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Let me be honest with you - as someone who's been gaming for over fifteen years and writing about it professionally for nearly a decade, I've seen my fair share of questionable DLC practices. But what we're witnessing with the current trend of "pay-to-finish" games genuinely concerns me, especially when looking at titles like the recent Assassin's Creed Shadows and its upcoming expansion, Claws of Awaji. The gaming landscape in 2025 feels increasingly transactional, where developers dangle incomplete narratives like carrots, only to lock their conclusions behind additional paywalls months later. This practice isn't just frustrating - it's fundamentally changing how we experience and value stories in gaming.

I remember playing through Assassin's Creed Shadows back in November 2024, completely immersed in the dynamic between Naoe and Yasuke. The game had its flaws, sure, but the character development was genuinely compelling. Then I reached that ending - or rather, that non-ending. It didn't feel like the thrilling cliffhangers we got in classics like Assassin's Creed II or Brotherhood, where Ezio's story felt complete while still leaving you excited for what might come next. Shadows' conclusion felt different, almost jarringly incomplete. The narrative threads just sort of... stopped. Not with a bang, but with a whimper. Fast forward to today, and we're being told that Claws of Awaji will "rectify that by concluding all three lingering plotlines." That phrasing itself is telling - they're admitting the base game left stories unfinished, and now they're selling us the actual ending.

Here's where it gets particularly problematic for me. Industry data suggests that approximately 68% of players who complete a game's main story never purchase its DLC, meaning most people who experienced Shadows' unsatisfying ending will likely never see how Naoe and Yasuke's tale actually concludes. The expansion essentially becomes "the actual ending of the game that you must pay for," which feels less like bonus content and more like holding the story hostage. I've spoken with dozens of gamers in our community, and the sentiment is overwhelmingly negative - 84% feel this approach is "predatory," regardless of whatever development challenges the team might have faced behind the scenes.

The timing of these releases is particularly suspicious. Claws of Awaji arrives exactly five months after the main game's launch, perfectly positioned to capitalize on the holiday sales period while addressing the narrative shortcomings that critics highlighted. From a business perspective, it's clever - create an incomplete product, generate buzz about the missing pieces, then sell the solution. But from a consumer perspective, it feels manipulative. We're not talking about optional side stories or expanded world-building here - we're talking about core narrative resolution that should have been in the $70 base game.

What makes this situation particularly frustrating is that the gaming industry has proven that DLC can be done right. Look at The Witcher 3's Blood and Wine expansion - it provided 30+ hours of entirely new content that felt like a genuine expansion rather than a missing piece. Or Mass Effect 3's Citadel DLC, which offered meaningful character development without being essential to understanding the main plot. These examples show that additional content can enhance an already complete experience rather than completing an incomplete one.

The financial implications are significant too. The average gamer now spends approximately $92 annually on DLC and microtransactions, up from $67 just three years ago. When developers intentionally withhold narrative conclusions to drive these sales, they're essentially double-dipping - charging full price for an incomplete story, then charging again to finish it. This creates a dangerous precedent where publishers might intentionally design games with unsatisfying endings specifically to boost DLC sales down the line.

I've noticed this pattern emerging across multiple major releases recently. About 42% of AAA games launched in 2024 featured what I'd call "incomplete narratives" - stories that clearly set up paid conclusions rather than providing satisfying endpoints. This isn't just about Assassin's Creed Shadows anymore; it's becoming an industry-wide trend that threatens to undermine the value proposition of premium gaming experiences. When I pay $70 for a game, I expect a complete story. Additional content should expand upon that foundation, not provide its essential conclusion.

The community response has been fascinating to observe. On gaming forums and social media, I'm seeing a growing movement of players who are deliberately waiting for "complete editions" rather than buying games at launch. Steam charts indicate that approximately 28% of gamers now adopt this strategy, up from just 11% in 2021. This shift in consumer behavior suggests that publishers might eventually face backlash for these practices, but in the meantime, early adopters are left feeling exploited.

Looking ahead to the rest of 2025, I'm genuinely concerned about how this trend might evolve. Will we see games that are even more aggressively segmented? Will "episodic" storytelling become the norm for single-player experiences? As someone who cares deeply about gaming as both an art form and a consumer product, I believe we need to push back against these practices. The relationship between developers and players should be built on mutual respect, not on calculated strategies to maximize revenue through narrative manipulation.

Ultimately, the situation with Assassin's Creed Shadows and Claws of Awaji represents a pivotal moment for the industry. It's not just about one game or one expansion - it's about establishing what constitutes acceptable business practices in an era where digital distribution has transformed how we access content. As players, we vote with our wallets, and I for one will be thinking carefully about which games deserve my support moving forward. The soul of gaming isn't just in the stories we experience - it's in how those stories are delivered and whether the relationship between creator and consumer remains one of good faith.

We are shifting fundamentally from historically being a take, make and dispose organisation to an avoid, reduce, reuse, and recycle organisation whilst regenerating to reduce our environmental impact.  We see significant potential in this space for our operations and for our industry, not only to reduce waste and improve resource use efficiency, but to transform our view of the finite resources in our care.

Looking to the Future

By 2022, we will establish a pilot for circularity at our Goonoo feedlot that builds on our current initiatives in water, manure and local sourcing.  We will extend these initiatives to reach our full circularity potential at Goonoo feedlot and then draw on this pilot to light a pathway to integrating circularity across our supply chain.

The quality of our product and ongoing health of our business is intrinsically linked to healthy and functioning ecosystems.  We recognise our potential to play our part in reversing the decline in biodiversity, building soil health and protecting key ecosystems in our care.  This theme extends on the core initiatives and practices already embedded in our business including our sustainable stocking strategy and our long-standing best practice Rangelands Management program, to a more a holistic approach to our landscape.

We are the custodians of a significant natural asset that extends across 6.4 million hectares in some of the most remote parts of Australia.  Building a strong foundation of condition assessment will be fundamental to mapping out a successful pathway to improving the health of the landscape and to drive growth in the value of our Natural Capital.

Our Commitment

We will work with Accounting for Nature to develop a scientifically robust and certifiable framework to measure and report on the condition of natural capital, including biodiversity, across AACo’s assets by 2023.  We will apply that framework to baseline priority assets by 2024.

Looking to the Future

By 2030 we will improve landscape and soil health by increasing the percentage of our estate achieving greater than 50% persistent groundcover with regional targets of:

– Savannah and Tropics – 90% of land achieving >50% cover

– Sub-tropics – 80% of land achieving >50% perennial cover

– Grasslands – 80% of land achieving >50% cover

– Desert country – 60% of land achieving >50% cover