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is usually associated with the use of context (Broll et al. 2008). The size of
this market is negligible in 2010 because only a minority of smartphones
are MAR-enabled. 22 However, this proportion will rise dramatically in the
medium term as the result of increasing adoption of smartphones along
with greater deployment of MAR enablers, such as digital compasses and
accelerometers. Probably, although initial service adoption will be driven
by MAR location-based searches, market analysts (Juniper 2009) expect
the fi rst substantial revenues to be derived from MAR-enabled games from
2012 onwards. 23 Interestingly, location-based gaming is also a main con-
cept behind the next generation of portable video consoles for gaming. 24
SOME CONCLUSIONS AND A FUTURE
VISION ON MOBILE GAMING
In retrospect, it shall be acknowledged that a new approach to mobile
games, which completes those of mobile operators, content providers (game
publishers) and device suppliers, has appeared with considerable strength:
the application stores and the platforms that support each of them. The
concept has given developers a direct-to-consumer channel that circum-
vents traditional intermediaries' domination. Game developers for applica-
tion stores no longer need to adjust to operator platforms conditions or even
publishers, and users do not need to connect to carrier decks and retailer
websites in search of games optimized for their particular device or operat-
ing system. Application stores introduce new paths in market evolution and
strongly infl uence the users' perception of the value and experiences related
with mobile content.
However, the platforms confi gure a collection of “open, but not open”
approaches (Ballon 2009). The platforms imply also a clash of business
models and cultures. Content and application providers intend the network
to be neutral and a mere system of transport and distribution whereas
operators try to complement connectivity with value-added content and
applications. In addition, it is now the—hardware and software—suppliers
of mobile devices who are looking into silo models to extend their control
along the value chain. The—partly latent—confl ict implies that the market
is still in an early stage of competition focused on platform control.
The emerging number and power of platforms does also mean that soft-
ware developers must confront the major challenge of getting their products
to consumers because they lack, in general, strong marketing and distribu-
tion networks. Because of this they usually seek partnerships (publishers,
device suppliers, mobile operators) or platforms that include marketing
tools (the emergent app stores). The relatively low costs of mobile game
development also help the creation of the “economics of long tail” (Jaokar
and Gatti 2010) where developments for a minority of users may be profi t-
able. However, this long tail reinforces the role of application storefronts,
 
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