Joshua Gamble: “Cross-sell is dead. What next?”

For as long as I can remember, cross-selling has been a fundamental part of how operators market to players.

There have been different approaches through the years, but perhaps the most common was simple: acquire a user with an eye-catching sports betting offer, and roll in some free spins to the promotion in the hope they’ll also check out the casino.

A recent announcement from the UK Gambling Commission will all but end the practice. Operators are going to need to adapt, and fast.

In March, the UKGC announced an update to its Licence Conditions and Codes of Practice.

This included a 10x cap on wagering requirements for bonuses, which will force casino marketing teams into a serious rethink.

But the most impactful of the changes came in a single sentence: Licensees must not include more than one type of gambling product (betting, casino, bingo, and lottery) within an incentive.

Re-writing the rules

The Gambling Commission says this is all about reducing gambling-related harm. They specifically highlight the risk posed when players engage with multiple verticals, rather than sticking with a single product. They’ve also pointed out that bundling offers across different products creates complex terms and conditions that can confuse consumers.

The changes come into force in December, so there’s a little time to prepare. But let’s not underestimate the scale of this change.

One of the verticals that’s likely to be hit hardest is bingo. I’ve worked with many of the most successful bingo brands in the UK over the last few years, and it is no secret that bundling together bingo and slots via inventive promotions has been a large part of that success.

While sports betting may not be quite as reliant on the cross-sell, it’s no coincidence that we’ve seen such a huge increase in sports-themed slot games over recent years. When the final whistle blows, it’s a logical next step for players who want to continue playing.

Cross-sell has long been one of the most effective ways to increase player value and lifetime engagement. But it’s not just a tactic; it’s part of the product strategy for a lot of brands.

How to adapt?

So, where do we go from here?

If we can no longer attract a sportsbook player into the casino with a bundled bonus, then we need to work smarter across both verticals.

The days of using blanket offers to shuffle users around are almost over. What’s next is a more refined, player-first approach that builds value within a single product and encourages discovery through relevance, not reward mechanics.

That must start with smarter user acquisition.

Rather than dangling a bonus for a different product, we need to make onboarding journeys more intuitive and engaging within the vertical the player signed up for.

That might include interactive tutorials for slot features, relevant content around sports, or new user missions tailored to individual play styles.

The goal is to deepen engagement in the product they’re already interested in, then let the quality of the experience drive natural crossover interest later on.

Another area that needs some attention is content, which now becomes one of your most valuable marketing tools.

Product-led storytelling can guide users deeper into the ecosystem, without ever needing to mention a bonus. I’m thinking here about explainers, influencer walk-throughs and deeper gamification.

Personalisation is now non-negotiable (although I’d argue that was already the case). Without the cross-sell lever, marketers need to get sharper with segmentation, UX cues, and timing. No need to shout louder, but you do need to meet players where they are.

You also need to double down on brand. I’ve said for a long time now that brand is the core differentiator among operators in the UK. However hot your marketing team is, their output is multiplied several-fold by great branding. I wouldn’t be surprised to see refreshes from several big players ahead of December.

This change from the UKGC feels big. And it is. But another way to look at it is as a nudge towards better marketing.

The brands that adapt quickly and creatively will come out ahead, not in spite of the new rules, but because of them.