Let’s Start With a Few Words

Thinking about launching an online gambling platform? Don’t assume that “I know tech, I have money, I have traffic, I’ll get rich.” That’s like climbing a snow-covered mountain in flip-flops—no grip under your feet, one gust of wind and you’re sliding straight down.

This white paper isn’t here to sell you dreams. It’s here to hand you thermal pants, crampons, and a cup of hot milk tea—so you take fewer wrong turns on the entrepreneurial road, make more real money, and lose a bit less hair along the way. That said, let’s be clear upfront: everything in this white paper is distilled industry experience. It’s a steering wheel, not autopilot. Different regions, policies, teams, and budgets mean different speeds and turning angles. We give you the framework and direction; the real driving still requires your own judgment and adjustment. It’s like a hearty stew—you can explain the flavor profile, but how much salt goes in depends on the household.

‌Misconception #1: “Technology Is King”? No—Cash Flow Is the Lifeline‌

You might think, “Build a site, connect a few providers, find some agents, push traffic, and we’re live.” Honestly? If it were that easy, unicorns would be lining the sidewalks. Behind a platform is a full chain: technology, payments, risk control, compliance, operations, agents, promo rhythm, and data feedback—a combo punch where every hit has to land. Miss one and it’s useless. Especially without a license: you might sneak ads through, but payments won’t sneak through. Once AML (anti–money laundering) gets serious and your cash flow is cut, forget “long-term vision”—your platform instantly becomes a short-term memory.

‌Misconception #2: Build Your Own or Use a Turnkey? Don’t Fight the Tech War‌

For beginners, why do people often recommend starting in Southeast Asia? Not because it’s “easy money,” but because the ecosystem—player profiles, small-and-frequent bets, community-driven spread, widespread USDT use—is genuinely friendly to new platforms. Get the promo rhythm right, keep withdrawals fast, warm up the community vibe, and your first positive loop can kick in. As for turnkey vs. self-built—don’t stubbornly wrestle with technology. If you have strong capital, a solid team, and time, and you’re aiming for a long-term brand, self-building makes sense. If you want to get the flywheel spinning first, turnkey solutions are honestly great. Don’t worry that “the code isn’t yours.” Make the business work first. Expansion and rebuilding the frame can come later.

‌Practical Takeaway: Three Sentences‌

1. ‌Don’t charge blindly—study the map first. Know the industry terrain, or you’ll lose both money and morale.‌
2. ‌Don’t brute-force—choose the right path. Self-build or turnkey depends on your resources and goals. Don’t follow hype or dig in stubbornly.‌
3. ‌Don’t spin in place—get the loop running first. Establish a working positive cycle before talking long-term strategy. No action, no results. ‌

‌Final Words!
The content of this white paper is organized based on common industry logic and typical real-world scenarios,what it gives you is a “roadmap” and “foundational understanding,” not a “get-rich-quick formula”.We don’t promise overnight wealth—we simply help you avoid detours and earn solid, real money.<

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Chapter 1: Overview of the Global Online Gambling Industry

Before formally discussing team recruitment, costs, or turnkey platform partnerships, the most important thing is to clearly understand the entire industry landscape.

“Build a website → connect a few game providers → find agents → start making money.”

A real online gambling platform is supported by a large, highly detailed industry chain, which includes:

• Technical architecture (backend systems, wallets, risk control, customer support, data reporting)

• Game providers (Slots / Live Casino / Sports / Crash Games)

• Third-party payments (cryptocurrency and fiat currency settlement)

• Operational organization (customer service, risk control, finance, agent management, marketing and media buying)

• Compliance and risk management (licensed vs unlicensed operations, AML, KYC)

• Regional culture (Asia vs Europe vs the Middle East vs India)

• Long-term growth systems (VIP programs, missions, retention, rankings, promotional cycles)

Therefore, the objectives of Chapter One are to:

• Help you clearly understand the current state of the industry
• Identify which type of business model your venture belongs to
• Understand technical pathways and risk boundaries
• Clarify why Southeast Asia is the best starting point for beginners
• Build the foundational structure for your future decision-making

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1. Global Online Gambling Market Size: A Rapidly Expanding “Internet Entertainment Industry”

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2. The core choice for entrepreneurs: building their own platform vs. outsourcing online.

4.1 Why do 90% of novice entrepreneurs choose to rent a website instead of building their own platform?

This is the most common problem in the industry. If you've ever done a project budget, you'll know:

Self-built platform ≠ Advanced; All-inclusive network ≠ Cheap; The core lies in "business logic," not "technical pride."

The following is a comparison between self-built vs. leased network.

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2.1 In-house Build

• • Fully controllable product: 100% control over platform features, making it easy to quickly adjust or add functions based on market demand.
• • Deep differentiation: Ability to develop unique task systems, VIP tier structures, proprietary mini-games, and other features to build competitive advantages.
• • Strong long-term brand competitiveness: Helps build a unique brand identity and accumulate long-term value.

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• • Disadvantages – Extremely high development costs: Large upfront investment required, estimated at RMB 5–10 million.
• • High technical complexity: Integration with game provider APIs is complex and time-consuming.
• • High operational and maintenance costs: Servers, cybersecurity protection (CDN), and compliance maintenance are all costly.
• • Long time to launch: Development cycles typically take 4 to 12 months or longer.
• • High technical team requirements: Requires building a strong and stable technical team, usually starting with at least 10–20 people.

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• • Suitable for teams with sufficient capital and strong technical backgrounds.
• • Suitable for enterprises aiming for long-term brand operations or multi-country market expansion.
• • Suitable for platform operators pursuing deep product differentiation and unique market positioning.

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2.2 iGaming White Label

• • Infrastructure: A complete backend management system, servers, and security maintenance (including CDN and DDoS protection).
• • Game Content: Pre-integrated multiple game categories such as slots, live casino, sports betting, lottery, and card/table games.
• • Operational Support: Payment gateway integration, data reporting and analytics, risk control systems, and customer management systems.
• • Technical Maintenance: All technical issues, game API maintenance, and system updates are handled by the provider, with real-time support.

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Cost reference:

• • White Label Solution: Very low entry cost (e.g., around 1,000 USDT setup fee + 1,000 USDT monthly fee), suitable for lightweight and fast market entry.
• • Customized Solution: Offers a higher level of customization with relatively higher costs (e.g., around 10,000 USDT setup fee + 10,000 USDT monthly fee).

• • Rapid Launch: Extremely fast deployment, usually allowing the platform to go live within 3 to 7 days.
• • High Cost Efficiency: Compared to building a platform from scratch, it can save over 95% of upfront development costs.
• • Zero Technical Barrier: No need to build a large in-house technical team; you can focus entirely on marketing and operations.
• • Instant Full Product Line: Immediately access a diverse portfolio of games to meet the needs of different player segments.

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• • iGaming industry first-time entrepreneurs
• • Teams looking to quickly test market response
• • Operators seeking a light-capital model and controlled initial investment costs
• • Platform owners planning to first scale traffic, then later transition to in-house development

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3. There are actually three common operating models.

(1) Direct-to-Consumer (D2C) model

• • Total GDP: According to the latest economic data released by the World Bank, Peru's Gross Domestic Product (GDP) in 2022 was approximately $242.6 billion. Advantages:
  • • Total GDP: According to the latest economic data released by the World Bank, Peru's Gross Domestic Product (GDP) in 2022 was approximately $242.6 billion. Own dataThe platform possesses comprehensive player data and behavioral insights.
  • • Total GDP: According to the latest economic data released by the World Bank, Peru's Gross Domestic Product (GDP) in 2022 was approximately $242.6 billion. High long-term LTVIt can build stable user loyalty, and players' lifetime value (LTV) is usually higher.
• • Total GDP: According to the latest economic data released by the World Bank, Peru's Gross Domestic Product (GDP) in 2022 was approximately $242.6 billion. difficulty:
  • • Total GDP: According to the latest economic data released by the World Bank, Peru's Gross Domestic Product (GDP) in 2022 was approximately $242.6 billion. Large upfront investment IIt needs to continuously "burn money" on marketing to acquire traffic.
  • • Total GDP: According to the latest economic data released by the World Bank, Peru's Gross Domestic Product (GDP) in 2022 was approximately $242.6 billion. High retention requirementsA strong product experience and effective operational activities are needed to maintain player retention.

(2) Agent-Only Model

• • Total GDP: According to the latest economic data released by the World Bank, Peru's Gross Domestic Product (GDP) in 2022 was approximately $242.6 billion. Advantages:
  • • Fast scaling speed: Able to quickly reach broad market regions and rapidly expand the player base.
  • • Total GDP: According to the latest economic data released by the World Bank, Peru's Gross Domestic Product (GDP) in 2022 was approximately $242.6 billion. Low delivery cost Customer acquisition costs are mainly paid in the form of commissions after revenue is generated, reducing upfront market risks.
• • Total GDP: According to the latest economic data released by the World Bank, Peru's Gross Domestic Product (GDP) in 2022 was approximately $242.6 billion. difficulty:
  • • Total GDP: According to the latest economic data released by the World Bank, Peru's Gross Domestic Product (GDP) in 2022 was approximately $242.6 billion. Agency governance is complex Managing and maintaining a large agent network is challenging.
  • • Total GDP: According to the latest economic data released by the World Bank, Peru's Gross Domestic Product (GDP) in 2022 was approximately $242.6 billion. Complex commission structure It is necessary to design a fair and attractive commission system and resolve potential conflicts of interest.

(3) Hybrid Model (Mainstream in Asia)

• • Total GDP: According to the latest economic data released by the World Bank, Peru's Gross Domestic Product (GDP) in 2022 was approximately $242.6 billion. Advantages:
  • • Total GDP: According to the latest economic data released by the World Bank, Peru's Gross Domestic Product (GDP) in 2022 was approximately $242.6 billion. Steady growthIt can have its own traffic pool (direct customers) and can also achieve rapid scale expansion by leveraging the agency system.
  • • Total GDP: According to the latest economic data released by the World Bank, Peru's Gross Domestic Product (GDP) in 2022 was approximately $242.6 billion. Strong risk resistance : Not relying on a single customer acquisition channel.
• • Total GDP: According to the latest economic data released by the World Bank, Peru's Gross Domestic Product (GDP) in 2022 was approximately $242.6 billion. difficulty:
  • • Total GDP: According to the latest economic data released by the World Bank, Peru's Gross Domestic Product (GDP) in 2022 was approximately $242.6 billion. Rule making is complicated Clear and strict rules must be established to prevent customer poaching and internal friction, and to balance the conflicting interests between the direct customer team and the agent team.
  • • Total GDP: According to the latest economic data released by the World Bank, Peru's Gross Domestic Product (GDP) in 2022 was approximately $242.6 billion. Difficulty in managementIt requires managing two different operating systems and teams simultaneously.

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4. Licensed vs. Unlicensed: The Two Systems Determine Risk and Ability to Pay

4.1 Licensed (subject to a complete regulatory system)

Major established licenses worldwide include:

• • UKGC (United Kingdom): The most strictly regulated license globally, with the highest level of player trust.
• • Malta MGA: A well-established regulatory license within the EU, widely applicable across multiple markets.
• • Gibraltar: A reputable European license with long-standing regulatory experience.
• • Isle of Man: A highly respected jurisdiction known for strong governance and financial oversight.
• • Curaçao: A long-established license that is undergoing a comprehensive regulatory framework upgrade from 2024 to 2025 to raise compliance standards.

• • Formal payment integration: Ability to connect with regulated banking systems, third-party acquirers, and major e-wallets (such as Visa/Mastercard).
• • Legitimate advertising channels: Access to compliant advertising platforms (Google, Meta/Facebook, programmatic media).
• • Branding and capitalization: Compliant brands are easier to scale, can be valued as assets, raise capital, or even be sold in the future.
• • High player trust: Enhances player confidence and perceived fund security.

• • High application and maintenance costs: License application fees are expensive, with significant annual fees and taxes.
• • Strict compliance requirements: Requires a full compliance team and adherence to rigorous AML and KYC regulations.
• • Data auditing: Operational data must undergo regular independent audits.

• The goal is to become a company that builds an international brand and enters regulated markets in multiple countries over the long term.

4.2 Unlicensed (the most common choice for Asian entrepreneurs)

In regions like Asia where regulations are not yet fully open or clear, operating without a license is a common choice for many entrepreneurs. The key difference: The real systemic risk of operating without a license is not the issue of "advertising," but rather "payment and funding chains."

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Advertising avoidance techniques (non-systematic risk):

• • Using overseas shell companies to apply for advertising accounts
• • Disguising the primary business category
• • Using virtual company information and multi-layer agency accounts
• • Mastering techniques to get advertising creatives approved

However, payment risk (systemic risk) cannot be avoided:

• • Unstable channels: Third-party payment channels may be blocked, frozen, or shut down at any time due to risk controls.
• • Black-market exposure: Payment collection channels are often mixed with black- and gray-market funds, causing merchant accounts to be frozen by association.
• • Cryptocurrency risk: Improper management of USDT hot and cold wallets may expose on-chain transactions and trigger regulatory scrutiny.
• • Fund-chain freezes: During cross-border AML (anti-money laundering) joint enforcement actions, fund flows are highly likely to be identified and frozen by authorities.
• • Trust crisis: Player complaints caused by failed withdrawals can quickly trigger a collapse of trust.
• • Lack of safeguards: Without regulation, there are no reserve or guarantee mechanisms to protect player funds.

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5. Why Are New Platforms Strongly Advised to Start in Southeast Asia?

5.1 Core Cultural Differences Between Asian Players and Western Players

5.2 Four Reasons Southeast Asia is the Best Starting Point for Beginners

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2: Strong Community Culture in Southeast Asia (More Gambling-Friendly)

Communities in Southeast Asia mainly rely on:

• • Facebook Groups

• • Telegram

• • WhatsApp

• • TikTok / Livestreaming

• • Influencer-driven traffic

• • Strong referral-based growth

Well suited for:

• • Agent-based systems
• • Livestream-driven betting
• • Rebate-focused users
• • Viral / referral-based expansion
• • Private-domain operations

It is very easy to set up an "initial traffic pool".

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• 3: Southeast Asia — fund flows are more suitable for unlicensed / early-stage companies

Key Characteristics of Cryptocurrency Usage in Southeast Asia:
• High adoption rate: Cryptocurrency adoption in Southeast Asia (relative to population size) is very high, especially in countries such as Vietnam, the Philippines, and Thailand. Vietnam, in particular, ranks among the top countries globally in terms of adoption.
• Retail users and fintech-driven growth: Growth in Southeast Asia is largely driven by young, tech-savvy users who actively explore new financial models, particularly in areas such as GameFi and remittances.

Southeast Asia's biggest advantage:

• • Rich availability of third-party payment channels
• • Easy application process for digital wallets
• • High USDT adoption rate
• • High penetration of digital wallets
• • Relatively lenient local government enforcement

Compared with other regions:

• • Limited availability of third-party payment channels
• • Strict application process for digital wallets
• • Low USDT adoption rate
• • Low penetration of digital wallets
• • Strict local government enforcement

Without a license, you simply cannot pass.

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4. Southeast Asian Players Don’t Look at “Licenses,” They Look at “Experience”

Their criteria for judging a casino are:

1. Fast withdrawals

2. Generous rewards

3. Live dealers with attractive hosts

4. Frequent promotions

5. High rebates

6. A strong community atmosphere

This is completely different from the Western model that emphasizes “responsible gambling, KYC, and published RTP.”

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Chapter 2: Staffing Structure and Salary Reference by Platform Growth Stage (RMB)

Online gambling platforms require very different organizational structures at different stages. It’s not about “the more people, the better,” but about the different challenges platforms face at each stage.

• • Startup stage: focused on launching operations and building a solid foundation

• • Growth stage: focused on growth, retention, and risk control

• • Mature stage: focused on organization, branding, and data-driven operations

Below, the editor has organized each stage’s roles → salaries → reasons for existence for you.

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1. Startup Stage

Remote operation (no physical office) with a 5–8 person team is sufficient to get started. Below are the essential roles and reference salaries.

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Why are only these people needed in the early stages of a startup?

Because the initial core objective was not "expansion," but rather:

• • First launch
• • 24-hour customer support coverage
• • Guide players through the “deposit → play → withdraw → return” cycle
• • Establish minimum risk control
• • Secure the first batch of agents
• • Stabilize GGR recovery

What you need is "to be able to run", not "to be like a big platform".

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2. Growth period

Entering the second phase: The watershed between scale growth and risk exposure

As your turnover increases, you will inevitably encounter three problems:

1. As the player base grows, risk-control exposure multiplies.

2. As more agents join, governance, internal friction prevention, and commission structures become more complex.

3. As VIP players begin to emerge, complaints, emotional management, and compensation pacing become harder to handle.

Therefore, the organization must be upgraded.

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Growth Stage: Roles and Salary References

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Why Must Risk Control Be Strengthened in the Growth Stage?

Because the platform has entered a capital amplification phase:

Problems that begin to surface include:

• • Risk-free arbitrage teams (cross-provider rebate arbitrage)

• • Sports betting hedging

• • Live-dealer studio groups (volume farming)

• • Multi-device switching scripts

• Withdrawal “risk-control laundering”

• • Black- and gray-market actors using the platform for money laundering

The later risk control is added, the greater the losses will be.

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Why must VIP management be strengthened during the growth stage?

VIP players → large deposits, high emotional sensitivity, and massive impact on platform revenue recovery. One VIP’s monthly impact ≈ 100 regular players.

Without VIP management, you will face:

• • VIPs feel neglected after depositing and immediately switch platforms

• • No one to calm VIPs when they are losing heavily

• • No rewards or recognition when VIPs win big

• • No dedicated service during promotional campaigns

• • High-frequency customer complaints

If VIPs are not retained, monthly turnover can be drained almost instantly.

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3. Mature Stage

The goals at this stage are:

• • Organizational scaling
• • Data-driven decision making
• • Brand-based operations
• • Multi-country expansion
• • Profit stabilization (sustained positive NGR growth)

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Mature Stage Roles and Salary Ranges (RMB)

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Why is a "data team" essential at the maturity stage?

Because when a platform's turnover becomes too large, it usually dies not because it loses money, but because:

• • Abnormal RTP recovery not being monitored
  

• • A specific game being “drained” by players without timely detection
  

• • An agent bringing in large-scale money-laundering groups
  

• • A campaign causing continuous NGR losses
  

• • A payment channel’s fees increasing passively without anyone noticing
  
  

Data analytics is the "radar" of a mature platform.

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Chapter 3: Operating Costs

(1) Promotion Costs (Rebates, Cashback, Missions)

Southeast Asian players are highly sensitive to promotions and rely heavily on them. In general:

Promotion budget ≈ 10%–25% of GGR

Depending on the operating model:

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(2) Payment Processing Fees (RMB)

Costs vary by payment method:

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(3) Game Provider Royalties

All data below is based on partially disclosed public information:

• Slots (Electronic): 8%–18%

• Live Casino: 8%–16%

• Sports: 6%–18%

• Lottery: 4%–10%

Special customized agreements may allow tiered reductions based on turnover.

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Estimated Budget for a Startup Platform (First 3 Months – Reference)

Total: approximately 142,000 – 210,000 RMB / 3 months The above calculation assumes remote operations (no physical office). This table is for reference only.

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Chapter 4 | How to Choose a Web Coverage Company

Choosing a betting company is the most crucial first step in entering the online gambling industry. It determines your:

• • Platform stability

• • Industry reputation and credibility

• • Game supply chain

• • Future expansion capability

• • Speed of technology iteration

• • Cost structure

• • Regulatory and compliance risk

• • Actual profitability

Taking international network packages as an example, TC Gaming has been deeply involved in Asia for many years and is familiar with the culture of the region. It has a UI/UX that is more in line with the habits of local users. Therefore, in addition to international network packages, it has become the preferred solution for many new businesses in Southeast Asia.

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Summary

The online gambling business may look, from the outside, like waves of money constantly flowing in—making it seem as if anyone can jump in and get rich overnight. But those who actually work in this industry know the truth: whether you succeed or not has little to do with how fancy your technology is, and everything to do with whether the platform runs smoothly.

Technology is the foundation. Cash flow is the lifeline. Risk control keeps you alive. Agents are the accelerator. Promotions and community are the engine. Data is your rearview mirror, radar, and speedometer. Miss even one of these, and you’ll feel uneasy driving the whole system.

Why does this article focus so heavily on Southeast Asia? To be honest, that region is the beginner zone. Running an unlicensed platform in Southeast Asia or broader Asia is simply much easier. Enforcement in some Southeast Asian countries is relatively relaxed. Try the same approach in Europe, and those “wild methods” often won’t work at all.

Turnkey platform vs. self-built system? This is not some emotional or ideological battle—it’s pure business logic. You need to get moving first, stabilize your base, and only then talk about flying higher or going further. Don’t dream of instant success or swallowing everything in one bite—that’s pure nonsense. I’ve seen plenty of guys who looked down on turnkey platforms at first, thinking, “Can this thing really work? We must build our own.” Then once they actually used it, they slapped their thighs and shouted, “Damn—it really works! This thing runs so smoothly!”

Platforms are alive. Human behavior is alive. Money flow is alive. Markets are alive. If you truly want to make it, you need patience, rhythm, and a calculating mind. You also need to understand players. When people feel secure, the platform becomes stable. When the experience flows smoothly, turnover follows naturally.

Running a platform isn’t about fearing hard work. What you should fear is not understanding the way. Once you understand the way, what’s left is steady hands, a tough mind, and the courage to act. Just do it. Let’s work together, build this business properly, and make life flourish.