A business and brand designed for the emerging towns and cities of India, Talwalkars HI FI is more than a chain of gyms. They are community fitness centres built to inspire millions of Indians to lead healthier lifestyles.
Wal Mart and BIG BAZAAR : A comparitive analysisParas Deshpande
This presentation is a business strategy comparison and critical analysis of Wal Mart and Big Bazaar . poters five force analysis and SWOT analysis has been done. Also different formats of retail have been discussed.
the presentation draws heavily from " It happened in India " and " Made In America " .
A business and brand designed for the emerging towns and cities of India, Talwalkars HI FI is more than a chain of gyms. They are community fitness centres built to inspire millions of Indians to lead healthier lifestyles.
Wal Mart and BIG BAZAAR : A comparitive analysisParas Deshpande
This presentation is a business strategy comparison and critical analysis of Wal Mart and Big Bazaar . poters five force analysis and SWOT analysis has been done. Also different formats of retail have been discussed.
the presentation draws heavily from " It happened in India " and " Made In America " .
check here Top Gaming Companies Revamping the Future.
From Magnavox Odyssey to PS5 and Xbox Series X, the gaming industry has evolved at an exponential rate.
Player Engagement and In-Game AdvertisingTyler Pace
In this paper, we present an analysis of physiological engagement with advertising-rich video games. Physiological engagement was measured with OTOinsight’s Quantemo™ neuromarketing measurement platform. Analyzing the results from three separate physical traces in combination with eye tracking and interview data, we present a series of five insights for the design and dissemination of future in-game advertising.
Data & trends 2014 the digital games industry in review joost van dreunenMary Chan
Now, one year into the new console cycle, is a great moment to assess if and how the games market landscape has changed. The transition to digital has opened up new opportunities in the form of emerging markets, post-launch commercialization and licensing, But it has also created a lot of insecurity as game companies struggle with the rising cost of marketing and a growing influence of big publishers on the industry. In this presentation we’ll take a look at the current games industry landscape, identify major trends for the coming year and take a first run at deciphering the early signs of what lies ahead. As always, the audience will leave with a permanent +2 modifier on all Industry Intelligence rolls.
Intended audience & prerequisites: In this presentation we’ll take a look at the current games industry landscape, identify major trends for the coming year and take a first run at deciphering the early signs of what lies ahead.
Session takeaways: Attendees will receive a detailed overview of the current digital games market, key drivers and trends, and how this affects their business. The presentation contains extensive data and research on the games industry.
Mobile Games - New frontier of the business to boost and monitoring your pote...Cristian Salaris
Bitbuu Games has thought of a solution that allows partners and itself to obtain revenues from in-app purchases and from advertising mediation in order to fully offset the costs incurred for the creation of the video game by Bitbuu Games and the advertising campaigns by the partner.
The system consists in the partner allocating an advertising budget to the game that will be used to quickly scale the ranking of the App Store through ``boost``, the latter will generate an ``Organic Uplift`` effect or a number of organic downloads as a result.
The allocation for an initial minimum number of downloads is in fact able to generate a high volume of organic traffic in the following weeks
Mobile Gaming Application Development Mobile Gaming Application Tutorials, Course On Mobile Gaming Application Development at Learning Catalyst for beginners. The sessions will include J2ME platform & specifications, CLDC Config & MIDP Profiles, MIDlets, MIDlet User Interfaces, Low-Level MIDlet User Interface API, Networking and Persistent Storage, Packages – Mobile Gaming, Packages - Mobile Application.
The Electronic Entertainment Expo, E3, is recognized as North America’s largest gaming expo of the year and an opportunity for the most established and rising developers, publishers, and manufacturers in gaming to showcase and launch upcoming platforms, games and merchandise.
Over the course of 4 days, we focused on how the evolution of gaming can impact brands, both inside and outside of the gaming industry. As ever, our goal was to find the ways to help brands achieve their business objectives through the benefits offered by gaming’s evolution.
State of The App Store & Role of Mobile Gaming, 2015 PRIORI DATA
Presentation on the State of the App Store from Pocket Gamer Connect, 2015.
- The relative size of the market
- Role of Games
- Growth in the App Store
- Some observations on what makes Publishers succeed
www.prioridata.com
MatchMove Business Model EvolutionIt was January 2014, and ShaiAbramMartino96
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 ...
MatchMove Business Model EvolutionIt was January 2014, and ShaiAbramMartino96
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 ...
Financial curveballs sent many American families reeling in 2023. Household budgets were squeezed by rising interest rates, surging prices on everyday goods, and a stagnating housing market. Consumers were feeling strapped. That sentiment, however, appears to be waning. The question is, to what extent?
To take the pulse of consumers’ feelings about their financial well-being ahead of a highly anticipated election, ThinkNow conducted a nationally representative quantitative survey. The survey highlights consumers’ hopes and anxieties as we move into 2024. Let's unpack the key findings to gain insights about where we stand.
In this presentation, Danny Leibrandt explains the impact of AI on SEO and what Google has been doing about it. Learn how to take your SEO game to the next level and win over Google with his new strategy anyone can use. Get actionable steps to rank your name, your business, and your clients on Google - the right way.
Key Takeaways:
1. Real content is king
2. Find ways to show EEAT
3. Repurpose across all platforms
First Things First: Building and Effective Marketing Strategy
Too many companies (and marketers) jump straight into activation planning without formalizing a marketing strategy. It may seem tedious, but analyzing the mindset of your targeted audiences and identifying the messaging points most likely to resonate with them is time well spent. That process is also a great opportunity for marketers to collaborate with sales leaders and account managers on a galvanized go-to-market approach. I’ll walk you through the methods and tools we use with our clients to ensure campaign success.
Key Takeaways:
-Recognize the critical role of strategy in marketing
-Learn our approach for building an actionable, effective marketing strategy
-Receive templates and guides for developing a marketing strategy
Short video marketing has sweeped the nation and is the fastest way to build an online brand on social media in 2024. In this session you will learn:- What is short video marketing- Which platforms work best for your business- Content strategies that are on brand for your business- How to sell organically without paying for ads.
Core Web Vitals SEO Workshop - improve your performance [pdf]Peter Mead
Core Web Vitals to improve your website performance for better SEO results with CWV.
CWV Topics include:
- Understanding the latest Core Web Vitals including the significance of LCP, INP and CLS + their impact on SEO
- Optimisation techniques from our experts on how to improve your CWV on platforms like WordPress and WP Engine
- The impact of user experience and SEO
A.I. (artificial intelligence) platforms are popping up all the time, and many of them can and should be used to help grow your brand, increase your sales and decrease your marketing costs.In this presentation:We will review some of the best AI platforms that are available for you to use.We will interact with some of the platforms in real-time, so attendees can see how they work.We will also look at some current brands that are using AI to help them create marketing messages, saving them time and money in the process. Lastly, we will discuss the pros and cons of using AI in marketing & branding and have a lively conversation that includes comments from the audience.
Key Takeaways:
Attendees will learn about LLM platforms, like ChatGPT, and how they work, with preset examples and real time interactions with the platform. Attendees will learn about other AI platforms that are creating graphic design elements at the push of a button...pre-set examples and real-time interactions.Attendees will discuss the pros & cons of AI in marketing + branding and share their perspectives with one another. Attendees will learn about the cost savings and the time savings associated with using AI, should they choose to.
SEO as the Backbone of Digital MarketingFelipe Bazon
In this talk Felipe Bazon will share how him and his team at Hedgehog Digital share our journey of making C-Levels alike, specially CMOS realize that SEO is the backbone of digital marketing by showing how SEO can contribute to brand awareness, reputation and authority and above all how to use SEO to create more robust global marketing strategies.
AI-Powered Personalization: Principles, Use Cases, and Its Impact on CROVWO
In today’s era of AI, personalization is more than just a trend—it’s a fundamental strategy that unlocks numerous opportunities.
When done effectively, personalization builds trust, loyalty, and satisfaction among your users—key factors for business success. However, relying solely on AI capabilities isn’t enough. You need to anchor your approach in solid principles, understand your users’ context, and master the art of persuasion.
Join us as Sarjak Patel and Naitry Saggu from 3rd Eye Consulting unveil a transformative framework. This approach seamlessly integrates your unique context, consumer insights, and conversion goals, paving the way for unparalleled success in personalization.
The digital marketing industry is changing faster than ever and those who don’t adapt with the times are losing market share. Where should marketers be focusing their efforts? What strategies are the experts seeing get the best results? Get up-to-speed with the latest industry insights, trends and predictions for the future in this panel discussion with some leading digital marketing experts.
Mastering Multi-Touchpoint Content Strategy: Navigate Fragmented User JourneysSearch Engine Journal
Digital platforms are constantly multiplying, and with that, user engagement is becoming more intricate and fragmented.
So how do you effectively navigate distributing and tailoring your content across these various touchpoints?
Watch this webinar as we dive into the evolving landscape of content strategy tailored for today's fragmented user journeys. Understanding how to deliver your content to your users is more crucial than ever, and we’ll provide actionable tips for navigating these intricate challenges.
You’ll learn:
- How today’s users engage with content across various channels and devices.
- The latest methodologies for identifying and addressing content gaps to keep your content strategy proactive and relevant.
- What digital shelf space is and how your content strategy needs to pivot.
With Wayne Cichanski, we’ll explore innovative strategies to map out and meet the diverse needs of your audience, ensuring every piece of content resonates and connects, regardless of where or how it is consumed.
Everyone knows the power of stories, but when asked to come up with them, we struggle. Either we second guess ourselves as to the story's relevance, or we just come up blank and can't think of any. Unlocking Everyday Narratives: The Power of Storytelling in Marketing will teach you how to recognize stories in the moment and to recall forgotten moments that your audience needs to hear.
Key Takeaways:
Understand Why Personal Stories Connect Better
How To Remember Forgotten Stories
How To Use Customer Experiences As Stories For Your Brand
Monthly Social Media News Update May 2024Andy Lambert
TL;DR. These are the three themes that stood out to us over the course of last month.
1️⃣ Social media is becoming increasingly significant for brand discovery. Marketers are now understanding the impact of social and budgets are shifting accordingly.
2️⃣ Instagram’s new algorithm and latest guidance will help us maintain organic growth. Instagram continues to evolve, but Reels remains the most crucial tool for growth.
3️⃣ Collaboration will help us unlock growth. Who we work with will define how fast we grow. Meta continues to evolve their Creator Marketplace and now TikTok are beginning to push ‘collabs’ more too.
When most people in the industry talk about online or digital reputation management, what they're really saying is Google search and PPC. And it's usually reactive, left dealing with the aftermath of negative information published somewhere online. That's outdated. It leaves executives, organizations and other high-profile individuals at a high risk of a digital reputation attack that spans channels and tactics. But the tools needed to safeguard against an attack are more cybersecurity-oriented than most marketing and communications professionals can manage. Business leaders Leaders grasp the importance; 83% of executives place reputation in their top five areas of risk, yet only 23% are confident in their ability to address it. To succeed in 2024 and beyond, you need to turn online reputation on its axis and think like an attacker.\
Key Takeaways:
- New framework for examining and safeguarding an online reputation
- Tools and techniques to keep you a step ahead
- Practical examples that demonstrate when to act, how to act and how to recover
Mastering Local SEO for Service Businesses in the AI Era is tailored specifically for local service providers like plumbers, dentists, and others seeking to dominate their local search landscape. This session delves into leveraging AI advancements to enhance your online visibility and search rankings through the Content Factory model, designed for creating high-impact, SEO-driven content. Discover the Dollar-a-Day advertising strategy, a cost-effective approach to boost your local SEO efforts and attract more customers with minimal investment. Gain practical insights on optimizing your online presence to meet the specific needs of local service seekers, ensuring your business not only appears but stands out in local searches. This concise, action-oriented workshop is your roadmap to navigating the complexities of digital marketing in the AI age, driving more leads, conversions, and ultimately, success for your local service business.
Key Takeaways:
Embrace AI for Local SEO: Learn to harness the power of AI technologies to optimize your website and content for local search. Understand the pivotal role AI plays in analyzing search trends and consumer behavior, enabling you to tailor your SEO strategies to meet the specific demands of your target local audience. Leverage the Content Factory Model: Discover the step-by-step process of creating SEO-optimized content at scale. This approach ensures a steady stream of high-quality content that engages local customers and boosts your search rankings. Get an action guide on implementing this model, complete with templates and scheduling strategies to maintain a consistent online presence. Maximize ROI with Dollar-a-Day Advertising: Dive into the cost-effective Dollar-a-Day advertising strategy that amplifies your visibility in local searches without breaking the bank. Learn how to strategically allocate your budget across platforms to target potential local customers effectively. The session includes an action guide on setting up, monitoring, and optimizing your ad campaigns to ensure maximum impact with minimal investment.
SMM Cheap - No. 1 SMM panel in the worldsmmpanel567
Boost your social media marketing with our SMM Panel services offering SMM Cheap services! Get cost-effective services for your business and increase followers, likes, and engagement across all social media platforms. Get affordable services perfect for businesses and influencers looking to increase their social proof. See how cheap SMM strategies can help improve your social media presence and be a pro at the social media game.
The What, Why & How of 3D and AR in Digital CommercePushON Ltd
Vladimir Mulhem has over 20 years of experience in commercialising cutting edge creative technology across construction, marketing and retail.
Previously the founder and Tech and Innovation Director of Creative Content Works working with the likes of Next, John Lewis and JD Sport, he now helps retailers, brands and agencies solve challenges of applying the emerging technologies 3D, AR, VR and Gen AI to real-world problems.
In this webinar, Vladimir will be covering the following topics:
Applications of 3D and AR in Digital Commerce,
Benefits of 3D and AR,
Tools to create, manage and publish 3D and AR in Digital Commerce.
1. Running Head: INTRAPRENEURIAL BUSINESS PROPOSAL 1
Intrapreneurial Business Proposal
Ingrid Little
Full Sail University
2. INTRAPRENEURIAL BUSINESS PROPOSAL 2
Table of Contents
Introduction 3
Description 4
Industry Analysis 4
Description of Products Offered 5
Customer Analysis 6
Competition 7
Unique Selling Proposition 8
Management 8
Identifying a Business Need or Pain Point 9
Proposed Solution for a New or Improved Product 11
Conclusion 12
References 13
3. INTRAPRENEURIAL BUSINESS PROPOSAL 3
Introduction
This comprehensive business proposal for EA (Electronic Arts) examines our internal
business environment, including a description of our company, our products offered and
customer analysis and reviews. It also examines our external business environment which
includes an industry analysis and information regarding our competition. Strategic scanning of
the environment and industry trends help us to determine strengths, weaknesses and threats. It
also helps us to determine opportunities by solving a need in the market for the video game
industry. Growing trends and consumer wants and needs leads to the suggested implementation
of innovative product solutions offered in this proposal. Leveraging our unique selling
proposition, popularity among consumers, and our “player first” outlook on products and
services, we consider developing innovative entertainment options for our customers. This
report suggests creating Virtual Reality (VR) versions of our top selling games to take advantage
of the growing trend of video game players purchasing VR consoles and wanting innovative and
new experiences in the latest editions of our games.
4. INTRAPRENEURIAL BUSINESS PROPOSAL 4
Description
The name of our organization is Electronic Arts or better known as EA. We are a
corporation that is publically traded on the Nasdaq stock market. (Yahoo! Finance, 2018). Our
organization was established in 1982 and was founded by Trip Hawkins. (Successstory.com,
2018). The current CEO is Andrew Wilson. Our company “develops, markets, publishes and
distributes games, content and services that can be played by consumers on a range of
platforms.” (Reuters.com, 2018). It serves the video game publishing industry and is a business
to consumer and a business to business organization.
Industry Analysis
The video game publishing industry is one that is expanding as the “consumer appetite
for video games continues to grow.” (Daws, 2017). The average revenue for the industry is over
23 billion dollars with an annual growth rate of 7.4 percent. (Ibisworld.com, 2017). “The threat
of new entrants is high...particularly in the video game production segment.” (DePersio, 2016).
It is not expensive or hard to create video games and all that is required is an innovative concept
or idea and the programming skills to bring the idea to life. With other major companies, like
Activision and Ubisoft, creating similar products and game designs the threat of substitutes for
EA’s products is also high. Another substitute that can be considered a threat is “app-based
games, which users can play on smartphones and tablets.” (DePersio, 2016). Since 1972 and the
release of Pong, video games have continued to be popular all around the world. We have seen
new developments and concepts behind gaming since the 80s when Nintendo developed Mario
Bros. As graphic design has grown, so has the ability to publish new games that have utilized
new technology to make the game more realistic and exciting. The video game world is going to
5. INTRAPRENEURIAL BUSINESS PROPOSAL 5
be a steadily expanding industry, as better graphics, different platforms, and new technology
continue to mold how games are programmed and designed. The next big thing that will hit the
gaming industry is virtual reality. Having the player experience the game like never before is the
future of this industry. With 4k picture quality, graphics that astound, and new ways to
experience the action, the future of the industry and our company look bright. However, with the
number of gamers increasing to almost 2 billion players, one threat to the industry is
cybercrimes. It is common with online gaming and downloading that users provide credit cards
and other personal information online. This creates an opportunity for cybercriminals to try and
hack into video game companies and commandeer a lot of personal information. We saw this
occur as the online shopping industry and the mobile device industry took off. We should be
weary of this threat for the future of the industry. (Trendmicro.com, 2015). We have an
observed business opportunity to make our products, like Madden NFL, more realistic with new
and exciting features and greater capabilities.
Description of Products Offered
EA’s products include “critically acclaimed, high-quality blockbuster brands such as The
Sims, Madden NFL, EA Sports FIFA, Battlefield, Dragon Age, and Plants vs. Zombies.”
(Electronic Arts, 2017). Our products feature intricate campaign or story modes, online play, in-
game purchases and an online community. Majority of our flagship products start at a price of
$59.99. This price is average compared to other similar products in the industry. However, it is
substantially higher than the price of app-based games which range from free to about $10. Our
company is well positioned as it relates to the pricing and the quality of our products. We offer
high quality products and services at a price that is reasonable to afford. We have a business
6. INTRAPRENEURIAL BUSINESS PROPOSAL 6
opportunity to provide the consumer with more features, support, and unique game play for a
reasonable price.
Customer Analysis
In our business to business activities, customers like Best Buy, GameStop, Walmart and
Amazon represent large corporations in the entertainment and sales industry. For example, “our
direct sales to GameStop Corp. represented approximately 13 percent” of our total revenue.
(CSIMarket.com, 2018). As far as our business to consumer endeavors, our customers range
from 16 to 50 years old, with about 30 percent of those users falling between the age of 18 to 35.
(Entertainment Software Association, 2015). The usage of video games between male and
female is not a huge difference, with females accounting for 42 percent. (Entertainment Software
Association, 2017). The socioeconomic status of our consumer ranges from below average
income and education to those well above average. The primary needs and wants of our
consumers is to be entertained. The primary factors influencing decisions to purchase video
games are the quality of the graphics, price, interesting storyline or premise, online gameplay
capabilities, products being a continuation of a favorite game series and products being familiar
to the consumer from past experiences. (Daws, 2017). Our products satisfy our customer needs
by providing many of the influencing factors in the decision to purchase a video game. Forty-
eight percent of households own a dedicated game console and there is a growing market for
Virtual Reality (VR) devices. (Entertainment Software Association, 2017). With 11 percent of
households owning a virtual reality device, we have a unique opportunity to get ahead of this
growing trend and produce games that satisfy consumer needs and wants and take advantage of
new technology.
7. INTRAPRENEURIAL BUSINESS PROPOSAL 7
Competition
“Industry competition represents the biggest threat to Electronic Arts (EA). Video game
players do not tend to have high degrees of brand loyalty toward particular game manufacturers.”
(DePersio, 2016). While our primary competitors are Activision, Ubisoft and Nintendo, app-
based game developers are big competitors, as they provide a substitute that a consumer may be
driven towards in place of our products. Some notable app-based game developers include
Supercell, Niantic and Tencent as they are rated as the top three developers of 2017 by
Pocketgamer. (Pocketgamer.biz, 2017). More and more customers are moving from physical
sales of a video game to a digital format of sales which includes subscriptions, digital full games,
digital add-on content, mobile apps and social network games. In 2016, 74 percent of game sales
was in a digital format. (Entertainment Software Association, 2017). One of the strengths that
app-based game developers have over our company is ease of access. Many app-based games
can be downloaded directly to your phone or tablet. Another one of the strengths that app-based
game developers have over EA is the price at which the game is made available. Most app-based
games are free or relatively inexpensive to download and play. Where they make their money is
with in-app purchases that enhance the game for users. One of the weaknesses our competitors
have is that they cannot produce the same quality of graphics which is a selling point for many
consumers. Another weakness that our competitors face is brand recognition. We sell games
that have an established reputation and have been around for decades. People are willing to pay
in order to play their favorite game series. (Daws, 2017). Our company still has competitive
positioning within the marketplace as it not only offers an above average gaming experience but
has also recently released free-to-play games in the app-based market. We have the opportunity
8. INTRAPRENEURIAL BUSINESS PROPOSAL 8
to capitalize on our competitors in the app-based game play world by providing app-based games
that have better graphic, storylines and online gameplay capabilities.
Unique Selling Proposition
We have been in the video game and entertainment business since 1982. We are the
“leading global interactive entertainment software company.” We “deliver games, content and
online services for Internet-connected consoles, personal computers, mobile phones and tablets.”
We are “recognized for a portfolio of critically acclaimed, high-quality blockbuster brands such
as The Sims™, Madden NFL, EA SPORTS™ FIFA, Battlefield™, Dragon Age™ and Plants vs.
Zombies™.” (Electronic Arts, 2017). Our video games are some of the most popular in the
world as many of our titles rank in the Top 20 Best-Selling Video Games of 2016.
(Entertainment Software Association, 2017).
Management
In order to support business development, growth and new technological ideas for video
games, one of our most notable people on the management team is Ken Moss. “Ken Moss is the
Chief Technology Officer of EA.” “In this role, he oversees mechanisms to ensure the most
seamless experience for players, including Identity & Fraud, Security, Data, Games Services,
Infrastructure, Mobile Platform and the Frostbite Engine to drive the future of the gameplay
experience.” (Electronic Arts, 2017). Given his history in global marketplace technology, Ken is
well-equipped to lead the strategy and vision initiative for our digital platform at EA. Our board
of directors has been headed by CEO Andrew Wilson since 2013. The board is made up of
9. INTRAPRENEURIAL BUSINESS PROPOSAL 9
eleven members each having specific role and duties within the board. The chairman of the
board is Lawrence F. Probst III. (Electronic Arts, 2018).
Identifying a Business Need or Pain Point
Our mission statement here at Electronic Arts is as follows: “We are an association of
electronic artists who share a common goal. We want to fulfill the potential of personal
computing.” (Answers.ea.com, 2017). “We exist to inspire the world of play.” (Glassdoor.com,
2018). Our company culture is surrounded by our goals at EA Actions. “Be bold: Go big, take
the right risks, back our bets, and lead. Think players first: Listen and respond, deliver beyond
their expectations, build lifetime players. Create quality and innovation: deliver products and
services that surpass expectations, be relentless about improving quality, take creative risks. Act
with integrity: do the right thing, trust others and support their decisions, be transparent. Be
accountable: deliver on commitments, always do what we say, play our positions, deliver and
reward results. Learn and Grow: work hard, play hard, develop yourself and others, measure
your improvement, share knowledge generously.” (Answers.ea.com, 2017). Our company is
very transparent, as we release press releases on our financials, events, and new endeavors on a
regular basis, nearly twice a week. (EA.com, 2018). One media trend that is happening within
the industry is the rise of Virtual Reality (VR). In a recent poll, “1 in 3 of the most frequent
gamers said they were likely to buy VR in the next year.” (Entertainment Software Association,
2017). In some previous years, we were named the “Worst Company in America by fan vote
from a consumer affairs blog.” (Makuch, 2016). Our public perception has greatly improved
since the introduction of our “player-first model.” (Makuch, 2016). Customers are reviewing our
products well, as majority of our products have received 4 or more stars out of 5, on Amazon.
10. INTRAPRENEURIAL BUSINESS PROPOSAL 10
(Amazon, 2018). Customers with positive reviews are enjoying the gameplay and graphics.
Trends show that our flagship games like Fifa, Madden, Battlefield, and The Sims are leading in
customer satisfaction. On Amazon, Madden 17 showed that out of 677 reviews 69 percent of
customers gave it 5 stars. While only 15 percent gave it 2 stars or below. Customers with
negative reviews suggest that the game has not developed from the last edition. They believe the
gameplay has not evolved. A few comments complained about the amount of memory the game
takes up on their console. Other negative comments most predominately had to do with the
provider and not the game itself. In-app game purchases received mixed reviews, as some loved
the ability to enhance the game and others suggest that these micro transactions are not exciting
and feel that the company is just trying to make more money. (Amazon, 2018). Our
competition’s reviews on the same website almost mirror ours, as most of Ubisoft and Activision
games have also received 4 out of 5 stars. (Amazon, 2018). Positive comments about their
games include praises of gameplay, graphics and overall great entertainment. While most of the
negative comments on Amazon have more to do with the packaging and shipping of the game to
consumers. Based on reading the customer feedback, the fans of our most popular games are
looking for some innovation and new forms of gameplay in our new editions. We also have an
obligation to our customer to provide the appropriate support for our games. We need to take
this player-first model and apply it to what the customer is actually saying about our products
and services. We need to develop games that have evolved from one edition to the next and
include new innovative ways to play. With the innovation, however, we must ensure that it is
user-friendly, so that our customers will be able to enjoy the game.
11. INTRAPRENEURIAL BUSINESS PROPOSAL 11
Proposed Solution for a New or Improved Product
Based on research done on the video game industry, new trends developing in how video
games are being played and customer reviews, it is my recommendation that our company
develop an innovative way to play new editions of our best-selling games through a virtual
reality console. To turn this idea into a plan, we will need to requisition our best programmers
and graphic design teams to develop 360-degree video game gameplay modes, clear and
intriguing graphics and the functionality to be played on any Virtual Reality device. This
innovation will benefit the company because we will be able to take advantage of a growing
trend and turn it into a lucrative and exciting venture for both the company and customers
wanting to experience new ways of gameplay in the most recent editions of our best sellers.
Electronic Arts can be one of the first companies to master intricate and complex gameplay with
VR technology, which will set us apart from our competitors. To produce a virtual reality game
with 3D graphics, of high-complexity, we can expect to spend about $300,000 for each game
developed. However, to ensure that are game is top-of-the-line in photorealistic imagery, game
features, and 360-degree game interactive content, we will have to make a hefty contribution to
research and development, game development and design and marketing and distribution, which
could bring our financial contribution to the project in the millions of dollars. (Levski, 2017).
Despite the cost of developing a game, the return on investment will be great, with 1 out of 3
frequent gamers in the world likely to buy VR headsets and games in the next year
(Entertainment Software Association, 2017) and with graphics and new forms of gameplay being
the most prominent reasons consumers buy video games. In 2016, 2.2 billion dollars was spent
on gaming accessories including VR and this number is trending upward. (Entertainment
Software Association, 2017). If we sold our new innovative games for $50 to only those who
12. INTRAPRENEURIAL BUSINESS PROPOSAL 12
already have VR consoles, we would make 110 billion dollars in revenue. That number does not
include people who will buy VR consoles in the future or the revenue from in-game purchases.
This would more than compensate for the cost of production, marketing, and distribution.
Conclusion
Here at EA, our company work tirelessly to provide our customers with games, content,
and online services that exceed the expectations of the consumer. To this point, we provide
games for “Internet-connected consoles, personal computers, mobile phones and tablets.”
(Electronic Arts, 2017). It would be a logical next step to provide a unique gaming experience
on Virtual Reality consoles for the entertainment of our customers. An investment in this
proposal will further our position as the “leading global interactive entertainment software
company” (Electronic Arts, 2017) and will yield an outstanding return on investment both
financially and in reputation amongst our competitors. By innovating our recognized “portfolio
of critically acclaimed, high-quality blockbuster brands such as The Sims, Madden NFL, EA
SPORTS FIFA, Battlefield, Dragon Age and Plants vs. Zombies,” (Electronic Arts, 2017) we
offer our customer a gaming experience like no other company has done before.
13. INTRAPRENEURIAL BUSINESS PROPOSAL 13
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