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GAMELOFT BUSINESS MODEL
Transcript of GAMELOFT BUSINESS MODEL
operator commercial service provision
hosting service provision
different channels of download
provides different channels for downloads
provides games to distribute
select the games that suit their customers
strategy and simulation
brain and training
board and card
blackberry phones and playbook
produce game title
command to game server
contracts for different platform
efficient way of game distribution concepts
Gameloft games are developed internally and nothing is outsourced to third party developers.
The controls the quality of it production throughout the entire process.
They ensure are available to the largest number of customers possible.
Follow trend and uptodate prices
Gameloft’s strategy at the moment is freemium.
United Kingdom government issues tax breaks regulation for game developers who create video game about United Kingdom
Developers do take into account ethical issues with race, gender and religion
High speed internet and high performance devices
Database (cloud): Therefore physical products are not necessary anymore ( mobile application) example Nokia Ngage
Age and content restrictions
Privacy and copyright law
PORTERS FIVE FORCES
Entry barriers are low but not everyone can make profit
Supplier power is high and they take advantage of the market knowledge
Power of buyer is high because there are different games in the market
Threat of substitutes is high
Rivalry among existing competitors is high
Porters five forces does not completely take into account the new
business models and the market dynamics that have emerged
through the rise of the internet. (Recklies, 2001).
• Increase in disposable income
• Favourable Demographics
• Cost competitiveness
• Increasing Mobile and PC Penetration
• High Piracy (torrent)
• High price rate compared to different
• Merchandizing (Mercedes Benz)
• Evolving technology
CORE COMPETENCY/ POSITIONING
Several version of games than other companies
Provide games for all platforms
Positioning- Market leader
• The above porters five forces has given an understanding of the mobile gaming industry
• Therefore porters five forces should not be presented as a final answer as to how companies should position itself in the industry, but rather as an objective description of the mobile gaming industry
• This shows that the mobile gaming industry is not an attractive industry due
to high rivalry, low entry barriers, high threat of substitutes and high buyer
• Only the low supplier power is an advantage in the industry. Therefore, if a
company wants to stay in this industry, it should focus on differentiating its
products or service, thus making it easier to keep customers.
• By offering a unique product, the customers have an incentive to stay with
the company and not switch to one of the many other undifferentiated
products of the competitors.
• Challenges at the first time
Choosing the right company
Rasheedah was ill
Finding useful information
• Communication mode
Focus on the requirement of Group work
Apply the theory to firm situation
The important thing was to be patient and listen to others’ opinions and share the knowledge.
Aguliar F.J.(1967), Scanning the Business Environment, Macmillan
Cadle, J., Paul, D. & Turner, P. (2010), Business Analysis Techniques, 72 Essential Tool for Success, BCS The Chartered Institute for IT
• Downes L. 1998. Beyond Porter. Referred to in 23.5.2013. http://www.libyaf
John, G., Whittington, R. and Scholes, K (2009), Exploring Corporate Strategy with MyStrategyLab, Financial Times/Prentice Hall.
Kotler, P., Keller, K.L, Brady, M., Goodman, M., & hansen, T. (2009), Marketing Management, Pearson Education
• Porter M.E. 2008. The Five Competitive Forces That Shape Strategy. Harv
ard Business Review, January.
BUSI48025: Strategy in the International Enviroment
ABUBAKAR SAFIYA ZAKARI N0483532
TEJANANT DENRIT N0476367
JIMOH RASHIDAT N0474756
BUSINESS CASE STUDY
• A PIONEER IN DEVELOPING GAMES FOR MOBILE
PLATFORMS, CREATED IN 1999
• A DIVERSE LINEUP OF OVER 500 GAMES FOR MORE THAN
1,000 PHONE AND TABLET MODELS
• 1 MILLION GAMES DOWNLOADED EVERY DAY BY A LOYAL
COMMUNITY OF PLAYERS
• 5,000 EMPLOYEES IN 25 DEVELOPMENT STUDIOS AND 40
SALES OFFICES AROUND THE WORLD
• A SALES FIGURE OF 208.3 MILLION EUROS IN 2011, WHICH
MORE THAN DOUBLED IN 5 YEARS
• Maintain Excellent Networking, Connectivity and relationship with all Telecom and movie companies
• Introducing some discounting offers/winning coupon based offers for the
purchase of games
• Creating a diversified, high quality catalogue of downloadable games in house
• Making catalogue available on the largest number of platforms
• Long term contract with movie licencing
• Implement the most extensive distribution in the world
• Run Various Ad Campaigns;
• 1. SMS Marketing (Within a Specific Age Group)
• 2. Print Media
• 3. Internet/Online Marketing
• 4. To Participate in various Trade Fairs and even also conduct Fairs (Game Fairs)
• Invest more in gaming engine