Rhineland’s Kim Bekker: Standing for the cost-effective production of gambling solutions

Rhineland’s Kim Bekker: Standing for the cost-effective production of gambling solutions

Monday, December 18, 2017 Posted by Luke Massey
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Kim Bekker is EU Sales Manager for the gambling solutions provider
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Established in 2016 as a subsidiary of Sunstrong International Limited (SIL), Rhineland is a full-service provider of kiosk terminals and gambling machines; from design, technical drawing, 3D, cabinet production and hardware consulting right through to installation.

We caught up with Kim Bekker, the company’s EU Sales Manager, to discuss how the launch of Rhineland came about and what makes their products stand out from the crowd.

Totally Gaming: Can you explain the path you have taken within the industry, and how the launch of Rhineland came about?

Kim Bekker: I started my own business in 2002 within the industry, because I received good opportunities to produce kiosk cabinets through my family. We mainly produced for Danish software manufacturers who acquired kiosk customers through their network. In 2005, I decided to try to expand the customer base and moved the company to England.

It proved to be a good idea; the concept was to pick up customers through software companies, as the idea was that it was with them that the large number of customers could be retrieved. Here I met Steven Choi (GM/Rhineland), who worked for SIL, which has 6,000 employees, so it was natural that SIL handled all production.

SIL mainly produce adaptors, LED lights, PC boards and various tools, but they also have a large metal production. Each product item is handled by subsidiaries, so in 2016 we founded Rhineland as a subsidiary with the focus on SSBT hardware solutions, slot machines and kiosk enclosures.

TG: How are gambling solutions from Rhineland superior to those currently available in the market?

KB: We have, in collaboration with SIL, our own production facilities, designers and engineers. This ensures that we can deliver quality total solutions from A to Z. All manufacturing and assembly takes place at our own factory, where all processes are carefully monitored to ensure quality at every stage.

The list of companies we have serviced or subcontracted includes: Ericsson, Cisco, Hitachi, NCR, Turkish Bank, China Mobile, Belgium Betfirst, Nam ABank, Nordic Film, Bank of China and Tesco.

We also have the following certificates and product standards: ISO / TS 16949, ISO / TS 13485, ISO 9001, ISO 140001 and IECQ Certificate.

TG: What are the biggest target markets for Rhineland products?

KB: We are growing on a worldwide scale, but our primary markets are in Europe and Asia. For example, we have targeted the Danish market, one that is exceptional for its monopoly-like status. Since it is a geographically small area, we expect to make a big impact with our products.

TG: You mentioned the Danish market; do you think you are now ready to break the monopoly in the country? What is the potential for a market collaboration?

KB: It's hard to say for the moment. It is correct that one major player has monopoly-like status in the Danish market. They have been in amusement business for more than 100 years, with very extensive experience and a very fine-tuned distribution network. As such, the plan is not to break their monopoly, but our hope is we can initiate a form of cooperation in which Rhineland stands for the production of slot machines that can then be distributed.

It has been noted that this company has over the last few years moved some activity over to Internet based gaming and downgraded manufacturing of slot machines, which we believe allows us to move in to the market on our own, if necessary.

TG: You recently produced a slot machine game for the Danish market; was this to demonstrate your growing capacity, or part of a concerted effort to break into this area?

KB: We produced some slot machines specifically for the Danish market because we could see that there were monopolistic conditions, which in turn meant that the machines are very expensive in Denmark. It became clear that if we could produce a quality machine at a reasonable price, there would be a good opportunity to either break through on our own or start collaborating with other stakeholders. 

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