With more than 50 years experience from the gaming industry Betsson provides the best customer experience. We take entertainment seriously.

STRONG COMPETITIVE
AND SCALABLE BUSINESS

We have a passionate organi­sation and our subsidiaries work relentlessly to offer the custo­mers the best experience in the industry. Within the group we fundamentally believe in people and their ability to influence and have an impact. It is not about the strategy itself, it is about how well all of the 1,800 people in Betsson Group execute on initiatives every day. Our subsid­iaries work from a strategy that contains five big ideas that are key to our success.

The M&A Growth

Betsson’s business concept is to invest in and manage fast-growing companies operating in the online gaming industry. The multi-brand and single platform strategy in the Group benefits Betsson from an M&A perspective. Betsson achieves economies of scale when we can integrate the acquired companies in to a single technological platform and still keep and develop the acquired brands.

Some of our successful acquisitions, which have joined The Betsson Family:

 

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Increasing sustainable
revenues

The requirements for license are rigorous and the compliance requirements are high. Today Betsson already owns businesses with licenses in Malta, Denmark, UK, Ireland, Italy, Estonia, Latvia and Georgia.

We see a wave of local regulation across Europe taking place, and in this environment Betsson expect to apply for more licenses. We believe that the ongoing regulation is positive for Betssons subsidiaries and we want to increase the share of sustainable revenue, which is revenues that is taxed locally and/or locally regulated.

We will achieve this both through an increased focus on new markets with a local licensing system, as well as supporting re-regulation in existing markets.

Responsibility

We listen to and respect our customers, partners, communities and one another. We are responsible and transparent in our operations.

OUR PRODUCTS

OUR BRANDS - with various roles to play

Betsson owns various brands, both B2C and B2B, with 100 per cent revenue allocation on the Techsson Platform (except for the newly acquired Europe-bet).
FULL PORTFOLIO
LOCAL

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REGION

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GLOBAL

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SINGLE PRODUCT
LOCAL REGIONAL
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CEO comments

vd

I was appointed CEO and President of Betsson AB on the 1st of March 2016. However I have worked within the group since 2012 as the CEO for the core investment, Betsson Malta ltd, a role I will continue with in parallel with my new assignment. It is an exciting time for our company as we are investing in an industry affected by many of the mega trends we see in the world around us. Our job will be to makes sure our group is ready to capitalize on the opportunities that these changes bring to the table.

Betsson reported strong financial results in 2015. The revenues grew by 22.6%, reaching a record SEK 3 722 million. EBIT was SEK 831.7 million and earnings per share grew to 6.02 SEK. The high growth went in tandem with one of the highest margins in the industry allowing the Betsson share to significantly outperform index in 2015.

LONGER TERM VIEW

The online gaming industry is still in its infancy. 90 percent of gaming worldwide is still offline. In the next few years we will continue to see structural growth as customers move online and in this process we will see a weakening and a breakdown of old monopolies across Europe. This environment represents a strong tail wind for our business.

At Betsson we take a long term view. We have faced many challenges since the company was founded in 1963 – new regulations, changing technology, competition, various taxes.

Despite this Betsson has prospered, and evidence of this is that Betsson has been one of the best investments on the Stockholm Stock Exchange in the last 10 years (in competition with companies like H&M, Ericsson and Autoliv). Betsson has a remarkable ability to reinvent itself and we will continue to do so.

Innovation is in our DNA, and I have experienced this first hand during my almost 4 years as CEO for our operational business in Malta. Whatever challenges may come our way we will adapt and find the solution so we can continue to grow and deliver value to you, our shareholders.

OUR COMPANIES

In the Betsson subsidiaries we have passionate employees that relentlessly work day in and day out to improve the customer’s experiences. There is a fundamental belief in people and their ability to influence and have an impact. On top of that the very strong strategy based on ve big ideas: Customer centricity, Data, Digital Marketing, Multi-brand and One Platform, providing the foundation for excellence. The strategy and the ability to execute the strategy have delivered great value over the last few years. We have a firm believe that this development will continue.

THE ROLE OF BETSSON AB

Betsson AB’s business idea is to invest in and govern fast-growing companies operating in the online gaming industry. It is important for you as a shareholder to understand the macro-environment we operate in as it directly affects Betsson’s operation.

STRUCTURAL MARKET GROWTH

While many seem to be chasing the next big thing, Betsson knows that the next big thing is already here. As I mentioned above we see structural growth in our markets as players continue to move online and to mobile devices. Globally only 10 percent is playing online and in Sweden this figure is still low, at around 35 percent. This provides for a significant opportunity in the next few years.

REGULATION AND COMPLIANCE

Today Betsson already has businesses with licenses in Malta, Denmark, UK, Italy, Estonia, Georgia, Ireland and Latvia. We see a wave of local regulation across Europe taking place and you will see the businesses moving into new markets by applying for more local licenses during 2016. As with any heavily regulated industry, evolving regulation drives complexity in our operations and an increase in costs of compliance. One of these costs are local revenue taxes, so called point of consumption taxes.

However, increased cost for compliance creates investment opportunities, as some competitors that do not have critical volume will be forced to leave certain markets. It also represents a growth opportunity, as monopolies for the first time will be exposed to real and fair competition. As a consequence, we want to increase the share of sustainable revenue, which to us is revenue that is locally taxed and/or locally regulated.

CONSOLIDATION

In the midst of the above mentioned regulation there is also wave of consolidation sweeping over the industry, as players want to secure economies of scale in the face of these increased compliance costs. Betsson has been active in this consolidation with the acquisition of Europe-bet in 2015 and Oranje & Kroon in 2014 and we will continue to be a buyer in the consolidation of the fragmented online gaming industry.

INVESTMENT STRATEGY FOR BETSSON

We want to capitalize on the opportunities our macro environment is providing. Consequently we will continue to search for attractive acquisition targets, primarily in Europe that operates on markets that are locally regulated or are about to be locally regulated. However, we are also opportunistic and will always consider a good opportunity that does not necessarily fit in that framework.

For 2016 you as a shareholder should not expect any big changes in the course of direction:

  1. We will continue to actively look for acquisition opportunities
  2. We will aim to grow sustainable
    revenues
  3. We will ensure that our investments deliver operational excellence and execute on their strategy

I feel enormously fortunate to be part of the remarkable Betsson journey. There are of course plenty of challenges presented along the road, but I feel we have a strong foundation. You can always count on us to work hard, find new ideas to improve and grow our business and take advantage of the opportunities unfolding in front of us.

 

Ulrik Bengtsson

CEO and President Betsson AB

The numbers in 2015