NLA’s case is a tragedy of wasted potential - a strong product with a crippling story
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NLA’s case is a tragedy of wasted potential – a strong product with a crippling story.
Getting a license is just one step in the licensing process. A B2C operator, for example, needs to set up a new company to hold the license, apply for and obtain a license, appoint an AML officer, maintain a local address supported by a utility bill, and open an account with a bank willing to accept their business.
While the cost of the license and the time to obtain it are often clear, putting together all the pieces of the puzzle is not. Each piece brings more hassle and uncertainty. Every time you think you’re done, there’s another surprise to deal with. A hidden cost you didn’t take into account. Another delay.
The new gaming license from the National Lottery Authority of Liberia was designed to be different. Everything operators need is bundled together. Local company formation, gaming license covering all verticals, a dedicated AML officer, a unique registered local address, and a globally connected bank account. All approved in 30 days.
For a flat and final fee of €50,000, the Liberia licensing package solves the classic buy vs build dilemma, saving operators the headache and uncertainty of figuring it out by themselves. No hidden costs, no hassle, no surprises.
But while the product shines, the story doesn’t. Here’s why.
Buying groceries at your local store may be convenient, but it’s not cheap. If you want cheap, drive out of town to the discount supermarket. That’s why you can’t open a new local store and claim it’s for everyone, it’s not.
By making your offering superior to one segment, you’re making it worse for the other. That’s how you stand out and win.
The architects behind NLA’s new license made it hassle-free and operationally ready, by design, because they believe operators will find it valuable. Having a distinct and superior product to your competition, by definition, means it’s not for “everyone”. A subset of the market values your edge, the rest does not. On purpose.
Positioning takes sacrifice, and NLA didn’t make it. Without choosing who they’re for, they waste time and energy speaking to everyone when their story will only resonate with a specific segment.
By making your offering superior to one segment, you’re making it worse for the other. That’s how you stand out and win.
Once you’ve paid the price of positioning and found who you’re focusing on, speak their language.
Many brands make the mistake of focusing on the product (“compliant”) or the company (“20 years old”), and miss making it about the customer. They speak in features rather than benefits. The what instead of the why.
You need to spot what’s in it for your target audience. Open with the benefit. NLA’s package is operationally ready and hassle-free for operators who want a “no-brainer”, “it just works” solution. Operators who value certainty and speed over control and cost.
NLA sells features, not benefits. They describe what they built, not why it matters. Speaking in benefits wins attention and trust faster – it speaks directly to what moves the customer.
Many brands make the mistake of focusing on the product or the company, and miss making it about the customer. They speak in features rather than benefits. The what instead of the why.
NLA’s messaging around the .gov address is intended to signal prospects there is no risk of fake licenses, a major pain point with competing jurisdictions. That it’s safe doing business with.
But because that was never clarified, never was part of the narrative, the cognitive gap is wide open for prospects to interpret themselves.
When prospects evaluate the government affiliation and its trustworthiness, they might search for Liberia’s credibility only to find that it’s ranked 135th in the Corruption Perception Index (where the 180th place is the most corrupt).
Does it matter where competing jurisdictions rank? Not really. What matters is that NLA’s cognitive gap drove prospects to even consider corruption scores. By leaving the gap open, prospects are left to figure out by themselves what that .gov means.
NLA explicitly ties government trustworthiness to the license’s value. Even if grey market operators don’t care about corruption rankings, this gap can hurt NLA’s efforts to be accepted by legitimate market players like software providers, payment processors, and financial institutions. And if the market can’t trust the regulator, how can it trust the operator holding the license?
Most cognitive gaps just leave prospects confused. In NLA’s case, the gap can backfire – chasing business away and tainting the market’s perception of their license.
Most cognitive gaps just leave prospects confused. In NLA’s case, the gap can backfire – chasing business away and tainting the market’s perception of their license.
The new gaming license from the National Lottery Authority of Liberia is the no-surprises, operationally ready licensing package for operators who prioritize certainty and speed.
That’s the story NLA should tell. Target the operators who choose to buy rather than build. Lead with the emotional hook: no surprises, no hidden costs, no headaches. Back it up with the rational proof: complete turnkey package, flat fee, 30-day approval.
NLA has a great product. The package solves real problems and eliminates genuine pain. But without positioning around a specific audience, leading with the benefit, and closing the cognitive gaps, their makeshift story doesn’t travel. It doesn’t stick. It doesn’t win.
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