Sweden.- April 17th 2019 www.zonadeazar.com [1]The Swedish group, which operates through subsidiaries in twelve countries in Europe and Central Asia, published its Annual Results Report for 2018, with positive figures.
In its annual report for the last year, the Swedish group had revenues for SEK5.42 billion (US$585.58 million), with net operating income standing at SEK1.194 billion (US$129 million), a rise of 35 percent and equivalent to an operating margin of 22 percent.
Through its subsidiaries, the company offers poker, casino, sports betting, bingo and other games to customers in Europe, mainly through associations and websites of firms based in Malta, and local gambling licenses in Denmark, Estonia, Georgia, Germany, Ireland, Italy, Latvia, Lithuania, Spain and the United Kingdom. In addition, subsidiaries provide system solutions to other partners.
Betsson had revenues for SEK5.42 billion (US$585.58 million), with net operating income standing at SEK1.194 billion (US$129 million).
In general figures, income per product was distributed as follows: Casino (75%), Bets (23%) and Others (2%). Going forward, the company expects its online gaming business to increase its market share from 11 percent to 13 percent by 2022, driven by the increase in e-commerce and the parallel use of multiple devices, such as smartphones, PCs and digital tablets. The company also calculates a 5 percent progress in its participation in the European market between 2018 and 2022.
Pontus Lindwall, CEO and president of Betsson, affirmed: “The year 2018 was very good for Betsson and its shareholders. We recovered market share in several of our main territories. At the same time, we succeeded with investments and launches in new markets. As I said a year ago, when the plan was launched in December 2017, the objective was to achieve real momentum, both in terms of product offerings and financial results. We saw rapid results, mainly thanks to all the Betsson employees, who have been focused on their work with passion and commitment on a constant basis. To succeed, there are no easy solutions or sacred cows. We strengthened the leadership and spread ownership of our measures towards change. We have been clear, and this has helped to create a common understanding of what was required in all areas. When you have a common understanding, it becomes easy to determine what needs to be done.”
Edited by: @MaiaDigital (Twitter) www.zonadeazar.com [1]