Technology of the week: Industry Disruption of PC Video-game Retailers (Group 4)

3

October

2016

4.67/5 (3)

This week we focussed on Industry Disruption, specifically in the field of PC gaming. To demonstrate the shift from buying your games in brick-and-mortar stores to online platforms we made a short video.

 

New business model

Thanks to the rise of internet, the purchase of videogames has largely shifted from offline to online. From 2009 to 2012 the physical distribution of video games decreased at an annual rate of 13.1%, while digital distribution grew at 12.6% over the same time period worldwide. This industry disruption was led by several new companies, one of them called Steam.

 

To buy a video game you download the Steam software onto your computer and create an account. This enables you access to the platform where gamers and developers interact with each other. The moment you buy a game Steam receives 30% of your purchase.

 

The loooong-tail of Steam

The long-tail theorem allows us to understand why Steam has become so popular. Its digital nature allows Steam to take advantage of the long tail strategy, by providing not only block buster games but also less popular games from unknown developers. These so-called “indie developers” are the ones providing the majority of games.

 

Indie developers helped Steam benefit from another theorem, the newly vulnerable market. By allowing indie developers and corporations to equally compete in its platform, Steam transformed video-game selling dynamics. Lowering entry barriers, the standards of videogame production have risen.

 

Security problems

However, it is not all roses. Steam is facing privacy and security issues. Steam has tried to reduce the risk of account theft by releasing Steam Guard, an additional security measure in the form of a mobile authenticator.

 

The competition
There are other companies trying to attack this new market or trying to protect their previously strong presence. This latter group are not succeeding because they are holding on to their traditional business model and only selling their own games. This includes big, well-known publishers such as EA and Ubisoft.

 

Kinguin

Kinguin is a marketplace where buyers and sellers meet to trade their game keys. Like Steam, Kinguin takes a certain percentage of these sales. But there is already a lot of discussion considering the ethics as not all of the revenue goes to the developers.

 

Humble Bundle

Humble Bundles’ business model is based on a pay-what-you-want system. It provides bundles of games, while helping you on making an educated decision on how much you should pay. Also, the gamer can allocate how much money goes to the publisher, charity and Humble Bundle itself. On the downside Humble Bundle does not provide a community feature or an active gameplay platform. Hence, gamers usually return to Steam.

 

The game player is largely benefited by using online digital game sellers. Lower costs, a larger selection, a strong community, improved gameplay, a user-to-user marketplace and goodwill from directly helping indie developers and charities. Its save to say that we’re experiencing a total industry disruption and the end of an era of brick-and-mortar PC game retailers.

1http://store.steampowered.com/

2https://www.humblebundle.com/gamemaker-bundle

3https://www.kinguin.net/

4https://www.accenture.com/t20150709T093434__w__/us-en/_acnmedia/Accenture/Conversion-Assets/LandingPage/Documents/3/Accenture-3-LT-10-Pulse-Gaming-Disruption.pdf

5https://www.washingtonpost.com/news/the-switch/wp/2014/04/16/this-is-why-valves-business-model-is-so-totally-brilliant/

6https://openforum.hbs.org/challenge/understand-digital-transformation-of-business/business-model/humble-bundle-turning-computer-games-and-charity-into-good-business

7http://www.polygon.com/2015/2/9/8006693/the-truth-behind-those-mysteriously-cheap-gray-market-game-codes

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Technology Of The Week – The Succes And Risks Of The Innovative Business Models Of Netflix And Blendle

1

October

2016

5/5 (2)

We all know the old fashioned way of watching movies. You had to rent a movie, insert the movie in your video player, skip the annoying parts and enjoy the movie. It was annoying, time consuming and a lot of trouble to just watch a movie.

Nowadays an internet connection, a compatible device and a few clicks are enough to sit back and enjoy your media. Netflix and Blendle made these kind information goods available by ease of replication and distribution. Netflix is a digital movie service where people get a monthly subscription to stream movies and series without commercials. Blendle is a digital news platform that gathers articles from all kinds of newspapers and magazines. You only pay for the articles you read. Articles can be shared, people can react on the articles and comment on these reactions. It is a combination of an online kiosk and a social network.

These business models show us the perfect form of information goods. (1) The information provided by the two organizations are costly to produce but cheap to reproduce. (2) Once the first copy of a good had been produced, most costs are sunk and cannot be recovered. (3) Multiple copies can be produced at constant per-unit costs. (4) There are no natural capacity limits for additional copies. Articles and movies can be sold over and over again. Besides these points the business models version in their pricing. However, in a different way. Netflix offers three subscriptions and therefore gain from extremeness aversion. Humans tend to choose the average option, this Goldilock pricing will increase revenue. Blendle on the other hand prices their articles based on the supplier and the length of the article.

Both business models have a couple of similar strengths:

  1. The services can be easily used on all necessary devices,
  2. They provide much content,
  3. They have low costs compared to the old fashioned way,
  4. They can establish pricing arrangements that capture as much of that value as possible. Done by (a) the registration of the customers, (b) observing queries and clickstreams and (c) through behavioural targeting

Besides these matching strengths, Netflix and Blendle have individual strengths and weaknesses as well:

Table 1

The future shows some interesting opportunities and threats for Netflix and Blendle and for de information goods market as a whole:

Table 2

Overall we can see that Netflix and Blendle are operating in a very interesting market. Offering great opportunities. Both Blendle and Netflix can gain a profit of this fast growing industry.

Group 42 – https://www.youtube.com/watch?v=W_a-XZJ7tnM

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Technology Of The Week (TOTW) Summary – Platform Mediated Networks and the private transportation industry

30

September

2016

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Dear fellow students (and others),

The subject of the week we were assigned to was Platform Mediated Networks. In our video, professor Robo, John and Susan helped explaining this concept in a specific industry we had chosen.

First, we introduced and explained Platform Mediated Networks. Generally speaking, a Platform Mediated Network is comprised of users whose transactions are subject to direct and indirect network effects, along with one or more intermediaries that facilitate users’ transactions. These network effects imply that the more active members a network has, the more value it creates for everybody in the network. We decided to look into this regarding the private transportation industry and we can differentiate between two kinds of vehicle sharing: car sharing and ride sharing. Car sharing means that a car owner lends out his car to somebody who requests it. Ride sharing means that somebody traveling to a certain place, is taking other people along that need to go in the same direction.

After this, we collaborated the main commonalities and differences between the two types of vehicles sharing. To do so, we took two innovative companies to illustrate each type: SnappCar (car sharing) and BlaBlaCar (ride sharing). The main commonalities are that both companies are two-sided platform mediated networks with a mixed structure. They share the same goal of make traveling less expensive, more efficient and less polluting to the environment. Furthermore, the business models of both companies are a mix between an open (everybody can rent (out) a car) and a closed (platform is solely provided by the companies) platform. Therefore, the two can be called proprietary platforms. The value by both companies is increased by two consumer groups (owners and renters). The bigger the groups, the higher the value of the platform. With regard to their revenue model, both companies get their revenue from taking a cut of 15% of the rental price. While at BlaBlaCar the renter only pays a set price for a ride, at SnappCar there are various costs for things such as fuel and insurances.

The main difference between the two business models can be found in the specific market they target. While BlaBlaCar targets customers who simply need transportation from A to B, SnappCar targets customers who are more specific about the means of transportation. This means that while BlaBlaCar is mainly competing with public transportation means like trains and buses, SnappCar is rather in competition with conventional car rental companies.

At last, we gave our prediction for the future. People tend to share their private cars with others, because they, just as the other users, don’t need a car, but a way of getting from A to B. Hence, more and more people may start using car sharing platforms. In addition, for reasons of practicability, efficiency and environmental concerns, access to a car will trump private possession of a car, resulting in less people owning a car. Businesses in the car and ride sharing industry will have to be prepared to adjust to this change. Even though this development will continue to boost growth in the industry in the short term, it will eventually result in less cars available on the supply side of car sharing platforms. Therefore, the private vehicle sharing industry might be only bridging the time between a world with lots of privately owned cars and a world in which privately owned cars have ceased to exist.

That summarizes our completion of the assignment. We hope that with this summary we gave you a better view of Platform Mediated Networks and vehicles sharing, SnappCar and BlaBlaCar.

Kind regards,
Johannes, Bernhard, Lisette & Guy

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Technology of the Week – Platform Mediated Networks In The Education Industry

29

September

2016

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http://https://www.youtube.com/watch?v=i4IVktnCnHY

In this blogpost we will discuss two platform mediated networks in the education industry.

A platform is a community that should have an useful function or service and allow 3rd party access. Furthermore, it is open and encourages regular participation in a multi-sided market between several partners.

Due to advances in technology and the spread of the internet, education is moving to the digital world. With the increase of tuition fees, a recent trend emerging is online education, specifically massive open online courses, short MOOCs, accessible to everyone.

Coursera offers those MOOCs and was founded back in 2012. It is a mediating network platform, connecting learners and academic institutions all over the world. Coursera offers over 2000 courses in a variety of disciplines.

At the moment, the Coursera offers three distinct course enrollment possibilities.

  1. The ‘free’ option includes material, online lessons and graded assignments but asks a  one-time-fee of $49 for an official certificate
  2. The fee-based option offers content for free, but a fee for graded assignments and exams.
  3. The specialized courses option allows users to follow several sub courses, with a total fee range between $300 and $600.

Another education platform is Duolingo, a free language learning platform. While translating the web, the developers discovered a new way to do this. A free gamified language teaching application, Duolingo was born.

Duolingo believes in a fair business model for language education. While using Duolingo, you create value and pay with your time. Duolingo generates some revenues by translating real-world text provided by clients and covers further costs by offering low cost language proficiency tests to users.

Having introduced two mediated network platforms, the question arises what gives them the competitive edge or where they may lack behind? Therefore, one has to look at strengths and weaknesses of both platforms.

Both platforms share the following strength:

  1. Widely accessible
  2. Less expensive than their alternatives
  3. Large variety of content
  4. Big online community

Although both platforms share similar strengths, they each have unique weaknesses.

Duolingo

  1. Content is mostly centered around the English language
  2. Speaking: oral part lacks practice as focus is on written material
  3. The teaching methods can be subverted with other strategies.

Coursera:

  1. Costs for specific courses
  2. No academic feedback from a professor
  3. No official diploma, just certificates who are not yet widely recognized.
  4. Only mediator, no control over content

Education is moving towards digitization and will continue to do so. People will keep searching for cheaper alternatives to get education. Online education platforms will be able to foster its positive network effects due to the increased number of users. As the competition will keep increasing in the following years, differentiation will become more and more important. Online content is becoming more widely available, easily accessible and will forever change the way of learning as we know it now.

 

Group 60

459556 – Moritz Schaifers

460853 – Femke Sytstra

387024 – Max Oudenbroek

380957 – Shichen Yang

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