网络游戏运营商商业模式创新分析

发布时间：2018-05-08 03:01

本文选题：网络游戏运营商 + 商业模式　；参考：《西南财经大学》2009年硕士论文

【摘要】： 随着互联网的发展,网络游戏已逐步成为人们主要的娱乐方式之一。网络游戏以其独特的全新的娱乐生活体验,满足了人们各种各样的需求,大大地丰富了人们的精神生活,提高了人们的生活质量。与此同时,网游产业也取得了蓬勃的发展。从1997年起步至今,中国网络游戏产业每年都保持着50%以上的递增速度。根据《2007年度中国游戏产业报告》统计显示,2007年中国网络游戏用户数达4017万,比2006年同比增加23%;中国网络游戏市场的实际销售收入则达到了105.7亿元人民币,比2006年同比增长61.5%。仅2007年中国网络游戏产业对相关产业(如电信业、IT业、媒体等)的贡献就高达400多亿元人民币。预计到2012年,中国网络游戏出版市场的收入将达262.3亿元人民币,能够为相关产业带来近1000亿元的产值,从2008年到2012年的年复合增长率为19.9%。在行业整体上升的阶段,进入市场较早的网络游戏运营商市场规模与盈利份额也迅速攀升,一度成为了网游市场的垄断寡头。如盛大、九城、网易等。但是这一市场格局并没有维持多久。由于网络游戏具有巨大的市场潜力、快速的增长率以及广阔的利润空间,短短几年内就有大批企业涌入这个行业,投资开发或引进网络游戏进行运营,其中,不乏运营实力强劲的门户网站、具有技术优势的专业软件公司以及具有网络设备优势的电信运营商。据IDC2007显示,前十名的网络游戏运营商市场份额相差无几,网络游戏用户数量和游戏规模的增长速度曲线增长速度呈逐年下降趋势,这些无不说明中国网络游戏市场已进入完全竞争状态。完全竞争市场中,网络游戏运营商的同质化现象日益严重,网络游戏内容方面, MMORPG的内容相对模式化,普通玩家感觉游戏内容基本上就是打怪练级、买装备、卖装备、寻宝、PK的循环,除了游戏场景变化外,内容本身极为相似。休闲游戏方面,由于国内主要采取模仿现有成功休闲游戏产品和改编经典单机游戏的方法进行研发,因此其游戏内容本身也很难有所创新。网络游戏经营战略方面,运营商采用的形式也大体相同。自从2006年巨人的《征途》取得成功后,国内运营商开始纷纷奉行巨人的精品战略,一时间世界级大作《大航海时代ONLINE》、《奇迹世界》、《卓越之剑》、《R2》等纷纷涌入中国市场,非精品不运营的理念成为运营商们的战略主导思想。但是这些游戏极少考虑到了玩家的实际需求,因此市场表现一般。游戏的推广过程中,运营商大都采取内测、公测并辅以网络广告及网吧地推的推广方式,手段较为单一。收费模式方面,自2005年底盛大为摆脱同质竞争导致利润降低的境况推出了“免费模式”,国内运营商就开始纷纷模仿、跟风,经过短短几年发展,免费模式已成为网络游戏运营商的主流收费模式,但是免费模式成为主流后也就逐渐失去了竞争力。网络游戏作为创意行业,同质化的竞争只会引发恶性竞争的局面。因此,网络游戏运营商不得不进行创新以创造差异化的竞争优势。商业模式创新作为企业创新的焦点,是企业获得差异化竞争优势的主要途径。网络游戏运营商必须重视商业模式创新,意识到未来网络游戏运营商的唯一出路在于对自身商业模式的创新,否则无法应对企业之间的竞争。正如美国著名管理学家彼得·德鲁克所说“当今企业之间的竞争,不是产品之间的竞争,而是商业模式之间的竞争。” 为此,本文根据商业模式的内涵、结构性维度及关联性维度对网络游戏运营商商业模式进行了定义及要素界定,并在参考国内外学者商业模式分析框架的基础上,结合网络游戏运营商的价值链活动提出了网络游戏运营商价值链形态的商业模式分析框架。这个分析框架主要包括两个部分,第一部分代表的是企业的价值主张以及建立在这个价值主张之上的各部分业务流程设计,第二部分是企业关系网络的建立,用以配合企业的采购、生产运营、物流配送和市场推广等活动,确保企业的正常运转。随后,根据分析框架,本文详细阐述了网络游戏运营商商业模式要素创新的内容,具体包括:(1)价值主张的创新表现为价值主张思维方式由“卖点”向“买点”的转变。(2)市场定位创新表现为由基于产品细分转化为基于顾客需求的纵向细分以及横向置换创新。(3)价值链的创新表现为“点”和“链”的创新,“点”包括自主研发、虚拟经营以及第三方支付平台,“链”创新包括价值链的优化。(4)收入模式的创新表现为收费对象与方式的转变。(5)关系网络的创新表现在开发商协同、渠道商协同、客户协同、同行业合作、异业合作等。最后,通过对行业创新的代表巨人网络商业模式的分析,验证本文的观点。本文的创新之处表现在两个方面,一方面是研究视角的创新,以往多以网络游戏产业作为分析重点,主要是从宏观上把握,对网络游戏企业缺乏操作意义。而本文则从网络游戏运营商的角度出发,分析网游运营商经营环境,确定网游运营商商业模式的内涵、要素,建立价值链形态的商业模式分析框架,对网络游戏运营商的具体运作具有较强的现实意义。另一方面是研究内容的创新,目前关于网络游戏运营商商业模式创新研究的文章目前还没有1,命题的本身就是一种特色与创新。其主要体现为两点:一是商业模式的时效性,一般商业模式的研究都缺乏或忽视了对经营环境的分析,不具有适应性与及时性,而本文在第3章详细分析了网络游戏运营商的经营环境,奠定了商业模式创新的基础,使创新具有时效性;二是建立了价值链形态的网络游戏运营商商业模式分析框架,并提出了商业模式要素创新的方向和具体内容,对现有网络游戏运营商具备较强的现实指导意义,体现了一定新意。此外,本文主要运用文献和案例研究相结合的方法对网游运营商商业模式的创新进行比较系统、详细的研究,不仅丰富了商业模式研究理论的内容,而且为网络游戏运营商的成功突围提供了可操作性的思路和方法。
[Abstract]:With the development of the Internet, network games have gradually become one of the main ways of entertainment. Online games, with their unique and new entertainment life experience, meet people's various needs, greatly enrich people's spiritual life and improve the quality of people's life. At the same time, the online game industry has also made a vigorous development. Since 1997, China's online game industry has maintained an increasing rate of more than 50% every year. According to the statistics of the China game industry report in <2007, the number of online games users in China reached 40 million 170 thousand in 2007, 23% more than that in 2006, and the actual sales revenue of the Chinese online game market reached 10 billion 570 million yuan, The contribution of China's online game industry to related industries (such as telecommunications, IT, media, etc.) is up to about 40000000000 yuan in 2007, up to about 40000000000 from the same period in 2006. It is expected that by 2012, the revenue of the Chinese online game publishing market will reach 26 billion 230 million yuan, bringing the output value of nearly 100 billion yuan to the related industry from 2008 to 2012. The annual rate of annual growth is 19.9%.
In the stage of the industry rising, the market size and profit share of the online game operators who entered the market were also rising rapidly, and once became the monopoly oligopolies of the online game market. Such as Shanda, nine cities, NetEase and so on. But this market pattern has not been maintained for long. And a large margin of profit, in a few years, a large number of enterprises poured into the industry to invest and develop or introduce network games to operate, among them, there are no lack of strong operating portals, professional software companies with technical advantages and electronic mail operators with the advantages of network equipment. According to IDC2007, the top ten online games are shown. The market share of operators is different, the growth rate of network game users and game size is declining year by year, which shows that the Chinese online game market has entered a state of complete competition.
In the full competitive market, the homogeneity of network game operators is becoming more and more serious. In the content of network games, the content of MMORPG is relatively patterned, and the general players feel that the content of the game is basically gameplay, buy equipment, sell equipment, treasure and the cycle of PK. In addition to the change of scene, the content itself is very similar. It is difficult to innovate the game content itself because of the main way to imitate the existing successful leisure game products and the adaptation of the classic single game. In the business strategy of online games, the operators adopted the same form. Since the giant's "journey" in 2006, the domestic operators began. One after another, the giant's best strategy has been pursued. A world class "ONLINE>", "the world of marvels", "the miracle world >", "the sword of excellence" and "" are pouring into the Chinese market. The concept of non - quality and non - operation has become the strategic leading idea of the operators. But these games rarely take into account the actual needs of the players, so the market performance is general. In the process of promoting the play, the operators mostly adopt the internal test, public test and the promotion method of Internet bar and Internet bar, which are relatively simple. From the end of 2005, a "free model" was introduced to get rid of the low profit caused by the same quality competition. After several years of development, free mode has become the mainstream charging mode of online game operators. However, after the free mode becomes mainstream, it gradually loses competitiveness.
As the creative industry, the homogeneity of the competition will only lead to the situation of vicious competition. Therefore, the network game operators have to innovate to create different competitive advantages. The business model innovation is the focus of enterprise innovation and the main way to obtain the competitive advantage of the enterprise. The network game operators must pay attention to the competition. Business model innovation is aware that the only way out for the future network game operators lies in the innovation of their own business model, otherwise it is impossible to cope with the competition between enterprises. As Peter Drucker, the famous American manager, says, "competition between enterprises today is not competition between products, but competition between business models."
Therefore, this paper defines and defines the business model of the network game operators according to the connotation of the business model, the structural dimension and the relevance dimension. On the basis of reference to the analysis framework of the domestic and foreign scholars' business model, this paper puts forward the value chain form of the network game operators, combining the value chain of the network game operators. The framework of business model analysis consists of two parts. The first part represents the value proposition of the enterprise and the design of various parts of the business process based on the value proposition. The second part is the establishment of the enterprise relationship network, which is used to cooperate with the enterprise procurement, production and operation, logistics distribution and market promotion. Activities to ensure the normal operation of the enterprise. Then, according to the analysis framework, this paper expounds the content of the innovation of the business model of the network game operators, including: (1) the innovation of the value proposition is the change of the thinking mode of the value proposition from "selling point" to "buy point". (2) market positioning innovation is based on product segmentation. Transformation into vertical subdivision based on customer demand and horizontal displacement innovation. (3) innovation of value chain is "point" and "chain" innovation, "point" includes independent research and development, virtual operation and third party payment platform, chain innovation includes optimization of value chain. (4) the innovation of income model is the change of charging objects and ways (5) the innovation of the relationship network is manifested in the developer collaboration, the channel business collaboration, the customer collaboration, the cooperation with the industry, the different industry cooperation and so on. Finally, through the analysis of the industry innovation representative giant network business model, the paper verifies the view of this article.
The innovation of this article is shown in two aspects. On one hand, it is the innovation of the research perspective. In the past, the network game industry is the focus of the analysis. It is mainly grasped from the macro level and is lack of operation significance for the network game enterprises. The article analyzes the operating environment of the network operators and determines the operation of the network game from the perspective of the network game operators. The connotation, the elements, the establishment of the business model analysis framework of the value chain form is of great practical significance to the specific operation of the network game operators. On the other hand, it is the innovation of the research content. At present, there are no 1 articles about the business model innovation of the network game operators. The proposition itself is a special kind of research. Color and innovation, which are mainly embodied in two points: one is the timeliness of business model, and the research of general business model lacks or neglects the analysis of the operating environment. It does not have adaptability and timeliness. In the third chapter, the operating environment of network game operators is analyzed in detail, and the foundation of business model innovation is laid, and innovation has time. Efficiency; two is the establishment of the value chain form of network game operators business model analysis framework, and put forward the direction and specific content of business model elements innovation, the existing network game operators have a strong practical guiding significance, reflecting a certain new meaning.
In addition, this paper mainly uses the method of literature and case study to compare the innovation of the business model of the net tour operators. The detailed study not only enriches the content of the business model research theory, but also provides a feasible thinking and method for the success of the network game operators.

【学位授予单位】：西南财经大学
【学位级别】：硕士
【学位授予年份】：2009
【分类号】：F49

【引证文献】