Introduction
Rational of the study
Empire Corp., established three years ago, has achieved significant success in developing and launching online casino games, boasting a workforce of over 70 employees and a user base of 3 million However, the CEO has expressed concerns about sustaining this impressive growth rate due to increasing competition and unfavorable government policies that hinder the expansion of online gaming.
To elevate the company to new heights, exploring an alternative strategy is essential After researching various game options, the decision was made to develop an online social game centered around horse racing.
Statement of the problem
The development of the online social horse racing game is nearing completion, but a marketing strategy for its launch has yet to be established Now is the crucial moment to focus on creating an effective marketing plan to ensure the successful launch of the game.
Research questions and objectives
In order to solve the problem above, the research has the following objectives:
1 To analyze the current situation of the company and the market
2 To identify the target segments which the game should focus on so that
3 To identify the positioning of the new game as well as its points of differentiation
4 To identify the marketing mix strategy to launch the new game successfully
The research problem leads to the following research questions:
1 What segments should the game target to?
2 What should be the core values the game provides?
3 What should be the positioning point of the game?
4 What are the differentiation points of the game?
5 What marketing mix should the game apply?
Research approaches
A focus group research was conducted with 15 participants, including 10 community leaders and 5 active users, to identify the key attributes contributing to the success of the existing game The insights gathered from these interviews will help inform the development of the new game by leveraging the strengths recognized by the representative user base.
How they knew the game
The interesting characteristics of the game which has been keeping them the users of the game
The attributes motivate them to be the community leaders and the active users
The interview is done with the following questions:
1 How do you know about the game?
2 How long have you been playing the game?
3 How much time and money you spend on the game?
4 What makes you spend much effort to build the community around you?
5 Who do you invite to your community?
6 Are there any comments, suggestions for the company?
7 Are you playing any other game?
A survey was conducted on leading gaming forums in Vietnam, including vn-zoom.com, forum.gamevn.com, go.vn/diendan, diendan.zing.vn, fgt.vnexpress.net, and forum.playpark.vn, with a sample size of 1,113 gamers The aim of the survey is to identify the most appealing game attributes that potential users desire, enabling the development of targeted strategies to meet their needs effectively To enhance the survey's response rate, collaboration with forum administrators and reputable forum users was sought to promote the survey within the community.
Scope of the study
This study aims to analyze the market, consumer behavior, competitors, and the company itself to propose an effective marketing strategy for the successful launch of the game However, detailed marketing plans and financial considerations are not included in this analysis.
Structure of the study
This study is structured into five chapters as following
This chapter provides an overview on the purpose “WHY” the study is conducted,
“WHAT” is the problem that needs to be addressed, “HOW” the problem should be addressed as well as the scope and the contribution of the study
This chapter presents a literature review pertinent to the study, highlighting key theories and concepts that facilitate the analysis of the situation and inform the development of an effective marketing strategy.
CHAPTER 3: EXTERNAL AND INTERNAL ENVIRONMENT
This chapter examines secondary data regarding market trends, user characteristics, and competitive landscape It also provides an overview of Empire Corp, detailing its current marketing mix based on the updated 4Ps: People, Processes, Programs, and Performance.
CHAPTER 4: DATA ANALYSIS AND FINDINGS
This chapter examines the primary data gathered from focus group interviews and survey research, presenting findings that address the research objectives and questions outlined in Chapter 1.
This chapter presents a SWOT analysis of Empire Corp, integrating insights from data analysis in Chapter 4 and market trends discussed in Chapter 3 Based on these findings, a proposed marketing strategy is outlined, identifying target segments and the marketing mix for the new game.
Literature review
Porter’s generic framework theories
According to Porter (1998), companies can leverage his generic framework to determine their optimal position within the industry, leading to higher profits compared to competitors who fail to do so By analyzing their strengths and weaknesses, businesses can identify their competitive advantages, which Porter categorizes into cost advantage or differentiation The application of these strengths can take a broad (industry-wide) or narrow (market segment) approach, resulting in three generic strategies: cost leadership, differentiation, and focus.
Cost leadership involves a company striving to achieve the lowest production costs within its industry By adopting this strategy, the firm can sell products at or below the industry average, allowing it to either increase profits or capture market share from competitors If a company can price its products lower than its rivals, it can effectively attract customers from weaker competitors This approach typically targets a broad market, as higher sales volumes are essential for sustaining healthy profit margins.
A successful cost leadership strategy thrives in markets with high price sensitivity, as this allows cost leaders to gain a competitive edge over rival firms.
A differentiation strategy involves creating a product or service with unique attributes that customers value and perceive as superior to competitors' offerings This uniqueness enables companies to set higher prices, reflecting the typically smaller customer base and potentially higher production costs associated with such strategies Consequently, some of these costs are transferred to customers, allowing businesses to maintain profitability while catering to a niche market.
To effectively implement a differentiation strategy, a company must possess unique internal strengths, such as a robust sales force capable of effectively communicating product advantages, access to top-tier research and development teams, and a strong corporate reputation.
Successful companies implementing a differentiation strategy utilize three key tactics that enhance organizational performance: innovation in marketing technologies and methods, fostering creativity and innovation, and focusing on achieving high market shares To effectively differentiate themselves from competitors, businesses must prioritize understanding customer needs and establishing meaningful connections, ultimately creating greater customer value.
A focus strategy targets a specific market segment, aiming for either cost advantage or differentiation As Porter suggests, this approach allows companies to better meet the needs of their chosen group, fostering increased customer loyalty Consequently, businesses employing a focus strategy gain a competitive edge by minimizing direct competition.
Akan et al (2006) identified four essential tactics for organizations implementing a focus/low-cost strategy: delivering exceptional customer service, enhancing operational efficiency, ensuring product or service quality, and providing extensive training for front-line personnel These strategies emphasize internal organizational changes aimed at improving customer offerings, ultimately creating a cohesive and holistic approach that effectively meets customer needs.
According to Akan et al (2006), two key tactics for achieving success in a focus/differentiation strategy are the production of specialty products and services, as well as targeting high-price market segments To thrive in this strategy, companies must possess a deep understanding of their customers, as selling in these segments typically involves a narrow yet high-quality product range tailored to specific tastes or needs Successful firms in a focus strategy effectively leverage their diverse product development strengths to cater to a well-defined market segment.
Ansoff’s matrix
The Ansoff Product-Market Growth Matrix, developed by Igor Ansoff in 1957, outlines various corporate growth strategies by examining a company's existing and potential products and markets This strategic tool assists businesses in identifying necessary actions based on their current performance, enabling them to navigate growth opportunities effectively.
A company seeking strategic change to sustain growth can effectively utilize Ansoff's matrix This framework helps businesses decide which products or services to offer and in which markets to operate during their growth phase.
The market penetration strategy is considered the least risky approach, leveraging a company's existing resources and capabilities In a growing market, maintaining market share can lead to significant growth opportunities, especially when competitors hit capacity limits, allowing other companies to capture additional market shares However, it is crucial to recognize that market penetration has its limitations due to potential market saturation, necessitating the adoption of alternative strategies for continued growth.
A market development strategy involves expanding a company's reach beyond its current customer base to attract new customers for existing products When implementing this strategy, it's essential to consider potential barriers to entry, as these can significantly impact both short-term and long-term profitability.
A product development strategy focuses on enhancing the existing mission by creating new products with improved characteristics, leveraging the company's strengths in relation to its specific customers rather than the products themselves Implementing this strategy can help utilize excess production capacity, fend off competitive threats, uphold the company's reputation for innovation, capitalize on new technologies, and safeguard market share A key step in this process is identifying customer needs, either by analyzing competitors or uncovering unmet opportunities However, this approach is considered riskier compared to strategies aimed solely at increasing market share.
A diversification strategy involves simultaneously entering new products and markets, making it the riskiest of the four main strategies However, with careful selection of appropriate businesses, significant profitability improvements can be achieved Diversification can occur in related or unrelated areas, with related diversification encompassing backward, forward, and horizontal integration This strategy is typically more suitable for well-established companies with strong capital The benefits of diversification include the opportunity to establish a presence in an attractive industry and the potential to reduce overall business portfolio risk.
Marketing mix
The traditional marketing mix is the following 4Ps: product, price, place and promotion
The product encompasses the tangible goods or services provided to consumers, including any associated services or conveniences that enhance the overall offering.
The price component of the marketing mix encompasses an organization's pricing strategies, which are essential for determining the appropriate pricing models for products and services Companies must evaluate their service levels when developing pricing strategies, as excessively low prices can result in diminished customer service quality This may deter customers, especially those who have previously experienced poor support, from utilizing the service again Therefore, businesses should prioritize building their brand through high-quality products and services rather than solely competing on price.
The "Place" element of the marketing mix focuses on the distribution of products to customers, aiming to maximize reach and availability while minimizing costs related to inventory, transport, and storage In an online context, the concept of "Place" becomes more complex due to the interconnected nature of digital platforms, intertwining with Promotion and Partnership strategies Successful retailers enhance their visibility on third-party sites frequented by their target audiences, including search engines, mobile phone portals, and product comparison websites.
Promotion: the promotion element of the marketing mix refers to how marketing communications are used to inform customers and other stakeholders about an organization and its products
According to Kotler (2011), the traditional four Ps of marketing are no longer sufficient to capture the complexity and richness of the field To align with the holistic marketing concept, it's essential to update these elements to include people, processes, programs, and performance, which better reflect contemporary marketing realities.
Effective marketing hinges on internal marketing, emphasizing that employees play a vital role in achieving marketing success The quality of marketing efforts is directly linked to the individuals within the organization Additionally, marketers should perceive consumers as multifaceted individuals, gaining a deeper understanding of their lives beyond mere shopping behaviors and product consumption.
Effective marketing management requires creativity, discipline, and structured processes to avoid ad hoc planning Marketers should integrate innovative ideas and concepts into their strategies to foster long-term, mutually beneficial relationships Establishing the right processes is essential for guiding activities and programs, while also enabling the imaginative generation of insights and breakthrough products, services, and marketing initiatives.
Marketing programs encompass all consumer-directed activities of a firm, integrating both the traditional four Ps and a variety of other marketing efforts These activities, whether online or offline, must be cohesively aligned to create a greater impact collectively, achieving multiple objectives for the business.
Performance encompasses a broad spectrum of outcome measures that include both financial aspects, such as profitability, and non-financial factors like brand and customer equity Additionally, it considers implications that extend beyond the company, addressing areas such as social responsibility, legal obligations, ethical standards, and community impact.
Customer participation and personalization
According to Kotler (2011), modern marketing has empowered consumers to significantly impact peer and public opinion In response, companies are engaging consumers in the design and marketing processes of their products, fostering a deeper sense of connection and ownership As a result, consumers perceive their preferred brands as collaborative workshops where they can access the offerings they desire.
Besides, thanks to advances in factory customization, computer technology, and database marketing software, companies can make and sell individually differentiated goods.
External and internal environment
External environment
Casual games are designed for a broad audience of casual gamers and encompass various gameplay styles and genres They are characterized by their straightforward rules and minimal commitment, making them more accessible than complex hardcore games Players do not need to invest significant time or possess specialized skills to enjoy these games, which also feature lower production and distribution costs for developers While traditionally played on personal computers via web browsers, casual games are increasingly gaining popularity on game consoles and mobile devices.
A social game is an enhanced version of a casual game, characterized by its simplicity and accessibility, requiring no special skills or lengthy time commitments The defining feature of social games is their focus on social interaction, fostering community engagement and connections among players These games serve not only as a means of personal relaxation but also as platforms for networking and relationship building, leveraging advanced internet technologies Typically, social games are played online via personal computers in web browsers.
A web game, also known as a browser game, is an online computer game played through a web browser These games can be developed using standard web technologies or browser plug-ins and encompass various video game genres They can be enjoyed in both single-player and multiplayer formats, offering portability and compatibility across multiple devices and web browsers.
Browser games come in many genres and themes that appeal to both core players and casual players
Client games necessitate users to download and install specific client software on their personal computers to access the game These games often feature advanced graphics and gameplay mechanics, with many falling under the MMORPG genre.
Massively multiplayer online role-playing games (MMORPGs) are a popular genre where a vast number of players engage with each other in an immersive virtual world Players take on the roles of characters, usually set in fantasy environments, and manage various actions of their avatars These games are known for their advanced graphics and gameplay mechanics, necessitating significant development resources.
The dawn day of game online industry
The introduction of ADSL service in Vietnam in June 2003 marked a pivotal moment for the online gaming industry, as it significantly enhanced internet bandwidth This improvement allowed gamers to fully enjoy online gaming experiences Additionally, the subsequent decrease in ADSL pricing played a crucial role in fostering the rapid growth of the online gaming sector in Vietnam.
In 2003, the improved infrastructure allowed the first client MMORPG, MU, developed by a Korean company, to thrive despite the absence of a legal framework for online gaming The game's source code was leaked, leading many players to establish private servers, which contributed to its rapid spread across gaming communities.
Since then, many industry big players like VNG, Asiasoft, FPT Online, VTC… took turn to establish, imported and distributed various client games from China and Korea to the market
The trend of web game
From 2009 to 2010, Chinese game studios shifted their focus towards developing online web games, expanding beyond the domestic market to Southeast Asian countries such as Vietnam, Singapore, the Philippines, and Malaysia Among these, Vietnam emerged as the most promising market, prompting Chinese game studios to target it as a key entry point, thereby introducing a new trend in the online gaming industry in Vietnam.
In 2009, Vietnam saw the introduction of its first web game, "Linh Vuong," distributed by VTC, marking a significant success in the gaming industry This was followed by other popular titles such as "Dac Ky" and "Dai Gia," released by SGame between 2009 and 2010 Despite this initial success, many game publishers remained hesitant to fully embrace the web gaming trend, continuing to focus on traditional client games and underestimating the potential of web-based gaming.
The year 2011 marked a pivotal moment for game publishers, prompting a reevaluation of their online game distribution strategies The remarkable success of the web games Gunny and Tam Quoc Truyen Ky significantly contributed to the growth of the web game trend in the Vietnamese market.
Launched in 2011, Gunny quickly captivated players with its simple gameplay and the robust support of the Zing Me community, a social network from VNG, Vietnam's leading game publisher The game achieved a remarkable "WOW" effect, securing the top position in the game hit list, surpassing Audition by VTC, which had long dominated the casual gaming market.
Figure 3-1: Gunny web game published by VNG
Tam Quoc Truyen Ky emerged as a remarkable phenomenon in the Vietnamese gaming market, attracting hundreds of thousands of users within just seven days This strategic game showcased significant improvements over its competitors, leading to its swift acceptance and popularity among gamers.
Figure 3-2: Tam Quoc Truyen Ky published by SGame
Following that, several web games were launched in the Vietnamese market, achieving notable success, including titles such as Ngao Kiem, Nhat Kiem, Vo Lam Chi Mong, Thap Nien Nhat Kiem, Pockie Ninja, and Ngoa Long.
Gunny and Tam Quoc Truyen Ky are considered pioneers in establishing the foundation for the online gaming industry in Vietnam Their straightforward gameplay and minimal time commitment make these games particularly appealing to busy professionals with limited online time As a result, this gaming trend presents a promising market opportunity.
Web game and client game co-exist in year 2012
South East Asia presents a lucrative opportunity for game studios, with Vietnam emerging as the most promising market China's influence on Vietnam's online gaming industry is significant, as it supplies the majority of web and client games Major companies such as Perfect World, Shanda, Uuzu, Kunlun, Soho, Tencent, and Giant Entertainment are focusing on Vietnam as a strategic market to capitalize on its potential for growth.
Data analysis and findings
Characteristics of the respondents
A total of 1,113 participants responded to the survey, sourced from leading gaming forums in Vietnam The respondents' ages span from under 18 to over 45, with monthly incomes varying from below 4,000,000 VND to over 20,000,000 VND Additionally, they represent a diverse range of occupations, including students, office workers, executive managers, and business owners.
The loyalty segment
The interview reveals that the majority of participants are office workers, executives, or small business owners aged between 27 and 45, who have been engaged with the game for over two years They dedicate more than five hours daily to gameplay and interacting with the game community Despite expressing some concerns about lag and hacking issues, they show little interest in exploring other games, indicating that this demographic represents a loyal segment of gamers.
A recent survey reveals that approximately 75% of gamers aged 23 and older are office workers, managers, or business owners Notably, over 53% of these individuals engage in gaming for more than three hours each day, while more than 63% typically play fewer than three different games.
Figure 4-2: Hours spent per day on online game
Figure 4-3: Number of games played last year
Based on the survey and the interview, it is found that the loyalty segment covers the following attributes:
Office worker, management, small business owner
The high value segment
In a recent interview, the group revealed their substantial monthly income, which allows them to invest significantly in their gaming experience They spend over one million VND each month on in-game top-ups, viewing the cost as negligible Additionally, they dedicate both time and resources to organize offline events for their gaming community, further enhancing their engagement and connection within the game.
This finding also matches with the figure from the survey Looking at the users who spend more than 300,000 VND, more than 90% are older than 23 years old
Figure 4-4: Age of the users who spend more than 300,000 VND per month on online game
In the age group above 23, approximately 43% of individuals spend over 300,000 VND monthly, with 17.5% exceeding 1,000,000 VND In contrast, only 19% of those under 23 spend more than 300,000 VND per month, highlighting a significant difference in spending habits between the two age segments.
Figure 4-5: Expense per month on online game of segment age above 23
Figure 4-6: Expense per month on online game of segment age below 23
So, based on the data analysis, the segment age above 23 spend much more on the online game and is a more attractive segment to target.
Community loyalty
The focus group interviews revealed that the game's community feature has significantly strengthened player bonds, fostering a deep love for the game and encouraging extensive investment of time, effort, and money Despite the emergence of superior competitors and some dissatisfaction with the current system, players remain loyal, largely due to the strong community ties This community has transcended the virtual realm, integrating into real life through various offline events, where friends from the game become actual friends, colleagues, and even business partners Players typically only leave the game when the entire community decides to depart.
Through the survey research, it also shows that, apart from relaxation reason, making friends and building friendly relationship is the major benefit (53.2%) they find through playing online game
Playing online games offers significant benefits beyond mere relaxation, with community being a vital element that fosters user loyalty A strong community keeps players engaged and encourages them to remain committed to the game, even in the face of challenges and complaints.
Crucial factors: IT infrastructure and customer service
In a recent focus group interview, participants expressed significant frustration with lag and disconnection issues while gaming Additionally, they highlighted the importance of quality customer support, noting that slow response times and inadequate communication from support staff greatly intensified their dissatisfaction In contrast, other aspects such as graphics, sound, and gameplay were rarely a source of complaint, indicating that technical performance and customer service are the primary concerns for gamers.
According to survey data, the primary reasons players abandon a game are poor connectivity and inadequate customer support Specifically, 44% of users cite lag and disconnections as their main reason for leaving, while 18.9% are driven away by subpar customer service.
Figure 4-8: The top most reason makes users stop playing an online game
Investing in robust IT infrastructure, including strong servers and high bandwidth, is crucial for minimizing lag and disconnections Additionally, allocating resources for training customer support personnel to effectively address user complaints can yield a better return on investment than solely enhancing game graphics, sound, and gameplay.
Key promotion channels: word of mouth and game forum
Most focus group members discovered the game through invitations from friends and colleagues To strengthen their in-game community, they actively invite their own friends, colleagues, and business partners to join Additionally, new community members are often introduced by existing members, further expanding the network.
Survey data reveals that word of mouth from friends and colleagues, along with game forums, are the primary sources through which users discover games, accounting for over 90% of awareness Specifically, 47.3% of users learn about games through personal connections, while 39.1% find out through online game forums.
Figure 4-9: How users know about a game The survey data also shows that more than 72% of users have their colleagues playing the game together with them
Figure 4-10: Do users' colleagues play online game together with them?
Based on this analysis, it is showed that promoting a game through word of mouth and game forum are the effective ways.
Proposed Marketing Strategy
SWOT Analysis
In order to sustain the growth of the company, it’s required to analyze its SWOT so that proper strategies can be proposed to cope with the existing industry context
The company boasts significant internal strength, driven by its successful experience in developing and managing its online game products With a talented team skilled in game scripting, graphic design, 2D programming, infrastructure management, and customer care, the company has established efficient processes and a robust partnership network over more than two years of operation Additionally, the success of its current product has enabled the company to accumulate sufficient capital, paving the way for further investment and long-term growth.
Despite having a strong development team, the company's expertise is primarily in casual and social web games, leaving them ill-equipped to tackle complex action and MMO game development Additionally, insufficient focus on customer relationship management has led to delays in addressing customer issues, resulting in slow support and complaint resolution The lack of proper customer insights has hindered accurate measurement of marketing performance, further impacting overall effectiveness.
The industry is growing fast and its growing trend will still last for years to come Many factors are supporting this growth:
Vietnam's internet bandwidth is steadily increasing each year, enabling a growing number of people to access high-speed internet from various ISPs With internet subscribers reaching 21 million in 2011, online services are increasingly effective at connecting with their target audiences.
Over 60% of Vietnam's 88 million population consists of the young generation, highlighting a significant demand for entertainment Additionally, this demographic is increasingly earning higher incomes, enabling them to fulfill their entertainment needs more effectively.
The immature legal framework for managing online games presents a unique opportunity for companies in the gaming industry Since the government's suspension of license approvals for new games in 2011, publishers have been hesitant to import new titles, resulting in a lack of fresh gaming experiences for players While the government remains critical of MMO games due to their violent content, it is less restrictive towards casual and social games This shift creates a promising opportunity for companies to enter the market and cater to the growing demand for new gaming experiences at this crucial time.
The audiences of the new social game may be different from the existing product
To effectively reach a wider audience, the company must develop additional channels of communication Furthermore, enhancing customer insights is essential to ensure that the new game meets the expectations and preferences of its players.
Proposed marketing strategy
Based on the analysis of both primary and secondary data, a comprehensive strategy for the game has been developed This strategy aims to achieve specific objectives within six months of the game's launch.
Attract 1 million of registered users
Attract 100,000 users pay an average of 50,000 VND per month on the game which contribute to 5 billion of VND of revenue per month
Based on the data analysis and findings, it shows that the following segmentation is worthy to target:
People who are age above 23
People whose occupation is: office worker, management executive and small business owner
That segment is more loyalty than the others and is willing to spend more on the online game due to their high income
To effectively engage the target audience, the game must establish itself as a community-oriented platform, offering users a relaxing environment enriched with diverse facilities that promote the development of friendly networks.
As a small to medium-sized business, Empire Corp should avoid direct competition with market leaders and instead adopt a "focus, differentiation" strategy from Porter’s generic framework By creating a platform within the game that emphasizes customer participation and personalization, Empire Corp can tap into emerging marketing trends, ultimately leading to higher profit margins.
The differentiations of the game are backed by the following competitive advantages of the company:
The company boasts a skilled development team capable of managing the entire game development cycle, a rare advantage in the industry This expertise allows for swift adjustments to the game and its associated platforms, ensuring that user needs are effectively met.
The company has extensive knowledge of the licensing procedures for new games and their respective platform websites Additionally, it has cultivated strong relationships with key contacts in government offices, facilitating a smoother administrative process.
Customer service is a critical factor in retaining users in the gaming industry To enhance customer satisfaction, it is essential to provide additional training for customer service personnel, enabling them to effectively manage, monitor, and resolve complaints.
To enhance user experience, it is essential to establish a dedicated team focused on analyzing user behavior and needs through database activity This team should engage directly with VIP users to provide tailored support and organize offline events, allowing for deeper insights into the community By gathering this information, the team can create a more enjoyable and appealing gaming environment for all users.
To maintain user satisfaction, it is essential to establish and improve processes that ensure consistency among all customer support team members Well-defined processes facilitate effective communication between the operations and development teams, allowing for the swift resolution of the most pressing issues faced by users.
Keeping the customer support team informed with the latest updates from the development team ensures accurate communication about upcoming features and promotional events to game users This streamlined process allows supervisors and management to gain valuable insights into ongoing situations, enabling them to escalate issues promptly As a result, this approach significantly reduces user frustration and enhances overall satisfaction.
Hence, the processes surround the following areas will need to be defined and enforced to carry out consistently:
Effective complaint management involves systematically tracking user issues, prioritizing them based on urgency, and monitoring response times Each case is assessed for customer satisfaction, and periodic reports are generated to evaluate overall performance and identify areas for improvement.
Processes in information communication between customer support team and the system operation team: This ensures all updates to the system are communicated clearly and timely to the support team
Effective communication between the customer support team and the development team is essential for addressing customer issues Customer-reported problems are prioritized and categorized by severity before being relayed to the development team Additionally, the development team shares their roadmap for upcoming patches and features with the support team, ensuring that both teams are aligned and informed.
To ensure the successful implementation of these processes, it is essential to develop IT software that significantly reduces operational time and minimizes human errors.
The social online game product will be mapped to the five product levels of the customer value hierarchy as following:
The game serves as more than just a typical online platform for relaxation; it fosters a vibrant community that enhances friendships and builds networks Its core offering focuses on creating an environment that strengthens social connections among players.
The core offering is an online web browser game that allows users to easily access and play from any location at any time, provided they have a PC and an internet connection.
The game should feature appealing graphics and simple interactions to cater to a target audience that prefers straightforward controls and minimal learning time It is essential for the game to be stable and reliable, ensuring users experience minimal issues during gameplay Additionally, prompt and courteous customer service support must be available to address any complaints effectively.
Online game survey
Q1: What is your favorite online game genre?
Q2: What is the frequency of playing game in the following places (rating scale from 1 (very rare) to 5 (very often))?
Q3: How much do you spend on online game each month?
Q4: How many hours do you spend on playing online game per day?
Q5: Apart from relax, what else are you looking for in an online game?
A) Make friends and build friendly relationship
C) Nothing, just kill unused time
Q6: How many online games did you play last year (2011)?
Q7: What’s the common reason you stop playing an online game?
B) The game is lag/disconnect frequently
C) The graphics of the game is too bad
D) The customer service of the game publisher is too bad
E) No reason, just stop playing this game to move on trying another new game Q8: Where do you find new online games to try playing?
D) Through introduction of the owner of the internet café
Q9: If there is a new game introduced, are you likely to try it?
Q10: Do your colleague play online game together with you?
Q11: Do your family play online game together with you?
Q13: What is the range of your monthly income (salary and/or money given by your parent)?
Q14: What kind of phone do you own?
C) Other types of smartphone (Windows 8, Symbian…)