GKL Targets Growth with Junket Partner Recruitment
Grand Korea Leisure Co Ltd (GKL) has begun recruiting junket partners, referred to as “VIP gaming partners,” as part of its strategy to strengthen its casino business and work towards an annual revenue target of KRW503.8 billion ($334.4 million) by 2030.
The company confirmed that it is actively seeking to onboard these partners to support player acquisition, particularly in regions where direct marketing is more challenging. While specific markets were not disclosed, the operator indicated an interest in expanding its reach into emerging economies.
The initiative forms part of GKL’s broader corporate value enhancement programme, known as the Value-up Plan, which was submitted to the Korea Exchange in March. The company noted that some junket partnerships are already in place, with the current effort focused on improving transparency and fairness within its VIP network.
GKL operates under the umbrella of the Korea Tourism Organization, which is affiliated with the Ministry of Culture, Sports and Tourism. Its portfolio includes three foreigner-only casinos operating under the Seven Luck brand, with two venues in Seoul and one in Busan.
The move to expand junket partnerships reflects GKL’s efforts to support long-term growth by diversifying its approach to customer acquisition while maintaining its existing business model.
In its financial results for 2025, the company reported total sales of approximately KRW422.95 billion, marking a year-on-year increase of 6.7%. However, more recent monthly figures showed a slowdown, with March casino revenue reaching KRW31.98 billion, down 16.0% compared to February. On a year-to-date basis, March sales were also lower by 22.8%.
These figures indicate a mixed performance, with overall annual growth contrasted by short-term declines in monthly revenue. The recruitment of junket partners is seen as one of the measures aimed at expanding the customer base and supporting future performance.
Separately, GKL has established a task force to assess operational strategies in response to rising oil costs and potential energy supply disruptions linked to geopolitical tensions in the Middle East. This suggests the company is also addressing external factors that could impact its operations.
Together, the junket recruitment drive and operational planning efforts point to a broader approach focused on sustaining business development and adapting to changing market conditions.
