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Company Profile for Global Betting & Gaming Consultants

This is monitored on a daily

basis with a newsfeed service being provided at www.gbgc.com.

GBGC’s combination of operational and

financial experience combined with our gambling industry focus, our

extensive network of contacts and that fact that we are regarded as an

independent commentator on the industry means that we are able to

scratch the surface and get to the bottom of issues which can sometimes

be clouded by data alone.

CEO: Warwick Bartlett

GBGC has established itself as the most credible specialist

international gambling consultancy in the world. GBGC

also keeps abreast of all the latest corporate news in the sector as the

company publishes the quarterly GBGC50 and iGBGC indices.

In addition to its consultancy GBGC has produced four reviews of the

global gambling market that have been widely acknowledged to be the best

available both in terms of both their detail and accuracy. Bartlett has

an extensive track record in the gambling industry spanning some 40

years.

Company:

 

Global Betting and Gaming Consultants

+44(0)1624827138

Email:

The statistics and forecasts that are contained within the Global

Gambling Report have become widely recognised, within the industry, the

financial community and the Media, as the industry standard for sizing

both the online and offline gambling markets. The latest

review published October 2008 extends to over 1000 pages.

2nd Floor , 8-10 Malew Street

Castletown, OTHER IM9 1AB

United Kingdom

 

Main Telephone:

Our client base ranges from leading financial institutions such as UBS

and Dresdner Kleinwort to William Hill plc

Lorien Pilling

Phone:

Warwick Bartlett

Phone:

With an international focus GBGC are able to offer clients an additional

perspective gained from researching markets, working on projects and

attending/speaking at conferences around the world. As a result they have a much more in

depth understanding of the key issues and the direction that market

Private

 

Industry:

 

Public Relations

–(BUSINESS WIRE)–Global Betting and Gaming Consultants (GBGC) was established by its

Chief Executive and founder Warwick Bartlett during 1998.

warwick@gbgc.com

GBGC’s tracks market data, regulation and

industry news as it happens. The company has work

with or supplied information to over 400 clients the majority of whom

are ‘blue chip’.

Contact:

lorien@gbgc.com

+44(0)1624827138

Email:

Bartlett was advisor to The Government of Malta for two years and our

advice helped Malta establish itself as the leading off shore gambling

jurisdiction. As a result in this

instance we would be able to offer knowledge of the European, Australian

North & South American and Asian gambling markets.

+44(0)1624827138

 

Type of Organization:

GBGC’s personnel spend all of their time

looking at the gambling market. Consequently GBGC are the

most widely quoted source of industry data in share prospectuses and

analysts’ notes as well as on TV/Radio and in publications as diverse as

the Financial Times, Forbes, Time Magazine, BBC Radio 4, BBC Breakfast,

ITN news, the Economist and Fortune magazine.

Projects have included market research/assessments, business/facility

planning, product evaluations, design/operational reviews, the

development/review of corporate strategies, license applications,

regulation development for and on behalf of governments, IPOs, M and A

and due diligence. Typically clients include, operators,

monopolies/lotteries, suppliers, investment banks, the major

consultancies, and governments.

Consulting

 

Key Executives:

 

Public Relations

 

Headquarters Address:

Contact:

GBGC also provided the data on Internet gambling to lawyers representing

the government of Antigua in its case against the United States at the

WTO.

Head Of Research: Lorien Pilling

. We have advised the Government of Botswana on the

implementation of their new Gambling Act.

COO: Mark Pilkington

In addition GBGC could offer the added value of the knowledge of over

200 additional betting, gaming and lottery markets around the world and

would be able to instantly highlight any relevant comparators, etc. In addition to monitoring all of the

specialist industry press, both domestic and international, the company

also benefits from a daily electronic press cutting service that covers

more than 2,000 publications worldwide

How the Sports Betting Line is Made by RJ Bell

This usually includes having up-to-date power ratings on each team.

Oddsmakers at LVSC are professional sports junkies who love what they do and would probably do it for nothing if you asked them, but they do get paid for it. For example, the public might have heavy betting interest week after week on a popular college football team such as USC.

Once the opening line is released by LVSC, the individual sportsbooks decide if they want to make any adjustments before offering it to the public.

Individual books having players who consistently bet with certain tendencies (such as an extreme bias toward favorites or toward a certain popular team like USC)

RJ Bell

©Pregame.com 2006

Website: http://www.Pregame.com

The opening line is the first line created by the oddsmakers, which is then sent out to sportsbooks. Also, adjustments are made after reading each team’s local newspapers to get a sense of what the coaches & players are thinking going into the game. By moving the line, sportsbooks can influence how the public bets on a particular game.

Once betting begins, sportsbooks can adjust the line at any time. Oddsmakers have to determine if any changes are necessary and send out an “adjusted line.”

“You either have a passion for it or you don’t,” Seba said. People think it’s much more complicated, but it’s not.”

The purpose of these adjustments, like all line adjustments, is to more equally divide the betting action. Examples of non-game factors that would require an adjustment to a team’s power rating are key player injuries and player trades. “We’re not trying to pick the team that covers the spread, we’re trying to make it a coin flip, a tough decision (for the bettor).

Power ratings are the oddsmaker’s value of each team and are used as a guide to calculate a “preliminary” pointspread on an upcoming game. The power ratings are adjusted after each game a team plays. Mike Seba is a Senior Oddsmaker at LVSC and has been making lines for the last six years. By necessity their approach is very research-oriented and concise, since with millions of dollars at risk there is little margin for error.

“The #1 thing for us is to make a line for each game that creates good two-way action. Reasons for such adjustments include:

Moving the line is the oddsmaker’s effort to balance betting action, and often times such moves can have a major impact on a bettor’s decision.

Experts working for the individual books having a strong opinion on the game

Contributed by:

What Is the Line Trying to Accomplish?

“The main objective is that our clients get equal action on both sides,” Seba said. In doing so they attempt to make more attractive the team that is getting less action. We do this by drawing from past experiences and applying them to current situations. Obviously, if the line comes out a week ahead of the event (which is the case in football), there is much that could happen during the week leading up to the event that could affect the line. Each of these oddsmakers bring unique opinions, strengths and weaknesses to the process. If an oddsmaker comes up with a preliminary line of USC -7, then an adjustment up to -7.5 or -8 would be made in response to the public’s expected USC bias.

How the Opening Line Is Made

Las Vegas Sports Consultants (LVSC) is the world’s premier oddsmaking company and the most respected authority on making the lines.

The last step in the line-making process for each oddsmaker is taking one final look to determine whether or not the line “feels right.” This is where common sense and past experience with how games are bet enters into the picture. If we’ve done that, we’ve done our job.”

There is a common misconception that point spreads represent the oddsmakers’ prediction of how many points the favorite will win by. Seba explained that it all starts with each oddsmaker creating a line on each game based upon their own personal approach.

Once a game’s power rating based pointspread is determined, the oddsmaker will make adjustments to that line after considering each team’s most recent games played and previous games played against that opponent. Since the oddsmaker’s ultimate goal is equally dividing the betting action, public perception and betting patterns must be taken into account. That is not the case at all – their intent is NOT to evenly split the ATS result between the teams; rather, their goal is to attract equal betting action on both sides.

Oddsmakers can also change the line depending on various event-related factors such as player injuries or weather.

Divided action means the sportsbook is guaranteed a profit on the game because of the fee charged to the bettor (called juice or vig – typically $11 bet to win $10). In our extended interview, Seba explained that there are 4-5 oddsmakers assigned to make lines for each of the major sports (pro & college football and basketball; MLB, NHL, boxing, golf). Of course there is an entire method to the madness on how the opening line is created.

Why the Line Changes

A round-table discussion among the 4-5 oddsmakers involved in making the line for each sport is then conducted and a consensus line is decided upon by the Odds Director before it is released to the sportsbooks. .

For example, if the pointspread on a game is 7 and most of the money is coming in on the underdog (taking the +7), sportsbooks will then move the number down to 6 ½ to try and attract money on the favorite. Of the 4-5 oddsmakers, generally the 2 most respected opinions are weighed more heavily by the Odds Director before he decides on the final line. Stated another way, they want to create a line that half the people find appealing to bet one way while the other half find it appealing to bet the other way (known as ‘dividing the action’)

How to prevent a depression

More monetary and credit easing is also required for the US Federal Reserve, the Bank of Japan, the Bank of England, and the Swiss National Bank. So, what can be done to minimize the fallout of another economic contraction and prevent a deeper depression and financial meltdown?

·         A five-year cumulative 30% deflation in prices and wages – in Greece, for example – which would mean five years of deepening and socially unacceptable depression; even if feasible, this amount of deflation would exacerbate insolvency, given a 30% increase in the real value of debt.

Today, Spain and Italy are at risk of losing market access. Until then, markets will keep pressure on sovereign spreads, making a self-fulfilling crisis likely.

Third, to restore credit growth, eurozone banks and banking systems that are under-capitalized should be strengthened with public financing in a European Union-wide program. European shares extended the previous session’s sharp sell-off on Friday on deepening worries over slowing global economic growth and the region’s banks facing short-term funding stress because of the euro zone’s sovereign debt crisis. REUTERS/Bogdan Cristel

Fourth, large-scale liquidity provision for solvent governments is necessary to avoid a spike in spreads and loss of market access that would turn illiquidity into insolvency. And countries, like China, that rely excessively on net exports for growth should accelerate reforms, including more rapid currency appreciation, in order to boost domestic demand and consumption.

Fifth, debt burdens that cannot be eased by growth, savings, or inflation must be rendered sustainable through orderly debt restructuring, debt reduction, and conversion of debt into equity. The balance-sheet effects on euro debts caused by the depreciation of the new national currency would thus have to be handled through an orderly and negotiated conversion of euro liabilities into the new national currencies.

Sixth, even if Greece and other peripheral eurozone countries are given significant debt relief, economic growth will not resume until competitiveness is restored. The appropriate response to such massive changes is not protectionism. So, if countries in the eurozone’s periphery are forced to undertake fiscal austerity, countries able to provide short-term stimulus should do so and postpone their own austerity efforts. Inflation will soon be the last problem that central banks will fear, as renewed slack in goods, labor, real estate, and commodity markets feeds disinflationary pressures.

·         A rapid reduction in unit labor costs, via acceleration of structural reform and productivity growth relative to wage growth, is also unlikely, as that process took 15 years to restore competitiveness to Germany.

Because these options cannot work, the sole alternative is an exit from the eurozone by Greece and some other current members. The European Central Bank should reverse its mistaken decision to hike interest rates. Official resources need to be tripled – through a larger European Financial Stability Facility (EFSF), Eurobonds, or massive ECB action – to avoid a disastrous run on these sovereigns.

Photo: A man walks past a display board of a currency exchange office in Bucharest August 19, 2011. This needs to be carried out for insolvent governments, households, and financial institutions alike.

There are three options for restoring competitiveness within the eurozone, all requiring a real depreciation – and none of which is viable:

·         A sharp weakening of the euro towards parity with the US dollar, which is unlikely, as the US is weak, too.

Second, while monetary policy has limited impact when the problems are excessive debt and insolvency rather than illiquidity, credit easing, rather than just quantitative easing, can be helpful. And, without a rapid return to growth, more defaults – and social turmoil – cannot be avoided.

Eighth, emerging-market economies have more policy tools left than advanced economies do, and they should ease monetary and fiscal policy. Infrastructure banks that finance needed public infrastructure should be created as well.

Leaving the common currency would, of course, threaten collateral damage for the exiting country and raise the risk of contagion for other weak eurozone members. Also, since the US and EU financial systems remain unlikely to provide credit to small and medium-size enterprises, direct government provision of credit to solvent but illiquid SMEs is essential.

By Nouriel Roubini

The opinions expressed are his own.

This piece originally appeared on Project Syndicate. The International Monetary Fund and the World Bank can serve as lender of last resort to emerging markets at risk of losing market access, conditional on appropriate policy reforms. Appropriate use of official resources, including for recapitalization of eurozone banks, would be needed to limit collateral damage and contagion.

Seventh, the reasons for advanced economies’ high unemployment and anemic growth are structural, including the rise of competitive emerging markets. These countries include the United States, the United Kingdom, Germany, the core of the eurozone, and Japan. Only a return to a national currency – and a sharp depreciation of that currency – can restore competitiveness and growth.

AMSTERDAM – The latest economic data suggests that recession is returning to most advanced economies, with financial markets now reaching levels of stress unseen since the collapse of Lehman Brothers in 2008. Instead, the advanced economies need a medium-term plan to restore competitiveness and jobs via massive new investments in high-quality education, job training and human-capital improvements, infrastructure, and alternative/renewable energy. The best way to avoid the risk of repeating such a sequence is bold and aggressive global policy action now.

First, we must accept that austerity measures, necessary to avoid a fiscal train wreck, have recessionary effects on output. Only such a program can provide workers in advanced economies with the tools needed to compete globally.. The risks of an economic and financial crisis even worse than the previous one – now involving not just the private sector, but also near-insolvent sovereigns – are significant. Even with policy changes, it takes time for governments to restore their credibility. Wrong-headed policies during the first Great Depression led to trade and currency wars, disorderly debt defaults, deflation, rising income and wealth inequality, poverty, desperation, and social and political instability that eventually led to the rise of authoritarian regimes and World War II. To avoid an additional credit crunch as banks deleverage, banks should be given some short-term forbearance on capital and liquidity requirements.

The risks ahead are not just of a mild double-dip recession, but of a severe contraction that could turn into Great Depression II, especially if the eurozone crisis becomes disorderly and leads to a global financial meltdown