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Pain Points in FB, PPC, ASO 3 Case Studies with Solutions by N1 Partners

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What mistakes do partners most often make at the start of ad campaigns? Why does scaling turn out to be harder than expected, and what stands on the way of getting faster profits?

The N1 Partners team presents the second article in the real case studies series (read the first one here), so you can apply the experience of N1 Partners affiliates in your own campaigns. In this section, you’ll get only practical knowledge and proven approaches from experts.

Read everything about ASO, FB, and PPC traffic in the article — no fluff, with real analytics and specific recommendations. Everything has been tested — take it and apply it!

CASE STUDY 1 (Facebook traffic)

Context

  • GEO: AU
  • Brand: N1 Bet
  • Goal: Increase conversion and reduce duplicate users
  • Bundle type: Creative + PWA App

Initial problem (“Pain”)

  • What exactly wasn’t working?
    Most incoming players were already registered. CTR was quite low, while Reg2Dep remained decent.
  • Where did the funnel break?
    At the creative viewing stage.

What did the analytics show?

  • Which metrics indicated the problem?
    Low CTR and a high number of duplicates.
  • What patterns were noticed (audience / timing / creatives)?
    Low CTR and a highly overlapping audience.
  • What was the main hypothesis?
    The creative had lost its efficiency: due to high audience coverage, new users were no longer interested.

What exactly was tested?

Creative:

  • Format: Video
  • Style: Standard dynamic video featuring a very popular slot

Message:

  • Main focus: Slot mechanics

Audience:

  • Peculiarities: None — broad standard targeting

Problem solution

  • What exactly was changed?
    The creative was replaced, made more unique, with a focus on a different slot.
  • How was the creative aligned with the product?
    Audience activity for slots within the product was analyzed, and a more engaging slot was selected.

Results and insights

  • Which metrics improved?
    CTR increased significantly. Reg2Dep remained stable. Duplicate users dropped substantially.
  • How quickly were the results visible?
    Immediately, CTR and audience stabilised right after the creative became unique.
  • Key insight:
    Don’t use top spy-service creatives without adapting them.
  • Main mistake at the start:
    Rushing for results without proper analysis and preparation.
  • How were campaigns scaled?
    By increasing the number of launched campaigns. Scaling was done quickly.

Final FAQ on Facebook traffic

  • Which mistake or underestimated factor had the biggest impact at the start?
    The biggest issue was rushing. The desire to launch campaigns quickly led to insufficient attention to creative uniqueness, reducing initial performance and requiring additional resource optimisation later.
  • If you were to relaunch this setup, what would you do differently?
    Focus more on creative uniqueness. It’s important not just to copy ideas but to refine presentation — keep the core message while experimenting with visuals, text, and triggers. This helps find more effective combinations faster.

CASE STUDY 2 (PPC traffic)

Context

  • GEO: CA 
  • Source: Google OfferWall
  • Brand: RollXO
  • Goal: Optimize FTD cost and increase conversion

Initial problem (“Pain”)

  • What wasn’t working?
    Traffic was too expensive. Costs needed optimization.
  • Which campaigns/keywords were problematic?
    There was a large number of irrelevant keywords.

What did the analytics show?

  • Which metrics signalled the issue?
    The key metric was CPC. It was 3× higher than the CPC of other partners using the same source.
  • Which keywords/segments performed the worst?
    Mainly keywords related to irrelevant slots and payment methods for the product.
  • What was the main hypothesis?
    The focus was placed on high-CPC keywords that were not aligned with the product.

What exactly was tested?

Keywords:

  • How did the approach change?
    The team added negative keywords and build a more conversion-focused landing page tailored to user intent.

Ads:

  • What copy was tested?
    One example used was: “Best online casino — play and win right now!”
    It turned out to be too generic and not specific enough, which only drove up the cost per targeted click.

Problem solution

  • What was optimized first?
    Keywords. Terms that were draining the budget without delivering results were removed and added a negative keyword list — something that hadn’t been used at all before.
  • How was the campaign structure changed?
    No changes.
  • Why was this decision made?
    As keywords were the key factor driving the high CPC.

Results and insights

  • Were there changes in CPA / ROI / CR?
    On average, traffic acquisition costs decreased by €70–90.
  • How quickly were results seen?
    The impact became noticeable within approximately 35–40 hours.
  • What had the biggest impact?
    Adding the negative keyword list delivered the desired outcome.
  • Main mistake at the start?
    Lack of experience. The partner was a newbie and wanted to scale profitable traffic as quickly as possible.
  • Is there scaling potential?
    After this optimisation, scaling the campaign is only a matter of time. The partner is already actively working on it.

Final FAQ on PPC Traffic

  • Who will benefit most from this case study: beginners or experienced teams, and why?

This case study is primarily useful for beginners. Experienced teams have usually already gone through these stages. For newcomers, it’s an opportunity to grasp the fundamentals faster, avoid common early mistakes, and not waste resources on the same pitfalls.

  • Which insights are the most universal and applicable across different traffic sources?

The key takeaway: speed does not equal quality. Being faster than competitors doesn’t mean better, just as higher spend doesn’t guarantee results. Regardless of the traffic source, analytics, testing, and proper preparation are critical.

CASE STUDY 3 (ASO traffic)

Context

  • GEO: DE
  • Platform (iOS / Android): Android
  • Brand: Lucky Hunter
  • Goal: Increase user return after registration and the first deposit

Initial problem (“Pain”)

  • What wasn’t working?
    Push notifications sent through the app were ineffective — users rarely returned to make their first or second deposit.
  • Where were users dropping off?
    The main drop-off point was right after registration.
  • Were there issues with ratings/reviews?
    Yes, but they were resolved quickly and ultimately had no impact on performance.

What did the analytics show?

  • Which metrics indicated the problem?
    The key indicator was retention.
  • What did the funnel look like?
    Unfortunately, the manager didn’t have full access to the funnel at that time, so the analysis relied mostly on available metrics and behavioral signals.
  • What was the main hypothesis?
    Initially, it seemed that the issue was low motivation for users to make their first deposit. There were also assumptions about possible misleading communication, which may have caused users to misunderstand the offer.

What exactly was tested?

Visual:

  • Visual component:
    Push notifications were sent without any visual support.

Texts:

  • Text example:
    Different variations of headlines, descriptions, and key messages were tested. For example:“Dein Bonus wartet auf dich 🎁 Hol dir +50% auf deine Einzahlung und versuche erneut dein Glück! Verpasse deine Chance nicht – das Angebot ist zeitlich begrenzt ⏳”

    This was one of the push notification variants used by the partner to attract attention.

Problem solution

  • What exactly was changed in the store?
    Changes in the store were minimal — reviews were slightly updated and refreshed.
  • Which elements contributed the most?
    Push notification optimization and updated bonus information delivered the strongest impact.
  • Why was this approach chosen?
    A mismatch was identified: users were receiving outdated bonus information in communications, which directly affected their expectations and subsequent behavior.

Results and insights

  • How did performance metrics change (CVR / installs / organic)?
    The main growth came from first and second deposits. Within a week, Reg2Dep conversion increased from 14.77% to 31.17%.
  • How quickly were results achieved?
    The first improvements were noticeable within 1–2 days.
  • Which changes had the biggest impact?
    Adjustments to push communication and updating the bonus offer — these became the main drivers of conversion growth.
  • Is there scaling potential?
    Yes, these results are scalable. As long as the offer remains actual and communication stays consistent, the model shows stable performance.

Final FAQ on ASO Traffic

  1. What takeaway from this case study can be directly applied to other campaigns without losing effectiveness?
    The key takeaway is to always keep a bonus and offer information up-to-date and synchronised across all communication touchpoints. Even small discrepancies can significantly impact results.

 

  1. At what point did it become clear that the approach was working, and what supported the decision to scale?
    The first signals appeared after test push campaigns, showing improved engagement with first and second deposits. This confirmed the hypothesis, and subsequent results reinforced confidence in the approach.

All of these case studies show that growth in Facebook, PPC, and ASO traffic comes down to systematic work with analytics, creatives, and communication at every stage of the funnel. Any performance drop is an opportunity for optimisation that, when handled correctly, can quickly turn into profit.

Start working with N1 Partners — here you’ll get not just offers, but full-scale expertise and support to help you find winning setups faster and scale with confidence.

Europe

European Online Gambling Industry Faces Tough Offshore Choice

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The slow death of grey markets in Europe and the increasingly clear line between regulated spaces and the black market is set to divide the entire industry in two, including suppliers.

With almost all major European markets having adopted or being well on their way to enacting a full licensing regime for online gambling, the battle lines between what is on- and off-shore are clearer than ever.

For those nations that persist with restrictions on some sectors, like the continued monopoly in Norway or France’s ban on online casinos, it’s becoming nearly impossible to justify doing business in spite of these prohibitions – even for suppliers.

Regulators in the rest of Europe increasingly expect their licensees to follow not just their rules, but those of their fellow authorities across the continent.

Where once expectations of good behaviour were reserved exclusively for operators, B2B companies are now subject to the same scrutiny.

For the past few years, there has been a general building of pressure on suppliers, but this year B2B compliance has moved from a growing trend to become the status quo for the sector.

Where do you stand?

The industry is being asked to pick a side and even to play the role of regulator itself, in some cases.

“We understand that at least one piece of recent B2B regulatory enforcement [in the UK] may have come as a result of a B2C operator effectively reporting one of its suppliers,” said Andy Danson, the head of Bird & Bird’s international gambling practice.

It’s becoming clear that a meaningful percentage of operators have fully bought into the idea that those who continue to exist in European black or grey are threats to their bottom line.

Speaking on a recent webinar organised by his firm, Danson added: “There is an increasing use of commercial pressure and accountability alongside regulatory enforcement, and there is this growing expectation that licensed businesses consider who they support.”

Danson notes that, in his view, the burden on operators to self-police their industry is probably becoming too large.

“How much can a regulator really expect B2C licensees to regulate their suppliers? It is ultimately the regulator’s job to do that, and B2C really should be able to rely on their suppliers having a local license.”

This backwards pressure is also being exerted on suppliers in jurisdictions where they are required to obtain their own licenses.

Regulators expect suppliers not to sell their content to operators who service their local black market and look dimly on supplying companies active in illegal markets in any part of the world.

Gone are the days when these authorities would accept the excuse that aggregators are ultimately responsible for providing game content to these offshore operators. Instead, suppliers risk enforcement if they do not have oversight of the entire supply chain their products exist in.

Dealmakers

This pressure coming in from every angle leads to only one inevitable conclusion: M&A activity.

As suppliers are forced to choose either to abandon their high profit margin offshore clients or their reliable onshore customers, the possibility of dividing into two parts becomes more and more compelling.

“I think businesses will very likely look to separate and restructure, particularly where they currently have a real mix of regulated and unregulated market activities,” said Danson.

“We certainly saw similar trends five to ten years ago when the regulatory focus on this sort of issue was more on the B2B side,” he added.

This move would be driven partly by modern regulatory complexities, but also the impact of US investors entering the gambling market more prominently over the past five years.

US-based capital tends to be more skittish about any activity with uncertain regulatory backing and its law enforcement authorities are not shy about exerting their authority extraterritorially.

“International market exposure is becoming more and more relevant in an investment and M&A context,” Danson confirmed.

A dilemma

Those gambling businesses choosing the regulated environment are at least finding their authorities more willing than in previous years to take proactive action against the black market.

In the UK, the Gambling Commission has received a grant of £26m from the government to step up its work against illegal online gambling, for example.

Regulators are also understood to be sharing more information than ever before about the main bad actors afflicting their markets, through organizations like the Gambling Regulators Europe Forum (GREF).

Although it’s worth noting that officials also say they are swapping notes on the activities of their licence-holders as well, in yet a further example of international compliance becoming a local issue.

This, along with an atmosphere of zero compromise when it comes to tightening regulations, has created a situation where the choice between on- and off-shore is not a simple one.

Andy Danson summed up the problem: “By creating an environment which has become so burdensome and challenging for regulated markets to operate, and then challenging operators and suppliers to pick a side, regulators perhaps shouldn’t be all that surprised when some operators out there might not necessarily choose the side that they want them to.”

The post European Online Gambling Industry Faces Tough Offshore Choice appeared first on Eastern European Gaming | Global iGaming & Tech Intelligence Hub.

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Brazil

EGB Group launches institutional portal to strengthen corporate presence in iGaming in Brazil

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EGB Group (Esportes Gaming Brasil), owner of Esportes da Sorte, Onabet and Lottu, has launched its new institutional portal, bringing governance, strategy and corporate operations together in a single digital environment.

The initiative aims to structure the group’s institutional presence and increase transparency across its processes, operational pillars and expansion projects.

The portal features dedicated sections such as Compliance, ESG, Ecosystem and a fully structured Press Room, improving access for partners, media and regulatory authorities to compliance information and strategic initiatives.

According to Iury Tavares, Media Relations Manager at EGB Group, the launch reflects an already consolidated internal evolution.

“The launch of our institutional website materializes EGB Group as an ecosystem.

We are no longer seen only as isolated consumer brands, but as an integrated structure with different business fronts connected by a common purpose of innovation and market leadership.”

Camyla Lima, Branding and Creative Manager, added that the new platform also improves how this structure is communicated.

“The new corporate identity balances the energy of entertainment with the rigor of a structured operation.

We developed an interface that prioritizes institutional storytelling and ecosystem navigation, making it easier to understand how the brands are integrated.”

The more sober visual identity reinforces the group’s institutional positioning in a regulated market and reflects its organizational culture, recognized by its Great Place to Work certification and a workforce of around 1,000 direct and indirect jobs.

With employees placed at the center of the communication strategy, the launch was also supported by internal activations across offices in São Paulo and Recife and corporate channels.

Beyond governance, the portal highlights the group’s broader social impact initiatives.

It showcases support for street carnival blocks and official sponsorships of major Carnival celebrations across Brazil, including traditional hubs such as Recife and Olinda.

Social responsibility projects such as Costura Cidadã, support for waste pickers during major events, and partnerships with NGOs focused on river cleaning are also featured.

In sports, the group maintains sponsorships with clubs including Corinthians, Náutico, Ferroviária and Ceará, as well as support for inclusive sports initiatives.

A key highlight of the portal is the company’s investment in Brazilian technology development that underpins its operations.

The group details its use of proprietary platforms to ensure technical autonomy and compliance with requirements set by the Secretariat of Prizes and Betting (SPA/MF).

This structure also includes the use of artificial intelligence for personalization and security, contributing to formal job creation and revenue generation across digital advertising and sports-related sectors.

Esportes Gaming Brasil

Esportes Gaming Brasil is one of the leading betting groups in the country, operating under a fully Brazilian structure with an official licence granted by the Ministry of Finance through SPA/MF. The authorisation covers its three brands: Esportes da Sorte, Onabet and Lottu, with nationwide operations across Brazil.

A benchmark in innovation and a strong advocate of market regulation, the group is committed to responsible gaming and continuous investment in user protection technologies, while generating hundreds of jobs.

Beyond sports betting, Esportes Gaming Brasil invests consistently in sports, culture and social projects. It is a master sponsor of clubs such as Corinthians, Ceará, Ferroviária and Náutico, and supports major cultural initiatives.

This include Galo da Madrugada and Carnival celebrations across Recife, Olinda, Salvador, Maceió, Natal, Caicó, Belo Horizonte, Rio de Janeiro and São Paulo, as well as the Parintins Festival. The brand also expands its digital presence through creative campaigns and influencer partnerships, strengthening its connection with audiences across online platforms.

The post EGB Group launches institutional portal to strengthen corporate presence in iGaming in Brazil appeared first on Americas iGaming & Sports Betting News.

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2026 FIFA World Cup

Media Troopers brings its sports betting expertise to Peru ahead of the 2026 FIFA World Cup

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Media Troopers, the leading digital and customer acquisition group, has announced it will enter Peru’s regulated market to offer its sports betting and prediction market services ahead of the 2026 FIFA World Cup.

The 2026 FIFA World Cup, which will be played from 11 June to 19 July across the US, Canada, and Mexico, is a defining moment for the global online wagering industry, and one that Media Troopers aims to help operators capitalize on.

Peru is one of LatAm’s newest regulated markets, launching in 2024.

It’s home to more than 60 online operators, with its gaming regulator having granted 120 licenses since the launch.

In 2024, Peru’s regulated market was valued at $2.7 billion, with analysts expecting projected growth to reach $7.6 billion by 2033.

Media Troopers CEO Shmulik Segal says that Peru’s current regulated market represents the early stages of regulated sports betting in the US, noting that it currently boasts strong consumer demand and rapid operator expansion.

“Media Troopers is bringing mature-market expertise into Peru at precisely the moment the market is ready to scale,” Segal said.

By entering Peru, Media Troopers can offer its wide range of marketing and acquisition tools to operators in the region.

That includes providing operators with soccer-focused marketing channels, access to a variety of existing publishers and affiliates, and localized features that help operators scale their platforms to reach a more tailored audience, increase engagement, and build a trusting brand presence in the area.

Media Troopers has positioned itself as the gateway between exporting North American betting infrastructure into new, emerging markets, as it prepares for the next evolution of online wagering.

MediaTroopers was founded in 2019 with the vision of providing legal, safe, and responsible gambling alternatives to sports bettors and casino players.

Since then, the company has grown to operate in over 40 jurisdictions across North America.

MediaTroopers leverages decades of digital marketing experience, extensive in-house media buying knowledge, mobile advertising expertise, a robust technical infrastructure, and an extensive network of in-house and affiliated publishers to acquire paying customers for the world’s top gambling operators, including BetMGM, Caesars, DraftKings, FanDuel, BetRivers and more.

The post Media Troopers brings its sports betting expertise to Peru ahead of the 2026 FIFA World Cup appeared first on Americas iGaming & Sports Betting News.

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