When Andy Tipple became Managing Director of Blueprint Operations in autumn 2003 the industry was a different place. By responding to market dynamics and shaping the organisation to meet shifting expectations Tipple has overseen a journey underpinned by positive change and a laser sharp technical focus.
You were appointed Managing Director in autumn 2023 – what changes have you witnessed in the industry over the last two years and how have you adapted the way in which BPO connects with its customers?
There have been some significant market changes in the last 24-months that of course have impacted the way in which we approach business. The consolidation across all sectors has resulted in us having a smaller number of larger customers which has changed the dynamics of how we operate. Quite correctly there has been a much sharper focus on Social Responsibility which has impacted game design as well as the way in which games are presented in-venue. For bricks and mortar businesses the venue experience has to eclipse that which is available online which in turn places greater importance on the aesthetics of cabinet design. Progressive organisations such as BPO have to be sensitive to all of these aspects of change and curate the totality of our offer accordingly. We must always be in-step with the needs of our growing customer base in everything that we offer.
There’s an impression that BPO has succeeded in redefining the distributor role not least by making it more consultative in nature. Do you concur with that analysis, how effective has it been and has it impacted on the selection process for staff?
We made a very conscious effort to move from being a phone-based sales company to offering a field-based consultancy service delivered by a highly trained team with strong technical knowledge. A telephone conversation is never as fulfilling as visiting customers in their place of work. It’s very important to know the environment and in the process cultivate a deeper more holistic relationship. The introduction of buy direct provided a platform to develop more rounded customer relationships. Whilst having an intermediary can make life easier it also creates a barrier which hinders intelligence gathering and really understanding the pressures and challenges our customers face. We’re employing bright, well-rounded talent who have a passion for the industry and who we can invest in through initiatives such as the MERKUR UK Slots Academy which a number of the BPO team have benefitted from.
In your 24+ months at the helm what have been the highlights and what are you most proud of?
Helping to develop the team, making the most of their individual skill-sets and seeing them flourish has been a key highlight. I’m pleased that we have brought a strong technical focus to the business and an understanding of the technical stress points that often get overlooked. For everyone at BPO ‘putting the customer first’ is far more than just a slogan or mantra. We approach business from the perspective of a customer which means making everything as straightforward, painless and seamless as possible.
You are a one industry MD and metaphorically have the business in your blood – how does that impact the strategy that’s driving BPO?
Firstly, I am extremely proud of my background in the industry. I started in a small organisation and have also worked in much bigger organisations. That has given me a comprehensive knowledge base and a clear understanding of what it means to be in the business of fun. I am fortunate to have worked for some amazing entrepreneurs and have banked the knowledge gained: my mission is to pass this on to the next generation.
Have you based the BPO model on the approach adopted by businesses in other industries?
All companies that have succeeded in genuinely putting the customer first are to be admired. One of the big changes is that expectations have increased dramatically over the last 5-years prompted in no small part by the experience delivered by brands such as Amazon which live the customer first philosophy. By exploring what we can do to make people’s lives easier we plan way in advance in order to banish long delivery times which are common in this industry. We are also very specific about delivery slots – if we say delivery will take place next Wednesday, we stick to it. I’m very proud that we have applied these consumer style principles to supporting our customers.
How important is it to be able to draw on the insight and experience of sister brands Regal and MERKUR Casino. Can sister companies be more honest in their feedback and therefore more helpful in the delivery of best in breed products?
We deal with our affiliate companies applying the same principles that we apply to any 3rd party business, which is total focus and absolute integrity. As a result of the familiarity an affiliate business can bring, we do have some quite heated debates. The experiences that BPO gain from this are beneficial to us and to the wider group of customers we serve in the street market.
Did ACOS provide a solid stepping zone for EAG and how important is January’s show to the BPO business?
It was a great stepping stone for EAG which is the most important domestic show on our calendar. We launched new products at ACOS and opened the show with a substantial order from City Gaming. I think that operators come to EAG armed with a 2026 plan. EAG provides the market with a vision for the year ahead. Visitor expectations are high and they attend EAG actively seeking new games to invest in. Our job is to meet those expectations with a portfolio of outstanding cabinets and content for all sectors. After an extremely positive ACOS we can’t wait to get to EAG in January. From my experience having a strong EAG can shape the year ahead.
