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The Video Game Industry

The Video Game Industry

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The video game industry, providing a unique opportunity to study the theory and practice of international business, forms the basis of this paper. We examine the industry first in terms of a micro analysis, then in contextual analysis, and finally in strategic analysis.
The video game industry, providing a unique opportunity to study the theory and practice of international business, forms the basis of this paper. We examine the industry first in terms of a micro analysis, then in contextual analysis, and finally in strategic analysis.

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Published by: Undergraduate Awards on Sep 01, 2012
Copyright:Attribution Non-commercial

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11/28/2014

 
The VideogameIndustry
By:Jennifer CowmanandMegan Huxhold
International Business
S  t  v   T   b  i  
 
 
Abstract
2
The video game industry, providing a unique opportunity to study the theory and practice of 
international business, forms the basis of this paper. We examine the industry rst in terms of a
micro analysis which reveals that the market dynamics of the industry revolve around networkexternalities and the strategic choices made at the inception of the industry, namely that of non-interoperability. This phase of the paper, by virtue of a historical analysis, also points to theskills dimension of the industry and how such plays a pivotal role in its success.The second level of analysis seeks to provide contextual value to our examination of the in-dustry and therefore focuses on the forces within the environment. These forces, taken in thecontext of globalization, indicate that the video games industry is in the midst of a globaleconomy. This being said the analysis proceeds to examine the ways in which globalization
manifests itself through a study of cultural, political, legal and economic environments, nding
that while globalization is evident within the video games industry, distance continues to playa substantial role.
The nal phase of our research centred on the strategic implications of our analysis. We iden
-
tied three main strategic issues which face the video games industry, namely managing dif 
-ference, managing talent and managing network externalities. We then devised the strategies
which might address these issues, adopting a multidisciplinary or congurational approach in
each case.
The remainder of our paper centred on the ndings of our research and the implications for
international business and other sectors. From an international business perspective we foundthat history provides a valuable dimension to the discourse and that globalization can coexistwith localized forces thus rendering both the global and local arenas important platforms forinternational business. We also devised a processual model of analysis which uses the industryand its environment as a lens which shapes global forces, the product being the key strategicissues faced by the industry at hand. Finally we asserted that the video game industry providesmany lessons for all international sectors but particularly those which also operate within a
similarly turbulent environment such as fashion, music and lm.
 
 
Table of contents
Level 1: Industry Analysis
Section 1: Dening the Industry
 
6
1.1 Source Denition
6
1.2 Chosen Denition for Research
7
1.3 Justication
7
Section 2: Size of the Video Game Industry
 
8
Section 3: The Evolution of the Video Games Industry
 
9
3.1 The Rise and Fall of the Video Games Industry
9
3.2 The Video Games Industry: A Renaissance
10
Section 4: Structure of the Video Games Industry
 
134.1 Threat of New Entrants 134.2 Threat of Substitutes 154.3 Power of Suppliers 174.4 Power of Buyers 19
4.5 Rivalry among Competitors
21
Level 2: Contextual Analysis
Section 5: Environmental Analysis
 
245.1 Environmental Forces 24
5.1.1 Local Forces
24
5.1.2 Global Forces
265.2 Cultural Environment 28
5.2.1 Macro-Cultural Environment 
29
5.2.2 Micro-Cultural Environment 
315.3 Political Environment 335.4 Legal Environment 345.5 Economic Environment 355.6 Current and Future Trends 36
Level 3: Strategic Analysis
Section 6: Key Strategic Issues
 
40
6.1 Differences Across National Boundaries
40
3

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