The global market for video‑game software has been expanding at a steady compound annual growth rate of roughly three percent over the last four years, and analysts expect that momentum to continue for at least another four‑year horizon. Despite this overall upward trajectory, player behaviour remains surprisingly conservative: about two‑thirds of gamers say they gravitate toward familiar franchises or sequels, while only one in five actively looks for brand‑new titles. These findings come from Bain & Company’s latest annual Gaming Report, which gathered responses from more than 5,300 players across a broad range of regions and demographics. The survey asked participants about their preferences, frustrations, and expectations, and the results paint a nuanced picture of a market that is both growing and increasingly segmented.
One of the most striking insights from the report is the widespread dissatisfaction with what respondents dubbed the "unfocused middle" of the market. This term describes games that are overly generic, play it safe, and lack the depth needed to stand out in a crowded catalogue. To illustrate the concept, Bain & Co compared two recent releases: *Baldur’s Gate 3* and *Concord*.
*Baldur’s Gate 3* succeeded by deliberately targeting a narrow, well‑defined audience of role‑playing enthusiasts, delivering a deep, narrative‑driven experience that resonated strongly with that group. In contrast, *Concord* entered an already saturated hero‑shooter segment and struggled to convince players who were accustomed to free‑to‑play models to spend a full $40 on the game. The contrast underscores how a clear, focused design vision can be a decisive factor in commercial performance.
Further analysis of public data on 100 titles launched since 2023 reinforced this point. Bain & Co discovered that 83 % of games that were tightly focused on a specific player archetype achieved commercial success, compared with just 50 % of titles that took a broader, less defined approach. In other words, a well‑articulated target audience appears to double the odds of a game’s financial viability.
Player genre preferences are also highly fragmented. When asked which type of experience they preferred—story‑driven adventures, open sandbox or user‑generated worlds, or competitive multiplayer—no single category captured more than 26 % of the vote. About 20 % of respondents said their preference varied depending on mood or context, while 17 % indicated they either did not fit into any of the listed categories or preferred other types of games altogether. This dispersion suggests that a one‑size‑fits‑all strategy is unlikely to succeed; developers must understand the nuanced tastes of distinct sub‑communities.
The report also identified two major forces reshaping the industry: rising player demand for deeper engagement and the rapid adoption of generative artificial intelligence. Younger gamers, in particular, are concentrating their time on a relatively small set of platforms, with Roblox highlighted as a “centre of gravity” for the broader ecosystem over the past five years. This concentration amplifies the importance of securing loyalty within high‑value niches.
On the AI front, Bain & Co observed that developers are increasingly leveraging generative tools to accelerate production pipelines. However, the firm warns that AI alone does not mitigate risk unless it is applied to a clearly defined player segment. As the report puts it, AI can "scale the wrong bet faster" if the underlying game concept lacks a precise audience focus.
"The developers that come out ahead over the next several years won’t be the ones with the biggest budgets or the most sophisticated AI capabilities. They’ll be the ones that commit—earlier than their competitors—to building for a player they can describe in a single sentence," the report states.
Player sentiment toward AI in game development has shifted positively over the past twelve months. Forty‑two percent of surveyed gamers now feel more comfortable with AI’s role in the industry than they did a year ago, another 44 % remain unchanged, and fewer than one in seven expressed increased discomfort. Acceptance is especially high among teenagers: 59 % of respondents aged 13‑17 reported greater comfort with AI this year, while 33 % said their view stayed the same.
Bain & Co interprets these attitudes as an opening for studios hesitant about reputational risk. "For studios worried that AI adoption carries reputational risk with their player base, this data suggests the window to move is open, particularly with the audiences who will define the market over the next decade," said a senior Bain partner.
The firm also notes that AI can enhance player understanding. Emerging analytics tools can parse engagement patterns, surface what resonates with specific audiences, and create tighter feedback loops between developers and their communities. Personalisation is another lever that the report highlights. Tailored communications, targeted advertisements, and bespoke in‑game content can boost spending, especially among younger cohorts.
Indeed, 86 % of teenagers reported spending money on gaming‑related activities each month, compared with just over half of players in their 50s, 36 % of those in their 60s, and 27 % of those in their 70s. These activities encompass purchases of new games, downloadable content, subscription services, and streamer tips, but exclude hardware such as consoles or VR headsets. Direct purchases from developers’ own web stores are also gaining traction. Nearly half of all gamers said they buy directly from a developer at least once a year, and 27 % do so repeatedly.
The trend is most pronounced among the youngest segment: 40 % of players aged 13‑17 reported multiple direct purchases in the past year. Anders Christofferson, global lead of Bain & Co’s Video Game practice, summed up the strategic implication: "The question for gaming executives is no longer solely about reaching more players.
It’s reaching the right players, in the right way, and getting more ownership over that relationship." He added that studios that pull ahead are those that have made a deliberate choice about who they are building for and have aligned every resource—AI, distribution, personalisation—behind that answer. In summary, the Bain & Company Gaming Report underscores a paradox in the industry: while overall revenue continues to climb, the majority of gamers prefer the familiar, and only a small fraction actively seeks novelty. Success now hinges on a laser‑focused understanding of niche audiences, the judicious use of AI to serve those audiences, and a commitment to personalised, direct engagement that builds lasting player relationships.