The eternal race for new GEO

️ Every month a new «promising» country appears. Brazil is regulated, Africa is growing, Europe is overheated. And then a wave of operators runs to the next market, as if it were the last opportunity to make money.

️ Look at the quarter report and see that 5 new GEOs have been launched, but profits are only growing in two old ones. Your mature markets, which were making steady profits just six months ago, are beginning to decline. The best specialists have been deployed to new launches, the marketing budget has been cut, and the product team is torn between a dozen countries.

️ For example, Rush Street Interactive holds 6% of the iGaming market, but their profits are growing at 49% in this segment. They don't spread thin, they focus.

️ Launching in a new country goes far beyond site translation. Market research, complete product localization, team building, payment infrastructure adaptation, dedicated marketing budget. You take resources from markets that are already operating and making money.

️ Surface Presence Trap
The worst thing is when the company is formally present in 20 countries, but in fact only in 2. Localization is superficial, support is weak, promotions do not fall into context. The player goes to competitors.

️ Focus as an advantage
While competitors are spreading resources across a dozen countries, the focused operator dominates its GEO, it knows the local market better, it invests the budget in deepening where there is already a presence.

️ It is necessary to allocate resources for development and new directions, but this process must be conscious and systemic. This is a fundamental difference between strategic expansion and uncontrolled expansion.

️ Expansion works if there is financial stability in existing GEOs, when the team is ready to scale without loss of quality, when an analysis of local competition is carried out and a clear plan for achieving profitability is developed.