Bwin Party

4/9/2022by admin

BWin Party Partners Affiliate Program: Overview

Bwin Party Gaming
Bwin Party Entertainment

BWin Party Partners is the brand behind wildly-popular online gaming destinations including Bwin, Party Poker, Party Casino, and Gamebookers.com.

Bwin party known as GVC holding being a big intentional corporation suggests stable working environment and good social benefits. It is hard to climb the corporate lather however with the right. Reviews from Bwin Party employees about Bwin Party culture, salaries, benefits, work-life balance, management, job security, and more.

Bwin.Party Digital Entertainment is one of the biggest online gambling companies in existence. It was formed following the merger of Bwin Interactive Entertainment and PartyGaming.

Their selection of sites includes new player introduction bonuses, access to 24/7 cash games across all major types, and live, daily action with big prize pools. Their selection of brands and platforms are avaible through desktop and mobile. BWin Party Partners continually develop new designs, simplified promotions, and enhanced gameplay.

The BWin Party Partners affiliate program offers a cross-over-revenue partnership paying 15-35% commissions for affiliates’ primary brand choice and 10-20% commission for cross-over gameplay.

The program also offers CPA payout per request.

The monthly RMP (real money player) and their MGR (monthly gross revenue) has 5 tiers. The more players you refer – and more money they gamble – the higher your revenue! This pools from across the selection of branded casinos, poker rooms, and sports betting sites BWin Party Partners operates.

Gamebookers.com sit setup to the side offering 30% flat revenue for all products in a lifetime deal. CPA for Gamebookers.com is also available upon request.

The BWin Party Partners Program: Pros and Cons

BWin Party Partner’s global program is free to join and already included if you have an account on one of their branded domains. Once on board, you’ll find a suite of tools, resources, and support to start and optimize your promotional campaigns.

Pros:

15-35% earnings for primary brand
10-20% earnings for cross-over
30% flat-rate earnings for their Gamebookers platform
5% recurring revenue from sub-affiliates

Cons:

Not available to U.S. affiliates and some others
Includes negative carryover (conditional)
Consistency required else commissions structure reduced

BWin Party Partners Offers and Promotions: Our Verdict

The host of offers and promotions found on Bwin.party’s set of casinos, poker rooms, and sports booking sites are some of the best in the industry. The partnership program has robust features to help affiliates quickly setup and roll-out campaigns. Its earning structure is respectable.

We thoroughly encourage affiliates to explore BWin Party Partners. It will require consistent performance else you’ll lose commission tiers. But, otherwise it’s a solid platform, with great offers, perfect for your audience of online players (in qualified regions, of course).

A feature team, shown in Figure 1, is a long-lived, cross-functional, cross-component team that completes many end-to-end customer features—one by one.

The characteristics of a feature team are listed below:

long-lived—the team stays together so that they can ‘jell’ for higher performance; they take on new features over time
cross-functional and cross-component
co-located
work on a complete customer-centric feature, across all components and disciplines (analysis, programming, testing, …)
composed of generalizing specialists
in Scrum, typically 7 ± 2 people

Applying modern engineering practices—especially continuous integration—is essential when adopting feature teams. Continuous integration facilitates shared code ownership, which is a necessity when multiple teams work at the same time on the same components.

A common misunderstanding: every member of a feature team needs to know the whole system. Not so, because

The team as a whole—not each individual member—requires the skills to implement the entire customer-centric feature. These include component knowledge and functional skills such as test, interaction design, or programming. But within the team, people still specialize… preferably in multiple areas.
Features are not randomly distributed over the feature teams. The current knowledge and skills of a team are factored into the decision of which team works on which features.

Within a feature team organization, when specialization becomes a constraint…learning happens.

A feature team organization exploits speed benefits from specialization, as long as requirements map to the skills of the teams.
But when requirements do not map to the skills of the teams, learning is ‘forced,’ breaking the overspecialization constraint.
Feature teams balance specialization and flexibility.

The table below and Figure 2 show the differences between feature teams and more traditional component teams.

component team	feature team
optimized for delivering the maximum number of lines of code	optimized for delivering the maximum customer value
focus on increased individual productivity by implementing ‘easy’ lower-value features	focus on high-value features and system productivity (value throughput)
responsible for only part of a customer-centric feature	responsible for complete customer-centric feature
traditional way of organizing teams — follows Conway’s law	‘modern’ way of organizing teams — avoids Conway’s law
leads to ‘invented’ work and a forever-growing organization	leads to customer focus, visibility, and smaller organizations
dependencies between teams leads to additional planning	minimizes dependencies between teams to increase flexibility
focus on single specialization	focus on multiple specializations
individual/team code ownership	shared product code ownership
clear individual responsibilities	shared team responsibilities
results in ‘waterfall’ development	supports iterative development
exploits existing expertise; lower level of learning new skills	exploits flexibility; continuous and broad learning
works with sloppy engineering practices—effects are localized	requires skilled engineering practices—effects are broadly visible
contrary to belief, often leads to low-quality code in component	provides a motivation to make code easy to maintain and test
seemingly easy to implement	seemingly difficult to implement

The table below summarizes the differences between feature teams and conventional project or feature groups.

feature team	feature group or feature project
stable team that stays together for years and works on many features	temporary group of people created for one feature or project
shared team responsibility for all the work	individual responsibility for ‘their’ part based on specialization
self-managing team	controlled by a project manager
results in a simple single-line organization (no matrix!)	results in a matrix organization with resource pools
team members are dedicated—100% allocated—to the team	members are part-time on many projects because of specialization

Bwin Party Gaming

Most drawbacks of component teams are explored in the “Feature Teams” chapter of Scaling Lean & Agile Development, Figure 3 summarizes some of these.

What is sometimes not seen is that a component team structure reinforces sequential development (a ‘waterfall’ or V-model), with many queues with varying-sized work packages, high levels of WIP, many handoffs, and increased multitasking and partial allocation.

Choose Component Teams or Feature Teams?

Bwin Party Entertainment

A pure feature team organization is ideal from the value-delivery and organizational-flexibility perspective. Value and flexibility, however, are not the only criterion for organizational design, and many organizations therefore end up with a hybrid—especially during a transition from component to feature teams. Caution: hybrid models have the drawbacks from both worlds and can be…painful.

A frequently expressed reason in favor of a hybrid organization is the need to build infrastructure, construct reusable components, or clean up code—work traditionally done within component teams. But these activities can also be done in a pure feature team organization—without establishing permanent component teams. How? By adding infrastructure, reusable components, or cleanup work to the Product Backlog and giving it to an existing feature team—as if it were a customer-centric feature. The feature team temporarily—for as long as the Product Owner wishes—does such work and then returns to building customer-centric features.

Transitioning to Feature Teams

Different organizations require different transition strategies when changing from component to feature teams. We have experience with many strategies that worked…and failed in a different context. A safe—but slow—transitioning strategy is to establish one feature team within the existing component team organization. After this team performs well, a second feature team is formed. This continues gradually at the speed the organization is comfortable with. This is shown in Figure 4.

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