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Gambling as an element of the tourism economy
Introduction: why the "game ruble" pulls dozens of related
Gambling isn't just about tables and slots. This is the infrastructure of the trip: air travel, hotels, restaurants, shopping, shows, exhibitions and transport. In well-designed locations, each dollar spent in the casino creates added value in neighboring industries, and the gambling zone itself becomes the "anchor" of the destination. But risks are also concentrated there: income leaks, social costs, environmental burden and vulnerability to demand shocks. Let's analyze the models, effects and rules of the game for sustainable growth.
1) Basic models: from a "casino-hotel" to an integrated resort
Classic casino hotel. Small room + rooms + restaurant. Simple CAPEX, limited multiplier.
Integrated Resort (IR). Casinos as part of the ecosystem: congress center (MICE), arenas and shows, shopping mall, gastronomy, family attractions, museum/aquarium, parks. The goal is to increase the length of stay and the share of non-gaming revenue.
Urban clusters. Concentration of several objects in pedestrian accessibility (embankment, historical center, congress quarter) with general navigation and transport.
Resort areas/special administrative areas. A liberalized regime within clear boundaries so as not to cannibalize sensitive areas.
Cruise model. Game rooms on ships as part of a "floating resort" package; strong link with port infrastructure and excursion.
2) Economic effects: what changes in numbers and flows
Direct effect. Casino gross receipts, staff salaries, gambling tax and licences.
Indirect effect. Orders from local suppliers: food, laundry, security, event production, taxi, logistics.
Induced effect. Employees spend income in the region: housing, retail, education, services.
Multiplier. In developed IR, for every $1 in direct revenue, casinos account for up to several dollars in the non-gaming economy (depending on the cluster structure and "leaks").
Leakage (leaks). Import of equipment, networks of international brands, repatriation of profits - the higher the share of import value, the less the local effect.
Substitution. Some local households switch leisure from other activities to casinos → the net increase in tourism may be lower than the gross dynamics of revenue.
3) Travel product: how the casino "sells" the trip
MICE as stabilizer. Conferences and exhibitions smooth out seasonality, increase hotel occupancy on weekdays.
Shows and sports. Artist residences, combat tournaments, esports, theatrical performances - ticket revenue and PR effect.
Gastronomy. Flagship restaurants (chef-driven), street foods, themed festivals - grow the average check outside the casino.
Shopping and creative industries. Duty-free, design markets, media museums - additional motivation for arrival.
Family component. Water parks, research centers, attractions - expand the audience and social acceptability of the project.
4) Urban Cases: Trajectory Typology
Resort town. Mild climate, beaches/SPA + IR. Bet on a "long" trip and a high non-gaming share.
Megapolis magnet. The casino quarter is inscribed in the "fan" of entertainment: theaters, museums, gastronomy. Strong MICE, high RevPAR.
Border/transit node. Demand from neighboring jurisdictions with stricter regulations; it is important not to depend on one traffic source.
Thematic mini-cluster. A historic centre with boutique hotels and small rooms; emphasis on cultural tourism and gastronomy.
5) Social and ethical risks: where subtle
Problem play. Increased accessibility can increase the vulnerability of part of the population - we need limits, self-exclusion, consultations, funding for assistance programs.
Uneven benefits. Rising housing/rental prices, crowding out small businesses - urban planning and social policy are required.
Traffic and ecology. The load on transport, waste, water consumption - green standards and smart logistics are needed.
Criminal risks. AML/KYC, transaction monitoring, law enforcement cooperation.
6) Taxes and regulation: balance of interests
Tax structure. Combination of GGR tax (from gross income), corporate, VAT/sales, resort fee. Rates should provide both income and investment attractiveness.
Licensing and quotas. Transparent selection criteria, deadlines, requirements for local content and employment.
IR conditions. KPI for non-gaming objects (MICE, culture, sports), deadlines for entering capacities, sanctions for underperformance.
Responsible game in law. Mandatory limit instruments, time-outs, self-exclusion, reporting to operators and the regulator.
7) Personnel and employment: who benefits from the cluster
Direct jobs. Croupier, pit bosses, hall managers, security, IT, marketing, F&B, hoteliers.
Indirect employment. Catering, farmers, suppliers, transport, event agencies, cleaning, repairs.
Training and reskill. Training centers for dealers and hospitality, internship programs, partnerships with colleges.
Hiring localization. Quotas/priority for local residents, career elevators and mentorship.
8) Site infrastructure and design
Transport access. Air traffic, high-speed railway, shuttles, "last mile."
Pedestrianization and navigation. Promenades, wayfinding, accessibility for people with limited mobility.
Urban integration. Links with embankments, historical quarters, parks; "transparent" facades instead of closed boxes.
Sustainability. Energy efficiency, recycling, water, green roofs, local materials.
9) Destination marketing: how to attract the right traffic
Markets portfolio. Balance of nearby and long-haul countries, mix of segments (VIP, mass, family, MICE).
Calendar of events. "Seasons" shows, gastro festivals, sports weeks, congresses - to distribute demand.
Partnerships. Airlines, OTAs, cruise lines, creative industries, universities.
Branding. The identity of the city/region in the visual language of IR: culture, cuisine, crafts, architecture.
10) Success metrics: what to count besides GGR
Average length of stay (LOS) and hotel occupancy (RevPAR).
Share of non-gaming revenue in total cluster revenue.
Average F & B/shopping check per tourist.
Share of local deliveries in IR purchases.
Number of MICE days per year and seasonality.
Employment/salary index in hospitality.
Responsible Gaming indicators: coverage of limits, requests for help, time to payment.
Environmental KPIs: energy consumption per guest, waste recycling, water use.
11) Responsible play and a "social licence" to grow
Default tools. Deposit/time limits, "reality checks," self-exclusion - in one or two clicks.
Program funding. Deductions for treatment and prevention, NGO partnerships, transparent reporting.
Communication. Honest conditions, age barriers, anti-myths in advertising modules.
Data and privacy. Secure processing, PII minimization, access audit.
12) Trends on the horizon
IR 2. 0. More cultural and family activities, "non-game" revenue as target No. 1.
Esports and arenas. Tournaments with international traffic and media reach.
Cashless & digital ID. Fast and transparent payments, biometrics and tokenized tickets (where legal).
Smart destination. Flow analytics, dynamic pricing, green routes.
AR/VR layers. Immersive exhibitions and shows, hybrid conventions, a "second screen" for the guest experience.
Resilience scenarios. Anti-shocks to pandemics/crises: flexible zoning, open spaces, sanitary protocols.
13) Roadmaps: Who should do what
Government/Regulator
1. Determine the model (IR/cluster/zone), conduct an independent assessment of effects and risks.
2. Set up a tax and license frame with KPIs for non-gaming, employment and RG.
3. Invest in transport and urban environment; simplify visa/border procedures.
4. Establish a Responsible Gaming and Sustainability Fund, provide for monitoring leaks and substitutions.
Investor/Operator
1. Design IR with emphasis on MICE, show and F&B; procurement localization plan.
2. Build RG tools and AML/KYC into the product architecture from day one.
3. Partner with local creative industries and educational institutions.
4. Set up observability: real-time KPI, ESG and RG reporting, open data for the city.
City/DMO (Destination Promotion Organization)
1. Stitch the calendar of events and aircraft program; build marketing around place identity.
2. Develop routes outside the casino: nature, culture, gastro-quarters.
3. Support small businesses with grants/benefits so that the multiplier remains in the region.
4. Introduce "green" standards for major events and hotels.
Tourist/guest
1. Plan budget and time in advance; use limits and breaks.
2. Evaluate the entire range of activity: shows, museums, gastronomy - do not reduce the trip to the hall.
3. Select licensed sites; avoid gray schemes.
Conclusion: When a game works for a city, not a city for a game
Gambling becomes a sustainable element of the tourism economy when a casino is not a goal, but a scene in a large performance of a place. Integrated resorts, diversified incomes, responsible rules and respect for destination identity turn the "game ruble" into a long chain of value: for residents, businesses and guests. Success is in the balance of multiplier and ethics, in the ability to build not just halls, but ecosystems of impressions, where risks are manageable, and benefits are divided.