post from 2 May see Plan B referenc26 Jun 2014 14:42
Wingnutter,
In relation to your initial question, this would be little more than my interpretation of the current business strategy. The main failing of the current Board is in my view threefold:
a) Presiding over a prolonged period of very limited and ineffective marketing. Advertising is the lifeblood of companies in this environment. Ask yourself when you last seen advertising from Party and how does this compare to its peers such as William Hill, 888 or Pokerstars. This failing in the UK is mirrored across all of their markets. This is akin to a bakery cutting overheads by buying less flour.
b) The software platform is sub-standard and the stasis in player numbers following the revamp of the poker client illustrates that they are just not offering the right product. This is especially important in both the casino and poker platforms. There are multiple casino operators with essentially the same product with Party Casino not being differentiated in any meaningful way, the player pool is diluted as a result. Even the bingo offerings are simply piggy backed on other operators’ software platforms. Whilst the poker software is markedly better than 888’s product, it is light years behind Pokerstars, Full Tilt and IPoker’s offerings
This is especially worrying as it would seem that a new entrant with good software and marketing would stand a reasonable chance of wiping out any chance of profitability. This entrant could be Facebook, Google, Yahoo or any number of other large corporation or indeed Pokerstars through a back door. This would especially be the case in an enlarged US market as it eventually opens up.
c) One can only look at the track record in the performance in current markets excluding the US. The only word to describe the performance is appalling. If the current Board cannot manage a smaller business properly why give them a larger business?
Whatever your thoughts on strategy though, this industry requires flight of foot and a fluidity of thinking to react quickly to a changing environment. The current Board have demonstrated no entrepreneurial flair and seem bereft of any real ideas. They have had their time and wholesale changes are necessary. That being said, I remain unconvinced as to the motives, credentials or credibility of the alternative offered by Ader and Co.
In my view, If I were on the Board, I’d be seeking to both protect and ultimately enhance shareholder value by seeking a partnership or a sale to the likes of Facebook or Google. The only issue here would be how to maximise the price or whether they actually wanted or needed the tie up.
Failing this, the plan B would be to launch a review of all of the component parts of the business to ensure that it was a least profitable. Five years of consistent losses should be unacceptable to both the shareholders and the Board alike.