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Communication For Managers

Case Assignment No. 1
Case Analysis Report on
‘Game Colab: Can it connect Indie Game Developers?’

Submitted by:

Name : Ankit Jhunjhunwala

Roll No.: 171307

Section : C

Batch : MBA – FT (2017 – 2019)

Institute of Management, Nirma University

Date of Submission: 8th August, 2017
 GAME COLAB: CAN IT CONNECT INDIE GAME DEVELOPERS?

Executive Summary
Established in October 2013, Game Colab was on its way to expand into new business venture
of Indie Game Development in July 2014. This was the time when the major dilemma for the
organisation was to sort out the issues prevalent in a nine month old start-ups so as to bring
another venture into existence. While sorting out the solutions to this dilemma, they came
across some very surprising findings that were not fit for the organisation. They came to a
conclusion that if this start-ups has to survive in the market, then this expansion via new
business venture must happen. After finding the questions and problems it devised the strategy
of Lean Methodology and Customer validation by using Lean Canvas method. The Pivot
strategy also made its way here. Also, alternative course of actions were formed and exercised
as and when the need for the same arose. After doing all this planning and implementing all
this strategy another dilemma came in front of them asking: Will the Pivot strategy strike a
balance with the view of grabbing the market?
(Word Count: 180)
 GAME COLAB: CAN IT CONNECT INDIE GAME DEVELOPERS?

Situation Analysis:
In October 2013, Ben Richert and Joseph Darnell founded Game CoLab. The main purpose of
this organisation was to expand the scope of gaming and increase the platform for game
development. Darnell was a successful participant at Start-ups Chile, taught entrepreneurship
and involved in a mobile game start-ups. He researched the co-working market deeply. Both
met because of their passion for entrepreneurship and gaming at an education class on start-
ups and coordinated to launch Video Gaming Start-ups. He never knew Richert personally form
the very beginning. They met at an entrepreneurship class and soon came to know about their
common thinking process. Richert was the CEO of Abeona Games with work-experience at
ASU Gaming and a game developer with expertise in social issues and transportation. He
explored the Video game market in good depth by personally meeting different IGDs.

With the boost in market in NY the co-working was a trend. It provided for independence,
technology, creativity, knowledge, collaboration, connectivity, sustainability, accessibility and
cost-reduction. CO+HOOTS and Gangplank were successful co-working business models.
Forbes forecasted a hike in revenue by 2014.

The IGDs were highly qualified but un-networked because worked-from-home. The
restrictions on mobile gaming, PC and Console restricted networking until Valve, the
traditional publisher, developed an exposure plan thereby, encouraging local talents and part-
timers. Also, the revenue boost from total $840 million to $1 million per project recorded the
fastest growth. Problems while using Skype, etc. too got solved.

Problem Statement:
Whether to go with the co-working space concept or build community with CoLab events and
membership as both expansion moves was time consuming and expensive causing decrease in
membership.

Objectives:

To expand from a gaming firm to game CoLab.

To pace up with the changing Edu-Tech environment.
To supervise better networking and enhance independent risk taking.
To utilize local talents, part-timers and students effectively.
To increase and retain its membership.

Options:
They can expand into new venture with co-working space. This gives cost cutting
advantage.
Building a new co-working space was also in there option. This was more in trend so
this option was achievable.
 They can have the talk with their customers also rather than only talking to their game
developers.
They can adapt the PIVOT strategy to provide stability.
They can hire marketing gimmicks as they have less knowledge.
They can provide with uninterrupted working environment, necessary facilities and less
cost on their pockets to increase (retain) their members.

Evaluation of Options:
Expansion Dilemma:

If the organisation goes with the option of taking up a co-working space the cost will be much
lesser as on rent will be required to be paid. If construction a new space is taken into
consideration, the cost of acquisition will be much higher and nothing new will occur.

Working environment:

Location of a work place matters a lot. The working place had sports stadium next to it. The
parking system was “complicated” and the restaurants and cafes are far making the members
crib about high membership fees and low facilities. Therefore, sound proof wall-coating could
avoid noise and a stall system for snacks and refreshments can also be arranged in the hall itself
as it had good space.

Customer Involvement:

If the feedback and requirement of customers or rather target segment is taken into
consideration, only then the objective of game end-user from mere game developers can be
achieved.

Pivot Strategy:

This is the Trial-and-Error strategy. In case of the deadlock in small matters, the ideas can be
implemented on a trial basis to check their feasibility and improvised as per feedbacks.
Marketing:

Richert and Darnell are start-ups and gaming experts but not marketing gimmicks. So, they can
hire some local marketing talent to popularize Game CoLab and develop the presence in the
market.

Decisions:
Lean Methodology:

This strategy is the “Pivotal” point in the root fixing of the start-ups as it allows the biasness
towards an idea and the action taken for experimentation by making use of limited resources
and achieving unlimited success. This aims at transformation of mere game developers to game
end-users. Apart from normal start-ups models, the dynamic market conditions are also trivial.
Thus, Trial-and-Error strategy provides for the development and working of a plan to check its
relevance before validation.
 Customer Validation:

The use of Customer’s feedback is one of the most important strategic step that a organisation
can take to keep a hold in the market. The concept of Lean Canvas was developed to record
the minutes on a single plane. This contribution of the developers will check on the assumptions
and their needs.

Action Plan:
The majority decision of co-working space led to the selection of CO+HOOTS (for providing
the biggest and cost-effective warehouse with spare leftover reusable assets). Launchrock
webpage was created to expand the audience indulgence through social platforms.
Furthermore, 13 members within a span of 2 weeks were attracted by the Richert’s background
research and Darnell’s publicity events.

Contingency Plan:
New market was selected having good blend of large corporate and institutional clients and
university and college students were targeted because decisions implemented followed Trial-
and-Error format and hence a lot of improvisation was required at each step.

Exhibits:
The revenue model of Game CoLab:

1 work day at $15 per day;

$50 per month and access to CoLab from 10 AM to 6 PM;
$200 per month for 24/7 access;
$350 per month for unlimited access, a desk and use of conference room.

Total Words: 1097

Word Count of Executive Summary: 180
Word Count of the Report: 904
 UNDERTAKING

To Whom It May Concern:

I, Ankit Jhunjhunwala hereby declare that this assignment is my original work and is not
copied from anyone/anywhere. If found similar to other sources, I shall take complete
responsibility of the action taken thereof by, CFM Team.

Signature :

Name : Ankit Jhunjhunwala

Roll No. : 171307

Section : C

Batch : MBA – FT (2017-2019)

Date : 8th August, 2017