TL;DR
For many mobile apps, Meta and Google are the starting point for user acquisition, and for a good reason. They offer massive reach, accurate targeting, and an established infrastructure for scaling campaigns. But as apps grow, these channels don’t necessarily have to be the entire acquisition strategy.
The risk isn't using Meta and Google heavily; it's having no other meaningful source of growth when the strategy needs something those channels don't provide. Relying on a small number of acquisition sources can limit how flexibly a team responds to changing growth needs.
A new market may require a different approach, a new audience may be difficult to reach through existing channels, or a publisher may simply want to introduce another source of incremental volume without changing what already works.
Diversification doesn't necessarily mean spending less on Meta and Google; it's about giving the acquisition strategy more than one way to grow.
Once a team decides to explore beyond its core channels, a new challenge emerges: which channels actually make sense to test, and how can teams determine whether they are worth scaling?
Expanding the acquisition mix isn't simply about adding as many channels as possible, but about finding additional sources of growth that complement the channels already delivering results.
Once a potential channel has been identified, it’s easy to focus on the most immediate numbers: installs and acquisition costs. But as campaigns scale, volume alone doesn’t tell the whole story.
A channel that delivers a lower-cost install doesn’t automatically deliver better results if those users don’t engage with the app or generate long-term value.
When comparing acquisition sources, teams should consider the quality of the users being acquired alongside the initial cost and volume. This means looking at metrics such as:
The right channel isn’t necessarily the one that produces the most users; it’s the one that produces users who contribute meaningful value to the business.
There is no universal “third channel” that every mobile app should add after Meta and Google.
A strategy that works for a fintech app looks completely different from one for a game or a lifestyle app. Audience, monetization model, geography, creative approach, and growth stage can all influence which channels are worth exploring.
This is why teams should evaluate new channels in the context of their own acquisition strategy rather than simply following what works for another company.
One of the easiest mistakes to make is treating diversification as a numbers game. Adding three new channels doesn't make an acquisition strategy more diversified if none of them has a clear role.
A new channel should solve a specific problem or create a specific opportunity, whether that's reaching a new audience, adding incremental scale, or accessing a different type of user.
Another issue can be just as costly: judging a new channel too quickly. A channel that doesn't immediately match the efficiency of an established source isn't necessarily a bad channel.
New channels can require time to find the right audiences, creatives, and campaign setup. Teams need enough data to understand the channel's potential, while still setting clear criteria for when to optimize, scale, or stop.
We see this across Gamelight campaigns with different apps, audiences, and growth objectives: what works well for one app doesn't have to be the right fit for another.
The strongest acquisition strategies are built around finding channels that complement the existing mix, rather than simply adding more of them, and understanding what each channel can contribute that the core channels may not.
Rewarded UA offers something different from simply adding another place to buy impressions. Users actively choose which apps they want to discover and engage with them through in-app challenges and rewards.
This creates a more direct path between discovery and meaningful post-install engagement than simply putting another ad in front of a potential user.
From Gamelight’s experience, one of the biggest differences is what happens after the install. The campaign isn't built around getting a user to download an app and then hoping they engage.
Users are already choosing to participate in an offer, and their progression through the campaign provides a much clearer view of engagement beyond the initial install. That makes rewarded UA particularly useful for campaigns where long-term user value matters more than simply generating volume.
It also means rewarded UA can complement channels like Meta and Google without trying to replace them. Instead of adding another source of impressions, it adds another way to turn discovery into measurable user engagement.
For publishers, that can make it a valuable part of a broader acquisition strategy, particularly when the goal is to scale while keeping a close eye on the quality and value of the users being acquired.
Once a channel has been identified as a potential fit, the next step is testing it properly. Rather than launching several new channels at the same time, teams can:
A successful test doesn’t have to become a major acquisition source; it can also reveal whether a channel has potential, which audiences respond best, and where it fits within the wider strategy.
Building a more diverse acquisition mix
Diversification means creating a mix where different channels contribute in different ways. Some may provide scale, others may help reach new audiences, while others can offer a different engagement model.
The goal is to build flexibility into the acquisition strategy while continuing to focus on user quality and long-term value.
As apps scale, their acquisition needs to change. The channels that made sense at one stage may not be the channels that unlock the next stage of growth.
Meta and Google will continue to play an important role in mobile UA. But they don’t have to be the beginning and the end of a growth strategy.
For teams ready to expand their acquisition mix, the focus should be less on finding the “next big channel” and more on understanding what their strategy is currently missing.
The right approach is to identify the goal, evaluate channels based on more than acquisition volume, test deliberately, and scale the channels that prove they can bring meaningful value.
Ultimately, the strongest UA strategies aren’t built around a single channel, but around finding the right mix of channels to support sustainable growth.