Amongst our respondents across industries, Unreal Engine (UE) was the preferred game engine, with $6 3 \%$ of teams using it.
Source: 2024 State of Game Technology ReportWhen we look specifically at the media and entertainment industry, the gap widens further, and these teams overwhelmingly prefer Unreal Engine $( 5 7 \%)$ , compared to Unity $( 1 6 \%)$ .
Source: 2024 State of Game Technology ReportNotably, over $50 \%$ of survey responses reported use of real-time 3D engines for projects outside of traditional game development.
Source: 2024 State of Game Technology ReportThis is evident by respondents using game engines for a wide range of projects including educational/training $( 1 2 \% )$ , 3D art $( 9 \% )$ , film or television $( 8 \% )$ , and more.
Source: 2024 State of Game Technology ReportCollaboration is the second most pressing issue for respondents in North America $( 2 3 \% )$ , APAC $( 2 5 \% )$ , and LATAM $( 2 0 \% )$ .
Talent Acquisition and Retention continues to pose a challenge for respondents in APAC $( 2 0 \% )$ and LATAM $( 1 6 \% )$ , while it has reduced to a minor challenge in North America $( 9 \% )$ .
Source: 2024 State of Game Technology ReportProject management tools are invaluable assets for development teams, with $8 5 % of respondents using them to manage their projects, support various teams, and enable decisionmaking at the project, program, and portfolio levels.
Source: 2024 State of Game Technology ReportOur survey found that many project managers employ a mix of tools to address specific needs and industries, with respondents distributed over the use of 11 types of tools.
Source: 2024 State of Game Technology Report
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The analysis examines venture capital activity directed toward studios founded by former Activision Blizzard employees between 2020 and 2024. It identifies 30 such startups that secured a total of approximately $0.7 billion across 45 VC‑led funding rounds, compared with 27 alumni studios from Riot Games that raised $0.5 billion in 38 rounds. Funding is concentrated in early‑stage rounds, with an average check size of $15.8 million for ex‑Activision studios versus $13.1 million for ex‑Riot ventures, and a notable skew toward PC & console and multiplatform projects. Web3 gaming represents a smaller share of the portfolio. The study highlights a “first‑round momentum” effect: ex‑Activision studios are roughly twice as likely to secure a second round of financing within the same calendar year as other VC‑backed gaming startups. In 2021, 43 % of ex‑Activision studios raised a subsequent round versus only 9 % of peers; by 2023 the gap narrowed to 33 % versus 8 %. This pattern suggests stronger investor confidence in alumni teams during the 2021‑2022 peak. Key investors include gaming‑focused funds such as GRIFFIN, PARTNERS COLLECTIVE, and SSSU, which together accounted for more than half of the capital deployed. Notable portfolio companies include Mythical Games (Series C, $262 million), Second Enap (Series B, $100 million), and TheoryCraft (Series A, $87.5 million). While many projects remain in development, releases such as Marvel Snap and Stormgate demonstrate commercial viability, whereas titles like Lightforge’s Project O.R.C.S. were shut down due to lack of traction. Overall, the report underscores a robust investment climate for studios led by former Activision Blizzard talent, driven by early‑stage funding success and a higher likelihood of follow‑on rounds compared to broader gaming startup cohorts.
The study demonstrates that generative AI is reshaping game development across the United States, South Korea, Norway, Finland, and Sweden. Surveying 615 developers in late June‑early July 2025, it finds that 97 % believe AI is transforming the industry and 90 % already use it in their work. Key impacts include streamlining repetitive tasks, accelerating play‑testing and localization, improving code generation, and enabling dynamic balancing. AI agents are emerging as a new trend; 44 % deploy them for content optimization, 38 % for dynamic gameplay tuning, and another 38 % for in‑game coaching. These agents leverage multimodal inputs to create responsive NPCs, adaptive difficulty, and personalized tutorials, thereby raising player expectations—89 % of respondents report that gamers now demand smarter, more adaptive experiences. The survey highlights both opportunities and challenges. While 94 % anticipate long‑term cost reductions, 25 % struggle to measure ROI and 24 % cite limited training data. Intellectual‑property concerns dominate, with 63 % worried about data ownership and 32 % uncertain over licensing of AI‑generated content. Despite these risks, developers see AI as a catalyst for new business models and creative horizons, such as emergent gameplay and real‑time world changes. Best practices identified include starting small, aligning AI with creative vision, investing in talent, and establishing clear success metrics. Overall, the findings suggest a rapidly expanding role for generative AI that promises greater efficiency, democratization of development tools, and richer player experiences while underscoring the need for careful governance around IP and data privacy.
The document evaluates the trade‑offs between building an in‑house data pipeline and purchasing a third‑party solution for game analytics, using GameAnalytics’ PipelineIQ Pro as the primary example. It argues that while custom pipelines offer full control, they demand significant upfront investment in infrastructure, skilled personnel, and ongoing maintenance. The cost of hiring a data team—engineers, scientists, analysts—and cloud services (ingestion, storage, query, visualization) can reach nearly $50 k per month for a mid‑size studio with 5 million MAU, with human capital accounting for 89 % of the expense. In contrast, a vendor‑managed pipeline costs approximately $5.9 k per month, with the same headcount but lower operational overhead; human capital represents 78 % of that budget. The analysis highlights additional benefits of third‑party solutions, such as standardized event schemas, economies of scale in storage, rapid deployment (hours to days versus months), scalability without knowledge silos, and delegated privacy compliance. Methodologically, the comparison uses a hypothetical studio scenario to calculate total cost of ownership (TCO), breaking down monthly allocations into human, storage, query, and visualization costs. Geographic scope is global, with no regional restrictions noted; the time frame covers current market conditions and projected growth. The conclusion favors purchasing a proven pipeline for studios that lack the resources or urgency to build internally, citing lower TCO, faster time‑to‑insight, and reduced risk of technical debt.
The guide presents a turnkey solution for game studios to build an in‑house data pipeline without the high costs of custom engineering. It introduces two core offerings: Player Warehouse, a pre‑aggregated data hub delivered in SQL or Parquet to BigQuery, Redshift, Snowflake, or Spark; and Raw Export, a real‑time JSON stream that preserves all custom event fields for unstructured analysis. The document emphasizes that these services eliminate the need for proprietary SDKs, ETL development, and ongoing infrastructure maintenance, offering a cost‑effective alternative to building a data lake from scratch. Key findings highlight that Player Warehouse provides daily refreshed event and player‑level tables, enabling analysts to run advanced SQL queries, blend data from mediation or attribution sources, and retain up to one year of historical data. Raw Export supports real‑time analytics, custom dashboards, and long‑term enrichment through AWS S3 or BigQuery exports. The guide cites case studies—such as a VR MMO that leveraged Player Warehouse to boost engagement and a publisher that increased LTV by 50% across 19 titles using Raw Export—illustrating tangible ROI gains. The scope covers global game studios, with examples from iOS, Android, Steam, and VR platforms. Timeframes referenced include daily updates for Player Warehouse and real‑time streaming for Raw Export, while the data pipeline supports integration with major BI tools (Looker, Power BI, Data Studio) and mediation/attribution services. Methodologically, the platform handles data ingestion via SDKs, normalizes events, and stores them in a cloud warehouse, abstracting SQL handling from end users. The document concludes by positioning GameAnalytics as a privacy‑first, ISO‑27001 and SOC 2 compliant partner that delivers rapid deployment—hours rather than months—for studios seeking scalable, customizable analytics.
GameAnalytics presents a structured framework for designing and implementing data tracking within games, emphasizing the creation of a comprehensive tracking plan that aligns analytics teams with development stakeholders. The guide outlines five sequential steps: first, brainstorming core questions about player behavior and business objectives; second, translating those questions into specific events using predefined categories such as Session, Business, Resource, Progression, Error, Ads, and Impression; third, defining dimensions and attributes to contextualize events with user identifiers, device details, and custom fields; fourth, integrating the plan through GameAnalytics SDKs tailored to various platforms; and fifth, maintaining an iterative process that revisits questions and updates events as the game evolves. Key recommendations include limiting custom events to a maximum of 50 unique identifiers, adopting a Category > Sub‑Action framework for clarity, and ensuring rigorous validation to avoid duplicate or misleading data. The document stresses the importance of consistent documentation, ownership assignment, and cross‑functional collaboration to prevent redundant data collection and maintain analytical integrity. By following this step‑by‑step methodology, developers can establish a reliable data pipeline that supports accurate KPI measurement and informed decision‑making throughout the game’s lifecycle.
Capital Markets Event 2025 showcases the Coffee Stain Group’s strategy of building a portfolio around small, autonomous teams that prioritize gameplay quality and community engagement. Ninety percent of net sales derive from a handful of flagship titles—most notably Goat Simulator, Deep Rock Galactic and Satisfactory—which consistently achieve high review scores (above 96 %) and generate lifetime sales up to SEK 2 bn. The company’s partnership model, publishing and investing in niche‑focused games, sustains long‑term value through continuous content updates and a symbiotic developer‑player relationship. The global gaming market is projected to grow at 3 % CAGR across all platforms, driven by rising consumer spend and the expansion of Steam, mobile, Game Pass and PlayStation Plus. Despite saturation and increased competition for player attention, Coffee Stain maintains a strong presence; its titles enjoy high review counts (over 500 k for Goat Simulator) and retain players through regular updates, platform expansions and community‑driven development. Innovation, creative gameplay and long‑term support are core to the firm’s approach. Strategic collaborations reinforce this model. The partnership with Tuxedo Labs leverages the proprietary Teardown physics engine, producing a highly engaged community (10 000+ mods, 20 major updates) and peak concurrent users of 60 k for Deep Rock Galactic seasons. The studio’s headcount grew from six to 47 FTEs over five years, illustrating the scalability of open development and a “make happy decisions” culture that drives both critical acclaim (e.g., 9.5/10 reviews) and commercial success. Coffee Stain’s Roblox title, Welcome to Bloxburg, exemplifies a successful free‑to‑play transition. With 791 k daily active users and SEK 1.35 bn in lifetime net sales, the monetization mix of currency purchases, optional unlocks and a premium subscription maintains a non‑pay‑to‑win stance while rebuilding player trust. The company’s lean cost base and strong cash generation are amplified by launch‑driven sales spikes from new content releases and strategic stakes such as its 30 % share in Iron Gate’s Valheim publishing. Financially, the group reports a net‑sales CAGR of 34 % to SEK 1.2 bn and a cash EBIT margin of 44 %. Cash reserves reach SEK 472 m in 2025, with no external debt, providing flexibility for capital allocation and potential M&A. The lean, autonomous team model underpins low overheads, high cash conversion (≈120 %) and a focus on developing existing IPs while selectively pursuing new opportunities across platforms and partnerships.
The analysis demonstrates that the video‑gaming sector remains fragmented in its approach to carbon accounting, with only a minority of companies—12 out of 222 surveyed—committed to science‑based targets. This shortfall stems largely from uncertainty around measuring Scope 3 emissions, particularly in categories such as purchased goods and product use. The report underscores a growing industry momentum: the Playing for the Planet Alliance now includes 42 members, and initiatives like the Green Games Guide and Ubisoft’s Climate School illustrate a shift toward embedding climate action within both operations and game content. Concrete progress is evident, for example, the Games Consoles Voluntary Agreement’s 54 TWh energy savings and the documented dominance of Scope 3 categories 1 (purchased goods) and 11 (use of sold products) in studios’ footprints. Carbon intensity across the supply chain varies markedly by hardware, display technology, and regional electricity mix. Current‑generation consoles draw 150–200 W during gameplay, while PCs can reach 100–300 W; mobile devices consume only a few watts. A high‑end 4K TV can match console power when running HDR, and the carbon intensity of 200 Wh ranges from ≈13 gCO₂e in France to ≈81 gCO₂e in the United States. These disparities highlight opportunities for reducing emissions through hardware efficiency, extended device lifetimes, and the adoption of renewable electricity or green tariffs. The report calls for consistent, industry‑aligned reporting frameworks—particularly the GHG Protocol Scope 3 categories—and greater granularity by business unit or product. It recommends iterative, data‑quality‑driven methods for estimating Category 1 and 2 emissions, prioritising primary supplier data for high‑spend items while applying spend‑based factors elsewhere. For Category 7 (employee commuting) and Category 11 (use‑phase emissions), detailed calculation examples illustrate the need to account for lifetime usage, regional grid intensity, and potential double‑counting. Real‑time accounting of use‑phase emissions is identified as a critical research gap, with cloud and CDN providers’ inconsistent reporting underscoring the need for standardized data. Overall, the sector is moving toward greater transparency and actionable climate messaging, yet significant gaps remain in measurement, reporting consistency, and the integration of emerging technologies such as cloud gaming and AI. Addressing these challenges will be essential for credible net‑zero pathways across the global video‑gaming industry.
The analysis demonstrates that Sweden’s gaming sector has evolved into a $19 billion capital ecosystem, with 1,100 companies and 202 firms engaging in tracked transactions since 2014. Sweden contributes roughly 20 % of Steam’s projected 2025 gross revenue, and its developers produced five of the platform’s global top‑10 bestsellers in 2024–25. Capital flows have shifted from early‑stage seed rounds to late‑stage growth and acquisition deals, reflecting a maturation of the pipeline. Private investment rebounded in 2024 after a pullback; late‑stage rounds now dominate, with Aonic’s $157 million growth round and Arrowhead’s $80 million investment illustrating investor preference for studios with proven commercial traction. Early‑stage deal counts have normalized from 2021’s peak, indicating a steady but active pipeline. M&A activity peaked in 2021–22, with ESL’s $1.05 billion sale to Savvy marking the cycle’s apex; subsequent deals have become more selective. Three transactions—King ($5.9 billion), Mojang ($2.5 billion), and ESL ($1.05 billion)—account for 93 % of total M&A value, underscoring the premium paid by global acquirers for Sweden’s IP and engineering talent. Public market activity has shifted from equity‑fueled growth to defensive debt financing; Embracer’s $4.4 billion raised through fixed income and PIPE in 2020–22 exemplifies this trend. Capital concentration is high, with the top ten private rounds comprising over $495 million of an $811 million total. The data, sourced from InvestGame and market‑cap records through December 2025, cover Sweden’s entire gaming industry—mobile, PC & console, VR/AR, esports, and platforms—from 2014 to the present. Methodology includes tracking VC rounds, public offerings, PIPEs, and M&A transactions across all segments. The findings illustrate a resilient ecosystem that has transitioned from early‑stage bootstrapping to mature, high‑value capital flows driven by proven studios and strategic consolidation.
The study demonstrates that generative AI‑driven non‑player characters can deliver deeply engaging, emotionally resonant gameplay. In a 122‑hour experiment with 68 participants, the “Dead Meat” demo achieved high immersion scores—97 % UES reward and 94 % focused attention—while keeping mental demand low (NASA‑TLX scores of 64.7 for demand and 52.7 for performance). Qualitative interviews consistently cited the NPCs’ human‑like dialogue and narrative depth as key contributors to player enjoyment. Quantitative data confirm widespread satisfaction: 96 % of players rated overall enjoyment as high, and 90 % praised the creative freedom afforded by the open‑ended design. Subscale analysis of the GUESS instrument revealed that 60 % achieved a top score for Creative Freedom, 65 % for Personal Gratification, and 80 % for Play Engrossment. Thematic coding identified freedom of expression, challenge‑driven motivation, and immersive conversation as primary drivers of satisfaction, indicating that the game successfully balances agency with sufficient guidance. Player behavior analysis uncovered seven distinct strategic approaches—such as “Good Cop/Bad Cop” interrogation, “Rule Bender End Justifies the Means,” and “Smart Arse” manipulation—often combined within a single session. Participants responded equally to voiced and text‑based NPCs, and the 20‑minute session length encouraged replayability through role‑playing different characters. Although the brief duration limited long‑term insight, emergent strategies were viewed as a feature rather than a flaw. Future research will explore how authorial adjustments influence player responses across demographic groups, reinforcing the potential of AI NPCs to enrich narrative gameplay on a broad scale.
The document argues that artificial intelligence has become a strategic asset in mobile game development, transforming every phase of the lifecycle from ideation to live operations. It claims that AI enables teams to prototype, test, and launch content at a fraction of the time previously required, citing examples such as concept‑art generation in days instead of months and single‑person prototype teams that reduce sunk costs. The thesis emphasizes that the combination of trillions of player data points, world‑class creative teams, evergreen intellectual property, and AI as a workflow enabler creates a competitive moat that is difficult to scale for rivals. Key findings include a 99 % cost reduction in marketing asset creation, an 80 % time saving on influencer spotlights, and a 75 % reduction in analyst turnaround times when querying data through AI agents. The document reports that five new games launched in 2026 adopted an “AI‑first” approach, allowing rapid iteration and simultaneous development of specialized content. It also highlights that AI agents can analyze A/B tests, suggest optimizations, and generate localized UGC‑style assets to lower CPI and improve player engagement. The scope covers the global mobile gaming market, focusing on mid‑core titles with large player bases. Methodology is implied through internal tooling: 50+ AI platforms (e.g., Claude, Cursor, ComfyUI) and BigQuery‑based agents that process terabytes of data daily. The analysis suggests that AI integration not only accelerates production but also democratizes data insights, freeing analysts to tackle higher‑level strategic questions.
The CESA Game Industry Report 2025 Launch Seminar, held in Tokyo on February 20, 2026, served as a platform to analyze the evolving landscape of the Japanese gaming sector. The event introduced the updated 2025 industry report, which features expanded data sets and enhanced international market research to better support the global expansion of Japanese firms. The seminar aimed to address industry needs for technical knowledge sharing, talent development, and cross-sector networking among corporate and academic stakeholders. Key findings highlight a significant shift toward the integration of generative AI, with approximately half of domestic game companies now utilizing these tools within their development pipelines. While internal production workflows show high adoption rates, industry experts noted a more cautious approach regarding AI-generated content visible to end-users. Legal discussions emphasized the importance of navigating copyright frameworks, specifically distinguishing between AI learning and generation phases, while balancing innovation with intellectual property risks. Government representatives from the Ministry of Economy, Trade and Industry and the Agency for Cultural Affairs outlined strategic support for the content industry, targeting 20 trillion yen in overseas sales by 2033. Policy initiatives focus on multi-year funding, tax incentives, and robust talent development programs to ensure long-term competitiveness. Furthermore, legal experts underscored the increasing complexity of global regulatory environments, noting that Japanese companies must proactively manage diverse international requirements regarding data privacy, monetization, and rating systems. By synthesizing perspectives from government, legal, and development sectors, the seminar emphasized that strategic investment and regulatory compliance are essential for the sustainable growth of Japan’s gaming industry in a globalized market.
Embracer Group’s FY 2023/24 ESG Fact Sheet outlines the company’s sustainability framework, titled Smarter Business, which focuses on three core pillars: Great People, Solid Work, and Our Planet. Operating across more than 40 countries with 139 internal studios, the organization aims to integrate ethical governance and long-term value creation into its global operations. The company’s sustainability strategy is supported by 16 group policies and 12 guidelines, with oversight provided by the Audit and Sustainability Committee and an internal Ambassador Group. Key performance indicators for the 2022/23 financial year highlight both progress and areas for development. Within the Great People pillar, the company reported a 26% female representation rate and an employee satisfaction score (eNPS) of +29. To foster leadership diversity, the board has committed to doubling the number of female managing directors and studio heads by 2025. Regarding environmental impact, the company has conducted a comprehensive greenhouse gas inventory, reporting total emissions of 687,102 tCO2e. The firm has aligned its climate strategy with the Paris Agreement, targeting a 45% reduction in carbon emissions by 2030 compared to a 2021/22 baseline. The company utilizes a structured methodology for tracking progress, including annual global employee surveys and standardized sustainability due diligence during acquisitions. Furthermore, the organization actively participates in industry-wide initiatives such as the UN Global Compact, Women in Games, and PlayCreateGreen. By integrating these partnerships with internal training programs on privacy and ethics, the company seeks to manage operational risks while promoting digital well-being and accessibility across its portfolio of over 900 franchises.