20. BGaming

The full name of BGaming is BGaming Limited, which was established in 2008. The company has 0 slot games, 0 table games, 0 jackpot games, and 0 video poker games. The company and its game content provide support in 12 languages, including English, Russian, German, Chinese, French, and Italian, to promote the game all over the world. BGaming produces both slot game designs in the area of the casino and browser games that are usually based on high-quality technology. Slot game themes include those involving unconventional classic slot symbols and symbols of popular retro games from the past couple of years. BGaming uses innovation in its online design and game development for the best gaming experience. BGaming’s experience is rich and can be noticed from the quality of the games designed.

Considering the development of company-specific content, BGaming designed and implemented the finest slot gaming titles that further distinguish it as a dedicated gaming expert with experience in the creation of unique content. Bravo Combi Slot, Deep Sea Slot, and Princess Royal Slot are a few slot game titles that represent the BGaming company. BGaming is known for the innovations and creativity that it provides. BGaming is constantly working to seek the ideas and wishes of consumers with its innovative approach to game design and directly implements them in the form of new and great gaming titles. BGaming fosters creativity and imagination. BGaming is a real gambling phenomenon when it delivers creativity with the founders’ long-standing knowledge and experience. The enthusiasts of the globally authorized casino platform enjoy quality gaming. There are 12 languages to assist BGaming, one hundred and fifty-five platforms, as well as more than three thousand offline locations in twenty-one countries. As a major operator, the company operates as a supplier to multiple global brands.

20.1. Target Audience

As a result of the globalization of the game industry and the increasing interest in international expansion, global game development companies are becoming more focused on both the market and research. Who benefits from the features and experiences mentioned in the previous section? A list of potential beneficiaries is outlined below:

The owners and employees who manage the company and are part of the development team may find it stimulating and exciting, both professionally and personally, to direct the power and features of the global market. Presence in this market also brings strategic benefits, such as a location close to the main market segments and the opportunity for employees to learn about new cultures and to consider, at least periodically, different lifestyles. Customers can benefit from games that are improved and evolved from the historical background of multiple cultures, beyond the mere applications designed for the entertainment of passive consumers. Games show and train the concentration, strategic, and tactical skills of the players and force them to solve complex problems and puzzles. Stakeholders, such as retailers, distributors, and manufacturers, can benefit from both substantial growth and geographical diversification of manufacturing companies. In some areas, like home video platforms or the console and peripherals vendor market, the majority of sales are made in this part of the market. A larger number of manufacturers in the world can also provide strategic benefits to various stakeholders, leading to a potential reduction in control and bargaining power of a single company.

20.2. Game Features

What kind of features help us to classify a product? There are several features of video games and game companies we could consider. First of all, budget could be a useful feature as it will most probably affect many others. In principle, the genres the company develops cover a wide range of features, as do the platforms and regions. This might, for example, be important to analyze the market structure and whether or not companies operate under constant returns to scale in costs or output.

There are also features of the games that the companies produce. Game style tells us who the games are aimed at, i.e., which types of consumers buy the product. We also classify games by perspective. There are first-person, second-person, third-person, and mixed games. First-person games are typically experienced to have the actor’s view and usually have the primary interface of the game as the actor’s gun or hand. The game actions in first-person perspective are limited in scope because other interaction types are not available to the actor. Second-person games are typically experienced as if hanging over the actor’s shoulder, which allows the actor’s body to be visible in the actor’s view while also rendering the actor’s hands and weapons. Third-person games are typically experienced as if an onlooker is viewing the actor from a distance, possibly changing angles to allow the environment and gameplay to be observed as best as possible. Lastly, mixed perspective games switch between two or more of the first, second, and third-person views at different points in the game, but do not necessarily switch viewpoints to any significant degree.

21. Evoplay

Operating since 2017, Evoplay Entertainment is the world’s pioneer in the production of online slot games. The company’s specifications include top-quality gaming products tailored to deliver experiences apart from the internet. It also develops a unique mobile and social interface within the eastern region of Europe, employing various new technologies. Its vibrant and evolving portfolio of high-quality entertainment models is created to appeal to the cultural and corporate patterns for an important and decent player experience. Their top-quality services and casino games utilize procedures. The performance is flawlessly profitable and fits perfectly on all devices. Game development is being optimized both online and on mobile devices using Android, iOS, Microsoft Windows, and Mac.

Evoplay targets businesses with the development of slot games for online casinos globally using working models. The flagship goal is to branch out playing regulated 100% slot game content inside a mobile device with sports features. Parents may have complete protection over the way they create for non-T rated content and game packages for users aged 18 and older, based on a fair scene where humidity can visually preserve the curiosities of productive events. The game archive is filled with noteworthy experimental games, just to distinguish several directly linked awards earned. These games are fully ingrained within Evoplay Entertainment’s growth and high-quality casino software.

21.1. Innovative Gameplay

This paper aims to identify the lack of originality of gameplay mechanics within the video game industry, particularly among large companies, which is a critical issue that some recent studies are starting to address. The game mechanics and the large call of rewards and feedback stimuli make those objects very engaging. Nevertheless, since the time of the first prototype to now, the search for new kinds of gameplay is strongly limited. The industry seems to no longer have the capability of creating new original gameplay, even if playing games are the best. They are the ultimate art form. They are always trying to sell the same game, but with better graphics, better sound effects, and new cool levels. How can we explain that? The first starting point is to answer the following question: what moves people to create and play digital games?

With the development and digital spreading, from a programmer’s private toy to the large company’s golden goose, the game industry has lost part of its original creativity, like the film industry after its birth. In recent years, many game companies around the world are invisible or night workers, making games in garages or bedrooms. In our opinion, originality springs from free and uncompelled artistic expression, a wealth that we can also see today in art, movies, music, and literature. Are we not more and more slaves of technology and commerce? In this sense, it is very interesting to ask game creators, from big development companies or private hobbyists, what moves people to innovate in whatever context, including the one of video games, and how people arrived at innovation?

21.2. Market Strategies

The information available about the market strategies of Viatronics and its competitors in the global game market is limited. The market strategies inferred from interviews suggest a difference between the strategies of Viacom and Hasbro on the one hand and Bandai, Nintendo, and Viatronics on the other. Bandai sold video game consoles with 32-bit arcade processors mainly domestically and had little hardware and remote content offerings. Nintendo offered video game consoles with 16-bit processors with detachable control buttons. A core hardware technology was used in arcade machines and in all other appliances. Software titles were offered initially when the new hardware was released, and the value-added content software was available against a royalty fee in three levels of sales. Viacom offered video game consoles that placed the processing components of the consoles on the motherboard. Hasbro developed the processing video game console with new interfaces and software titles drawn from its motion picture titles. Several groups initially had responsibility for international sales. One group offered advertising incentives, and another group performed jobs. For the international market, the software title development cost was five million yen each. The objectives were the global multimedia rushing bases for the differentiation of the toy-related game business.

22. Push Gaming

Established in 2010 by a team of iGaming professionals, Push Gaming was a supplier of proprietary content for various platforms before switching to its HTML5 content production strategy. Currently, Push Gaming supplies its mobile-optimized HTML5 content to an array of iGaming operators. The provider is based in the United Kingdom, and its portfolio is lauded for its innovative design and features as well as exceptional mathematical characteristics enabled by the company’s vast experience in the industry. The Push Gaming slots, in particular, stand out for their captivating storylines, interesting characters, and cutting-edge graphics, rendering them visually outstanding.

The company was awarded three prizes in six months from 2011 to 2013 at the annual awards, an exceptional success for a new name in the industry. Its continued growth brought an array of top professionals to the team, which resulted in one of the UK’s fastest-growing companies with a heap of exciting new content in its portfolio. At the moment, the Push Gaming portfolio consists of such hit games as Wild Neon, Power Force Heroes, Gems of the Gods, Meet the Meerkats, Peter and the Lost Boys, Humpty Dumpty, Bonus Beans, Golden Farm, and Hockey Hero. Most of the games are accessible both on desktop and mobile platforms, featuring a handy demo mode. The games are focused on English, Russian, and Swedish-speaking markets. The developer’s pioneering video slots feature top-notch illustration, innovative animation, and detailed design.

22.1. Product Development

Product development is complex and inevitable for any game development company aiming to enhance the quality of a product. One way to increase corporate productivity in developing new products is by assimilating and investing in new technologies. Market stimuli influence many product development decisions. Most game developers make production decisions based on the sales of previous games. Game developers, being inventive, try to examine the relationship between the developer’s incentive to innovate and their optimal innovation choice. The company’s profitability is higher than that of the game developer when the developer has a high tenure of revenue along with the company or market share. Game-producing companies hold great market and pricing power for high-tier portfolios. In the game development industry, managers are constantly looking for an effective method to predict the best time for the corporation to enter the market and trigger the exogenous uncertainty in consumable products. This type of uncertainty is of definite importance in the entertainment software industry. The rationality of the business explanations for the observed patterns is explained. There is now increasing evidence that managers systematically fail to use salient exogenous markers when making choices about various industries. Defining the word ‘launching’ within the context of consumable software is not at all straightforward. For instance, the company might focus on a development stage event such as the announcement of a planned product or the unveiling of the game’s title. Alternatively, it can opt for a market event such as the official release date of the video game to consumers.

22.2. Market Position

To provide a more detailed picture of the groups, the documented sales of these companies in the international market have been analyzed. This figure may not be perfectly representative of the market of some individual companies, but it can nevertheless give an idea of their relative strengths in comparison to their peers and the overall market structure, or even changes in market structure. For the analysis, detailed data from the main commercial firm providing services to game development companies, showing revenues and the different types of products sold for its members were used and compared. For confidentiality reasons, percentages rather than total annual revenues of companies were provided, but their average total output. In this way, it was also possible to analyze social contributions to public finances related to production.

At present, almost 200 companies from 30 countries belong to the consulted group. All published figures were converted to an identical currency and transformation indexes were applied to the real values to make them comparable. Production totals are often interrelated. Some big companies have several development houses that may compete with each other or join together to develop mega games. Other smaller companies belong to or are close to big companies and are used to collaborating with them. Some companies belong to commercial conglomerates that have activities in many sectors. The percentages given for each company are less significant than the overall evident market concentration figures. The fact that average totals have been estimated rather rigorously is more important than that they are not completely true. By joining social contributions together with producer officially reported figures, it is possible to give an output share. The contribution numbers are then comparable even between countries that show differences in development. Total output has also been transformed to GDP, using the value-added rate obtained in the sector in the corresponding year in the same country.

23. Booongo

Many gaming business representatives are underestimating the creation of slots. However, this is due to ignorance of gambling specialties. The schedule cannot be underestimated in any enterprise. It is an attraction and a very important addition in order to become an income-deserving institution. It was with this that the company worked only from the very beginning. The team of professionals made a unique design of the device and graphic design. It is no secret that the brightly colored interface captures the eye. Each game of the label at different companies undergoes several special procedures. It is tested by independent companies. This protects players from technical and financial confusions.

So, to date, the company has already presented 30 new machines to the court of the gaming industry. And this is over a year and a half of work. Today, all products of the company’s labeling are available in 12 different languages. But in general, they are fully accessible to players from 18 countries. Post-Soviet countries and Asia are very much in favor of providers in their territory. Due to the fact that quite often, not large companies spend huge amounts of money on creation, but they offer good software to the market. This, in turn, leads to a significant increase in experience and satisfaction from satisfied teams of players. The company deals with solutions that help in ensuring the quality of the output and a methodical and analytical approach. The owners of such a company and the staff have extensive and incredibly good knowledge in the field of gaming.

23.1. Cultural Influences

The increasing globalization of entertainment industries is evident from the popularity of film blockbusters and American-originated games in Japan and East Asia. The top twenty games on sale in Japan in 2002 were all products from multinational entertainment companies. Since the 1990s, Japan has become the major game consumer in the world. U.S. video game sales accounted for one quarter of total entertainment industry sales, while Japan’s video game sales were a significant portion of its Gross National Product. There are three factors that have contributed to this phenomenal growth of Japanese video game consumption. First, the high-tech nature of the industry responds to the newly created entertainment culture by adding visual resources of modern graphic designs, sound designs, and artwork. Game companies offer portable 2D and 3D visual experiences presented in different game formats.

The growth rate of game consumption is influenced, second, by the rise of new gaming cultures because other established cultural activities have weakened. This has been precipitated by recent abundant access to advanced technology and content materials offered by game players who are interconnected by modern communication technology. Traditional local and national games have evolved into cross-regional and global games. Third, the utopia of affluent gaming culture is accompanied by the strategies adopted by both governments in promoting traditionally operated GDP enhancement policies that are linked to computing and entertainment. Elites have converged in support of war and high-tech digital game exports with overwhelming force.

23.2. Game Design

Designing a video game involves multiple decisions. In the dim and distant days of text-based, plot-driven games, the role of the artist was somewhat limited. Early graphic adventures expanded the graphics requirements. More complicated game control structures and user interfaces needed better design by engineers – to what level of exactitude? How can designers work out what is fun? Is there an underlying rhythm or pacing to game progression, and how can it be analyzed and improved? When forming game development teams, which members present the greatest challenge to internationalizing as they work? How much verification can (and should be) scripted, and what type of performance can be tested before full implementation?

Do we also need to consider the importance of AI in genre, play, and content generation, and the implications of AI in level design, scripting, story generation, and gameplay decision management? The artist commissioned to develop the game world and all of its inhabitants must consider issues such as aesthetics, sharing the game’s unique soul, narrative consistency, image quality, and content served within technical constraints – and while considering issues of creativity, have the cost implications been considered? Finally, the role of art outsourcing, virtual reality, and augmented reality in the work of artists must be examined.

24. GameArt

Established in 2006, GameArt is the youngest of the ten companies listed but has already built up extensive experience. Founded by enthusiasts who set themselves the task of introducing a new trend into the game industry, the company now produces slots with stunning 3D graphics, clear sound, and interesting storylines. The character illustration is created at the highest level; each image is worked out down to the smallest detail. Slots are very colorful and attractive, attracting the player to the game! Although the company’s library is quite full, with just under 70 slots and other games, GameArt has mainly focused on operators’ needs, ensuring that its games are available in Bitcoin online casinos. The company’s slots can be played in six territories, so GameArt is not yet a worldwide provider but is keeping up the fight! We have a very spacious games portfolio, which consists of series, video slots, jackpot games, and 3D graphics slots!

24.1. Artistic Vision

The focus on artistic vision came from two main sources: the lack of software process models in the first years and/or their poor acceptance, and the personality and preferences of the professionals involved. One of the most frequently defended reasons for the scarcity of real processes in game development is the lack of formalism, together with the very intuitive nature of game conception and production. The complex nature of the games was also regularly reported as one of the causes of the absence of formal processes. Some of our interviewees believe that the aesthetic component of the games produced will forever prevent the adoption by the industry of any kind of model that, even remotely, pinpoints what steps are paramount or what tasks are more time-consuming.

The issue of creative persons associated with creative processes was commented on in some of the collected data. In fact, managers subordinated to creative team leaders stated off the record that programmers working with their leaders would prefer to have them as managers as well, since they value creativity much more than organizational capabilities. When remembering the days when game development was more similar to film production, these managers also named the profound feeling of collaboration and sharing artistic vision as some of the brightest points in their professional trajectory. Such a feeling could now only be glimpsed at the more inexperienced or younger members of development teams, while affirming to be unable to name any remuneration method capable of rejuvenating this spirit. In these teams, devoted professionals say that creating art was part of the DNA. Making it part of a process is a crime, says one of them.

24.2. Key Collaborations

We also looked at the collaboration patterns and found that there are a number of collaborations between the top companies. Some of the most prominent ones are listed below.

Collaborations:

· Infineon – If the top global semiconductor manufacturer partners with a game developer, we may assume that there is more to gaming than is being sold currently. The collaboration permits the commercial licensing and usage of Infineon’s mobile phone platform software architecture by game developers towards rapid game packaging, the future products of Infineon.

· Infineon and EON Digital Entertainment have also made some headway by partnering to develop the next generation in mobile gaming user interfaces.

· Intel – The leading microprocessor company has been known to partner with game developers through constant developer competitions.

25. Gamomat

Gamomat is the new face of the well-known land-based game design and development company. The firm was established in 2008 and still maintains an office in Berlin. From that base, it has managed to produce a substantial number of online gaming products to add to the portfolio that the conversion from land-based to online has produced. The parent company can boast plenty of history in the business. The theme is picked up in the categories that Gamomat chooses to divide its products into – Classic, Fruit, Casino, and Jackpot. These are time-tested slot themes, and plenty of new professional game designs using them remain to be created. In the past, more classic and fruit slots have been offered over these themes, but the improved game design facilities with the modern software that is available these days mean those themes do not have to look quaint and retro.

The concepts are now delivered in a very stylish and professional manner, making them appealing to today’s demanding player. The company prides itself on producing unique, high-quality in-house software and hardware. There are 250 employees, whose committed everyday work makes it possible to bring to market seven releases a quarter. The games are sold in the form of cabinets, with a choice of touchscreens to the Game Station. Players can now access the games online, and about 400 of them already boast certificates permitting them to be uploaded to the internet. A facility in the system enables operators to carry out all sorts of evaluation and player management, analyze the data, and use it to increase player loyalty to their gaming.

25.1. Brand Development

How can we define a brand? A brand is a trademark that adds more value to products or services, and the creation of a brand is a process. Firms prefer to offer products or services to customers under a brand; this situation becomes more important as competition and product differentiation increase. Therefore, firms with stronger brands can also differentiate their place in the market. As a result, creating brand strategies and maintaining existing brands has become a necessity rather than a preference for companies. The name of the firm is its brand, or it refers to the brand and also represents the firm. Firms add associations to their brands to make the brand known. Offering the added value associated with the brand to the customer is one of the main objectives for the enterprise. Added value can be perceived through meaningful products, good response time, full and accurate information, happy employees who care about the customer, or lower prices.

There are many studies on brands in the marketing literature, and the terms brand personality, brand loyalty, brand awareness, brand associations, etc., are commonly used. Brand personality is the result of the symbolic meaning reflected in the consumer’s mind for a brand, which is a valuable asset. This makes it easier for the consumer to express something special while attracting customers and creating brand loyalty. It is difficult to change the customer’s point of view about the brand because they tend to approach the brand as a friend or family due to this feature of the brand, which provides a positive image in terms of being a valuable asset for the establishment. When consumers perceive these differences in a way that adds value, they will be willing to pay a premium for a brand; at the same time, the financial benefits that this added value will provide to the company require ensuring the continuity of this value.

25.2. Market Trends

Global PC and video gaming industry revenues have shown slow but steady growth year on year for the past 20 years, positioning it as the largest entertainment industry with increasingly significant market size. In 2018, global games market revenue was estimated at USD 134.9 billion and is expected to grow to roughly USD 200 billion by 2022. China and the U.S. are the biggest gaming markets, and the number of gaming users is growing. China’s game industry had revenue of USD 18 billion in 2017, with 27.5% from mobile games. North America had revenue of USD 27.5 billion, consisting of 39% mobile games. Europe had more than 689 million people playing video games, with revenue of USD 19.8 billion, 31% of that from mobile games.

Game development has become internationally competitive. Despite insufficient typological progress due to low entry thresholds, the global game market shows great intensity on a structural level. To this end, the rapid dissemination of digital technologies, such as computers, consoles, and smartphones, has led to platform competitive situations in various countries, and major game publishers are competing to win content from game developers. Major game companies operate worldwide in the U.S., Japan, and China and are expanding their gains, while small and medium-sized enterprises, including start-up programmers, make fantasy and social games and try to leverage their direct channel capabilities and niche markets in close collaboration with distributors.

26. G Games

G Games, also known as ICPcasual, is a leading developer and publisher of high-quality casual games. G Games develops games for a variety of popular platforms, including PC, Mac, PlayStation Portable, Game Boy Advance, iPhone, Java, and WiiWare. G Games is partnered with publishers of many prominent brands. It is the parent company of the leading Latin online gaming platform.

The game development and management team is made up of industry experts from all over the world. G Games believes in establishing creative and collaborative environments to develop exceptional content. Embracing this philosophy, employees are given full access to never-ending resource libraries, software, technology, and the ability to learn from industry leaders, making this a great place to work. The company’s project-based efforts rely heavily on unique collaborations between their employees, business partners, studio talent, researchers, and targeted market demographics to ensure compatibility. The parent company is also known for the development of various games. G Games, an independently funded subsidiary, has created more than 125 games, which include branded licensed games.

26.1. Company Overview

claim that survey research conducted by found that 22% of American households have a video game console compared with 47% that have a DVD player, 91% that have a VCR and 98% that have a television. By 2Q2005, reported that 88% of American children and teens had a video game console, while 56% lived in a household with at least one console connected to an online gaming service. Furthermore, children aged 2–11 and teens aged 12–17 buy 28% and 35% of the games annually sold by the video game industry.

In Q1 2006, included, in their research, in the adult group, individuals aged 45–59. That group of adults prefers sports and family entertainment games. As a result, it is not only teens who play video games and can provide value to serious video game developers and publishers. The players who have made one of the best-selling video game franchises are young women. We argue in this book that attitudes, negative and positive, by investors are crippling the publicly traded game publishers, thus generating opportunities for the best privately held publishers that can access venture capitalists and high net worth investors. These investors may provide over $1 billion annually for suitable investments if the publicly traded publishers refuse to deal effectively with the video game investment paradox. Games require different manufacturing processes, inputs and downstream production management. Key decisions in programming must be made up front. To be effective, these new demands must be part of the initial game design and carried out by skilled professionals in different specialized disciplines. Properly designed games provide a mixture of story line first play amusement and long-term replay value because they entertain different customers in increasingly more complex ways. In other words, topnotch games still command a good price. The craft/professionals could be in the form of paid by the occasion or by an increase of share in successful projects. It cannot even be in the form of traditional roles as employees of a traditional company.

26.2. Future Prospects

A study of past and present data for the global games market suggests several directions for growth in the future, as given below: – The trend for significant global game industry growth over the last few years is likely to continue. It provides some evidence that in the USA, users spent $13.3 billion on games, home entertainment, and office software compared to $9.7 billion on movie tickets. – Game software attracts a far larger user base, much wider than any other application of consumer software, and this trend, together with the widespread acceptance of VR systems, is set to keep the game industry growing strongly. – The current proportion of Japanese games in the global market is likely to decrease with more American and European games exporting. In any piece of research, it is not possible to cover all the myriad elements of an industry as big as that of global games development. The details provided in this chapter are accurate at the present time, but developments and changes in the global games industry are constantly occurring. The games GSP figure, especially of Japan, is influenced by what can be seen in the arcades. However, other markets are also growing, in particular home software for consoles, and this home market tends to fasten corporations operating in it.

27. Conclusion

The ultimate question that arises out of this essay and what is to be sought by all readers and practitioners of this industry is whether the global distributions of resources and activities are mobile, competitive, equal, or optimal, at any particular point in time. Judging by what is said about what each group sees in the other group, it does appear that the global flows of knowledge, concepts, creativity, intellectual properties, distribution, and finance are genuinely flowing in the direction of balance, fairness, and benefit.

This essay has not answered the ultimate question of whether global gaming development resource allocation is reasonable and provides optimum employment, welfare, play, benefit, and freedom for both developed and developing nations. In order to secure the confidence of all practitioners, participants, and financiers engaged in this industry, government-market partnerships are needed to set an agenda to scrutinize what is required to guarantee the global gains from gaming development. Jobs and profits are important drivers in this race, as well as generating an inclusive information society, where all employees and gamers are in a win-win situation leading to happiness and mutual gains. In doing so, the global role of the developed gaming industry as a game maker and host gives further impetus to the creative powers of the imagination to create not just the art, craft, intellectual properties, transnational and empirical expanse of international gaming design, but to sow the seeds of a fair, full, free, and affluent digital life of global character, attention, and harmony.