In the late 2000s, I was the Marketing Director and shareholder of an online horse racing company called ZEturf. Our customer-centred stance soon made me realise that young customers’ demands between the ages of 18 and 35 were changing radically. Logically, this tied in with the fact that they had been raised with consistently innovative video games, leading up to their current desire to chase after the thrill of playing for money by playing games that were invented a century ago. Their expectations soared higher than a game based purely on luck, anticipating something more ambitious; a skill game, like most video games, that would subsequently enable them to prove their ”supremacy” over their peers and their community.

The question that inevitably arose is why the market was not making immediate arrangements for an offer in view of the rising demand for a new type of game.