Mobile Mavens: How to survive to ’25: Part two

The last few years have been tough on the games industry, with layoffs, lower investment levels, and games that have failed to hit their desired marks. One phrase that has been floating around the industry and at events is the idea of ‘survive to ’25’.

That is, to make it through to 2025 because – hey – it can only be better than 2024, right?

So will 2025 be the start of something better for the games industry? We spoke to our Mobile Mavens to find out how the past year has impacted the industry and whether or not they’re looking forward to a brighter 2025.

Here’s what they had to say and don’t forget to check out part one for more thoughts and predictions…

I get the feeling that the mobile games industry has entered a stage of maturity where we can’t assume it will just keep growing year after year.

I think this mindset needs to sink in: the gaming industry is a huge, global, mature, and serious business that will continue to grow, but in cycles like most other industries.

From our perspective, there is still plenty of room for growth for our game, The Battle of Polytopia. It feels like the game has not yet reached its full potential, and our business is growing every year. This suggests that even if the industry isn’t growing at the same rate anymore, there is still room for original titles and smaller studios to operate and grow.

Constantin Andry

Co-founder and co-CEO

Well, for some game studios, this year was tough. However, some of them generated huge results. Just look at Monopoly Go, for example. Monopoly Go’s success is a testament to how an incredible dev studio result coupled with a well-executed publishing strategy can yield impressive results, even in a challenging market.

By leveraging a well-known IP, employing a direct-to-consumer model, and focusing on creating a game hub rather than a traditional web shop, they’ve set a strong example for others in the industry. 

The direct-to-consumer approach, particularly through a game hub, allows for a more integrated and engaging experience for players, which resonates well in today’s market.

It’s a shift from the conventional models that rely heavily on storefronts like the App Store or Google Play. This method increases user retention and fosters a more loyal player base, which is critical for long-term success.

However, the broader industry seems slow to adapt to these emerging strategies. The focus on outdated models and an inability to pivot quickly has led to layoffs and financial struggles for many studios.

The lack of open discussion about these underlying issues only exacerbates the problem, making it harder for some to see the necessary changes until it’s too late. 

In the coming years, it’s likely that more studios will recognise these “success ingredients” and attempt to replicate them. But until that shift happens, we may continue to see the fallout from those who are unable to adapt in time.

The industry’s current state reflects this transition period, where the old guard is struggling to keep up with the new wave of innovation. 

Yasmeen Abbas

Project manager
at Sandsoft

Despite the industry’s challenges, things have been going well on my end. I’ve been enjoying the work, not just because I like games but also because I work with passionate people.

Of course, It’s difficult to make your game stand out with so much competition, which also affects the cost to acquire users, but every project has its own challenges, so understanding what consumers want, being creative, following the trends, and considering cultural sensitivities for game localisation are all important for making an impact.

It’s also important to study the market and enjoy the process of making games. As for the next year, I’m confident about it. As long as we are growing, applying learnings, and working in harmony, there is nothing to worry about.

We just need to be patient and accept that failure is part of the journey. Some of my goals for the next year are to work in a game that ranks in the MENA region’s top 20 grossing charts for at least six months, I also want to hold a leadership position in the gaming industry.

James Crabb

Head of gaming partnerships
at Almedia

I won’t dwell too long on the challenges: we all know them. Extensive privacy regulations, huge competition and dominance by a handful of companies have made UA more expensive and scaling mobile app installs more difficult.

There are positive trends that should give mobile game developers and marketers more confidence heading into 2025. The app store landscape and app discovery is opening up, and not just in terms of alternative app stores.

Rewarded marketing and engagement is growing at breakneck speed as marketers increasingly understand that users know their value, and want to be included in the value chain. Advertising, app discovery and rewards are now one and the same thanks to the growth of rewarded platforms.

So another tough year for the industry as a whole, but the solutions are becoming more clear.

Thomas Huxter

Director
at Raptor PR

Another tough year, with some potential green shoots starting to emerge. There are some clear trends in distribution, such as direct-to-consumer, rewarded gaming platforms and challenger app stores.

Layoffs are apparently slowing, but across the entire games industry, there seems to be a move to make and maintain games from where talent is cheaper, mirroring shifts in basically any other mature industry that involves making things.

Perhaps it’s time the mobile games industry got some of the subsidies handed out elsewhere… In a mature industry, it’s only natural that audiences will become ever more specialist and seek out people who are similarly specialised.

For Raptor, that means delivering integrated creative campaigns on behalf of its clients to reach and engage audiences wherever they are.