DOCSLIB.ORG

Gaming As a Service (Gaas)

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Gaming As a Service (Gaas) Gaming as a Service (GaaS) Investigating if GaaS is a business model or strategy, the potential definition and design and its long- term strategic impact by Timothy Guiney and Ning Xu June 2019 Master’s Programme in International Strategic Management, BUSN09 Degree Project Word Count: 23009 Supervisor: Devrim Göktepe-Hultén Abstract Gaming as a Service is not defined in existing research. The lack of a formal definition leads to an ambiguity betWeen its function as a business model and the long-term strategy of the firm. The purpose and aim of this study is to investigate the definition of GaaS business model, distinguishing its function from the strategy. Furthermore, the key components of the model are established based on those identified by previous scholars. To investigate this, a qualitative research approach was chosen and a multiple case study of four companies engaged in the development of video games was conducted. The analysis of the findings was further verified through secondary data collection. The data collected from four in-depth intervieWs were analysed and combined to compare and contrast the findings from the selected case companies. The empirical findings suggest that the essence of the GaaS business model is to capture customer value and achieve a long-term relationship with the user community. The components of this model are identified with the purpose of delivering the value. Hence, Gaming as a Service is a value centric business model separate from strategy. Moreover, one can conclude that the strategic impact of GaaS could be influenced and developed by further technology innovation in the video game industry. Keywords: Strategic management, Business Model Innovation, Video Game Industry, Gaming as a Service, Business Model Design, Business Model Components, Business model for technology, GaaS i Acknowledgements We want to thank everyone who supported and made contributions to our thesis during the period of writing. The comments, suggestions, inspirations and creative opinions provided are much appreciated. Firstly, we would like to express our sincere gratitude to our thesis supervisor Devrim Göktepe-Hultén, for her guidance, support and advice throughout the thesis process. Secondly, we would like to express our sincerest gratitude to Andreas Johnsson, David Polfeldt, Qiyue Hao and Dennis Brannvall for taking their time and effort to contribute to our research. Thirdly we would like to thank Matts Kärreman for his support throughout the ISM programme. Finally, we would like to extend our gratitude to friends and family for the support shown during the thesis writing process. ii Table of Contents 1 Introduction ...................................................................................................................... 1 1.1 Hybrid model in the video game industry .................................................................. 1 1.2 Video game background and initial business models ................................................ 2 1.3 Gaming as a Service (GaaS) in gaming industry ....................................................... 4 1.3.1 Enabling Technology and GaaS Methods .............................................................. 5 1.3.2 Development of GaaS methods .............................................................................. 5 1.3.3 GaaS and the impact for consumers and organizations .......................................... 6 1.4 Aims, Objectives and Problem Statement .................................................................. 8 1.5 Research Purpose and Research Questions ................................................................ 9 1.6 Research Limitations ................................................................................................ 10 2 Literature Review ........................................................................................................... 12 2.1 Business Model and Strategy ................................................................................... 12 2.2 Business model Definitions ...................................................................................... 14 2.3 Business Model Design and Components ................................................................ 19 2.4 Business Model Innovation ...................................................................................... 30 2.5 Business models and Technology ............................................................................ 33 2.6 Summary of Literature ............................................................................................. 35 3 Methodology ................................................................................................................... 36 3.1 Research Approach .................................................................................................. 36 3.2 Research Design ....................................................................................................... 37 3.2.1 Case Design .......................................................................................................... 37 3.2.2 Data Collection Method ....................................................................................... 38 3.2.3 Data Collection ..................................................................................................... 38 3.2.4 Case selection ....................................................................................................... 39 3.3 IntervieW design ....................................................................................................... 40 3.4 Data Analysis ........................................................................................................... 41 3.5 Validity and Reliability ............................................................................................ 41 3.6 Ethical considerations .............................................................................................. 42 4 Empirical Findings ......................................................................................................... 43 4.1 Secondary Data Collection ....................................................................................... 43 4.2 Multiple Case analysis ............................................................................................. 46 4.2.1 Case company overvieW ....................................................................................... 48 4.2.2 Definitions of Gaming as a Service ...................................................................... 50 iii 4.2.3 Business models and strategic choices ................................................................. 53 4.2.4 Opinions on GaaS ................................................................................................. 59 4.2.5 Long term developments and impact of GaaS ..................................................... 63 5 Discussion and Conclusion ............................................................................................ 68 5.1 Distinguishing GaaS business model and Strategy .................................................. 68 5.2 The key components of Gaming as a Service .......................................................... 70 5.2.1 Customer value proposition ................................................................................. 70 5.2.2 Profit formula ....................................................................................................... 71 5.2.3 Key resources ....................................................................................................... 72 5.2.4 Key processes ....................................................................................................... 73 5.3 Conceptual definition of Gaming as a Service ......................................................... 74 5.4 Impact and development of the GaaS business model ............................................. 75 6 Conclusion ....................................................................................................................... 77 Reference ................................................................................................................................. 78 Appendix A ............................................................................................................................. 84 Appendix B .............................................................................................................................. 86 iv List of Tables Table 1: Definitions of scholars mentioned in literature section 2.2 (pg. 18) Table 2: Components of the business model (pg. 23) Table 3: Gaming revenue of leading public companies worldwide from 2014 to 2017 (pg. 44) Table 4: Case companies overvieW (pg. 47) Table 5: Definitions of GaaS provided from the four case companies (pg. 52) Table 6: Business Model and Strategic Focus of case companies (pg.58) Table 7: Summary of opinions on GaaS from case study (pg.62) v List of Figures Figure 1: The evolution of business model (pg. 19) Figure 2: Value of the global video market from 2012 to 2019 (pg.44) vi 1 Introduction In the following chapter, the hybrid model betWeen product and services is introduced. Secondly, the background of video games and initial business models is illustrated. Thirdly the topic of our study, Gaming as a Service is explained in detail. An overvieW of the research problem is presented with the purpose of the research. Furthermore, the research
Load more

Recommended publications
  • Redeye-Gaming-Guide-2020.Pdf
    REDEYE GAMING GUIDE 2020 GAMING GUIDE 2020 Senior REDEYE Redeye is the next generation equity research and investment banking company, specialized in life science and technology. We are the leading providers of corporate broking and corporate finance in these sectors. Our clients are innovative growth companies in the nordics and we use a unique rating model built on a value based investment philosophy. Redeye was founded 1999 in Stockholm and is regulated by the swedish financial authority (finansinspektionen). THE GAMING TEAM Johan Ekström Tomas Otterbeck Kristoffer Lindström Jonas Amnesten Head of Digital Senior Analyst Senior Analyst Analyst Entertainment Johan has a MSc in finance Tomas Otterbeck gained a Kristoffer Lindström has both Jonas Amnesten is an equity from Stockholm School of Master’s degree in Business a BSc and an MSc in Finance. analyst within Redeye’s tech- Economic and has studied and Economics at Stockholm He has previously worked as a nology team, with focus on e-commerce and marketing University. He also studied financial advisor, stockbroker the online gambling industry. at MBA Haas School of Busi- Computing and Systems and equity analyst at Swed- He holds a Master’s degree ness, University of California, Science at the KTH Royal bank. Kristoffer started to in Finance from Stockholm Berkeley. Johan has worked Institute of Technology. work for Redeye in early 2014, University, School of Business. as analyst and portfolio Tomas was previously respon- and today works as an equity He has more than 6 years’ manager at Swedbank Robur, sible for Redeye’s website for analyst covering companies experience from the online equity PM at Alfa Bank and six years, during which time in the tech sector with a focus gambling industry, working Gazprombank in Moscow he developed its blog and on the Gaming and Gambling in both Sweden and Malta as and as hedge fund PM at community and was editor industry.
    [Show full text]
  • Hardware & Esports at the Core Of
    Hardware & Esports at the Core of 1. The mobile gaming 4 opportunity 2. Immersion and competition are key 9 trends 3. Hardware facilitates 20 and drives mobile trends Fast-rising hardware capabilities facilitate new game formats COMPETITIVE FREE-TO-PLAY Competitive mobile games and mobile esports MULTIPLAYER GAMES AS A SERVICE continue to rise in popularity, taking an increasing share of gamers’ time and money. With new cross- IMPROVED platform innovations, mobile gamers now have the HARDWARE possibility to play and compete directly with PC and IMMERSIVE console gamers. At the same time, mobile games SINGLE PLAYER SPECIFICATIONS have become more immersive, offering realistic and engrossing game environments and experiences. The convergence of these two trends, made possible by fast-rising hardware capabilities, has paved the way MAXIMUM for new game genres such as battle royale to emerge GAMING and thrive. EXPERIENCE In this report, we explore the mobile gaming opportunity and how the desire for increasingly core, competitive, and sophisticated experiences on mobile has led hardware brands such as Razer and Asus to release dedicated mobile gaming devices. PAY-TO-PLAY © 2018 NEWZOO GAMES AS A PRODUCT MAXIMUM VIEWING JELLE KOOISTRA EXPERIENCE Head of Market Analysts © Newzoo 2018 3 1. THE MOBILE GAMING OPPORTUNITY Global games market revenue forecast | Per device and segment MOBILE PC $70.3Bn $32.9Bn +25.5% YoY +1.6% YoY 3% 24% TABLET GAMES 10% BROWSER PC GAMES $13.9Bn 21% $4.3Bn Mobile games will account for +13.1% YoY -13.9% YoY 2018 TOTAL BOXED/ (SMART)PHONE 51% $137.9Bn DOWNLOADED GAMES PC GAMES +13.3% of the global $56.4Bn 41% YoY $28.6Bn games market this year.
    [Show full text]
  • Digital Distribution and Games As a Service
    Science and Technology Law Review Volume 16 Number 1 Article 14 2013 Digital Distribution and Games as a Service Marco Mereu Patrick Hudson Steve Nix J. J. Richards Follow this and additional works at: https://scholar.smu.edu/scitech Recommended Citation Marco Mereu et al., Digital Distribution and Games as a Service, 16 SMU SCI. & TECH. L. REV. 25 (2013) https://scholar.smu.edu/scitech/vol16/iss1/14 This Article is brought to you for free and open access by the Law Journals at SMU Scholar. It has been accepted for inclusion in Science and Technology Law Review by an authorized administrator of SMU Scholar. For more information, please visit http://digitalrepository.smu.edu. Digital Distribution and Games as a Service SYMPOSIUM PANEL I Panelists Mr. Marco Mereu, uCool Mr. Patrick Hudson, Robot Entertainment Mr. Steve Nix, GameStop Mr. JJ Richards, MOGA Dean John Attanasio: Good morning. My name is John Attanasio, and I am Dean of the SMU Dedman School of Law.' It is my pleasure to welcome you here this morn- ing. The law school has a very rich intellectual life, not only in the class- room, but also outside the classroom. On January 28-29, 2013, Justice Antonin Scalia visited SMU as a Dis- tinguished Jurist in Residence.2 Our own Professor Bryan Garner joined him on January 28 in presenting their book3 to a sold-out audience.4 This is our fifth time doing this event. It is one of my favorite events of the year, in part because it is always a very rich conference, but mostly because I am an avid gamer myself.
    [Show full text]
  • Emerging Trends in Games-As-A-Service
    Emerging Trends in Games-as-a-Service Atul Bagga Senior Research Analyst, Lazard Capital Markets Agenda • Games-as-a-Service – Lines blurring between platforms; Tablets, Set-top boxes – Innovation by startups • Virtual Goods – Perfect Price Discrimination – Enhance Community/Curb Piracy – Higher quality of earning (a) Predictability, (b) Lifetime Value • Social Games – Vertical Games – Monetization (a) Conversion, (b) Advertising – Platforms dedicated for games • Mobile Games – Rise of persistent games – Mobile an extension of other platforms – Dominated by a few? Agenda • Games-as-a-Service – Lines blurring between platforms; Tablets, Set-top boxes – Innovation by startups • Virtual Goods – Perfect Price Discrimination – Enhance Community/Curb Piracy – Higher quality of earning (a) Predictability, (b) Lifetime Value • Social Games – Vertical Games – Monetization (a) Conversion, (b) Advertising – Platforms dedicated for games • Mobile Games – Rise of persistent games – Mobile an extension of other platforms – Dominated by a few? Top Companies By Revenue CAGR (2008-2010) 4 Top Companies By Revenue CAGR (2008-2010) 80% Gree Inc. 70% DeNA Co. Ltd. Zoo Entertainment Inc. 60% Gamevil Inc. Perfect World Co. Ltd. 50% mixi Inc. 40% NHN Corp. NetDragon Websoft Inc. 30% Tencent Holdings Ltd. 20% Neowiz Games Corp. Revenue CAGR (2008-2010) CAGR Revenue NCsoft Corp. 10% Netease.com Inc. ADS Changyou.com Ltd. 0% Kingsoft Corp. Ltd. 0% 20% 40% 60% Gameloft S.A. EBIT Margin Source: FactSet 5 Enterprise Value/Sales Multiple U.S. Video Game Companies Shares
    [Show full text]
  • The Business of Video Games Report
    The Business of Video Games Report About DFC Intelligence’s The Business of Video Games Report The Business of Video Games report consists of two pdf documents 1) a 140-slide presentation created in Microsoft PowerPoint and 2) a 180-page report created in Microsoft Word. These documents each contain very different looks at the game industry but use the same set of underlying data and key assumptions. As a business overview, this report does not focus heavily on raw numbers and data. Instead it is a more qualitative analysis of the game industry providing context around major historical and anticipated trends. DFC Intelligence provides plenty of industry data and detailed forecasts but it is important that those forecasts do not exist in a vacuum. The data only tells part of the story and this report looks to fill in the story behind the data. This report is a designed to provide a high-level overview of the general game industry size and how the game industry works across its entire value chain. There is a focus on the role of major industry players from hardware manufacturers to distributors and content developers. A great deal of the focus is on who makes the money when a consumer buys a video game. Published by DFC Intelligence www.dfcint.com 858.834.4340 1 ©2018 DFC Intelligence. The Business of Video Games Report The Business of Video Games PowerPoint Summary • PowerPoint Outline – Executive Summary (Slides 3-10): An overview of market size and general segmentation – Industry Value Chain (Slides 11-15): This is a high level introduction
    [Show full text]
  • The Video Games Market How Has the Video Games Market Evolved Over the Last Few Years? Easier to Play in Short Bursts, When Time Allows
    Edison Explains The video games market How has the video games market evolved over the last few years? easier to play in short bursts, when time allows. This has helped drive a proliferation of smaller teams of ‘indie’ How is the video games developers alongside the established players. industry organised? Finally, supported by the digital model, the concept of The games industry is diverse and community-centric games-as-a-service (GaaS) has caught sprawling, having been globalised hold. and swept along by mobile and digital waves over the past 20 years. GaaS sees a title released into a playing community that gives constant feedback to that community, with a This has introduced some complexity to the traditional developer responsive to the needs of the community and model. Even so, games companies are still commonly split its preferences. This responsiveness provides support for between developers (content creators), publishers an initial release with additional paid-for downloadable (finance, marketing and promotion) and distributors (high content, extending the lifetime and revenues of the game. street and online retail). Is the video games industry still subject to Most larger studios develop and publish games, handling its traditional console cycle? the entirety of game production. As ventures have grown larger, outsourcing specialists such as Keywords Studios, The games industry has traditionally been resilient to Moonwalk Audio and Sumo Group have grown to support broader macroeconomic cycles, but has been subject to its more complex projects. own console cycle. As for retail, digitisation has split the sector into online The console cycle, typically six to eight years long, is the platforms and bricks-and-mortar stores.
    [Show full text]
  • Monetizing Digital Media: Trends, Key Insights and Strategies That Work
    1 Monetizing Digital Media: Trends, Key Insights and Strategies that Work Table of Contents ACKNOWLEDGEMENTS!...................................................................................................................!3! INTRODUCTION!..................................................................................................................................!4! 1. PREAMBLE!.............................................................................................................................................!4! 2. APPROACH AND METHODOLOGY!...........................................................................................................!4! 3. STRUCTURE OF THIS REPORT!...............................................................................................................!4! A. A GENERAL OVERVIEW OF THE MONETIZATION OF DIGITAL MEDIA!...............................!5! 1. PREAMBLE!.............................................................................................................................................!5! 2. MONETIZATION MODELS!........................................................................................................................!5! 2.1 Key Monetization Models!............................................................................................................!5! 2.2 Video Games Industry Innovation in Monetization!..................................................................!7! 2.3 The Prominence of the Freemium Model!.................................................................................!9!
    [Show full text]
  • FTC Inside the Game: Unlocking the Consumer Issues Surrounding Loot Boxes Workshop Transcript Segment 1
    Inside the Game: Unlocking the Consumer Issues Surrounding Loot Boxes – An FTC Workshop August 7, 2019 Segment 1 Transcript MARY JOHNSON: Good morning, everyone. My name is Mary Johnson. I'm an attorney in the division of Advertising Practices in FTC's Bureau of Consumer Protection. Thank you for your interest in today's topic, "Consumer Issues Related to Video Game Loot Boxes and Microtransactions." Before we get started with the program, I need to review some administrative details. I don't have a catchy video to hold your attention, so please listen carefully. Please silence any mobile phones and other electronic devices. If you must use them during the workshop, please be respectful of the speakers and your fellow audience members. Please be aware that if you leave the Constitution Center building for any reason during the workshop, you will have to go back through security screening again when you return. So bear this in mind and plan ahead, especially if you are participating on a panel, so we can do our best to remain on schedule. If you received a lanyard with a plastic FTC event security badge, please return your badge to security when you leave for the day. We do reuse those for multiple events. So now some important emergency procedures. If an emergency occurs that requires evacuation of the building, an alarm will sound. Everyone should leave the building in an orderly manner through the main 7th Street exit. After leaving the building, turn left and proceed down 7th Street to E Street to the FTC emergency assembly area.
    [Show full text]
  • Free-To-Play Games Between Good and Evil: the Case of Rewarded Video Ads Alesja Serada European Humanities University in Vilnius
    The Philosophy of Computer Games Conference, Kraków 2017 Free-to-Play Games Between Good and Evil: the Case of Rewarded Video Ads Alesja Serada European Humanities University in Vilnius Introduction Luckily or not, the main subject of my study has spoken for itself once again since the initial draft of this paper had been submitted. Even though we don’t have time today for the infamous case of loot boxes, I would rather surely expect that so-called ‘rewarded ads’ have the potential to become the next big controversy in free-to-play games after the gambling problem is legally regulated. Watching rewarded ads is presented by game marketers as players’ own choice. Still, I argue that it is a form of exploitation because, eventually, it takes away agency from the player. Firstly, I present the current state of criticism of free-to-play games. Then, I reveal exploitation in so-called ‘good’ free-to-play games that are based on rewarded ads. In the third part, I problematize negative assessment of exploitation. Finally, I make my own assessment of exploitation in case of rewarded video ads. The Unneccessary Evil Due to critical stance of academics such as Ian Bogost, with his rhetoric of 'exploitationware' and ‘shit crayons’ (Bogost 2011), it is a hard job to discuss exploitative game design analytically and in a reasonable manner. Most critical articles about free-to-play games simply list marketing techniques used in them as arguments for these games being ‘evil’. Meanwhile, proponents of gamification propose to implement the same manipulative techniques for the greater good: in education software, work management and healthcare.
    [Show full text]
  • A Message to Our Shareholders
    A Message to Our Shareholders Yosuke Matsuda President and Representative Director 02 Thank you for your continued support of the Square Enix Group. With your support, we made the fiscal year ended March 2017 one of record net sales, operating income, recurring income, and net income, successfully fortifying our foundation for further growth. I am pleased to take this opportunity to describe conditions in each of our business segments and our plans for the way forward. Business Segment Overview Digital Entertainment Business Segment In the fiscal year ended March 2017, the Digital Entertainment Business Segment posted net sales of ¥199 billion and operating income of ¥33.3 billion, with both figures representing year-on-year growth. In the HD (High-Definition) Games sub-segment, major titles such as “FINAL FANTASY XV,” “Rise of the Tomb Raider” for PlayStation®4, “Deus Ex: Mankind Divided,” and “NieR:Automata” made major contributions to earnings. We released “FINAL FANTASY XV,” the latest series title in the FINAL FANTASY franchise, simultaneously in all markets on November 29, 2016. Thanks to your support, the title has been a major global hit enjoyed by gamers the world over. Since the game’s launch, we have released DLC (downloadable content) and updates to ensure its many fans can continue to play it over the long term. In the case of “Rise of the Tomb Raider,” we first released versions for Xbox One and Xbox 360 followed by Windows in the fiscal year ended March 2016, before making it available for PlayStation®4 in the fiscal year ended March 2017.
    [Show full text]
  • Acceptance of In-App and In-Game Purchases 1 Philipp Christian Lohsep 1 P Andrássyp University Budapest, Hungary Email: [email protected]
    International Journal of Scientific Engineering and Applied Science (IJSEAS) – Volume-6, Issue-6, June 2020 ISSN: 2395-3470 www.ijseas.com Acceptance of In-App and In-Game purchases 1 Philipp Christian LohseP 1 P AndrássyP University Budapest, Hungary Email: [email protected] Abstract The digital gaming business has changed in the last years. Digital games are games as a service. Some people see a connection between games as service or freemium as monetization method and gambling. This paper comes to the conclusion, that the public acceptance of In-App and In-Game purchases is actually very high. The acceptance in mobile digital games is higher compared to stationary digital games. The social connections to other people inside the game and the nudges of a digital game concerning In-App or In-Game purchases also have an impact on the acceptance of In-App or In-Game purchases. Keywords: Freemium; Digital Gaming; Survey; Acceptance; In-App purchases; In-Game purchases INTRODUCTION Subject of this paper is the statistical analysis of the acceptance of In-App or In-Game purchases in mobile digital games of people from Germany, Hungary, South Africa, Thailand, the United Kingdom and the United States of America. Digital games in general were often disputed in the last years [1] [2] [3] [4] [5] [6] [7] [8]. In the context of this paper digital games are treated as fully digital goods in the sense of Stelzer’s definition. According to Stelzer, digital goods are „immaterial ways to satisfy needs that can be developed, distributed or applied through an information system.
    [Show full text]
  • Xsolla In-Game Store
    WHYGAME YOUR COMMERCE NEXT RELEASE ESSENTIALS NEEDS AN IN-GAME STORE WHY YOU SHOULD ADD AN IN-GAME STORE TO YOUR PUBLISHED OR UPCOMING VIDEO GAME The current video game development landscape makes it challenging for both developers and publishers to thrive. Not only have recent development and production costs gone through the proverbial roof, but there is also more competition in the marketplace now than ever before. Ironically, both conditions are a result of gamers' increased quality expectations and all the perpetual tech updates for PCs, consoles, and mobile devices. When a developer or publisher launches a video game into the wild, they're really just taking a leap of faith. Will they become one of the successful few, or will their work disappear into the sea of new releases? Armed with the right game commerce strategy, any studio has the potential to transform a passion project into quite a successful business venture, as well. A cornerstone of such a successful strategy is the in-game store. This is because integrating an in-game economy provides added value to the players and generates additional revenue for the studio. RUN YOUR OWN BRANDED IN-GAME STORE [email protected] xsolla.com 1 WHY YOUR NEXT RELEASE NEEDS AN IN-GAME STORE WHAT IS AN IN-GAME STORE? An in-game store is just what it sounds like: a marketplace within a game where developers and publishers can sell digital items to players. Digital items can be anything, such as: • cosmetic only, like character skins, animated emotes, or pets • unique items, only obtainable through the store • virtual currencies, used only inside the game • XP boosters • battle passes, or season passes • entirely new content, such as DLC and expansions • bundles, which can include a mix of currencies and items • subscriptions RUN YOUR OWN BRANDED IN-GAME STORE [email protected] xsolla.com 2 WHY YOUR NEXT RELEASE NEEDS AN IN-GAME STORE This in-game economy creates a direct relationship between the company behind the game and its players, allowing both casual gamers and fans to support the business.
    [Show full text]