IAG SEPTEMBER 2016 web - page 9

diversify in future years. Aswell as the formal selectionpanel,
wehave quietly and informally consulted anumber of respected
key industry figureswho shall of course remainnameless. As
part of this relaunch, we’ve rebranded the annual list the “Asian
GamingPower 50.”
In an effort to further bolster fairness and impartiality,
we’ve removed all corporate sponsorshipof theAsianGaming
Power 50.While itmaywell come back in future years once the
appropriate controls are inplace, for nowwewanted to remove
even the appearanceof any connectionbetween sponsorshipor
advertising and rankings in thePower 50.
We recognize that over the last nine years theAsianGaming
Power 50has become thedefinitive list of the industry’smost
important people – and as suchweplay an important role in the
industry andhave a responsibility to simply get it right. In an
effort tobe scientific andobjective in the rankings, for the first
timewehave introduced anumerical “Power Score” for each
personon the list.
Whilewewon’t divulge theprecise formulaused for
generating this score, we can say it takes points arisen from
anumber of factors including theGGRof theperson’s
organization (or a surrogate comparativemeasure if necessary),
aweighted “carvingup” of thosepoints between the top senior
executives that have key policy control of that organization,
adjustments forwhether theperson is hiredor has amajor
equity position, how active inbusiness initiatives theperson
has been in theprior 12months, the long-termgamingpedigree
of theperson, the jurisdiction inwhichheor sheoperates,
andquite a fewmore. Some factors arenecessarily subjective,
but we’ve always assigned apoints value in an attempt tobe
objective. Andwehavedone thiswithout any predetermined
ideaof where any person “should” or “shouldnot” be ranked.
At the endof theday, inour industry the concept of “power”
generally comes down todirect or indirect control ofmoney. So
the greater theGGR (or perhaps EBITDA) controlled, the greater
thepower. But what, exactly, is control? It’s about influence,
it’s about who is theultimatedecisionmaker and, sometimes,
it’s simply about who is theperson everyone in the room looks
to for the answers. In the sameway that a country is a country
becauseother countries say it is, somepeople arepowerful
simply becauseother people say they are.
Here are someother questions that cameup in the selection
What countries countasAsia?
Aswest as India, as south asNewZealand, as east as Saipan,
and as north asMongolia.
Whataboutnon-operatorswhohaveastrongvoice inthe
industry, likeregulators,mediacommentators,analysts,
academics,suppliers, consultants,gaming lawyersandsoon?
Wedid indeed look at thepowerwieldedby all of those, but
after careful consideration concluded that it was impossible to
include regulators and after considering thepower of people in
all theother categories it was only direct operatorswhomade it
to the top 50.
Many gaming companieshave a charismatic and entrepreneurial
owner and aperhapsmore seasoned and level-headedgaming
professional in charge asPresident or CEO. By default, being
anowner necessarily ranksmanymorePower Scorepoints than
being the “hiredhelp” (forwant of abetter term). After all, the
owner can always force an appointedCEOout of his job. But in
some cases ahiredCEO canbe evenmorepowerful than their
“boss”when theowner delegates a very largeproportionof
decisionmaking responsibility. The answer is decidedon a case
by case basis.
“Itamusesus thatwhileweoften
hearbold claimsofnot reading the
listornot caringabout it,manyon
the list still contactusdirectly to
bemoan the injusticeof their lowly
position. Strangely,no-onehasever
contactedus to complainaboutbeing
ranked toohigh!”
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