STRATEŠKA ODRŽIVOST „FREE-TO-PLAY“ POSLOVNOG MODELA RAZVOJA MOBILNIH IGARA
DOI:
https://doi.org/10.24867/11GI11SavinKeywords:
Poslovni model, Free-to-Play, Mobilne igre, Konkurentna prednostAbstract
The video game industry is one of the few participants in the global market, which continuously follows the growth trend. One of the most commonly implemented business models in today's mobile game industry is Free-to-Play (F2P). With this model, the game is offered for free, with the option to purchase functional and decorative props within the application. The aim of this paper is to draw conclusion about the success factors of the F2P business model and its sustainability in the future by analysing existing industry data, the mechanics of the game Homescapes, as well as conducting a survey by active users of this type of games and employees of Playrix.
References
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[15] Sensor Tower. “Homescapes”. https://sensortower.com/ios/us/playrix/app/homescapes/1195621598/overview (Pristupljeno 29.09.2020).
[2] M. Jetter, G. Satzger i A. Neus, “Technological Innovation and Its Impact on Business Model, Organization and Corporate Culture – IBM's Transformation into a Globally Integrated and ServiceOriented Enterprise”, Business & Information Systems Engineering, 1(1), 37-45, 2009.
[3] M.W. Johnson, C.C. Christensen i H. Kagermann, “Reinventing your business model”, Harvard Business Review, 86 (12), 50-59, 2008.
[4] A. Afuah i C.L. Tucci, Internet business models and strategies: text and cases. New York: McGraw-Hill, 2001.
[5] K.M. Alomari, T.R. Soomro i K. Shaalan, “Mobile Gaming Trends and Revenue Models,” presented at the International Conference on Industrial, Engineering and Other Applications of Applied Intelligent Systems, Spinger (2016), 671-683, 2016.
[6] T. Fields, Mobile & Social Game Development – Monetization Methods and Mechanics. 2nd ed. Florida: CRC Press, 2014.
[7] M. González-Piñero, “Redefining the value chain of the video games industry report”, Kunnskapsverket – National Knowledge Center for Cultural Industries, Norway, Report no. 01-2017, 2017.
[8] W. Luton, Free-to-play: Making Money From Games You Give Away. Berkeley: New Riders, 2013.
[9] M. Davidovici-Nora, Paid and Free Digital Business Models Innovations in the Video Game Industry. Digiworld Economic Journal, 94, 83-101, 2014.
[10] H. Lin i C.T. Sun, Cash Trade in Free-to-play Online Games. Games and Culture, 6 (3), 270-287, 2011.
[11] J. Hamari i V. Lehdonvirta, Game design as marketing: How game mechanics create demand for virtual goods, International Journal of Business Science and Applied Management, 5 (1), 14-29, 2010.
[12] K. Alha, i sar., “Free-to-Play Games: Professionals’ Perspective,” presented at DiGRA ’14 – Proceedings of the 2014 DiGRA International Conference, Visby, Gotland, maj 29-30, 2014.
[13] D. Takahashi. “SuperData: Games hit $120.1 billion in 2019, with Fortnite topping $1.8 billion”. VentureBeat. https://venturebeat.com/2020/01/02/superdata-games-hit-120-1-billion-in-2019-with-fortnite-topping-1-8-billion/ (Pristupljeno 27.09.2020).
[14] SuperData. “2019 Year in Review – Digital Games and Interactive Media. SuperData, A Nielsen Company.” https://www.superdataresearch.com/2019-year-in-review/ (Pristupljeno 27.09.2020).
[15] Sensor Tower. “Homescapes”. https://sensortower.com/ios/us/playrix/app/homescapes/1195621598/overview (Pristupljeno 29.09.2020).
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Published
2021-02-01
Issue
Section
Industrial Engineering and Management
