Inside Asian Gaming

INSIDE ASIAN GAMING | July 2009 J amie Odell, Aristocrat’s recently- appointed Chief Executive Officer and Managing Director, has done and is currently doing a lot of listening as part of a strategic review of the company’s business. His hiring and the review are timely. It’s no secret that despite an enviable catalogue of hit products, Aristocrat has recently found it harder to sustain the level of sales performance achieved in previous years. Aristocrat isn’t alone in facing this issue, and current macroeconomic conditions aren’t helping in this regard. At the end of August, when the results of Aristocrat’s strategic review are due to be made public, Mr Odell will still be listening, but he will also start doing a considerable amount of talking. What he says could well shape the direction and success of Aristocrat for years to come. Inside Asian Gaming got the chance to sit down with Mr Odell at G2E Asia, where he gave a flavour of the opportunities and challenges facing his company in particular and the industry in general. One of Mr Odell’s first tasks has been to address his own workforce to assure them that change is, and will be, for the good of the business and not change for change’s sake. Mr Odell’s previous job was for Foster’s Group, the Australian drinks conglomerate, where he was managing director of its Australia, Asia & Pacific division. This gives him the advantage of being able to look at the gaming industry from the perspective of the consumer and with fresh and relatively clear eyes. It doesn’t mean, however, that he isn’t passionate about his new role and his adopted industry. “I think this is a fabulous industry,” stresses Mr Odell. “Therelativelylimitednumberofindustry players, including Aristocrat, actually driving the technology changes makes it a really fascinating industry to be in. Strengths “There’s always good and bad things about people coming in from outside. I come from a strong consumer goods background. What that really means is understanding the consumers—the [machine] players—in our industry and what drives their behaviours and being very close to that. So I think that’s an area where I can add some value. “I think in a general marketing, front- end sense, probably this industry isn’t as developed as other industries like consumer goods industries. I’ve worked in the majority of markets around the world so having that global skill set is useful as well. Having a different perspective on how industries develop and different phases of industries [is useful]. I think [I can also bring] a fresh look at important things like innovation. “Like all industries, I think we can get caught up in our own ideas and focus in our own universe a little bit. I think having an outside perspective when it comes to management, games, the markets, customer relationships, innovation, all those things, is useful.” IAG: Some slot directors feel that generally the suppliers take a bit of an ‘older brother’ approach to what product will work and where it should go on the casino floor. What’s your reaction to that? “That’s interesting. I don’t want to go too much into grocery-speak, but if you think about category management, there needs to be a good understanding from both the manufacturing side and the Big Picture Fresh thinking on the slots and systems industry is a welcome necessity not a threat, says Aristocrat’s new CEO 32 Aristocrat