Leveraging the changing value chain structure of the mobile gaming sector: A case study of gameport Hong Kong

Teresa Shuk Ching Poon, Sam Chin To Chan

Research output: Chapter in Book/Report/Conference proceedingChapterpeer-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 languageEnglish
Title of host publicationGlobal Innovation and Entrepreneurship
Subtitle of host publicationChallenges and Experiences from East and West
Pages211-228
Number of pages18
ISBN (Electronic)9783319438597
DOIs
Publication statusPublished - 1 Jan 2017

Fingerprint

Dive into the research topics of 'Leveraging the changing value chain structure of the mobile gaming sector: A case study of gameport Hong Kong'. Together they form a unique fingerprint.

Cite this