Marketing of Video Games - The Video Game Industry: Formation, Present State, and Future - page 47

Idea pitching goes on throughout the year for publishers, so order for-
mality is conditional and “pitching” is the norm. Nevertheless, there is
some formality in specifying output even with inside producers. With the
particular fi rm, there is a contract of sorts that exists with the parent that
specifi es deliverables. Projects of this type, however, tend to be judged on
the basis of output—both in terms of gamer enjoyment (also measured
as reviews and ratings) and revenue. Thus, deliverables such as demo at
a certain time can be met, but the quality of the game may suf er. 8 Con-
sequently, the concern of both the parent and developer fi rm is getting
quality under the agreed-upon conditions. Thus, there is some fl exibility
in this regard, but it does not work to the advantage to either party—both
would prefer to have quality games produced within the framework of
agreed upon conditions.
A form of marketing also goes on during the development itself. Results
of a knowledgeable person interview were used to indicate the role man-
agement plays in guiding product development and market management in
the industry (Zackariasson and Wilson 2009). In a classical sense, a prod-
uct manager is responsible for seeing that a product is appropriate for the
intended market and implementing a program that is suitable for its mar-
keting. Also in a classical sense, he has an infl uence in that process. That is,
the individual has the classic responsibility of project management without
the authority to get things done. Put another way, he/she works through
people as opposed to having people work for him/her. In the development
process in particular that was studied here, it was the project manager who
had authority, but the product manager had infl uence in bringing interme-
diate feedback from the marketplace:
What we are saying to developers is that we're not inventing this obser-
vation; it is a “fact.” That is why developers today accept what should
be changed, what should be added.
On the other hand, our source acknowledged that sometimes discus-
sions were required:
Sometimes they (the developers) do not want to hear what marketing
has to say, then we have to be convincing. Maybe we are wrong also, so
we need to say the consumers were saying this. Is it really a good idea?
Then there is a discussion between marketing and the developers.
And of course there are times when a product manager has dii culty in
exercising any infl uence:
Additionally, marketing does not have as much infl uence over the
developer that has had a few good games as they might have over a
developer that is making his fi rst game for us.