Business models and strategies in the video game industry : an analysis of Activision-Blizzard and Electronic Arts
Name
858011078-MIT.pdf
Description
Full printable version
Size
10.52 MB
Format
Adobe PDF
Checksum (MD5)
6e4a6f6b2d12c713f3e2f496e3a484f4
Author(s)
Lee, Ruri
Advisor(s)
Michael A. Cusumano.
Alternative Title
Analysis of Activision-Blizzard and Electronic Arts
Date Issued
2013
Publisher
Massachusetts Institute of Technology
Abstract
In recent years the video game industry has been of great importance in the business world beyond the role of a cultural medium. With its huge size and potential for more growth, the industry has attracted many newcomers. The target customers are expanding to females and elders who have not been known to be game players. Moreover, the introduction of new platforms, personal computers and mobile devices, broadens the application of the video games. Because of its diversified mechanisms and platforms, the business models of the gaming industry have evolved. In this thesis, the traditional and newly invented business models are introduced with an analysis of pros and cons through real cases of gaming companies. The analysis of Activision-Blizzard and Electronic Arts shows the current business strategies of two giants in the industry, "diversification" and "casual games". Moreover, the huge difference of financial performances of two companies indicates the risk of an overbroad portfolio and investment in an unfamiliar genre.
Description
Thesis (S.M. in Management Studies)--Massachusetts Institute of Technology, Sloan School of Management, 2013.
Cataloged from PDF version of thesis.
Includes bibliographical references.
Subjects
Sloan School of Management.
MIT Department
Sloan School of Management
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