The topic of player retention is a familiar one within the iGaming industry, as operators and specialised businesses race to innovate and find the next way to drive engagement.
In an interview with SiGMA News, Giles Potter, recently appointed as Chief Marketing Officer at ThrillTech, a company which primarily focuses on innovating in side bet jackpot technology, discussed the importance of retention and maintaining a strong brand identity in the industry.
Impact of jackpot mechanics on player retention
Asked how jackpot mechanics have contributed to developments in player retention and engagement, Potter remarked that while jackpots are not a new concept, they have continued to evolve and grow in popularity.
Potter said that, from the perspective of the players, jackpots offer an “exciting secondary chance to win” while adding a “heightened level of anticipation” through the possibility of additional prizes.
In terms of operator feedback on jackpots, he said that the response has been “phenomenal”.
He commented that, “when set up correctly as a player-funded mechanic,” jackpots can create “valuable, non-volatile new revenue streams,” which he said can boost gross gaming revenue (GGR) by more than 10 per cent.
The case for larger, infrequent jackpots, or smaller, more frequent wins
When it comes to what generally provides the best retention results between larger, more infrequent jackpots or smaller, more frequent ones, Potter replied that the most successful models understand that a “one-size-fits-all” approach does not work.
The ThrillTech CMO continued that many operators like to offer a “multi-tiered range of jackpots,” as he said that different mechanics appeal to different player psychologies.
“Huge, life-changing sums make great headlines and are excellent for top-of-the-funnel marketing, but they can often feel unattainable to the average user. Conversely, smaller, more frequent wins build immense trust and a feeling of attainability,” he said.
With that in mind, Potter stated that there is a “huge benefit” to blending these different approaches. “We utilise hybrid winning mechanics, combining time, value, and probability-based drops, to ensure jackpots hit exactly when they should.”
He spoke about ThrillTech’s use of “multi-strategy community payouts,” which he described as a method where operators can split a “mega jackpot win” between the player who triggered it, along with additional random winners, rather than a “winner takes all” payout.
Potter commented that an approach which shares the winning experience is “undeniably one of the most powerful retention tools available”.
Importance of having a strong brand identity
On the matter of maintaining a strong brand identity and driving growth, Potter said that, in his view, a B2B brand builds and maintains its reputation through “consistent, successful delivery and earned trust”. He added that it is about offering products that “unequivocally work, backed by people who are proactive rather than just responsive”.
In Potter’s view, one has to make it “incredibly easy” for partners to do business with them in order to drive growth. He said that this means providing versatile integration options and “fostering transparent, honest dialogues”.
He stated that a strong brand identity in this sector comes down to being known as a partner who “genuinely understands highly complex business challenges and actively prepares operators for the next changes of their industry’s evolution”.
Additionally, Potter said that marketing must highlight real value, as he argued that there is no substitute for product excellence and demonstrable proof that a product is able to add genuine value to the player experience. “Operators know their products and players, so marketing cannot just be about flashy campaigns. It must highlight real value,” he remarked.
Operating in different markets
Potter was also asked about what, if any, differences there are in operating within different markets and regions.
“Regional nuances dictate everything from preferred themes, branding, and languages, to the underlying mathematics of the jackpot itself,” he responded.
Furthermore, he said that player behaviour also varies significantly between markets and regions.
“In the Nordics, for example, players have a tendency to look for higher volatility and massive potential prizes. This was perfectly illustrated just recently when we powered a record-breaking 37.4 million SEK (€3.44 million) jackpot win on Paf’s Golden Bull Casino in Sweden.”
He continued that, conversely, regular jackpot wins in emerging LatAm markets such as Brazil and Peru serve to build essential player trust and brand loyalty.
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