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One free scan finds every outdated or missing driver and matches the right update for your exact hardware.Free scan · exact hardware matchIn a January 2022 interview, Playtika CEO Robert Antokol argued that keeping existing players engaged could matter more when privacy changes and rising acquisition costs made it harder to buy new users. His account sets out a company strategy—not independent proof that retention tactics work across the games industry or that Playtika’s methods caused particular results.
Why did Antokol say player retention mattered?
Antokol framed retention as a long-term operating priority for Playtika: rather than depend only on continually acquiring new players, the company aimed to keep people engaged in games they already played. He connected that approach to Apple privacy changes affecting IDFA tracking and what he described as higher costs per install. Those were his market observations in 2022, not a current industry-wide measurement.
To illustrate the shift, Antokol contrasted earlier costs he recalled as 50 cents per install with costs of $20, $25, or $30 for a quality player. These were his figures in the interview, not verified averages; they should not be read as current prices or as costs that apply to every game or market.
His larger point was that maintaining an existing audience could be a growth strategy when paid acquisition was less dependable. The interview does not provide comparative performance data showing how much retention contributed to Playtika’s results.
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How did he say games could bring players back?
Live operations and fresh reasons to play
Antokol described live operations—ongoing updates and activities in an already-released game—as a way to give existing players reasons to return. His examples included tournaments, holiday events, and new content in established games. The goal, as he presented it, was to keep players happy and sustain engagement over time.
Enjoyment and community
He also said Playtika wanted players to enjoy games and form social connections before the company focused on monetization. “We want players to make friends and maintain a presence in the game,” he said. He summarized the priority as: “The player is the biggest value.” These statements describe his stated philosophy; the interview does not establish that every Playtika title followed it or measure its effect on retention.
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What role did Antokol assign to AI?
Antokol said Playtika used AI and other technology to analyze player behavior, including how often people entered a game and signals he associated with spending or leaving. He described using such patterns to anticipate activity and identify players at risk of departing, while stressing that prediction was not perfectly accurate. “AI, for me, it’s not only the future. It’s already the present,” he said.
The interview gives no model details, validation data, or independent audit of those capabilities. It therefore supports describing what Antokol said the company was doing, but not a claim about predictive accuracy or AI’s demonstrated effect on player retention.
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How did he describe game launches and ongoing development?
Soft launches and performance gates
Antokol described testing and adjusting games before a broader launch, with retention among the considerations for deciding whether a title was ready to expand. He cited Switchcraft, developed by Playtika’s Wooga division, as an example of a game that went through soft-launch changes. He said the company set demanding KPIs for new games and would be cautious about spending when a title did not meet expectations. The interview does not specify the KPI thresholds or provide launch results.
Keeping teams on established games
He argued that continued work on a successful game could offer developers meaningful challenges through innovation and new features. He contrasted this with the pattern he described of moving teams on to new titles. His comments reflect his view of studio work and motivation; they are not independent workforce research.
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What did he say about acquisitions and growth?
Antokol described acquisitions as one possible source of growth and said Playtika looked for games with an existing community. He argued that the company could bring technology and operational expertise to acquired products. The interview supplies no acquisition-performance data, so it does not demonstrate that this approach is a reliable formula for other companies.
He also used large figures to illustrate the scale of ambition he believed could motivate developers. His comparison of $100 million a year with $5,000 a day was illustrative, not a measured industry statistic. He separately referred to a $100,000-a-day growth challenge as an internal target he said he used, not a reported result. These examples are statements from the 2022 interview, not current benchmarks.
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What the interview does—and does not—show
- It does show how Antokol explained Playtika’s emphasis on retaining players: regular live content, community, analysis of player behavior, and a cautious approach to launches.
- It does not establish that those practices caused specific company results, that AI predictions were accurate, or that his account describes every Playtika game.
- It is not a current market snapshot. The interview was published January 6, 2022, and the GamesBeat page reports an update on June 18, 2025. Its acquisition-cost claims and predictions remain Antokol’s interview-era assessment, not a 2026 industry measurement.
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