Bonuses Don’t Build Loyalty in iGaming – So What Does? | Jasmin Wißmann
The iGaming industry has long relied on bonuses to drive engagement. But in a crowded market, rewards alone are no longer enough to build real loyalty.
Players expect personalization, seamless experiences, and genuine connection. In an exclusive interview with iGaming News Today, speaker at IGX Jasmin Wißmann shared how Swiss Casinos is redefining customer experience through data, AI, and omnichannel strategy.
Q1. Jasmin, your career has spanned across airlines, fashion, and retail. How has this diverse background shaped your approach to your leadership role at Swiss Casinos?
Jasmin Wißmann:
Loyalty has always been my passion; I feel like I was “born for doing loyalty”. Transitioning from freelance projects in various industries to the gaming sector is exciting because of the unique contrast it offers. In the casino business, you have a front-end focused on entertainment, fun, and engagement, while the back-end operates in a highly regulated environment-especially in Switzerland, which is one of the most strictly regulated markets in the world. Managing the balance between these two worlds is what makes my role so interesting.
Q2. As the Head of Customer Experience, what are your top priorities for shaping the strategy at Swiss Casinos?
Jasmin Wißmann:
Our strategy is built on three main pillars, with Data being the primary focus. We want to move away from just having a “feeling” about our guests and instead generate actionable customer insights based on hard data. This allows us to make data-driven decisions and implement data-driven marketing.
Secondly, we are focused on optimizing the floor experience. Since our casinos are downtown locations rather than “destination” resorts, we focus on attracting passersby and ensuring their journey-from the entrance to the tables or slot machines-is seamless and engaging. Finally, we are working on attracting new and diverse target groups to our casinos.
Q3. In iGaming, loyalty is often just seen as bonuses. From your perspective, what actually makes a player stay?
Jasmin Wißmann:
Loyalty must be individualized and personalized. By using data to understand a member’s history, we can make clear predictions about their interests. For example, giving a slot machine bonus to a poker player won’t encourage them to stay. But if I send an individualized offer for their favorite poker game, that strengthen the emotional relationship to the Casino and will return because we contacted the guest in the “moment of need” with highly relevant information. Furthermore, data helps us enormously in addressing guests individually on the floor, as every guest should feel personally recognised and valued.
Furthermore, I see loyalty as a gamification approach. Just like in online games where you want to reach the next level or earn points, loyalty programs trigger that same psychological drive to achieve a goal and be rewarded for it.
Q4. With Switzerland being a highly regulated market, how does your team contribute to Responsible Gaming?
Jasmin Wißmann:
Responsible Gaming is a top priority for the entire Swiss Casinos Group. While our Compliance Team focuses on individual monitoring and direct interventions, CRM acts as the first line of defense by focusing on long-term, healthy guest relationships.
We believe player protection starts with CRM. Our strategy is to only encourage gaming where there are no signs of problematic behavior. To achieve this at scale, we leverage AI and statistical tools to identify low-risk segments. We have already had very encouraging results with this data-driven approach in the online sector and are planning to roll it out across all channels.
Q5. What has surprised you the most since entering the gambling industry?
Jasmin Wißmann:
I was surprised to learn that casinos in the U.S. were actually among the first to start loyalty programs, even before the airline or hotel industries. I also found the wide variation in target groups fascinating-ranging from 18-year-olds to retirees. While these groups are not homogeneous, they are all united by their shared love for gambling. Another surprise was the lack of connection between online and offline businesses in the industry. I am very proud that Swiss Casinos is now bridging these two worlds with our ReelLink innovation together.
Q6. AI is a major trend right now. How do you see it changing how casinos interact with players?
Jasmin Wißmann:
We are currently using basic AI tools for content creation, but the future lies in prediction analysis and data insights. AI will help us smartly send the right campaigns to the right target groups with high potentials and low risk playing patterns. On the casino floor, AI can help us understand guest movement, which machines are most popular at specific times, and how to optimize the physical business layout.
Q7. Looking ahead to 2026 and beyond, where is the industry heading?
Jasmin Wißmann:
The future is Omnichannel. There is a massive benefit when a land-based casino also has an online presence, or at least partners with one, because the online business is growing so rapidly.
If I compare this to my experience in retail, the focus must be on the experience. Casinos need to offer a unique experience that guests cannot get anywhere else to create a clear USP (Unique Selling Proposition). In short, the future is a combination of data, omnichannel strategy, and a unique guest experience.
About Swiss Casinos
Swiss Casinos is the largest casino group in Switzerland and is entirely Swiss-owned. The group operates land-based casinos in Pfäffikon, St. Gallen and Zurich, as well as its newest location in Winterthur. It also runs the online casino swisscasinos.ch and the GEORGE Bar & Grill restaurant in Zurich.
In 2025, Swiss Casinos generated total revenue of CHF 207.1 million. The core casino gaming business remained the main driver, contributing gross gaming revenue of CHF 192.4 million. Of this amount, CHF 91.1 million was paid to the Old Age and Survivors’ Insurance (AHV) scheme and to the cantons in the form of casino taxes.
