As each year draws to a close, it is customary in consumer-facing sectors to consider the trends that will shape the next 12 months.
According to an extensive new survey of iGaming professionals, the watchword for 2026 appears to be ‘consolidation’.
The statistics are telling. In 2024, 51% of operators said expansion – either in size or into emerging markets – would be their top priority in the following year. Twelve months on, that figure fell to 27% of operators, while ‘marketing’ activities rocketed from 9% to 25% over the same period.
Meanwhile, a sharp rise in specific mentions of ‘retention’, which did not even register in the previous rankings, meant it had climbed to joint-fourth in the table of priorities for operators in 2026.
Pivoting to retention
An apparent pivot is understandable given rocketing acquisition costs due to rising competition, advertising restrictions and, anecdotally at least, smaller returns on large-scale traffic spending.
The simultaneous challenges of tightening regulations worldwide, escalating compliance costs, fewer acquisition options, higher taxes and stricter licensing requirements have created a perfect storm. Now, more than ever, in order to be successful, operator metrics increasingly gauge player lifetime value (LTV), rather than merely the number of players.
It is a widely held belief in B2C verticals that acquiring a new customer is considerably more costly than retaining an existing one; in fact, between five and 25 times more expensive, depending on which study you read. Indeed, increasing retention rates by 5% can supercharge profits by anywhere from 25% to 95%, according to one oft-cited piece of research.
A shift in mindset
Dina Kiri, Head of Projects at Uplatform, an all-in-one iGaming platform provider, endorses a shift in mindset that counters the industry’s long-held obsession with quick wins. Dina says that operators – especially emerging brands – “often fall into the trap of focusing on short-term metrics.”
“It may sound blunt, but to me, an excessive focus on short-term numbers is a sign of limited foresight,” Dina says. “In iGaming, it is extremely important to be able to work not only with short distances, but also with long ones.
“I understand why some operators lean on short-term indicators. The current environment is highly event-driven, and things can change instantly, so relying on what is happening right now is logical. You can work with this data immediately, adjust quickly, and move on.
“However, focusing too heavily on short-term metrics, like conversion, can hide less effective work in other areas. For example, user loyalty may drop, or continuous engagement may decline, but these problems stay behind the curtain and are not immediately visible.”
“True brand growth is not built on registrations; it is built on engagement, loyalty, and trust between the user and the product.”
Moving beyond conversion metrics
Dina argues that conversion in iGaming, whilst being an early and fundamental first signal of whether an engagement strategy is working, is merely an indicator of player reaction.
“It does not give you an understanding of long-term value,” Dina says. “It highlights that something works here and now, but that does not automatically mean it will lead to stable, long-term success or growth.
“There have been cases where teams, excited by short-term conversion success, focused too heavily on one particular section or direction. Meanwhile, they overlooked other areas that might have had less impressive numbers but were stable and showing steady, consistent growth. These parts do not shine as brightly, but their long-term value can be much greater.”
As an example of this misplaced focus, Dina notes how an operator might have a strong registration-to-deposit conversion, but the ultimate returns might not cover the initial acquisition cost. Instances like these show the importance of looking beyond the “nice charts” and delving into longer-term details.
“On the surface it may look like a success story,” Dina says. “In the long run though, the operator could be essentially buying losses and paying out more than they earn.
“This shows the importance of predictive thinking – not everything that shines right now is actually what brings the greatest value. Sometimes the real potential lies deeper, and you have to dig around a little to find it.”
iGaming metrics that signal retention
In order to achieve this panoramic outlook, different metrics need to be taken into account, ensuring a broad perspective.
Alongside LTV, which is increasingly viewed as a vital part of the evaluation process, Average Revenue Per User (ARPU) and retention rates, for example, are iGaming KPIs that show the trajectory of an offering.
According to Dina, it is also crucial to put such figures into context and, accordingly, filter the findings into the overall player engagement strategy.
“You must understand why a player stays, what keeps them engaged, and then build on that foundation,” Dina says. “All product metrics are interconnected. You can map out their influence on lifetime value, and from there, on the overall stability of the business.
“New user acquisition is important, of course, but without strong retention, it loses its meaning. True brand growth is not built on registrations; it is built on engagement, loyalty, and trust between the user and the product.”
Common mistakes that harm player loyalty
Of course, such goals do not always come easily. In a highly price-sensitive marketplace, many operators struggle to build a loyal customer base – and missed retention opportunities are common.
Potential pitfalls include incorrect segmentation – with the retention mechanics not matching the user cohort – or even just failing to interact with customers on an individual basis.
Furthermore, some operators overload their product with features and bonuses while falling short with the basics, like ensuring a smooth user journey. Others – particularly newer brands – often attract an audience that is ultimately not a good fit, while technical limitations can also reduce efficiency and adaptability.
“Missed opportunities usually stem from not seeing retention as a unified mechanism where product, communication, analytics and the team are all interconnected,” Dina explains.
A holistic approach to loyalty in iGaming
Given this, operators seeking to drive loyalty should adopt a holistic approach, starting with a clear idea of whether their offering tallies with the market and current trends.
“Sometimes the product simply does not resonate with the audience, but localisation of both the product and related services can be crucial,” Dina explains, signposting Uplatform’s guide on the topic, Real Localization, Real Insights.
“Another factor is understanding the industry and your specific market, as staying aware and able to interpret external influences is extremely important.”
It is also important to evaluate the “user experience honestly, stay flexible and respond quickly to feedback” as well as segmenting the audience with a customer journey-focused approach.
Finally, it is critical to connect with the user on a personal and relevant level.
“In today’s oversaturated market, users are more sophisticated than ever,” Dina says. “There are real examples where improving onboarding or adjusting local communication had a dramatic effect on retention. This dialogue with the user matters. People want to feel understood, and gaming is no exception.”
Maintaining contact with users – and analysing their requests rather than merely answering their questions – is also important for identifying churn risks, with conversion rates also providing “early warning signs,” Dina says. Moreover, continuous analysis of behaviour patterns, dips in activity, changes in deposit frequency and session duration shifts can provide a window to implement preventive measures.
“You also need proper tools, a strong CRM system that allows quick detection, fast reaction, and effective retention mechanics,” Dina adds. “Having the right tools is crucial and makes all the difference.”
Defining goals and success criteria
Dina also underlines the importance of setting clearly defined goals and warns against pushing for results without the right analytical infrastructure in place.
“It is strange to try extracting maximum value from metrics when a product is not ready,” Dina adds.
Uplatform says it plays a central role in this process. The provider works with clients to ensure there is a clear understanding of their goals and is adept at adapting products to specific markets and operator needs.
“It is important for us to understand exactly what the operator wants, what goals they set, and then provide the right solutions, tools and opportunities,” Dina adds. “We know our markets well, we understand their nuances, and we act not just as a service provider, but as a full expert partner who is ready to share experience and help when needed.”
Reaching sustainable growth
Ultimately, sustainable growth is driven by a number of factors – but it is always important to understand “where the wind is blowing in the market,” says Dina.
“You must know where you stand relative to competitors and clearly see both your strengths and, crucially, your weaknesses,” Dina says. “There are many frameworks that help form vision and build steps toward both short-term and long-term goals.”
She concludes, though, that adopting a long-term perspective and reacting quickly and decisively are not mutually exclusive.
“The key is being ready to rethink and rebuild your strategy when the market demands it – and the market may require that suddenly.”
Is an industry obsession with player acquisition undermining long-term, sustainable growth? iGB asks Uplatform’s Head of Projects Dina Kiri why a holistic approach to retention, personalisation and engagement trumps short-term acquisition figures.