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Reverse the decline in Monthly Active Users (MAU) for World of Tanks and regain market position ahead of our 2025 product relaunch.

Our company confronts a steep 34% decline in MAU, intensified by geopolitical factors. This downturn, notably in our monthly active users (MAU), has propelled us into survival mode, necessitating an urgent strategic overhaul to move from stabilised into a new phase of growth ahead of the 2025 product relaunch.

Realm Challenges

Europe (cash cow) market share (flat):
Issue: Flat market share growth (excluding post-Ukraine ‘lift and shift’)
Impact: untapped regional potential not fully realised
Untapped market potential in China (flat):
Opportunity: China presents significant growth opportunities, with strong potential for both revenue and MAU expansion.
Challenge: Despite being identified as the company's "biggest star," operational challenges exist in directly accessing and leveraging this market.
Growth prospects in North America (slight decline):
Opportunity: North America is recognized for its huge potential in terms of market size and customer base.
Challenge: The market is characterized by high operational costs and intense competition, making entry and expansion costly and complex.
Unclear how competitor products have filled the void and/or impacted performance

Internal Issues

Short term execution: Our marketing team currently operates without a cohesive, global strategic plan. This results in short term tactical / regional initiatives that risk our ability to address declining MAU.
Unclear targets: There is an absence of specific, measurable targets for MAU growth. This lack of clarity is leading to inefficient resource allocation (investment and people).
Unclear ROI: There's an absence of clear, unbiased criteria for choosing the right strategy, or attributing spend, and a deficiency in understanding the ROI of our activities.
Unclear investment priorities between brand and performance without clear link between these


Without addressing these issues, the company risks continued revenue decline, loss of market position, and erosion of brand value.
Strategic long-term growth: Acting now lays the foundation for sustainable long-term growth. It allows us to set a clear direction, not just for immediate recovery, but for future scaling and expansion.
Employee morale and focus: Addressing these issues decisively will boost employee morale and focus. It demonstrates a commitment to tackling challenges head-on and avoids the sentiment of being part of a declining business (and associated loss of talent)
Revenue growth: Every day of inaction leads to potential revenue loss. Swift measures to increase MAU are essential to stabilize and grow our revenue streams.
Reduced ROI: Fragmented and tactically driven marketing efforts lead to a lower return on investment and reduce long-term business growth and user reactivation.
Shifting user loyalty: Modern users have a low threshold for dissatisfaction. Immediate action is essential to re-engage former users and attract new ones to avoid competitors securing loyalty.
Brand image at risk: A continuous decline in user engagement can erode our brand reputation, making future user acquisition and retention more challenging.

Desired outcomes

Shift from product to audience-centric: enabling better collaboration between product teams to uncover growth opportunities, sharing of resources, IP and intelligence to drive customer value (and as a result revenue)
Deliver a global strategic approach: enabling recapture of lost market share in Europe, expansion within our sleeping giant (China) and a reduced CAC to facilitate US expansion
Clear strategic direction with measurable ROI: Break down silos in planning, ensuring a unified, full-funnel customer experience approach with a strong strategy-first orientation.
Optimized investment: reduce acquisition cost through strong strategic focus, foster a sense of collective ownership and responsibility across departments for product success, growth and strong ROI from a cohesive marketing strategy.
Improved organizational culture: Shift from a risk-averse "cover-your-ass" strategy to a culture that encourages the proactive exploration and experimentation of new and emerging technology/opportunities


The overarching goal is to transition from a phase of stabilisation to dynamic growth. By addressing these key areas, we aim to reinvigorate our approach to market engagement, MAU growth, and revenue generation, positioning our company for sustained success ahead of the 2025 new product milestone.

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