Greentube marks 25 years and tightens content and data strategy

Greentube celebrates 25 years and announces a more focused content-and-data strategy from its Vienna headquarters, according to Markus Antl, Head of Global Sales and Marketing, and Opher Ben Zvi, Team Leader of Sales Operations, in an interview published on 5 October 2026. The company operates in around 50 markets, mostly regulated, keeps Italy as its largest market and already creates market-specific content for the United States when the opportunity requires.

Strategy 80:20 and why market selection matters (Greentube 25th anniversary)

Greentube has defined its catalogue strategy as roughly 80:20: 80% of its output are titles and franchises designed to travel globally; the remaining 20% is localised for specific markets. Maintaining that balance becomes more complex as the company enters diverse jurisdictions: creating localised content for 50 markets would be impracticable, so the company chooses to "pick your battles" and prioritise territories where it wants to grow or defend positions.

Italy is Greentube’s largest market and continues to grow. The company has already applied localisation in Austria and the Netherlands, where classic AWP content of physical origin performs well online — for example, bringing Random Runner to the digital offer with a presentation close to the land-based machine. Greentube is evaluating further localisation in Germany and potentially Switzerland. For new markets such as the United States, the strategy is to produce content specifically aimed at that market.

Practical localisation: when inspiration comes and from where

Inspiration for localisation is mixed: Greentube leverages NOVOMATIC’s heritage and its land-based expertise, and complements that advantage with market and competitor analysis. Entering South Africa, for example, the company consulted NOVOMATIC colleagues in the country to understand what worked in the retail segment. At the same time, the team evaluates themes, mechanics, volatility and stake levels shown by the data.

"A title may work in Switzerland and not in the U.S.; now we look at stakes, GGR, active players and adoption in day one, week one and month one," said Markus Antl.

Changes in volume and marketing: fewer launches, more selective investment (data-driven strategy)

Greentube moved from mass launches to a selective approach. Previously the company could release 40, 50 or 60 games a year and expect sales to push those titles across markets. The new model launches locally where the game fits and, if the data is positive, expands it. Of those 40–60 releases, now 10–15 receive a significant marketing push during the year; the remainder is promoted locally or waits for more data.

Promotion is no longer split into small portions for everyone; investment concentrates on what the company has higher confidence will perform. To gain visibility with operators, Greentube uses marketing, promotions and positioning with partners; when a game fails to take off, the company can offer operator incentives — discounts, free trials or shared investment — to give it a second chance.

Data, internal tool and success index (how Greentube decides where to push a game)

Greentube has built a tool to contextualise data and decide where and when to promote. The success assessment is not binary: the company uses an index that combines several metrics — stakes, GGR, active players and early-period adoption — to predict whether a title will gain traction in a specific market.

Opher Ben Zvi explains that today they ask "why" and "where" a game is good: they no longer merely declare a game fantastic, but determine if that title makes sense in a specific place and in a specific week. Operational customers thus receive recommendations on the title, the type of promotion (for example, cashback) and the ideal timing.

From product to market: sales and product working together (Game Days and co-creation)

Since the end of last year Greentube has aligned sales, marketing and product more closely. Studios propose concepts that are now shared with the sales team; development decisions are discussed in meetings where Markus participates alongside the board and the Director of Games Portfolio. This structural change aims to reduce friction between launch and go-to-market.

Greentube holds "Game Days" once or twice a year: international sales teams present market feedback, create game mock-ups and use AI in creative exercises. Some proposals generated local titles, including an Italian-themed game in development. Several concepts emerged because a salesperson said an idea for their country could also work in another market.

Operator relations and the search for the next 'Book of Ra' (Book of Ra, 25th anniversary)

Book of Ra turns 25 and raises the question of whether it is still possible to create a hit with that longevity. Greentube believes it remains feasible but less frequent: the offering is vast and platforms can receive games from dozens of suppliers in a single day, which shortens players' attention window.

Greentube relies on transparent relationships with operators. When a game does not take off, the company presents data and proposes trials: improved positioning or promotional periods at no cost to the operator. Markus Antl says that honesty facilitates long-term relationships; some operators have been customers for five or six years and are willing to test new platforms or games before finalisation.

Development and timeline: how long until impact is visible

The cycle from idea to go-live can last between one year and 18 months, so the structural changes initiated late last year begin to show results toward the end of this year and into the next. Markus has roughly 15 years with the company and expects that the investment in internal alignment and data tools will produce tangible medium-term results.

Cited products and upcoming releases

Greentube places in its catalogue titles that have worked in the transition from land to online, such as Random Runner and the Diamond Link family. In recent years it has added Piggy Prizes and Rumble Riches for markets where certain mechanics gain traction. In September the company planned two music-themed releases: Highway to Bell Stack & Collect and Stairway to Sevens Stack & Collect.

For B2B customers and suppliers, Greentube’s lesson at its 25th anniversary is concrete: select markets, align sales with product and spend marketing where data shows likelihood of success. For platforms and operators, that new discipline means receiving more refined proposals and more concentrated marketing bets.