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Facing the one-game studio challenge by Olivier issaly, Managing Director at Owlient

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Facing the one-game studio challenge by Olivier issaly, Managing Director at Owlient

  1. 1. FACING THE ONE-GAMESTUDIO CHALLENGE
  2. 2. COMPANIES WITHONE SUCCESSFUL HITYou’ve probably seen…
  3. 3. WHO STRUGGLE TOSUCCEED ANOTHERGAMEBut…
  4. 4. WE’RE ONE OF THESECOMPANIES If you don’t know one, well…
  5. 5. You probably know our first game
  6. 6. We had our set of failures or semi-successes
  7. 7. Let’s share some thoughts on failures 
  8. 8. WHY IS IT AN ISSUE ?
  9. 9. FOCUSING ON ONEGAME IS OKIn some ways
  10. 10. COMMUNITY-BASEDGAMES CAN THRIVEFOR LONG TIME
  11. 11. 1/ GOOD PRODUCTAND COMMUNITYMANAGEMENTAs long as :
  12. 12. 2/ FOLLOW TECHAND PLATFORMSSHIFTSAnd…
  13. 13. That’s how we’ve been in business for 8 yearsFine, but…
  14. 14. VIDEO GAME ISA HIT DRIVENBUSINESSLike it or notTechnology business yes, but still hit driven
  15. 15. CHANGE OFTECHNOLOGY(ONLINE/WEB)Think of it…
  16. 16. CHANGE OFBUSINESS MODEL(FREE-2-PLAY)Think of it…
  17. 17. CREATIVE RISKREMAINS!But still…It’s not only originality,but team/project alchimy too
  18. 18. F2P JUST GIVESMORE TIME TO FACETHIS CHALLENGEWe can’t fool ourself
  19. 19. MUST MASTER THECREATIVE RISK OFTHIS BUSINESSTo survive in the long term
  20. 20. WHY IS IT SO DIFFICULT ?
  21. 21. FOCUSED ON THESUCCESSFUL GAME1) Main reason is we areIt’s where money is…
  22. 22. SUCCEEDINGA 2ND GAME ISA NICE TO HAVEWhen you have a successful gameNot as critical to survive as succeeding the 1st
  23. 23. 100% ENERGY &ATTENTIONAs long as you don’t devoteYou’re less likely to succeed
  24. 24. HOW RESSOURCESARE SHARED ?2) Even with best intentions to succeed
  25. 25. BEST TALENTS ONFIRST SUCCESFULGAMEAgain, it’s tempting to have
  26. 26. ENOUGH TALENTSFOR 2 PROJECTSIt takes time & scale to haveAnd the right management for this
  27. 27. IT TAKES 10 YEARSTO BUILD A STUDIOAs the saying goesA studio with constant quality
  28. 28. DO YOU REALLYLEARN FROMFAILURES?3) Let’s be honest
  29. 29. MOVE ON THE NEXTNEW COOL IDEAEasier toAnd forget about project mgt & HR issues
  30. 30. REAL LEARNINGPROCESSESNeed aI.E exhaustive post-mortems
  31. 31. WHAT IS THE RISK ?
  32. 32. FLAT GROWTH ORREVENUE FALLObvious main risks areRisk of bankrupt at some point!
  33. 33. TWO SOLUTIONSIn this context (or rather before)
  34. 34. A NEW GAME TORENEW ACTIVITYManage to create
  35. 35. SELL BEFOREIT’S LATEOr…Go to a bigger house for long term visibility
  36. 36. WE DID BOTH At Owlient
  37. 37. TRIED 9 PRODUCTSAFTER HOWRSENone of them brought significant revenuesSince 2005 we
  38. 38. SOLD TO UBISOFTFor a long term visibility to raise studiocompetency without risking a bankruptIn 2011
  39. 39. WE KEEP TRYING!We have two new projects currentlyBy the way
  40. 40. Beta is coming up next week 
  41. 41. WE ARE CREATIVEPEOPLE Can’t stop trying new ideasWhy do you keep trying ???
  42. 42. CONCLUSION
  43. 43. STARTUPINVESTMENTSAnother similar hit driven business isMust read: paulgraham.com/swan.html
  44. 44. 1000X VARIATIONFOR BIG WINNERSLearning from Y CombinatorSuch as Dropbox & AirBnB (B$ valuation)
  45. 45. « COST OF DOINGBUSINESS »As Graham says, other startups are justIn a purely financial view 
  46. 46. FAILURES ARE JUSTCOST OF FINDING ABIG HIT, SOMETIMESBack to our video game issues, it meansJust business, don’t take it personnaly 
  47. 47. ENJOY YOUR FAILURES,IT’S PART OF THE GAMEThanks Olivier Issaly@oissaly / kiad.orgSo keep faith and

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