scholarly journals NO SUCH THING AS A FREE APP: A TAXONOMY OF FREEMIUM BUSINESS MODELS AND USER ARCHETYPES IN THE MOBILE GAME MARKET

2021 ◽  
Vol 13 (2) ◽  
Author(s):  
Imam Salehudin ◽  
Frank Alpert
Keyword(s):  
Business Models ◽  
Mobile Game

Mobile Games

2011 ◽  
pp. 147-160
Author(s):  
Tommi Pelkonen
Keyword(s):  
Mobile Devices ◽  
Mobile Device ◽  
Strategic Alliances ◽  
Business Models ◽  
Digital Games ◽  
Business Environment ◽  
Northern Europe ◽  
Mobile Games ◽  
Mobile Game ◽  
Game Developers

This chapter analyzes the development trends in a special field within multi-channel e-business, digital games designed for mobile devices. It presents frameworks with which to analyze business models, industry positions, and strategic alliances of mobile device game developers, publishers, and telco operators. The key conclusions of the paper are that: (1) game developers should focus more throughly in the creation of excellent and value-adding game titles for consumers; and (2) mobile operators and mobile game pubishers should work actively to create a feasible business environment for market actors and to encourage consumers to consume mobile games. Furthermore, the chapter suggests that the key location in mobile entertainment is shifting gradually from Northern Europe to Asian markets.

Mobile Games

2011 ◽  
pp. 2295-2306
Author(s):  
Tommi Pelkonen
Keyword(s):  
Mobile Devices ◽  
Mobile Device ◽  
Strategic Alliances ◽  
Business Models ◽  
Digital Games ◽  
Business Environment ◽  
Northern Europe ◽  
Mobile Games ◽  
Mobile Game ◽  
Game Developers

This chapter analyzes the development trends in a special field within multi-channel e-business, digital games designed for mobile devices. It presents frameworks with which to analyze business models, industry positions, and strategic alliances of mobile device game developers, publishers, and telco operators. The key conclusions of the paper are that: (1) game developers should focus more throughly in the creation of excellent and value-adding game titles for consumers; and (2) mobile operators and mobile game pubishers should work actively to create a feasible business environment for market actors and to encourage consumers to consume mobile games. Furthermore, the chapter suggests that the key location in mobile entertainment is shifting gradually from Northern Europe to Asian markets.

Channel Choices and Revenue Logistics of Software Companies Developing Mobile Games

2011 ◽  
pp. 1841-1851
Author(s):  
Risto Rajala ◽  
Matti Rossi ◽  
Virpi Kristiina Ruunainen ◽  
Janne Vihinen
Keyword(s):  
Mobile Phone ◽  
Business Models ◽  
Product Distribution ◽  
Distribution Models ◽  
Mobile Games ◽  
Mobile Game ◽  
Mobile Gaming ◽  
Software Companies ◽  
Fast Pace ◽  
Game Developers

In this chapter, we explore the revenue logics and related product distribution models of mobile game developer companies. Mobile gaming is facing a transformation in both technical infrastructures and business models as it grows at a very fast pace. The former change originates from the technological shift of the environment of use; for example, from specific game consoles toward mobile phone platforms. The latter change relates to the possibility of delivering and playing games online, which affects both the distribution partnerships and the revenue stream options of mobile game vendors. We present a set of possible business models for game developers and concentrate on the possible combinations of revenue logics and distribution models for different games.

Channel Choices and Revenue Logics of Software Companies Developing Mobile Games

2009 ◽  
pp. 2463-2474
Author(s):  
Risto Rajala ◽  
Matti Rossi ◽  
Virpi Kristiina Tuunainen ◽  
Janne Vihinen
Keyword(s):  
Mobile Phone ◽  
Business Models ◽  
Product Distribution ◽  
Distribution Models ◽  
Mobile Games ◽  
Mobile Game ◽  
Mobile Gaming ◽  
Software Companies ◽  
Fast Pace ◽  
Game Developers

In this chapter, we explore the revenue logics and related product distribution models of mobile game developer companies. Mobile gaming is facing a transformation in both technical infrastructures and business models as it grows at a very fast pace. The former change originates from the technological shift of the environment of use; for example, from specific game consoles toward mobile phone platforms. The latter change relates to the possibility of delivering and playing games online, which affects both the distribution partnerships and the revenue stream options of mobile game vendors. We present a set of possible business models for game developers and concentrate on the possible combinations of revenue logics and distribution models for different games.

Channel Choices and Revenue Logistics of Software Companies Developing Mobile Games

2011 ◽  
pp. 220-234
Author(s):  
Risto Rajala ◽  
Matti Rossi ◽  
Virpi Ruunainen ◽  
Janne Vihinen
Keyword(s):  
Mobile Phone ◽  
Business Models ◽  
Product Distribution ◽  
Distribution Models ◽  
Mobile Games ◽  
Mobile Game ◽  
Mobile Gaming ◽  
Software Companies ◽  
Fast Pace ◽  
Game Developers

In this chapter, we explore the revenue logics and related product distribution models of mobile game developer companies. Mobile gaming is facing a transformation in both technical infrastructures and business models as it grows at a very fast pace. The former change originates from the technological shift of the environment of use; for example, from specific game consoles toward mobile phone platforms. The latter change relates to the possibility of delivering and playing games online, which affects both the distribution partnerships and the revenue stream options of mobile game vendors. We present a set of possible business models for game developers and concentrate on the possible combinations of revenue logics and distribution models for different games.

An old friend is better than two new ones? Approaches to market research in the context of digital transformation for the antitrust laws enforcement

2020 ◽  
pp. 37-55 ◽  
Author(s):  
A. E. Shastitko ◽  
O. A. Markova
Keyword(s):  
Business Models ◽  
Rapid Development ◽  
Digital Transformation ◽  
Market Definition ◽  
Type I ◽  
Type Ii ◽  
Digital Platforms ◽  
Advantages And Disadvantages ◽  
Pass Through ◽  
Type Ii Errors

Digital transformation has led to changes in business models of traditional players in the existing markets. What is more, new entrants and new markets appeared, in particular platforms and multisided markets. The emergence and rapid development of platforms are caused primarily by the existence of so called indirect network externalities. Regarding to this, a question arises of whether the existing instruments of competition law enforcement and market analysis are still relevant when analyzing markets with digital platforms? This paper aims at discussing advantages and disadvantages of using various tools to define markets with platforms. In particular, we define the features of the SSNIP test when being applyed to markets with platforms. Furthermore, we analyze adjustment in tests for platform market definition in terms of possible type I and type II errors. All in all, it turns out that to reduce the likelihood of type I and type II errors while applying market definition technique to markets with platforms one should consider the type of platform analyzed: transaction platforms without pass-through and non-transaction matching platforms should be tackled as players in a multisided market, whereas non-transaction platforms should be analyzed as players in several interrelated markets. However, if the platform is allowed to adjust prices, there emerges additional challenge that the regulator and companies may manipulate the results of SSNIP test by applying different models of competition.

Pelatihan Business Plan pada UMKM di Desa Koto Rendah Kecamatan Siulak Kabupaten Kerinci

2020 ◽  
Vol 2 (3) ◽  
pp. 129-132
Author(s):  
Musnaini Musnaini ◽  
Besse Wediawati ◽  
Zulfina Adriani ◽  
Rts Ratnawati ◽  
Dessy Elliyana
Keyword(s):  
Business Models ◽  
Joint Venture ◽  
Business Plan ◽  
Agricultural Products ◽  
Knowledge And Skills ◽  
Business Plans ◽  
Medium Enterprises

Usaha Mikro Kecil Menengah (UMKM) yang berada di Desa Koto rendah, Kecamatan Siulak, Kabupaten Kerinci adalah bentuk Kelompok Usaha Bersama (KUBE) dari ibu-ibu rumah tangga yang mempunyai usaha bisnis dalam kuliner, pembibitan, pengolahan hasil pertanian dan perkebunan sekitar yang mereka miliki maupun penduduk setempat. Kegiatan pengabdian ini adalah untuk meningkatkan pengetahuan dan keterampilan mengenai kemampuan untuk melakukan perencanaan bisnis (Business Plan). Selain itu, untuk memberikan peningkatan keterampilan dalam merencanakan bisnis menggunakan bisnis model. Metode yang akan digunakan untuk mencapai tujuan tersebut adalah dengan pelatihan dan pendampingan membuat rencana bisnis dalam lembar kerja bisnis model canvas.Kata Kunci : UMKM, KUBE Business PlanABSTRACTSmall and Medium Enterprises (MSMEs) located in Koto low Village, Siulak Sub-District, Kerinci Regency is a form of Joint Venture Group (KUBE) of housewives who have business ventures in culinary, nursery, processing of agricultural products and plantations. This devotional activity is to improve knowledge and skills regarding the ability to making a Business Plan. In addition, to provide improved skills in businesses plan using business models. The method that will be used to achieve that goal is by training and mentoring business plans in canvas model business worksheets.Kata Kunci : UMKM, KUBE Business Plan

Business Model Literature Overview

2014 ◽  
pp. 79-130 ◽  
Author(s):  
Ales Novak
Keyword(s):  
Business Model ◽  
Financial Reporting ◽  
Business Models ◽  
Potential Role ◽  
Financial Instruments ◽  
Business Logic ◽  
Literature Overview ◽  
Ifrs 9 ◽  
Definition Of

The term ?business model' has recently attracted increased attention in the context of financial reporting and was formally introduced into the IFRS literature when IFRS 9 Financial Instruments was published in November 2009. However, IFRS 9 did not fully define the term ‘business model'. Furthermore, the literature on business models is quite diverse. It has been conducted in largely isolated fashion; therefore, no generally accepted definition of ?business model' has emerged. Therefore, a better understanding of the notion itself should be developed before further investigating its potential role within financial reporting. The aim of this paper is to highlight some of the perceived key themes and to identify other bases for grouping/organizing the literature based on business models. The contributions this paper makes to the literature are twofold: first, it complements previous review papers on business models; second, it contains a clear position on the distinction between the notions of the business model and strategy, which many authors identify as a key element in better explaining and communicating the notion of the business model. In this author's opinion, the term ‘strategy' is a dynamic and forward-looking notion, a sort of directional roadmap for future courses of action, whereas, ‘business model' is a more static notion, reflecting the conceptualisation of the company's underlying core business logic. The conclusion contains the author's thoughts on the role of the business model in financial reporting.

Sign in / Sign up

Export Citation Format

Share Document