What CSAT Actually Takes in iGaming (And Why Most Teams Underestimate It)

Client Context

Where The Operation Was Starting From

A growing iGaming operator was handling roughly 30,000 customer chats per month across active iGaming markets. The team was experienced, salaries were competitive, and coverage was in place. On the surface, support looked efficient and under control.

CSAT, however, told a different story. It held up during steady periods but slipped whenever volume spiked. Campaigns, launches, and seasonal peaks exposed cracks that weren’t obvious day to day.

Operational Challenge

Why CSAT Fell Apart Under Pressure

Support planning was built around base assumptions. 15 agents looked sufficient for the volume. But training time, holidays, sick leave, meetings, and coaching reduced usable capacity.

When pressure hit, queues grew, response times slipped, and agents were stretched past what the setup could realistically sustain. CSAT drops were treated as performance issues, when they were actually a byproduct of how the operation was structured.

Our Approach

What Changed Operationally

The operation model was rebuilt around how support actually runs. Staffing was recalculated to account for shrinkage and peak load, increasing true operational coverage to 18 agents. This removed fragility and stabilized response times during high-traffic periods.

Leadership was the second lever. Two dedicated team leads were put in place with a clear mandate. Coaching, live QA feedback, escalation handling, and KPI visibility became part of daily operations instead of after-the-fact reporting.

Operational Impact

What This Change Structurally

Pressure behavior changed immediately. When traffic surged, the system absorbed it. Queues stayed manageable, agents stayed within capacity and quality remained consistent.

CSAT crossed 90 percent and stayed there. Not because agents worked harder, but because the operation stopped working against them.

Key Takeaway

In iGaming, sustained high CSAT is not driven by tools or motivation. It comes from realistic capacity planning, proper leadership coverage, and an operating model designed for real conditions.

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