Online gambling (or Internet gambling) includes poker, casinos and sports betting. The first online casino was in 1994. Many countries restrict or ban online gambling, but it is legal in some provinces in Canada, most countries of the European Union and several nations in the Caribbean. == History == In 1994, Antigua and Barbuda passed the Free Trade & Processing Act, allowing licences to be granted to organisations applying to open online casinos check this website.
Before online casinos, the first fully functional gambling software was developed by Microgaming, an Isle of Man-based software company. This was secured with software developed by CryptoLogic, an online security software company. Safe transactions became viable and led to the first online casinos in 1994.1996 saw the establishment of the Kahnawake Gaming Commission, which regulated online gaming activity from the Mohawk Territory of Kahnawake and issues gaming licences to many of the world's online casinos and poker rooms. This is an attempt to keep the operations of licensed online gambling organisations fair and transparent. In the late 1990s, online gambling gained popularity. Internet gambling websites had increased from just 15 websites in 1996, to 200 websites in 1997. A report published by Frost & Sullivan revealed that online gambling revenues had exceeded $830 million in 1998 alone. In the same year the first online poker rooms were introduced. Soon after in 1999, the Internet Gambling Prohibition Act was introduced, meaning a company could not offer any online gambling product to any U.S citizen. This did not pass. Multiplayer online gambling was also introduced in 1999. This was the first time people could gamble, chat and interact with each other in an interactive online environment.In 2000, the first Australian Federal Government passed the Interactive Gambling Moratorium Act, making it illegal for any online casino not licensed and operating before May 2000 to operate. The new legislation meant Lasseter's Online became the only online casino able to legally operate in Australia; however, they cannot take bets from Australian citizens.By 2001, the estimated number of people who had participated in online gambling rose to 8 million and growth would continue, despite the legislation and the lawsuit challenges which would continue to be received by online gambling.In 2008, H2 Gambling Capital estimates worldwide online gambling revenue at $21 billion.In 2016, Statista has predicted the size of the online gambling market would have a volume of $45.86 billion growing to $56.05 billion by 2018. == Forms == The Internet has made way for new types of gambling to form online. Improvements in technology have changed betting habits just as video lottery terminals, keno and scratchcards changed the gambling industry in the early 20th century. Gambling has become one of the most popular and lucrative businesses present on the Internet. In 2007 the UK gambling commission stated that the gambling industry achieved a turnover of over £84 billion according to the UK Gambling Commission. This is partly due to the wide range of gambling options that are available to facilitate many different types of people. In an article according to Darren R. Christensen, Nicki A. Dowling, Alun C. Jackson and Shane A. Thomas a survey recorded in Australia shows the most common forms of gambling were lotteries (46.5%), keno (24.3%), instant scratch tickets (24.3%), and electronic gaming machines (20.5%). === Poker === Online poker tables commonly offer Texas hold 'em, Omaha, Seven-card stud, razz, HORSE and other game types in both tournament and Cash game structures. Players play against each other rather than the "house", with the card room making its money through "rake" and through tournament fees. === Casinos === There are a large number of online casinos in which people can play casino games such as roulette, blackjack, pachinko, baccarat and many others.
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And so internally, what we have done at DXC is actually open our own service delivery to a vast pool of developers that you talked about earlier as being freelance, independent folks. We open our entire service delivery to them as well. And we look at that global talent pool for our own service delivery. >> Using community as a way to scale. >> Bala: Using communities, yes.
And that's exactly what we're doing in our talent process. It's not just about our people, our employees, but our partners as well as what exists in the open marketplace. >> Brian, talk about the insurance area as a way to tease out other trends. Specifically, the question is What is the biggest things that people know they're walking into? What's the tail-wind that they see, that's going to give them hope? And then, What's the head-winds? What are the blockers? And what should they be aware of? What are some of the marketplace dynamics that translate into other industries? >> Brian: Well, let's start with the obvious blocker is legacy debt, right? So you talked about the risk of all that business knowledge, that domain expertise, that's all today encapsulated in existing, what you may call legacy systems, right? So that's the head-wind by far. The tail-wind is that unlike, say 15 years ago, and we were in the last sort of, dot-com boom, when it was all about the front office and customer experience, the customer is way ahead of us. So culturally, the customer is challenging industry to catch up. So that's the tail-wind in my mind. And the real opportunity is to think about it in terms of a dual agenda. So think about it in terms as progressively, simultaneously building new digital capability, whilst ultimately beginning to unbundle and tackle that legacy debt. And I think customers now are starting to see a path forward. We're in the market in both banking and insurance with digital platforms, with industry resource models, API fabrics that can go back in, modernize legacy systems. So there's a real fast time to market. >> And it changes your engagement with clients. It's not a one and done, you're sticking through the service layer. >> Brian: Oh it's a journey, but the difference, I think, between DXC and a lot of other people is that we are in the market, in production, with real assets. And you can show that journey. So it just becomes a conversation around what's your pain point? Where are you starting from? Where do you want to go? >> And you're bringing the community in to help on the delivery side, everyone wins. >> Brian: And that community is a combination of three things. That's our own employees, obviously within the industry, and within our offerings that know banking, that know insurance. It's all of the DXC people in the horizontals. Because we're bringing everything now. These platforms encapsulate infrastructure, security, service management, analytics, mobility, all of that is built into these platforms. And then, it's going out into our partner community. And then, it's going out into the open community. And we're tapping into all of those. >> John: Brian and Bala, thanks so much. 2 power CTOs here on the Cube, having a CTO conversation around how scale, cloud, AI, blockchain, new technologies are enabling new business models at a faster pace of change, with a lower cost structure, and more time to value. Again, it's all about the value creation. The killer app is money and marketplaces and community. Guys, thanks so much for sharing. I'm John Furrier here at IBM Think 2018 Cube Studios. More after this short break. (electronic music) How are you guys dealing with that, cause I know you're here at the IBM Think Show, their partner. I see you at the Amazon shows. We see you guys everywhere.
So you're horizontally scaling. By design, is that what customers want? What is the DXC view on this? >> So our value proposition has always had partners as the key element of what we do. And so if you look at what we do, you can look at it from two perspectives. One, proprietary ways of thinking, proprietary systems are long since gone. >> And waterfall methodologies, gone, dead. >> Yes, those are all long since gone. >> If you're still doing that, note to self: you're going to be out of business. >> Exactly, so we've actually hinged a lot of what we do on our offerings, our capabilities, and so on around openness, around open source, and so forth. So that's number one. Number Two: In this world, it's no longer about just DXC or just IBM or just somebody, one person bringing everything to our clients. It's about how do you engage proactively and build co-innovation and co-services with our partners and bring that to our clients. >> I mean, IBM just announced that a deal with Google. They've got tensorflow and their deal. So you have all kinds of melting pot. Okay, let's talk about blockchain again. Go back to my favorite topic. So, if you look up that stack, you've got blockchain, you've got cryptocurrency, protocols, and what-not, mentioned securitization, you've got security tokens, you've got utility tokens. You can almost see where this is going. And then you've got on top of that, what's coming, is a mass in-migration of decentralized application developers. Okay, kind of cloud plus. You know, they know cloud, they know DevOps, infrastructure as code, but they're looking at it from a decentralization standpoint, different makeup. And you see, ICOs, initial coin offerings, I think this is an application of you know, inefficiencies around capital markets but that's, you know, put that aside for a second. But blockchain, crypto currency, and decentralized applications, how do you guys see that trend? What are you guys doing? Are you integrating it in? You mentioned token economics, you're in the banking field. Your thoughts on that? >> Bala: Sure, on the blockchain front, as I mentioned to you, there are a number of platforms that are out there. There is the R3 Corda platform. There's a platform that JPMorgan initiated that we're leveraging as well. >> John: Yeah, so they pooh-poohed Bitcoin but then they're back in the game again. (laughter) >> Bala: Yes, that's right. And then there is the Hyperledger Fabric as well. So these platforms are going to take their course of evolution and we are working across all of those platforms. Now, the more interesting thing that you mentioned is people and skills. What we've find today in the marketplace is with our clients is a dramatic shortage of skills in these areas. Mission Statement:
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