In today’s highly competitive iGaming landscape, CRM strategy has become a critical driver of long-term player value and sustainable growth. To better understand how leading operators approach segmentation, automation, analytics, and CRM excellence, we sat down with Zhanna Manukyan, an experienced CRM expert with a strong background in data-driven player engagement.

In this interview, she shares her perspective on building effective CRM ecosystems, balancing innovation with player experience, and shaping strategies that truly resonate with modern players.

 

- The term CRM excellence is gaining traction within the iGaming industry, where competition for player attention is exceptionally fierce. How do you define this concept within your organization — is it primarily about technology, data, or a customer-centric corporate culture?

When I think about CRM excellence, I don’t see it as relying only on a single element. It feels more like an ecosystem where technology, data and a customer-centric mindset all work together. You can buy the most advanced CRM platform in the world, but if you don’t fully understand how to use it, that technology can become a wasted opportunity. And on the other side, even the most experienced CRM expert will struggle if the tools cannot support the strategy they want to build. The real strength appears when these pieces connect and work together. You need tools that you understand deeply and can use to their full potential. You need data to base your decisions on, because strategies usually don’t appear out of thin air. They are built on player insights, competitor research and market understanding. And finally, none of this works without a customer-centric approach. Even the strongest strategy will fall flat if it ignores the customer’s real needs, limitations, or capacity. CRM excellence happens when technology, data, and customer understanding work together rather than on their own.

 

- Player segmentation has become one of the cornerstones of successful CRM strategy in online gaming. Which methodologies and data sources allow you to best identify behavioral patterns and tailor offerings to different player segments?

Segmentation sometimes feels like assembling a puzzle, and the available data determines how detailed the picture can become. Everything starts with the integration between the back office and the CRM system. If certain information never reaches the CRM, you are forced to build strategies with the pieces you do have. The first thing I usually look at is spending behavior. It’s almost always available, and it gives an intuitive basis. A player who deposits thousands each month will not be excited by a few free spins, while a low-spending player needs offers they can realistically use. Beyond spending, behavioral data is also important. Understanding what players enjoy, what they avoid, or how often they engage makes it possible to tailor offers better. The purpose of a campaign also influences segmentation. For example, based on whether you want to reinforce existing preferences or push new games, you might choose a different angle for segmentation. And of course, segmentation should also fit the size of the player base. With a small audience, creating dozens of tiny segments might be unnecessary. While with a larger audience, detailed segmentation can be more impactful. I believe good segmentation is a balance between the data you have, the scale you work with, and the goals you want to reach.

 

- Automation now plays a vital role in player retention and reactivation. In your view, how can automation enhance engagement and efficiency without undermining personalization and trust?

Automation works best when it’s thoughtfully structured. The more thought you put into the scenarios and decision paths, the more natural the experience feels for the player. You will never be able to cover every possible situation, but you can cover the ones that matter most. When that happens, automation can feel a lot more personal. The purpose of automation is not to remove the human touch. It is there to support it. Instead of sending generic communication and hoping someone finds it relevant, automation allows you to send the right message at the right moment. When a player receives communication that fits their situation, the message feels personal, even when automated. That said, there will always be cases where human involvement is irreplaceable, especially for VIP players. Automation can support personalization, but the trust and loyalty of high-value players often grow through personal interaction. The two elements work together instead of replacing one another.

 

- Analytics lies at the heart of CRM in iGaming, particularly when measuring Lifetime Value (LTV) and optimizing marketing campaigns. Which metrics do you consider most critical when evaluating CRM performance and making decisions about scaling?

When I look at CRM performance, I usually compare results instead of looking at them in isolation. A campaign that brings in one thousand dollars might look impressive until you compare it to similar campaigns that usually generate twice as much. So context matters a lot. I focus on several key areas. Player value and engagement show whether the communication is truly connecting with the audience. Retention metrics show how well we are managing to keep players active over time. Campaign results point out which ideas are working and which ones need improvement. And overall behavioral trends help predict how players will respond to future strategies. The real insight comes from comparing results over time and understanding how players respond to changes in strategy.

 

- CRM transformation in iGaming involves not only technological innovation but also a shift in mindset. What challenges have you faced in integrating automation and analytics solutions, and how do you maintain the balance between rapid innovation and high-quality player experience?

One of the biggest challenges is often the integration between platforms and CRM tools. Sometimes integrations are created without fully considering real CRM use cases. This can lead to gaps that require workarounds or time-consuming fixes. Another challenge comes from the belief that bonuses alone can solve everything. Bonuses are important, but they should not be the only reason players return. The goal is to create an enjoyable overall experience that keeps players engaged even without constant incentives. And then there is the excitement around new tools. With gamification, for example, many operators want to activate every feature they have access to. Every tournament, every mini-game, every mechanic. But a strategy that uses everything is not always a strategy. In many cases, using fewer tools with a clear plan can be far more effective. Balancing innovation with quality comes down to thoughtful implementation. It’s good to adopt new solutions, but it’s more important to make sure they genuinely improve the player experience instead of complicating it.

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