Gaming Trends & Future Opportunities

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Jesse Janosov gave a presentation on Gaming Trends and Future Opportunities at YetiZen's San Francisco Game Developer's Workshop on October 24th.

Technology Entertainment & Humor

Gaming Trends
& Future
Opportunities
10/24/13

Jesse Janosov
CEO, ??
VP of Games, Zynga
CEO, Rivet Games, Inc.

VP Product, Playdom
Lightspeed Ventures
Harvard University
MBA

Microsoft Games Studios
University of
Pennsylvania
BSE CS Engineering
BA Economics

10. New Geos become viable

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Fishing Joy > $200K/day in China alone
98% of Latin American population has mobile cell signal.
Smartphones in India projected to be 67M this year and 382M by 2016.

9. Real Time Gaming

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Poker is the only real success here on mobile, but more will come.
Mobile liquidity allows for this.
This is the next stage of multiplayer and truly more social than turn-based.

8. Game mechanics – Not Games

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Using games achieve other goals will be proven
very effective.
Anything that has a goal that people aspire to has
potential for disruption here.
Non-gaming businesses will take notice.

7. New Peripherals = New Genres

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Traditional content that didn’t work before may now.
Adoption will likely be driven by quality content.
Licensed IP more viable than ever before

6. Kids & devices

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Some content for kids exists, not much of it is ‘A+’.
Not much for super young kids, but that will come.
Software eats the world.

5. Analytics & Data Quantification

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‘Quantified Self’ hasn’t attacked gaming or entertainment …yet.
‘Markets of One’ will exist in the future...sooner than we think.
Some people think this problem is already solved. It is not.

4. Gambling

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Gaming as a service is coming
Traditional RMG is ripe for disruption.
Cross-pollination of traditional and gambling mechanics will
come out of this.

3. Wearables

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Estimated 12B – 19B market in next 5 yrs
Bio data in real time never available before
New entertainment, game, and other opportunities await

2. Virtual Reality

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This is now truly immersive in ways not possible until now.
This could mean a potential resurgence in virtual worlds
This could create a wider rift between core & casual.

1. AI, robots, & automation

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Companies like Anki bring AI, Robotics, Automation into the home.
This opens up physical items to be platforms to be built upon.
This could open up mod communities for physical toys like never before.

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MatchMove: Business Model Evolution It was January 2014, and Shailash Naik, CEO of MatchMove Global Pte Ltd was rather pleased to have closed 2013 with yet another feather in the cap for his company. MatchMove, an online entertainment service provider, had just been ranked 25th out of the 500 fastest-growing technology companies in the 2013 Deloitte Technology Fast 500 Asia Pacific rankings, a yearly publication that was well regarded in the technology and gaming industry. When MatchMove was founded in early 2009, Naik and his COO, Leow Hsueh Huah (HH), had been in a rush to carry out their vision for the company. From their time working with a videogame company in the US, they had talked to various companies with large Internet audiences, and had identified a gap in the Asian market for a company-specific platform that incorporated casual gaming, social networking and e-commerce capabilities. MatchMove wanted to be this platform. Finally, in late 2009, MatchMove signed up its first large client, global technology company Yahoo!, to provide such services for Yahoo! Southeast Asia. This early deal enabled MatchMove to build a depth of capability on its cloud-based platform. The company also contracted with game developers to create its own store of quality games that it could offer to its clients. In essence, MatchMove was set up to provide a service as a B2B game/entertainment platform. Its key value proposition was to become an intermediary, and more, between game companies with “high (gaming) content” profiles, but which traditionally had low web traffic. In addition, it was targeting companies like Yahoo! and Microsoft that had large consumer portals and high traffic–but were perhaps lacking in certain types of content, and hence losing users to websites like Facebook and iTunes which served as communities of social networks and also possessed platforms for gaming. By having a large or dedicated social networking community and strong content profile, these companies could keep users on their websites for longer, which translated into greater revenue generation. Aside from creating a closed e-commerce system to accept payments for services on its clients’ websites, MatchMove envisioned creating an open payments portal for all users for multiple merchants. It just did not have a concrete idea of what that strategy would look like yet. By 2012, MatchMove had revamped its back-end system to meet the demands of a growing number of clients. The company had also ventured into various other opportunities, such as gamification, which were related to its core business. However, Naik wanted to accomplish even more. He was eager to create the next technological disruption to existing commerce, finance and other sectors, and capture new opportunities coming up in the market. Naik’s mantra was to “fail fast”, and to take risks. He saw far greater potential in the product that was beyond its initial value proposition, and just needed to decide where to t ...

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