Inside Asian Gaming

IAG FEB 2022年2月 亞博匯 111 技術談 BB: Has labor been a challenge for the company? MC: It has in some respects, but from our perspective we’ve survived that relatively well. I think what’s happened is COVID has been a time for many people to rethink their personal situation and consider as to whether it is the time for a sea change. The core team members who we need to continue our systems development and our studio development are still very much in place. Additionally, with approximately 11,000 employees and game design studios around the world, we had the opportunity to add some new talent to our teams. BB: How has COVID changed the way you’ve approached product development? MC: I think what it has done, in Asia in particular, it’s probably given us an opportunity to be a little bit more targeted and strategic with our product roadmaps as we move forward. There hasn’t been the churn and the demand for games simply because there hasn’t been the demand for product due to 客戶參與和演示方面，這樣我們在擁有 高質量的內容和信息的同時，也擁有了 大量相關遊戲及產品的圖片及視頻，以 及支持相關銀行戰略、定位及額度設置 的依據。這樣當我們推出新產品時，可 從營銷團隊處獲得大力的支持。 BB：截至目前，中國內地及澳門一直對 疫情保持清零政策。你對這種方法有何想 法，或者甚麼可能促使有關定位改變？ MC： 毫無疑問，澳門政府在保障居民安 全方面做得很好，但當然，清零政策已 經令企業造成了很大的負擔。長遠來看 這是現實的方法嗎？我認為澳門政府也 面臨著挑戰，他們想把疫苗接種率提高 到85%至90%左右，他們已經盡力去實 現這一目標。一旦該目標通過激勵和要 求來令人們達成，相信「與疫情共存」 將作為常態化政策在澳門及中國內地實 施。