Departmental Strategies Of R&D And Management In Video Game Company

• Main Authors: Cheng-Chia Ho, 何承家
• Other Authors: Ko-Chu Lee
• Format: Others
• Language: zh-TW
• Published: 2017
• Online Access: http://ndltd.ncl.edu.tw/handle/87168629132695321837

碩士 === 國立臺灣科技大學 === 高階科技研發碩士在職專班 === 105 === The popularity of smart phone from 2008 brought about the mobile game explosion and generated US$37B in sales until 2016(in 2016 alone). On-line app stores i.e. Apple App Store and Google Play make publication and profitability of mobile game more straightforward and prompt and, as a result, thousands of start-ups and developers crowded into this industry. The rise of smart phone introduced a great popularity of new consumers while it also caused outflow of players on other game platforms and changed the entire industry chain. Such as the recession of online gaming, dealers losing local advantages, losing ground of handheld game consoles, and even the decline in arcade games. Games are transplanted to mobile platform as a trend and abruptly mobile gaming becomes an intense battlefield. The transition of game producers and the crisis of brain-drain turn into urgent issues. Firstly in this research, we employ BCG Matrix to examine the existing product line of the studied company to predict its product development and life cycle. Secondly, we try to analyze the gaming market using primary data generated directly from the market, along with secondary data collected by the dealers and the studied company to discover possible market gap and opportunities. Then, we will use T-Plan to depict the following three year product roadmap for the cased company followed with STP and SWOT analysis of the product line to make a strategic portfolio with SO, WO, ST, and WT. In the end, the internal competitiveness of the company will be examined and organization structure be adjusted to increase executive efficiency and bring supplements to the technology gap of the product line. The purpose of this research is to draw up a three year product roadmap, to standardize research procedures, to make a precise product development procedure, and to expand capacity to secure sustainable development of the organization. It is recommended the three year product roadmap be renovated regularly to meet market needs and ultimately 100% growth rate on 2019 net profit is reachable.