Adapting massively multiplayer Internet computer games to the mainstream market : a business plan for Turbine Entertainment Software

Massively multiplayer (MMP) games are the most lucrative segment of the Internet gaming market, which is the fastest growing segment of the entire computer game and videogame market. Currently, the MMP game market is dominated by three game developers: Turbine Entertainment Software, Verant, and Origin, a division of Electronic Arts. MMP games are costly to build, and require cutting-edge technology and ongoing support. However, in addition to the retail revenue that standard computer games earn, MMP games also bring in a monthly fee from each customer. Unfortunately, while large, the MMP game market is limited because only avid computer gamers value the MMP game experience enough to pay monthly fees. However, in the United States alone, 100 million people play board games and card games, creating an enormous market for leisure computer games like chess, checkers, and blackjack. Companies like Uproar, Gamesville, and Pogo.com have capitalized on this opportunity. Their mainstream customers demand to play for free, so these companies make a profit through web advertisements, keeping their costs down, and high volume. These game are not massively multiplayer. There is an opportunity to combine the two fields - to make a MMP game that has mainstream appeal. For a company like Turbine Entertainment Software, whose successful game Asheron's Call - written for avid computer garners - has dominated the MMP game market, is this a real opportunity? What are the customer appeal factors, industry drivers, and market trends that would make this hybrid game a success? What are the vertical channels and partnering opportunities that will allow Turbine to self-publish its games, host a web site portal, and own the customer relationship directly instead of through a third party? Can Turbine become a highly valued "hot" Internet company? This thesis is a business plan that lays out the market opportunity, a strategic vision for Turbine, a competitive study, company management, and an action plan including risks. This business plan will be used for due diligence for Turbine's next strategic round of financing.

Department dc:contributor.department

Sloan School of Management.

Grantor dc:publisher

Massachusetts Institute of Technology

Year dc:date.issued

2001

Author dc:creator

• Monsarrat, Jonathan Graves, 1968-

Advisor dc:contributor.advisor

• Russell Olive.

• Sloan School of Management.

Statement dc:rights

• M.I.T. theses are protected by copyright. They may be viewed from this source for any purpose, but reproduction or distribution in any format is prohibited without written permission. See provided URL for inquiries about permission.

Licence dc:rights.uri

• http://dspace.mit.edu/handle/1721.1/7582

Language dc:language.iso

eng

Handle dc:identifier.uri

http://hdl.handle.net/1721.1/32707

OAI identifier oai:identifier

oai:dspace.mit.edu:1721.1/32707