operators.

The UK has historically maintained a high channelisation rate due to it being particuarly mature with a huge competitive offering. According to the report, up to 1,491 licensed sites provides sufficient choice for engaged players.

The report utilised various methods to estimate the size and scale of Europe’s black market, including web traffic, digital marketing, macros data and regulations in place across the 28 markets surveyed.

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The same divide exists in Tunisia and Egypt. Governments there have focused on prohibition and enforcement rather than opening online markets to private operators.

Sports betting in Morocco, including online betting and virtual events, is reserved to state-owned Marocaine des Jeux et des Sports (MDJS). The company is 90% held by the Treasury and chaired by the sports minister.

Its exclusivity reportedly runs to 2036 under an unpublished 2016 convention with the state. The commercial operation is run under a tendered management contract rather than a licence. Unauthorised gaming houses and lotteries are criminal offences under articles 282 to 285 of the penal code.

About Diamond Blitz 2

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.