Current Revenue (Monetisation) Models of Video Gamę Developers
Article Sidebar
Main Article Content
Abstract
This paper aims at exploration of revenue models and recognition of revenue streams currently exploited by video gamę developers. The fact that the monetisation models are fast
changing and expanding in business practice, but fragmentary researched in management science makes them worth consideration. Therefore, different revenue models have been
identified and discussed in the light of the results of desk (literaturę and industry reports review supported by analysis of evidence from global business practice) and field research
(semi-structured interviews with Polish video gamę developers). Using triangulated data it was possible to identify: (1) four revenue models aimed at selling paid games: paid gamę for
order, premium, paid mobile, and subscription; (2) one revenue model aimed at selling free games: freemium; and (3) one revenue model aimed at selling intellectual property rights:
licensing. In a morę detailed perspective, six different revenue models and nine different revenue streams exploited under these revenue models have been revealed and discussed.
The main contribution of the article is the recognition of a wide portfolio of revenue streams and revenue models possible to consider by video gamę developers during decision making
process on the structure of their revenue logie. Additional, theoretical and managerial implications are as follows: development of generał framework of the revenue logie being
integral part of business models, Identification of currently used revenue models by video gamę developers which have been overlooked in prior literaturę (e.g. selling customised games for order or licensing parts of gamę content or gamę components).
Downloads
Article Details
References
2. Baden-Fuller C., Haefliger S., Business Models and Technological Innovation, “Long Rangę Planning” 2013, vol. 46(6), pp. 419-426.
3. Bhargava H.K., Platform Technologies and NetWork Goods: Insights on Product Lannch and Management, “Information Technology and Management” 2014, vol. 15(3), pp. 199-209. Bobrowski M., Rodzińska-Szary R, Socha M., The State ofPolish Video Games Sector, Warsaw2016, http://www.kpt.krakow.pl/wp-content/uploads/2015/09/ Raport_A4_Web.pdf (11.20.2016).
4. Bowman N.D., Joeckel S., Dogruel L., The App Market Has Been Candy Crnshed: Observed and Rationalized Processesfor Selecting Smartphone Games, “Entertainment Computing” 2015, vol. 8, pp. 1-9.
5. Chantepie R, Michaud L., Simon L., Zackariasson R, Video Gamę Business Models and Monetization, “Communication and Strategies” 2014, vol. 94.
6. Davidovici-Nora M., Paid and Free Digital Business Models Innovations in the Video Gamę Indnstry, “Digiworld Economic Journal” 2014, vol. 94, pp. 83-102.
7. deltaDNA, Ad Survey Residts 2016. An In-Depth Study ofln-Game Advertising, https:// deltadna.com/ (11.15.2016).
8. Djaouti D., Alvarez Jessel J.P., Classifying Serious Games: The G/P/S Model, in: Handbook of Research on Improving Learning and Motivation Through Educational Games: Multidisciplinary Approaches, ed. P. Felicia, IGI Global, 2011, pp. 118-136.
9. Falencikowski T., Spójność modeli biznesu: koncepcja i pomiar, CeDeWu, Warsaw 2013.
10. Falencikowski T., Strategia a model biznesu - podobieństwa i różnice, “Prace Naukowe Uniwersytetu Ekonomicznego we Wrocławiu” 2012, no. 260, pp. 80-93.
11. First Motion, Filmby Arhus, Alexandra Institute, Report on Business Models, Value Chains and Business Development Services in the Audiovisual/Creative Industries: Cases ofthe Łódź and Małopolska Provinces and West Denmark, 2011, http://www. lirstmotion.eu (22.10.2016).
12. Gunelius S., Content Marketingfor Dnmmies, John Wiley&Sons, 2011.
13. Hamari J., HannerN., Koivisto J., Service Quality Explains WhyPeople UseFreeminm Services but Not If They Go Premium: An Empirical Study in Free-To-Play Games, “International Journal of Information Management” 2017, vol. 37(1), pp. 1449-1459.
14. Hossain T., Morgan ]., When Do Markets Tip? A Cognitive Hierarchy Approach, “Marketing Science” 2013, vol. 32(3), pp. 431-453.
15. Hsiao K.L., Chen C.C., What Drives In-App Purchase Intention for Mobile Games? An Examination of Perceived Values and Loyalty, “Electronic Commerce Research and Applications” 2016, vol. 16, pp. 18-29.
16. Ip B., Technological, Content, and Market Comergence in the Games Industry, “Games and Culture” 2008, vol. 3(2), pp. 199-224.
17. Lescop D., Lescop E., ExploringMobile GamingRevenues: The Price Tagoflmpatience, Stress and Release, “Digiworld Economic Journal” 2014, vol. 94, pp. 103-122.
18. Marchand A., Hennig-Thurau T., Value Creation in the Video Gamę Industry: Industry Economics, Consumer Benefits, and Research Opportunities, “Journal of Interactive Marketing” 2013, vol. 27(3), pp. 141-157.
19. Marrying Business Design with Gamę Design, https://www.youtube.com/watch?v= jaDzniW604A (17.07.2016).
20. NewZoo, Global Games Market 2016, http://newzoo.com (10.01.2017).
21. Osterwalder A., Pigneur Y., Business Model Generation: A Handbook for Visionaries, Gamę Changers, and Challengers, John Wiley&Sons, 2010.
22. Parmentier G., Gandia R., Managing Sustainable Innovation with a User Community Toolkit: The Case ofthe Video Gamę Trackmania, “Creativity and Innovation Management” 2013, vol. 22(2), pp. 195-208.
23. Payne M.T., Steirer G., Redesigning Gamę Industries Studies, “Creative Industries Journal” 2014, vol. 7(1), pp. 67-71.
24. Proceedings of the 4th Seminar on Research Trends in Media Informatics, Institute of Media Informatics Ulm University, 2012, pp. 40-41, https://oparu.uni-ulm.de
(7.11.2016) .
25. Rajala R., Rossi M., Tuunainen V.K., A Framework for Analyzing Software Business Models, “European Conference on Information Systems (ECIS) Proceedings” 2013, pp. 1614-1627, http://bls.buu.ac.th/~se888351/2556/20030126.pdf (12.10.2015).
26. Rayna T., Striukova L., 'Few to Many’: Change of Business Model Paradigm in the Video Gamę Industry, “Digiworld Economic lournal” 2014, vol. 94, pp. 61-81.
27. Sawyer B., Smith P., Serions Games Taxonomy, Presentation during Gamę Developer Conference 2008, http://goo.gl/xclZX (13.07.2016).
28. SuperData, De-Risking Gamę Development in the Digital Era, www.superdataresearch. com (17.11.2016).
29. SuperData, Eastern Enrope Digital Gamę Market 2014, www.superdataresearch.com
(17.11.2016) .
30. SuperData, Global Games Market Report - 2015. Entering the Next Era ofInteractive Entertainment, www.superdataresearch.com (17.11.2016).
31. SuperData, Payment Preferences of Digital Gamers. Global Payment Methods Sc Brands. Industry Trends ScAnalyses, 2016, www.superdataresearch.com (17.11.2016).
32. SuperData, The Mobile Market, August 2014, www.superdataresearch.com (18.11.2016).
33. Teece D.J., Business Models, Business Strategy and Innovation, “Long Rangę Planning” 2010, vol. 43 (2-3), pp. 172-194.
34. Voigt S., Hinz O., NetWork Effects in Two-Sided Markets: Why a 50/50 User Split Is Not Necessarily Revenue Optimal, “Business Research” 2015, vol. 8(1), pp. 139-170.
35. Waldner F., Zsifkovits M., Heidenberger K., Are Service-Based Business Models of the Video Gamę Industry Blueprints for the Musie Industry? “International lournal of Services, Economics and Management” 2013, vol. 5(1), pp. 5-20.
36. Zagai J.P., Bjork S., Lewis C., Dark Patterns in the Design of Games, in: Foundations of Digital Games 2013, http://soda.swedish-ict.se/5588/ (15.11.2016).