Leveraging the Changing Value Chain Structure of the Mobile Gaming Sector: A Case Study of Gameport Hong Kong

Teresa Shuk-Ching  Poon; Chin To CHAN

doi:10.1007/978-3-319-43859-7_12

Leveraging the Changing Value Chain Structure of the Mobile Gaming Sector: A Case Study of Gameport Hong Kong

Teresa Shuk-Ching Poon^*, Chin To CHAN

^*Corresponding author for this work

Research output: Chapter in book/report/conference proceeding › Chapter › peer-review

2 Citations (Scopus)

Abstract

This chapter reviews succinctly the historical development of the mobile gaming sector, tracing the changing structure of the value chain and the shifting controlling power from handset manufacturers, through mobile network operators, to App store providers operating within the chain. The chapter identifies significant emerging problems, in particular for independent game developers, as a result of the freemium model of revenue generation, the lack of marketing support provided by operators of App stores, and the existence of fragmented App store markets for mobile games distribution. By portraying the case of Gameport, an innovative Hong Kong start-up in the mobile gaming sector, we examine how the company has successfully leveraged the changing value chain structure and resolved significant emerging problems identified to create value. The chapter concludes with a summary of the case, highlighting important lessons learnt.

Original language	English
Title of host publication	Global Innovation and Entrepreneurship
Editors	Stephen E. Little Little, Frank M. Go, Teresa Shuk-Ching Poon
Publisher	Springer
Chapter	12
Pages	211-228
Number of pages	18
ISBN (Electronic)	9783319438597
ISBN (Print)	9783319829272, 9783319438580
DOIs	https://doi.org/10.1007/978-3-319-43859-7_12
Publication status	Published - 11 Jan 2017

Access to Document

10.1007/978-3-319-43859-7_12

Cite this

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title = "Leveraging the Changing Value Chain Structure of the Mobile Gaming Sector: A Case Study of Gameport Hong Kong",

abstract = "This chapter reviews succinctly the historical development of the mobile gaming sector, tracing the changing structure of the value chain and the shifting controlling power from handset manufacturers, through mobile network operators, to App store providers operating within the chain. The chapter identifies significant emerging problems, in particular for independent game developers, as a result of the freemium model of revenue generation, the lack of marketing support provided by operators of App stores, and the existence of fragmented App store markets for mobile games distribution. By portraying the case of Gameport, an innovative Hong Kong start-up in the mobile gaming sector, we examine how the company has successfully leveraged the changing value chain structure and resolved significant emerging problems identified to create value. The chapter concludes with a summary of the case, highlighting important lessons learnt.",

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Leveraging the Changing Value Chain Structure of the Mobile Gaming Sector: A Case Study of Gameport Hong Kong. / Poon, Teresa Shuk-Ching ; CHAN, Chin To.
Global Innovation and Entrepreneurship. ed. / Stephen E. Little Little; Frank M. Go; Teresa Shuk-Ching Poon. Springer, 2017. p. 211-228.

Research output: Chapter in book/report/conference proceeding › Chapter › peer-review

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