Technology
Fixing JD Sports has taken longer than I thought
We’ve barely exchanged “hellos” when Régis Schultz, the boss of JD Sports, glances at my feet.
“Nice sneakers,” he says, gesturing to my silver Adidas Gazelles. Gazelles, along with the Samba style, have been among the biggest trainer trends of the past few years, although their ubiquity now makes me feel slightly off-trend. Still, approval from the UK’s biggest trainer retailer and a self-confessed sneakerhead is not to be sniffed at.
“My wife is always complaining that I have too many sneakers,” he says as we walk through the group’s new shop, its biggest so far, at the Trafford Centre in Manchester. “Whenever I get a new pair, she asks me where they’re going to go.”
Today he is wearing unbranded black trainers. Sporting a specific brand on days like this can ruffle feathers. According to Schultz, some have been known to ask: “Why weren’t you wearing our brand?”
Schultz, 56, will mark three years as chief executive of the FTSE 100 sportswear giant this September. He inherited a company in rude health thanks in large part to Peter Cowgill, 72, who transformed JD into a global sportswear powerhouse. During his 18-year reign, the retailer expanded internationally, acquired rivals and delivered an 8,023 per cent shareholder return before his dramatic departure in 2022 amid a string of corporate governance failings.
It should have been a relatively easy gig for Schultz but instead his tenure has been overshadowed by a torrent of external challenges. The post-pandemic athleisure boom cooled. Nike, JD’s biggest partner, faced a slowdown as rivals such as Adidas and On Running gained ground. Inflation and cost of living pressures dampened demand and US tariffs have added fresh strain. Britain, JD’s home market, has been “volatile”.
JD Sports Fashion’s share price is down about 35 per cent in the past year, compared with a 7 per cent rise in the FTSE 100.
“It is painful,” Schultz admits as we sit down in one of the boardrooms at the back of the shop. “You don’t feel good when the share price is going down. It was 100p when I started, now it is 80p.”
Adding to the pressure, Cowgill, who retains a stake in the company, “is not happy about the share price. He gives me grief about it,” Schultz says, half joking. Cowgill also gave him “grief” for the sale of some smaller fashion brands he had once bought. “But he feels we are doing the right thing,” Schultz insists, adding that the pair talk often and “he is always supportive”.
JD’s largest shareholder, Pentland Group, which owns 52 per cent, has taken a longer-term approach. “Mr Pentland has been saying, ‘Forget about your share price, you need to do the right thing for the long term: share price is not a way to look at your performance,’ ” Schultz says.
Even so, he has had moments of doubt. “You ask yourself, ‘Is there something I have done wrong?’ When I joined [the French electrical retailer] Darty the share price was 30p; when I left it was 170p. I always create a lot of value for shareholders.”
The JD Sports branch at the Trafford Centre in Manchester, the company’s biggest shop
The Frenchman, sometimes known for being brusque towards the media, is much warmer and more forthright than usual, despite having just flown in from Zurich and cycled the ten or so miles into the city centre from Manchester airport. He does not drive or own a car. “I cycle everywhere,” he says, even in London.
His biggest regret? Not managing market expectations more proactively. “I would have guided the market a little bit more to understand the costs that we were putting in place,” he says. He wishes he had told the City earlier that profit growth was going to be flat for a few years while he overhauled the company’s infrastructure.
“I joined a company that was an £8 billion turnover company but with the infrastructure of a £100 million company and fixing that has taken a little bit longer and been more costly than I was forecasting,” he says. “That means our profit has been flat.”
Under Schultz, JD has invested heavily: overhauling HR systems, improving pay structures for younger shop workers, building a new warehouse in the Netherlands, improving corporate governance and acquiring companies such as the US sportswear chain Hibbett and French retailer Courir.
JD recently came close to hitting £1 billion in annual profit, making it one of the few UK retailers to do so, but missed the mark because of these investments and economic pressures. Pre-tax profits fell 11.8 per cent to £715 million in the year to February, from £811 million the year before. The company delivered profit before tax and adjusting items of £923 million, in line with guidance.
Turnover, meanwhile, has grown about 10 per cent on a compound basis since 2022. It rose 8.7 per cent to reach £11.5 billion over the past year, mainly driven by new shop openings. The company anticipates that like-for-like revenues will be down this year compared with the last financial year.
Could Schultz have taken a different route for investors? “We could have done a share buyback right away and increased earnings per share,” he says. “But I think it was more important to invest in our infrastructure. To invest in our people. At one point in time things will be recognised. It is just a question of time.”
Cowgill was praised for how he ran the business but Schultz believed that parts of it needed pruning. He inherited a long tail of smaller fashion brands, many personally acquired by Cowgill, which he swiftly divested. By December of his first year JD had sold 15 non-core brands to Frasers Group for £47.5 million.
“Peter bought those businesses, he was a business friend,” Schultz says. “He could do it because he built it but I told them, ‘I cannot spend the time to understand your business. I will do a bad job. I’m not going to spend the time to understand your business while trying to grow a global company.’ ”
Getting rid of some of the smaller brands early in his tenure allowed Schultz to focus on the company’s core growth engine: North America, now its largest market.
US tariffs have created uncertainty in the market, Schultz says, “which makes it difficult to plan, but we have planned for the worst”.
JD has diversified its sourcing since the pandemic. “Before Covid everything was produced at one time in China,” Schultz says. “During Covid we discovered that that was not very smart. We now use Egypt, Turkey, North Africa, Morocco … so we are much more agile than we used to be.” The company now sources much more from Egypt, he notes, as it has zero tariffs.
In the US, Nike is leading the response to tariffs by raising prices modestly. Nike plans to “spread the increased costs”, Schultz says. “A third to the consumer, a third to the manufacturer and a third to the rest of the supply chain. Us included. And everyone will follow Nike.”
JD is largely done with merger and acquisition activity in North America. “I hate to say we’re done,” Schultz says. “But I think [we are], except for some of the more regional players that we could consolidate.”
The company is now focused on opening shops and fully embedding Courir and Hibbett. It plans to open about 150 new shops globally, with a focus on countries such as Italy and France, and convert 100 existing shops this year. There will be about 50 closures, mainly in eastern Europe. It is looking at growing its franchise model in Africa, the Middle East, southeast Asia and South America.
Despite the headwinds, JD — founded in Bury in 1981 — remains one of the UK’s best-run and most consistently successful retailers, a status few in the City would dispute. While many high street names have stumbled or faded, JD has built a reputation as a sharp operator with global reach, deep brand partnerships and a flair for staying in sync with youth culture.
As for how the JD machine operates, Schultz likens it to Inditex, the Spanish group behind Zara. “Trends come straight from shop floors,” he says. Branch managers report what is selling to the head office and the insights travel rapidly across the group’s 5,000 or so locations.
A recent example: the Adidas Samba. Schultz says the US team was initially sceptical that the retro style, beloved in the UK, would translate. “They told me it wouldn’t take off there,” he recalls. “But now, all the women are wearing them.”
The biggest shift since Schultz joined, he says, is the sportswear landscape itself. “Nike was very hot when I joined and the board was insistent on building on that relationship because it’s so critical. Nike was the big leader, now you have more small brands [like On and Hoka] leading the way. It shows how this industry is in a growth mode.”
What are his thoughts on Elliott Hill, the new Nike boss brought in to turn the brand around? “He’s doing all the right things, which is really refreshing to see.”
And is Schultz here for the long haul? “It’s for the board to decide but yes, for sure. I’m enjoying my job … Does it look like I’m not enjoying my job?” he quips.
JD’s new shop in the Trafford Centre
Chain chases star power to open new megastore
How do you celebrate the launch of a 100-metre-wide sports megastore? By getting the world’s fastest man to run across it, naturally.
This weekend JD Sports opened the doors to its largest store to date: a 41,000 sq ft shop in the Trafford Centre, Manchester, complete with the brand’s widest storefront. To mark the moment, Usain Bolt, who holds the 100-metre world record of 9.58 seconds, sprinted the width of the new site, cheered on by shoppers.
Usain Bolt with members of the Beta Squad, a group of popular YouTubers, at the Trafford Centre
MATT MCNULTY/GETTY IMAGES FOR NIKE
“We wondered what we could do to mark the occasion,” an excitable Régis Schultz, chief executive of JD Sports, said before the opening. “So we got him to sprint the width of the store across a track outside the store.”
The FTSE 100 retailer already had a smaller store in the Trafford Centre, which is one of the chain’s top-performing locations, alongside its east London counterpart in Westfield Stratford. The new shop in Manchester aims to raise the bar, not just in size but in experience.
Schultz races through the space, highlighting a string of firsts: a football-shirt printing station, an in-store barber, a customisation zone for Adidas Originals trainers, and a trial of JD’s first self-checkouts.
MATT MCNULTY/GETTY IMAGES
“This is a first test for us in terms of self-checkout because of shrinkage [shoplifting] concerns,” he admits. “We manage that very well, but the team is always nervous.”
One big change is in the design of the women’s section. “We have been working hard to create a different feeling for the women,” Schultz says. “Brands said our stores look too much masculine, too hard.” JD Sports has introduced more feminine colours in the women’s section of the store, including pink. They are typically more brutalist in appearance, with black, yellow and grey tones.
So will the store resonate with Manchester’s shoppers, I slyly ask a JD Sports store worker in another nearby shop? “Yeah, I do think it will do well,” he says. “It’s got loads of cool new elements in there and it’s different from the other stores. It will resonate with younger shoppers.”
And do people still go to JD Sports for trainers and sportswear? “They do. I do too,” he says.
Technology
Voltage to demo instant gaming payments at ICE – Payments
With the gaming community set to converge on Barcelona, Voltage is addressing the industry’s most pressing payment challenges head-on.
Attendees at ICE can visit stand 4L52 for a firsthand look at how Lightning Network technology enables instant, near-zero-fee deposits and withdrawals, eliminating chargebacks and unlocking new revenue streams.
The company’s platform empowers online casinos, sports betting, and social gaming operators to move value instantly and globally, bypassing the high costs and slow settlement times of traditional financial rails.
“Our platform is built to solve the real-world challenges of high fees and slow withdrawals that directly impact player experience and operator margins,” said Graham Krizek, CEO of Voltage. “At our booth, we are demonstrating that Lightning Network transactions are not just theoretical, but are a practical, scalable tool for increasing retention and profitability, available right now.”
At ICE, the Voltage team will conduct consultations showcasing how operators can:
- Increase margins with Lightning’s minimal transaction fees.
- Eliminate chargeback risks with Bitcoin’s irreversible transactions.
- Enable instant coin packs and rewards for seamless player engagement.
- Access global markets without intermediaries or currency barriers.
Voltage’s enterprise-grade infrastructure allows iGaming companies to integrate Bitcoin and stablecoin payments without the complexity of building it themselves, providing a seamless experience for both the operator and the player.
Operators, developers, and media attending ICE Barcelona 2025 are encouraged to visit the Voltage team to get hands on and discuss how to integrate instant payments into their platforms.
Technology
Fast Track strengthens platform as Greco becomes core Fast Track product – Gaming
Fast Track, the leading CRM technology provider for the iGaming industry, today announced that Greco, the gameplay risk management company acquired in February 2025, has now transitioned to become a core Fast Track product.
Following a successful period operating as a standalone business, Greco is now scaling fully under the Fast Track product umbrella. This marks a strategic step in expanding Fast Trackʼs platform beyond engagement execution into value-led optimisation, with a specific focus on helping operators scale bonus strategies with greater precision and control.
Founded in 2021 as a joint venture with Fast Track, Greco introduced a new approach to gameplay risk modelling through its proprietary Gameplay Risk Engine (Greco). The technology enables iGaming operators to model theoretical player value, detect behavioural anomalies and make smarter, data-driven decisions around bonus allocation and gameplay exposure.
As part of Fast Track, Greco becomes a foundational component alongside Fast Trackʼs real-time CRM, AI-driven gamification and natural language products.
“This has always been about building something bigger than the sum of its parts,” said Simon Lidzén, CEO and co-founder of Fast Track. “Greco adds a powerful new dimension to our platform.
“By bringing it fully under Fast Track, we can help operators scale their bonus strategies with the same sophistication they apply to CRM strategies – backed by real-time data, intelligence and world-class execution.”
As Greco becomes a core Fast Track product, it will be delivered with the same world-class service, reliability and pace of innovation that Fast Track customers expect. The offering will be complemented by an expanded service layer designed to help operators optimise and scale both CRM strategies and bonus strategies, working from one central system.
Grecoʼs co-founders, Ozric Vondervelden and Ed Dickerson, remain actively involved as the technology and team transition into Fast Trackʼs broader product organisation.
With this move, Fast Track continues to evolve its platform to support iGaming operators in digitalising operations, delivering true 1:1 experiences and shifting from promotion execution to scalable, value-driven player engagement.
Meet Fast Track at ICE
Fast Track will showcase the new Greco-powered product in action at ICE Barcelona, from 19-21 January. Operators are invited to visit the Fast Track stand to see how gameplay, risk, intelligence and CRM orchestration come together to scale smarter bonus strategies.
Technology
High-Performance Monitor Lineups : HKC Corporation
HKC Corporation’s showcase is anchored by the introduction of several flagship products. The HKC M10 Ultra is promoted as the first monitor to utilize an RGB MiniLED backlight system for enhanced color and brightness control. It would appeal to professional graphic designers, video editors, and game developers. The KOORUI S4941XO is a large-format OLED screen with a high refresh rate aimed at immersive simulation gaming. Finally, the ANTGAMER ANT275PQ Ultra stands as an LCD monitor with an exceptionally high refresh rate for competitive esports.
Collectively, HKC Corporation’s display products demonstrate the company’s technical focus on advancements in panel construction, backlight engineering, and integrated image processing software.
Image Credit: HKC Corporation
Technology
Innovative Gaming Peripheral Ecosystems : gaming peripheral
At CES 2026, Akko calls attention to three distinct series — the Nest, the Dash, and the Framer. The brand highlights the Dash as its “most advanced mouse to date.” This computer peripheral weighs just 39 grams and boasts the PixArt 3950 sensor for ro-grade precision and stability. Nest, on the other hand, is a right-hand ergonomic style, while the Framer is for entry-level gaming.
In addition to the high-performance computer mice, Akko is also highlighting new keyboards — including the aluminum rapid assembly magnetic-switch keyboard MOD007v5 HE and the Year of the Snake Keyboard — as well as the M1 V5 TMR technology by Akko’s sister brand MonsGeek.
Image Credit: Akko
Technology
Gambling Industry Trends And Predictions For 2026
Gambling Industry Trends and Predictions for 2026
The global gambling industry enters 2026 on a rapid growth trajectory and at the cusp of transformative change. After reaching an estimated $99 billion in 2024, the global betting and gaming market is projected to nearly double by 2033 (approaching $182 billion) as digital platforms, mobile betting, and AI-driven innovations reshape how people gamble. This boom is fueled not only by technological leaps, but also by evolving consumer behaviors and shifting regulatory landscapes. By 2026, the industry will be more connected, data-driven, and consumer-focused than ever, blurring the line between gambling and broader digital entertainment.
Global Focus, Local Moves: North America and Europe currently dominate gambling revenue (about three-quarters of the market), but Asia-Pacific and Latin America are emerging as the next frontiers. In particular, Asia-Pacific’s liberalizing regulations, rising incomes, and mobile adoption are accelerating participation across the region. At the same time, the United States – which ignited a sports betting boom after 2018 – continues to expand state-by-state. Meanwhile, Europe’s mature markets are prioritizing sustainability and responsibility, and Latin America and Africa are opening up new opportunities. Across the world, stakeholders are “going all-in” on innovation and expansion, while bracing for greater oversight to ensure gambling grows safely.
In this outlook for 2026, we highlight the key trends shaping the iGaming (online gambling) sector and its convergence with traditional brick-and-mortar casinos. From new markets and regulations to tech breakthroughs and changing player expectations, the year ahead promises high stakes and big opportunities.
New Markets and Regulatory Shifts on the Horizon
Legalization Wave Continues
The map of regulated gambling is set to expand further in 2026. Several countries and jurisdictions are transitioning from gray markets to fully legal, competitive industries. Notably, Brazil – long considered a “sleeping giant” of gaming – is rolling out regulations for online sports betting and casino gaming, creating one of the world’s largest new markets. In Europe, Finland has decided to end its state monopoly and move toward a competitive licensing model by 2026, opening its lucrative market to private iGaming operators. These moves follow the trend of governments seeking tax revenue and consumer protection through licensing rather than prohibition.
United States Focus
In the U.S., the sports betting frenzy that spread to 35+ states is settling into a mature phase, but there are still holdouts and new opportunities. Major states like Texas and California remain unresolved – Texas lawmakers are weighing another push for sportsbooks (though realistically not before 2027) and California’s tribal vs. commercial interests make legalization challenging. Still, the pressure is mounting as Americans in nearly every region have gained access to legal betting.
Meanwhile, online casino gaming (iGaming) – currently legal in only seven states – is gaining traction. In 2025, multiple U.S. states saw legislative efforts to legalize online casinos, eyeing the success of pioneers like New Jersey, Michigan, and Pennsylvania. The record-breaking revenues reported by existing iGaming states underscore the opportunity: several markets have posted all-time monthly records, and year-over-year growth in iGaming has significantly outpaced growth in brick-and-mortar casinos. This momentum is likely to push more U.S. states to consider regulating online casinos in 2026 and beyond, especially as they watch neighbors reap tax windfalls.
Stricter Rules and Compliance
As new markets open, regulators everywhere are also tightening the rules in existing markets. Governments in major jurisdictions are introducing tougher measures for consumer protection, anti-money-laundering (AML), and advertising. The United Kingdom’s regulatory overhaul is a prime example – from stricter ad guidelines to potential online slot stake limits and affordability checks, UK operators face a more controlled environment. Other countries have gone so far as to heavily restrict or ban gambling advertising. Across Europe, compliance is king: the era of “grey area” operations is fading as authorities push operators to either go fully legal or get out.
In the U.S., regulators are aggressively enforcing rules to ensure a safe market. Several states have intensified enforcement against unlicensed platforms, increased cease-and-desist activity, and introduced new rule updates emphasizing tighter licensing standards, identity verification, AML protocols, and mandatory responsible gambling tools. This reflects a broader North American trend: as the online market matures, regulators are shifting from simply enabling new industries to rigorously policing them for compliance and strengthening player protections.
Tax and Policy Changes
Policymakers are also adjusting the financial rules around gambling. In the U.S., a notable change takes effect in 2026: recreational gamblers will lose a portion of their tax deductions on losses, with federal law capping deductible losses at 90% of winnings (down from 100%). This tax tweak may discourage some high-volume bettors or at least complicate their accounting. At the same time, U.S. reporting thresholds for certain jackpots have been modernized in recent years, reflecting a slow but steady effort to update outdated compliance burdens.
Overall, 2026’s regulatory landscape will be defined by expansion paired with vigilance: more markets opening up and more scrutiny to ensure gambling growth comes with strong consumer safeguards. Next, we look at one of the most intriguing regulatory battles brewing – the clash between traditional gambling operators and a new breed of betting platform known as prediction markets.
A major storyline heading into 2026 is the rise of prediction markets and their collision with traditional sports betting. Once a niche idea, prediction markets allow users to wager on practically any real-world outcome – from elections and economic indicators to pop culture outcomes – treating events like stocks to be traded. In the past two years, this segment expanded rapidly in the United States, blurring the line between gambling and financial trading. A growing roster of platforms has launched or gone mainstream, and major sports and gaming brands are experimenting with prediction-style products.
This flurry of innovation points to demand for new forms of interactive wagering. Younger bettors especially enjoy the stock-market-like experience of trading event outcomes, and volumes have surged across several platforms. These numbers have not gone unnoticed by the traditional gaming industry – or by its regulators.
Regulatory Crossfire
Prediction markets currently operate in a legal gray area in the U.S., often falling under federal commodities oversight rather than state gambling law. This has triggered backlash from established gambling stakeholders who argue these products resemble sports betting without the same level of licensing, consumer protection, and responsible gaming guardrails.
On the other side, prediction market companies and allied fintech firms are organizing and pushing for clearer frameworks that legitimize these markets nationwide. They argue that the legal system hasn’t kept pace with modern products, and that a patchwork of rules will create confusion and drive demand to offshore alternatives. The stage is set for a significant confrontation in 2026: federal regulators vs. state gaming authorities, and innovative platforms vs. incumbent casino and sportsbook ecosystems.
Why This Matters in 2026
Whether prediction markets are integrated into the regulated gaming system, restricted, or forced into separate lanes will shape everything from taxation and consumer protections to how sportsbooks innovate. The industry may be moving toward a reality where traditional operators either (1) partner into this category, (2) fight it aggressively, or (3) watch parts of wagering demand shift outside classic sportsbook rails. The outcome won’t just impact the U.S.; it will influence global regulators as they face similar fintech-gambling convergence pressures.
The Great Convergence: Merging iGaming with Brick-and-Mortar Casinos
The year 2026 will also highlight the convergence between online and land-based gambling, often dubbed the “omnichannel” approach. While online iGaming is booming, traditional physical casinos are not standing idle – many are leveraging technology and cross-platform strategies to stay relevant and connected to digital audiences. The central question for casino operators has become: How can we integrate the on-site casino experience with online play?
Omnichannel Strategies
Some forward-thinking casino companies are embracing hybrid innovations that turn brick-and-mortar resorts into content engines for digital channels. New live dealer concepts, broadcast-style casino content, and in-property studios are becoming a real strategy: they extend a casino brand beyond physical walls while turning on-site foot traffic into marketing reach.
Another critical driver of convergence is the integration of loyalty programs and currencies across channels. Big operators are linking loyalty points so that players earn and spend rewards whether they’re at a slot machine in Vegas or betting on an app at home. Increasingly, these rewards behave more like digital ecosystems than simple points programs. Over time, this may evolve toward a portable digital identity where engagement across sportsbook, casino, social gaming, and entertainment can be recognized and rewarded holistically.
Physical Casinos Go Digital
Brick-and-mortar casinos are also adopting more digital infrastructure: cashless wagering options, mobile wallets, app-driven player experiences, and increasing experimentation with biometrics for identity and loyalty recognition. These upgrades align with younger customers’ expectations and help casinos enhance operational efficiency while reducing certain fraud and compliance risks.
It’s worth noting that not all casino operators are on board. Some U.S. regional casino companies and tribal stakeholders remain cautious, citing cannibalization concerns and social impacts. Still, the broader revenue picture continues to pressure the industry toward convergence, especially as online channels deliver faster growth and higher scalability.
The “Phygital” Casino Experience
In 2026, expect to see more crossover initiatives that make gambling an anytime, anywhere activity. The convergence is also evident in content: casino games increasingly borrow features from video games (missions, rewards loops, community events), while physical casinos adopt attractions influenced by digital culture. For operators, the strategic advantage goes to whoever can unify experiences across platforms while respecting the regulatory and responsible gaming frameworks required in each market.
Tech Innovations: AI, Apps, and Immersive Betting
Technology has always been a driving force in iGaming, but heading into 2026, it’s clear the industry is entering another innovation cycle. Several tech trends are set to redefine how gambling products are built and how players engage:
Mobile 2.0 – Faster and More Immersive
Mobile betting is the primary channel for many consumers, and in 2026 mobile platforms are leveling up. Expect smoother UX, deeper personalization, more embedded live content, and early-stage applications of AR to create more immersive experiences. The smartphone is not just a portal to betting anymore; it’s becoming the interface layer for entertainment, payments, community, and identity.
Artificial Intelligence Everywhere
AI has moved from experimentation to operational core. It is now embedded in risk management, fraud detection, dynamic promotions, personalization, customer support, and even content generation. The next stage in 2026 is “industrialized AI”: measurable ROI, tighter governance, and clearer outcomes. In regulated markets, AI will increasingly be paired with compliance expectations – including systems designed to detect problem gambling behaviors earlier and deliver better interventions.
Fintech and Payments Innovation
Payments are becoming a strategic battleground. Open banking capabilities, faster payouts, improved fraud detection, and easier onboarding are changing player expectations. In parallel, crypto rails remain relevant, especially for international markets and certain user segments. For regulated operators, the key is not crypto hype, but crypto’s utility: faster settlement, transparent transaction trails, and optionality for global payments where traditional banking remains restrictive.
New Game Formats – eSports, Virtuals, and Microbets
New formats continue to expand the addressable audience. eSports betting is growing, virtual sports offer always-on wagering, and micro-betting is becoming a major engagement driver as operators refine the latency, data feeds, and in-play UX that this product demands. Major global sporting events in 2026 will likely accelerate micro-betting adoption as consumers learn to treat a match not as one bet, but as dozens of moment-to-moment decision points.
Gamification and Social Play
Gamification is now a baseline expectation in modern apps: missions, rewards, leaderboards, community challenges, and social layers that borrow heavily from video games. Meanwhile, streaming culture continues to collide with iGaming, as content creators, live casino formats, and interactive “watch and play” mechanics become more common acquisition channels. As these experiences scale, expect regulators to sharpen the rules around marketing, affiliate behavior, and ensuring responsible gaming protections extend into creator-led environments.
Cybersecurity and Reliability
As platforms scale, cybersecurity becomes existential. Attacks, phishing, and platform reliability issues can quickly damage trust. In 2026, regulators and major partners will increasingly treat security readiness and resilience as non-negotiable. Operators will invest further in multi-cloud uptime strategies, monitoring, and stronger identity protections to ensure stable, compliant operations at scale.
Responsible Gambling and the Social License
Amid all the growth and innovation, the industry in 2026 is putting a sharper focus on responsible gambling (RG). As gambling becomes more accessible digitally, the expectations rise: operators must prevent harm, regulators must protect consumers, and stakeholders must prove that industry growth can be sustainable.
Real-Time Intervention
One of the most important evolutions is the use of AI and behavioral analytics to detect harmful patterns earlier. Instead of relying solely on players to self-report or set limits, modern systems can identify risk signals and trigger interventions such as dynamic messaging, cooling-off prompts, or structured friction in the user journey.
Mandatory Measures and Culture Change
More jurisdictions are tightening requirements: deposit and time limits, self-exclusion enforcement, clear loss/win displays, enhanced KYC checks, and more robust proof-of-source-of-funds rules in higher-risk cases. The direction is clear: responsible gambling is no longer optional, and the companies that build it into product design will find it easier to keep market access, maintain brand trust, and partner with mainstream institutions.
The challenge is that responsible gambling messaging must be effective, not performative. Generic slogans are losing impact. The next phase is more personalized, contextual, and integrated into product design without creating a punitive experience for recreational users.
Conclusion: 2026 and Beyond – A High-Tech, High-Responsibility Future
The year 2026 is poised to be a pivotal chapter for iGaming and the casino industry, marked by convergence and innovation on one hand, and heightened responsibility and regulation on the other. We will see new markets expand, the U.S. inch closer to broader iGaming adoption, and regulators increasingly demand stronger safeguards as online access becomes ubiquitous.
Technology
Where Is India’s Gaming Industry Headed Next?
India’s gaming industry is rapidly evolving into one of the largest and most dynamic markets in the world. Driven by the increasing adoption of smartphones, affordable internet, and a tech-savvy youth population, gaming is becoming a mainstream form of entertainment. With mobile gaming leading the charge, the India gaming market is also witnessing significant growth in esports, cloud gaming, and immersive technologies like augmented reality (AR) and virtual reality (VR).
Unlocking New Realms: The Evolution and Key Opportunities in India’s Gaming Sector
The gaming sector is transitioning from a specialized sector to a dynamic and swiftly growing market, fueled by the rising use of smartphones, accessible internet, and a young, tech-oriented demographic. The rise of mobile gaming is at the heart of this transformation, with millions of people in India engaging in gaming on their smartphones daily. With the nation’s gaming industry growing, a variety of gamers, covering mobile, console, and PC platforms, are shaping the industry. Quantifying this rapid expansion, the IMARC Group reported that the gaming market size in India reached USD 4.26 Billion in 2024.
The primary opportunities ahead are in the rising need for localized content, as developers are concentrating on designing games that connect with Indian cultural and regional tastes. This presents substantial potential to reach a broader audience, especially in tier-2 and tier-3 cities. Moreover, the growth of esports, cloud gaming, AR, and VR technologies offers new opportunities for expansion. With the growing investment and support from both the government and private sectors, there is significant potential to establish India as a worldwide center for gaming development and creativity.
With the market’s maturation, the advancement of monetization strategies, enhanced infrastructure, and stronger regulations will continue to contribute to the increase in India gaming market share, unlocking untapped potential and fostering global competitiveness.

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Game On: Current Trends and Market Drivers Shaping India’s Gaming Future
According to IMARC Group’s projections, the India gaming market is projected to grow at a CAGR of around 15.2% from 2025 to 2033, reaching USD 15.19 Billion by 2033. The growth will be supported by the following factors:
- Smartphone and Internet Penetration
India’s increasing number of affordable smartphones, coupled with the expansion of high-speed internet access, is significantly broadening the market reach. As rural and non-metro areas gain improved connectivity, companies can target new user segments beyond urban centers. This growing accessibility enables casual, on-the-go gaming, contributing to a surge in user numbers and expanding the market. As of March 2024, India had 954.40 million total internet subscribers, with 398.35 million rural subscribers. Furthermore, by April 2024, 95.15% of India’s 644,131 villages were equipped with 3G/4G mobile connectivity, underscoring the increasing digital penetration across the country and creating vast opportunities for gaming expansion in rural areas.
- Monetization Evolution: In–App, Subscription & Cloud
The monetization models in the gaming market in India are evolving beyond basic in-app purchases. Traditional in-app purchases are being complemented by subscription models, cloud streaming, and cross-platform play, providing new revenue streams and catering to players seeking more flexibility and value. This shift allows gaming companies to offer premium experiences while enhancing player lifetime value. A prime example of this trend is Nvidia’s announcement in 2025 that its GeForce NOW cloud gaming service will launch in India, offering high-end gaming experiences on various devices. Premium members can access over 4,500 games, including popular titles like Borderlands 4 and Call of Duty: Black Ops 7, solidifying cloud gaming’s potential in India.
- Esports Partnerships and Innovation
A key factor driving the growth of the market is the increasing investment in esports partnerships and innovation. Realme’s collaboration with Krafton India as the official smartphone partner for the BattleGrounds Mobile Series (BGIS) 2025 and BGMI Pro Series (BMPS) 2025 highlights this trend. By using its GT 7 Pro for the tournaments, Realme is directly supporting both professional and grassroots players. This partnership not only boosts esports visibility but also strengthens the gaming ecosystem in India. As esports continues to gain traction, such collaborations enhance the gaming experience and contribute to market expansion.
- Localized Product Offerings and Market Tailoring
The growing availability of localized products tailored to the needs of Indian gamers is positively influencing the market. Acer’s announcement in 2025 to launch “Make in India” gaming laptops is a prime example. By customizing its Aspire/ALG, Nitro, and Predator series for the Indian market, Acer is addressing the performance, pricing, and usage patterns unique to Indian gamers. This move not only supports the rising demand for gaming PCs across casual, competitive, and creator segments but also taps into the rising interest in AI-ready devices, contributing to the rapid expansion of India’s gaming ecosystem.
The rise of accelerator programs and funding initiatives is helping local developers access advanced technology, mentorship, and global networks. The adoption of AI tools is particularly transformative, enhancing game development, player experiences, and monetization strategies. These AI-driven innovations improve gameplay mechanics, automate processes, and offer personalized content, making Indian games more competitive globally. A prime example is Meta’s India-focused Gaming Accelerator, launched in 2025, which supports 20–30 emerging studios with AI tools like Llama, along with mentorship and investor access to scale their games for global markets.
The Game Plan: Conquering Challenges and Unlocking New Opportunities
The Indian gaming industry encounters challenges like regulatory ambiguity, with many states lacking clear rules for online gaming, creating confusion for developers and players. The country’s vast and diverse population also requires significant investment in localization and culturally relevant content. Additionally, piracy and data security concerns remain persistent threats.
Despite these obstacles, the rapid increase in internet access and smartphone adoption, particularly in tier-2 and tier-3 cities, presents a large untapped market. Mobile gaming is becoming popular because of affordable smartphones and data plans, while localization offers a chance to engage diverse user bases. The growing momentum of the India Mobile Gaming Market further highlights how digital engagement is expanding across demographic groups. Esports and online competitions are also gaining traction, creating new opportunities for competitive gaming and sponsorships.
Masters of the Game: Who’s Leading India’s Gaming Industry
Major figures in the market are progressively concentrating on broadening their reach and enhancing user interaction by utilizing mobile-first approaches and integrating localized content. These firms are focusing on creating games that align with local tastes, providing content in various languages and crafting gameplay that reflects India’s rich cultural diversity. Numerous developers are investigating fresh monetization strategies, such as in-app purchases, subscription models, and live events, while incorporating social and multiplayer elements to promote community engagement. To remain competitive, they are significantly investing in technology like AI and cloud gaming to improve user experiences and provide smooth cross-platform play. Directly illustrating the investment in technology like cloud gaming to improve user experiences and provide smooth cross-platform play, Xbox launched cloud gaming in India for Game Pass subscribers in 2025, allowing high-end games to stream on mobiles, tablets, and PCs.
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The Game Changers: How Investment and Government Support Are Elevating the Gaming Sector
The gaming market in India is influenced by government-backed initiatives and a clear regulatory framework that foster innovation and growth. These programs support game design, development, and talent, attracting both local and global investments. The regulatory system ensures fair practices and transparency, building market trust and safeguarding user interests.
- Government-backed programs are essential in driving innovation and creating a vibrant gaming ecosystem in India. By supporting game design, development, and talent nurturing, these initiatives provide infrastructure, networking, and industry collaboration that attract both local and global investments. They also focus on cultivating local talent, ensuring the sector’s sustainability and competitiveness. The government’s commitment is evident in major initiatives like the Create in India Challenge and the AVGC-XR Mission, launched in 2025, which aim to foster original creation and collaboration across gaming, animation, VFX, and immersive technologies. These efforts strengthen India’s creative economy and position the country as a global hub for AVGC-XR innovation.
- A coherent regulatory system is vital for driving the gaming market in India. By establishing clear rules and categories for different game types, such as esports and online gaming, the framework ensures transparency and fair practices, fostering trust among investors and participants. This organized approach enhances market security for both developers and users, promoting sustainable growth. In 2025, the Ministry of Electronics and Information Technology (MeitY) addressed the need for such a framework with the release of the Draft Promotion and Regulation of Online Gaming Rules under the PROG Act. This created India’s first unified framework, with the Online Gaming Authority overseeing compliance, classification, and registration.
Leveling Up: IMARC’s Playbook for Navigating India’s Thriving Gaming Market
IMARC Group empowers stakeholders in India’s gaming industry with data-driven insights to succeed in one of the world’s fastest-growing entertainment markets. Our research and consulting services help clients identify untapped opportunities, navigate market uncertainties, and drive innovation in game design, marketing, and retail strategy.
- Market Insights: Track trends shaping India’s gaming market, including the rise in mobile gaming, increasing demand for esports, and the growing popularity of educational and strategy-based games. We also explore the emergence of local developers and the expanding gaming ecosystem.
- Strategic Forecasting: Predict future developments in the integration of digital and physical gaming experiences, the growth of online gaming platforms, evolving user preferences, and the impact of regional content and culturally relevant game narratives.
- Competitive Intelligence: Analyze strategies and offerings from leading game publishers and emerging startups, including how they are redefining gaming experiences with local themes, storytelling, and sustainable production practices.
- Policy and Regulatory Analysis: Understand trade regulations, intellectual property protection, licensing, and safety compliance standards crucial to the production and distribution of games in India.
- Tailored Consulting Solutions: Benefit from customized advice on market entry strategies, distribution models, branding, and game localization. IMARC’s expertise supports businesses in developing scalable, client-centric growth strategies in an expanding gaming ecosystem.
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