GaLA_DEL D4.4_WP 4 D4.4 MARKET AND VALUE CHAIN ANALYSIS 4 Deliverable n. D4.4 Market and value chain analysis 4 WORK PACKAGE NUMBER TASK NUMBER DELIVERABLE NUMBER DELIVERY DATE TASK LEADER AUTHOR WP 4 T4.1 D4.4 15/11/2014 Atos Atos Date Version 17/11/2014 2.0 ABSTRACT The aim of this report is to provide a market and industry perspective of the domain of Serious Games. This is the fourth and final iteration of the market and value chain analysis that is delivered at the end of every year of the GaLA project life-time. In this version, the focus of the market research was on the demand side, i.e. consumers and customers. Our analysis is based on secondary sources of information, as well as on the results of a survey of potential and actual customer organisations. Overall observations considering the 4 years evolution of the market and value chain analysis are presented within the conclusive remarks. STATUS Version 2.0 _ 17/11/2014 PU (Public) PP Restricted to other programme participants (including the Commission Services) Restricted to a group specified by the consortium (including the Commission Services) (please specify the group) Confidential, only for members of the consortium (including the Commission Services) Page 1 of 43 GaLA_DEL D4.4_WP 4 D4.4 MARKET AND VALUE CHAIN ANALYSIS 4 DOCUMENT REVISION LOG VERSION DATE DESCRIPTION AUTHOR 1.1 10/09/2014 First draft of Y4 Lydia Montandon / Carmen Padrón 1.7 1/11/2014 Revisions Carmen Padrón 2.0 17/11/2014 Updates and final version Lydia Montandon Internal reviewer Version 2.0 _ 17/11/2014 Page 2 of 43 GaLA_DEL D4.4_WP 4 D4.4 MARKET AND VALUE CHAIN ANALYSIS 4 EXECUTIVE SUMMARY While previous versions of this deliverable analysed the market from the point of view of the offer (developers/distributors) of Serious Games (SG), this document provides an overview and tentative analysis of the market from the demand side (consumers / customers). The current analysis draws a picture of companies that use or are potential users / customers of Serious Game products and is principally based on data gathered from 114 respondents1. Other external sources of information on the demand for games and gamification have been consulted as well. Interestingly, there seems to be differing views regarding market demand of serious games. On the one hand market demand for serious games is not clear does not convince traditional publishers to take risks, offering more diversified products. On the other hand, mobile edugames are on the rise, in particular for the consumers segment, which pushes content producers to augment their offer for this target. What seems to be the common point between the two perspectives is the concept of ‘engagement’. Games are considered to engage more than other media, and this factor seems to be crucial in an era of information overload, both for learning and awareness raising purposes. Developers and distributors must pay attention to the evolution of technology and the rapid rate in which product substitution is taking place and has an impact on the need and supply of content adapted to this technology (i.e. smart mobile devices). Overall, we observe that the surveyed organisations are familiar with games and gamification. They tend to use game-based solutions to address their main challenges, directly or indirectly. In particular, they tend to use games to improve employees’ behaviours (towards innovation, creativity and team building), in addition to other competences. In general, the most important reasons why organisations are reluctant to use games or gamification are firstly the lack of awareness, information and evidence of success, and secondarily the practicality of use, costs and difficulty to estimate the Return on Investment. However, from the information obtained, it is clear that technical aspects do not represent the main obstacles. Finally, there are some variations in the order of the barriers depending on the organisations’ industry sector, size and to the position/role of the respondent within the company. Although progress has been made towards getting a better picture of the Serious Game market, research lines have been identified for future work. One way to get more insight could be to extend the survey in order to consider a wider geographical scope, a wider sectorial scope, target the consumers’ sector as well, and gather more precise information about the type of games used, the technological support, the providers, the approximate budget, etc. 1 It is not possible to ensure that all respondents are from different companies, but we may assume that at least 100 companies have been surveyed. Version 2.0 _ 17/11/2014 Page 3 of 43 GaLA_DEL D4.4_WP 4 D4.4 MARKET AND VALUE CHAIN ANALYSIS 4 Table of contents DOCUMENT REVISION LOG ................................................................................................................................. 2 EXECUTIVE SUMMARY......................................................................................................................................... 3 Table of contents ................................................................................................................................................. 4 FIGURES ........................................................................................................................................................... 6 TABLES ............................................................................................................................................................. 6 1 Introduction ................................................................................................................................................. 7 1.1 Scope of the Deliverable...................................................................................................................... 7 1.2 Methodology, Information Sources and Interaction with other WPs ................................................. 8 2 Inputs from desk research on the market demand for SG ........................................................................ 11 3 Insights from 21st Century Business Challenges Survey............................................................................ 14 4 3.1 Overview............................................................................................................................................ 14 3.2 Challenges.......................................................................................................................................... 14 3.3 Use of Games or Gamification........................................................................................................... 15 3.4 Advantages of using Game-based solutions...................................................................................... 17 3.5 Reasons for Games or Gamification use ........................................................................................... 18 3.6 Future use of Game-based solutions................................................................................................. 20 3.7 Barriers to the use of Games or Gamification ................................................................................... 21 3.8 Demographics .................................................................................................................................... 23 3.8.1 Functional Area.......................................................................................................................... 24 3.8.2 Industry Sector .......................................................................................................................... 25 3.8.3 Number of Employees ............................................................................................................... 28 3.8.4 Interviewee’s position / role ..................................................................................................... 29 Conclusive Remarks ................................................................................................................................... 31 4.1 Summary of findings .......................................................................................................................... 31 4.1.1 Desktop research on market demand ....................................................................................... 31 4.1.2 Demand side survey .................................................................................................................. 31 4.1.3 Research outcomes Y4 .............................................................................................................. 33 4.2 Overall observations considering the 4 years evolution of the market and value chain analysis .... 34 5 Acknowledgements ................................................................................................................................... 36 6 Bibliography ............................................................................................................................................... 37 6.1 GaLA documents................................................................................................................................ 37 Version 2.0 _ 17/11/2014 Page 4 of 43 GaLA_DEL D4.4_WP 4 6.2 7 D4.4 MARKET AND VALUE CHAIN ANALYSIS 4 Other Sources of Information (updated Y4) ...................................................................................... 38 Annexes ..................................................................................................................................................... 40 7.1 Survey questions ............................................................................................................................... 40 Version 2.0 _ 17/11/2014 Page 5 of 43 GaLA_DEL D4.4_WP 4 D4.4 MARKET AND VALUE CHAIN ANALYSIS 4 FIGURES Figure 1: Information sources and interaction with other Tasks ........................................................................ 8 Figure 2: Screenshots of the web survey .......................................................................................................... 10 Figure 3: Challenges faced by organisations ..................................................................................................... 15 Figure 4: Rate of organisations using games or gamification............................................................................ 16 Figure 5: Advantages of game-based solutions................................................................................................. 17 Figure 6: Correlation between respondents' job and perceived advantage of game-based solutions ............ 18 Figure 7: Reasons for the use of games or gamification ................................................................................... 19 Figure 8: Radar of advantages vs actual use of games ...................................................................................... 20 Figure 9: Plans to use game-based solutions in the future ............................................................................... 21 Figure 11: Reasons for not using games or gamification .................................................................................. 22 Figure 10: Barriers to the use of games when planning their use within 3 years .......................................... 22 Figure 12: Radar graph of barriers in relation to respondent's job................................................................... 23 Figure 13: Geographical distribution of the organisations participating in the survey .................................... 24 Figure 14: Respondents' functional areas ......................................................................................................... 25 Figure 15: Clustering of respondents per industry sector ................................................................................. 26 Figure 16: Relation between sectors and identified barriers ............................................................................ 27 Figure 17: Number of employees ...................................................................................................................... 28 Figure 18: Relation between organisation size and identified barriers ............................................................ 29 Figure 19: Interviewees' jobs............................................................................................................................. 30 TABLES Table 1: Comparative table of market segmentation ....................................................................................... 13 Table 2: Initial research questions and current findings ................................................................................... 34 Version 2.0 _ 17/11/2014 Page 6 of 43 GaLA_DEL D4.4_WP 4 D4.4 MARKET AND VALUE CHAIN ANALYSIS 4 1 Introduction This deliverable is the fourth and last instance of the Market and Value Chain Analysis of the project. Every year an update has been prepared, taking into account the market evolution and the progresses made by the project in defining and understanding Serious Games (SG) trends and potential impact. This year, the approach is slightly different because instead of focusing on the side of the offer – Serious Games providers – we analyse the side of the demand. Therefore the methodology and structure of the document differ from previous instances of the deliverable. In this deliverable, we will continue to consider the most common acceptation of Serious Games, which implies that a game has a clear objective beyond pure entertainment, and is referred to “meaningful play”.2 The “Serious” adjective entails that games are used in areas such as education, defence, environment planning, emergency planning, marketing, politics, etc. The general objective of the study is still about enhancing the GaLA impact, by finding ways to involve the SG industry and encourage a potential collaboration that can only work if both parties largely benefit. A starting point has therefore consisted in the analysis of the main characteristics of the SG market in terms of offer (competition) – this was the focus of previous instances of the deliverable – and of demand (potential users and customers), which offers a complementary view. 1.1 Scope of the Deliverable This deliverable aims to help GaLA partners, individuals and organisations interested in SG, perceiving the specificities of the emerging SG market. The underlying intention is to help improve the impact that the Network – or the Serious Games Society that will survive beyond the end of the project – may have on the outside world. The information that has been gathered has the potential to enhance potential collaboration with the industry and thus promoting a wider adoption of SGs for learning purposes in all the identified sectors. The original objective of the market analysis was to study the different areas and the different players in the Serious Games context and identify characteristics that may be relevant to understanding it. Previous instances gave an overview of the current market ‘offer’, focusing on the analysis of SG producers and providers for the different sectors. In this last instance, the objective is to inform on customers (buyers) and their needs, the market ‘demand’. In this study, we use our current knowledge about the market and adoption of SG in different sectors and application domains and we survey organisations with potential interest in the adoption of SG. We are interested in examining the challenges currently faced by companies and their attitude towards the use of SG. 2 See experts insights form the NoE in chapter 4 of D4.2 Market and Value Chain Analysis 2. Version 2.0 _ 17/11/2014 Page 7 of 43 GaLA_DEL D4.4_WP 4 D4.4 MARKET AND VALUE CHAIN ANALYSIS 4 In summary, this version of the market and value chain analysis focuses on the demand side, which was the missing part of the picture after having analysed the offer side during the first three years of the project. Chapter 2 presents reflexions on the divergent views regarding the commercial demand for Serious Games, based on recent articles about the gaming market. Chapter 3 analyses the results of the survey made to the demand side (i.e. potential customers of serious games) and proposes some interpretations. Finally, Chapter 4 concludes by providing a summary of relevant observations and discussions, identifying key findings, and suggestions for future research. 1.2 Methodology, Information Sources and Interaction with other WPs Figure 1 presents the information sources used for the preparation of this deliverable, as well as the interaction with other tasks and work packages of the GaLA project. One source of information relies on external market reports. The current version refers to information provided in the publicly available version of the recently Ambient Insight Targeted Research Report titled “2013-2018 North America Mobile Edugame Market” and other sources found on the internet3. The figure also shows that we rely on external industry views, as in addition to the interviews made to several SG suppliers, this year we have surveyed organisations from the demand side, i.e. potential customers or users of Serious Games, in an attempt to understand more about their motivation to use SGs. We teamed up with partners of WP7, in which the corporate needs for game-based training have been analysed. Additionally, we took advantage of the stakeholders’ community activities (T4.5-T7.4) to get in contact with organisations currently using SGs or interested in their usage. External Market Reports Own Research GaLA Experts & External Industry Views WP4 – T4.1 Market Analysis WP4 – T4.5 Industry and Stakeholders Community WP7 – T7.4 Community of Corporate Users Figure 1: Information sources and interaction with other Tasks 3 http://www.ambientinsight.com/Resources/Documents/Ambient-Insight-2013-2018-North-America-MobileEdugame-Market-Abstract.pdf Version 2.0 _ 17/11/2014 Page 8 of 43 GaLA_DEL D4.4_WP 4 D4.4 MARKET AND VALUE CHAIN ANALYSIS 4 Deriving from the open issues identified in the last year’s deliverable, the main questions we wanted to ask to customers’ organisations were: Type of relationship with providers General satisfaction with Serious Games implementation Future plans related to SG acquisition Views on the SG market The underlying question we wanted to understand was which were the main challenges faced by organisations, how Serious Games – or game-based-solutions – may help addressing them, and whether games or gamification are actually used by organisations to address those challenges. Accordingly, and based on the knowledge gained during the project on issues relevant to the demand, we prepared a set of questions targeted to organisations potentially interested in Serious Games. We designed a survey titled “21st century business challenges” and launched it. To ensure a reasonable and significant number of answers, we opted for a short, multiple choice based questionnaire, which we tested internally before launching it. We made it accessible through the GaLA / Marketplace section of the Serious Games Society web portal4 and started a communication campaign to announce it. The survey was publicised through the following channels: Distribution list of the Nottingham University Facebook page of the Nottingham University Linked-in Serious Games community Facebook page of the Serious Games Society5 Marketplace section of the Serious Game Society6 Atos internal BlueKiwi (internal community similar to Facebook) space on Gamification The following figure shows screenshots of the implemented online survey. The full list of questions and multiple choice options can be found in Annex 7.1 Survey questions. 4 http://gala.atosresearch.eu/21st-century-business-challenges-II https://www.facebook.com/groups/249749305147432/?pnref=lhc 6 http://marketplace.seriousgamessociety.org/pages/view/162902/trends-survey 5 Version 2.0 _ 17/11/2014 Page 9 of 43 GaLA_DEL D4.4_WP 4 D4.4 MARKET AND VALUE CHAIN ANALYSIS 4 Figure 2: Screenshots of the web survey Version 2.0 _ 17/11/2014 Page 10 of 43 GaLA_DEL D4.4_WP 4 D4.4 MARKET AND VALUE CHAIN ANALYSIS 4 2 Inputs from desk research on the market demand for SG In parallel to the survey, we looked at the available sources of information about the market demand for Serious Games. We found interesting contributions focusing on the business to customer/consumer, which bring a complementary view to the B2B (Business to business) approach we took for the survey. Interestingly, there seems to be differing views regarding the market demand for serious games. In June 2013, the New York Times published an article titled: “Injecting the Real World Into Games” (Kimiko de Freytas-Tamura, 2013). In this article, the author questions the long term demand for Serious Games, in particular games “inspired by social issues and real-life events.” This article inspired Polygon7, an organisation dedicated to the review of games, as well as the delivery of news and information about games, associated to Vox Media8, a growing online publisher in the US (Sarkar, 2013). The discussion is whether commercial demand for serious games is following the growing trend of serious game supply. According to those articles, several game authors are increasingly interested in making entertainment more meaningful, they want to raise awareness about social issues, “allow[ing] people to realize things about the world in a deeper way than watching the news,” and convey real life messages, rather than produce games in which the objective is focused on ‘shooting’ on targets and winning points. However, leaving out discussion about issues related to the controversy or ethics of some contents, publishers are not taking the risk to support those authors and propose a market line of Serious Games. The reason is that it is not clear that the consumers are ready to spend their money on those games. Game authors claim that this demand remains untested and they are convinced that there will be a growing market of people willing to buy games that inspire them, interested in topics that make them angry or concerned. Interesting arguments are brought in by informed readers who have posted their comments on the Polygon site. Discussion on the term ‘game’, which was also addressed in previous versions of this deliverable. The argument is that the term ‘game’ is somehow misleading, that it brings the notion of fun, when interactive electronic media can offer more than a game. One of the contributors says: “as long as it’s called the gaming industry we will stumble”. Even the term ‘serious games’ seems to lead to misunderstandings, as it is not about educational games but about “pushing games to have mature artistic messages…”. Arguments related to the costs and its impact on the consumer selection of games. Complaints about the lack of ‘serious / real world event’ games on the market, as some of the participants in the discussion commented “outside independent games, we do not see very many games with actual meaning or purpose behind them.” 7 http://www.polygon.com/ 8 http://www.voxmedia.com/ Version 2.0 _ 17/11/2014 Page 11 of 43 GaLA_DEL D4.4_WP 4 D4.4 MARKET AND VALUE CHAIN ANALYSIS 4 The other side of the coin is presented in the Ambient Insight Market Analysis (Tyson Greer, 2013), which claims that the mobile edugame market is growing significantly. This report identifies trends that affect buying behaviours and have found out that “consumers continue to fuel demand for engaging edugames”. According to this report, consumers (the general public) are the most interested in game-based mobile products, from math and language learning for young students to brain trainers for the older ones and that this segment will provide the largest revenue, compared to the other segments. But the report also claims that in general, there will be an important rise in revenues for content in North America. Obviously, although both have their origin in North America, it is not possible to compare those different viewpoints, because they consider different types of Serious Games and different audiences. The first articles focus on the commercialization of Serious Games (Indie games), mainly played on ‘traditional’ platforms (PC-Console), while the second report mentions exclusively game-based mobile learning, which is delivered on mobile phones and tablets and targets a different audience. Although the line between educating and raising awareness is somehow blurry, there seems to be a much more practical outcome for the consumers of mobile edugames than for consumers of ‘meaningful’ indie-like games. Summarising, on the one hand market demand for serious games is not clear and it does not convince traditional publishers to take risks, offering more diversified products. On the other hand, mobile edugames are on the rise, in particular for the consumers segment, which pushes content producers to augment their offer for this target. What seems to be the common point between the two perspectives is the concept of ‘engagement’. Games are considered to engage more than other media, and this factor is crucial in an era of information overload, as it enhances motivation both for learning and awareness raising purposes. An additional important aspect to be taken into account is the rapid rate in which product substitution is taking place, being probably one of the main factors of change in the SG market. Referring to the new generations of smart mobile devices, Greer argues that the “growth of game-suitable hardware fuels the need for content” (Tyson Greer, 2013). This may have an impact not only on the market offer and demand, but also on the value chain, which experienced a rapid evolution, as mentioned in the previous instance of this deliverable9. Regarding market segmentation, the Ambient Insight market analysis has divided the demand market (who is the buyer) in a slightly different way than the segmentation presented in previous versions of this deliverable regarding the side of the offer (developers/distributors). Here is a comparative table: GaLA supply market analysis 2013 Education (kids, schools, high education, universities, informal) Corporate / Industry (any sector, business oriented) Healthcare (hospitals, primary care, patients) Military / Government (security forces, army related institution, public sector, except hospitals & education) 9 Ambient Insight demand market analysis 2013 Academic (preK-12 and Higher education buyers, governmental institutions, and a growing homeschooling population in the US!) Corporate (any sector, business oriented) Healthcare (healthcare providers, insurance companies, pharmaceutical, medical device makers, & expert patients) Government (includes military and civilian agencies, immigration, citizenship, ...) D4.3 Market and value chain analysis 3, 2013. Version 2.0 _ 17/11/2014 Page 12 of 43 GaLA_DEL D4.4_WP 4 D4.4 MARKET AND VALUE CHAIN ANALYSIS 4 ONG / Games for Good (including Culture, Ecology, Politics, Humanitarian, …) Advertising and Media (tv, communication companies) Non-Profit (museums and cultural institutions) Consumers (young children, parents, elderly, but also medical, nursing & dental students, …) Table 1: Comparative table of market segmentation The main difference appears in the last category: Advertising and Media versus Consumers. The segmentation of the market from the offer perspective considers a cluster of suppliers producing SG for purposes, such as advertising and promotion, while a very important segment identified in the demand for game-based solutions is the consumer as individual person. There is a certain logic behind those differences, from the point of view of the theoretical market analysis. However, in practice, it is important that suppliers pay great attention to the demand in order not to miss any business opportunity. Finally, as the survey carried out this year to gain more insight on the demand-side covers principally the ‘corporate’ segment, we highlight here some of the key findings of the Ambient Insight market research related to this segment in particular, keeping in mind that the focus is on Game-based Mobile Learning Products rather than on the use of games or gamification in general. The key points, which are complementary to the outcomes of the survey, are the following: - - It seems that companies are not particularly the best buyers of game-based mobile learning products, as they have several other learning technologies to choose from and classroom – or blended approaches – is still much in use. The economic crisis still affects budgets and it is believed that game development is more expensive than online learning development. Version 2.0 _ 17/11/2014 Page 13 of 43 GaLA_DEL D4.4_WP 4 D4.4 MARKET AND VALUE CHAIN ANALYSIS 4 3 Insights from 21st Century Business Challenges Survey 3.1 Overview We received 114 responses to the survey, which is considered as sufficient for the purpose of our study. This reasonable amount allows us to derive significant trends, although with inner reservations, due to the demographics of the surveyed organisations. It must be said that most of the surveyed organisations did not provide their response through the web questionnaire. In fact, despite all our efforts to publicize the survey among all our contacts and networks, we could not reach a significant number of answers. Therefore, we decided to adopt another strategy, which was to make phone interviews to organisations’ representatives and record their answers using the form. This way, it was possible to directly export the data from the web questionnaire. We are aware that this strategy can lead to certain bias in the analysis of the information gathered, due to the geographical reach out of the interviewers from the Aalborg University in Denmark, who volunteered to make the calls. Consequently, the large majority of the surveyed organisations is from Denmark. However, although it is a fact that must be kept in mind, our understanding is that it still allows us to observe trends and derive noteworthy conclusions from the results. 3.2 Challenges According to the gathered data, plotted on the graph below, organisations seem to face several challenges and the first in the list are those related to improving the economic situation of the company (in terms of profitability and cost savings, expansion and growth, developing new markets reorganisation or relocation), and developing new strategies accordingly. The second area of concern is related to change management and innovation in their various facets and decision making. Then, with somehow less intensity, companies are challenged by issues related to human resources, their development and their behaviour within the organisation. Finally, the issues that are less challenging are related to quality and employee lay-offs. Version 2.0 _ 17/11/2014 Page 14 of 43 GaLA_DEL D4.4_WP 4 D4.4 MARKET AND VALUE CHAIN ANALYSIS 4 Does your organization have any of the following challenges? New strategy development Profitability/ cost saving New market development Expansion/ growth Innovation/ creativity Reorganisation/ relocation Changing culture/ cross cultural management Managing change/ resistance to change Decision-making/ problem solving Employee development Communication/ conflict resolution Customer service Team-working Virtual team-working Environment impact/ sustainability Quality Issues Improvement programme(s)/ intervention Downsizing Employee turnover/ employee competence 0% 10% 20% 30% 40% 50% 60% 70% Figure 3: Challenges faced by organisations 3.3 Use of Games or Gamification To the question “Does your organisation use Games or Gamification?” 97% of the respondents have answered “Yes”. This rate seems particularly high, considering the general penetration rate of SG in the market. Certainly, this is encouraging but it may be due to the bias introduced by the sample of organisations that have responded to the survey and their geographical location. Therefore, we could state that in Northern European countries and in this particular case in Denmark, there is a tendency to use of game-based approaches to solve some of the challenges explained in the previous section. Furthermore, we were interested in digging a bit more into the characteristics of those who have answered “No” to this question, although no significant conclusion can be derived, due to the low number of gathered answers. Therefore, we analysed the data further, as can be seen below. Version 2.0 _ 17/11/2014 Page 15 of 43 GaLA_DEL D4.4_WP 4 D4.4 MARKET AND VALUE CHAIN ANALYSIS 4 Does your organization use Games or Gamification? No; 3% Yes; 97% Figure 4: Rate of organisations using games or gamification Looking into more details at the three organisations that answered “no”, we obtain the following information: 1 2 3 Country Denmark United Kingdom Germany Size < 50 employees > 2000 employees < 200 employees Industry Sector Energy & Utilities Financial Services Education From this information, we can observe a disparity of data regarding the demographics. At least two of them have mentioned the following barriers to the use of game-based solutions in their organisations: We use external consultants that help us to solve challenges Cost of using/ developing a Game-based solution Unwilling to invest in developing Game-based solution Lack of good quality information about Game-based solutions Lack of staff who are willing or experienced in using Game-based solutions All three organisations face the challenge of expansion/ growth, and two of them aspire to new market development or to foster innovation/ creativity. Logically, none of them has selected any of the advantages in the use of games presented in question 3.4 Advantages of using Game-based solutions. Although those organisations are not using these types of application to solve their current challenges, we can see from their answers to the question “will you use those solutions in the future?” (See 3.6 Future use of Game-based solutions) that they recognise the potential of game-based applications in helping to address such challenges or at least they are aware of the current hyped trend for their use since one of them is Version 2.0 _ 17/11/2014 Page 16 of 43 GaLA_DEL D4.4_WP 4 D4.4 MARKET AND VALUE CHAIN ANALYSIS 4 planning to use game-based solutions in the next 6 months and the two others estimate that it may happen within the next 3 years. 3.4 Advantages of using Game-based solutions In the graph below (Figure 5) we can observe that there is a clear direction with respect to the perceived advantages regarding the use of game-based solutions within a company. Flexibility of the organisation and employees’ adaptability are the most nominated advantages, meaning that the use of games is expected to have an impact on employees’ behaviour and their reaction to change. We can observe that there is not a direct relation between the more relevant advantages identified by respondents and the current challenges faced by organisations as discovered in section 3.2 Challenges. For example, features like ‘increasing creativity and innovation’ or ‘become profitable’ only occupy a secondary position in this rating, while profit and growth, as well as reducing costs, were identified previously as the main challenges. Actually reducing training costs, increasing sales and entering new markets are concerns of organisations that game-based solutions are not seen to be able to address. What are the advantages of using Game-based solutions? Become a more flexible organisation Make our employees more adaptable Become more efficient Improve our staff competence (team work, self-management, decision-making, problem solving) Increase support for creativity and innovation Become more profitable Improve our products/ services Enter new markets Increase our sales Reduce our training costs 0% 10% 20% 30% 40% 50% 60% 70% 80% Figure 5: Advantages of game-based solutions Version 2.0 _ 17/11/2014 Page 17 of 43 GaLA_DEL D4.4_WP 4 D4.4 MARKET AND VALUE CHAIN ANALYSIS 4 a) Become a more flexible organisation b) Make our employees more adaptable c) Become more efficient d) Improve our staff competence (team work, selfmanagement, decision-making, problem solving) CEO Operations R&D Sales Figure 6: Correlation between respondents' job and perceived advantage of game-based solutions As can be seen in Figure 6, it is interesting to note that according to the position / job of the respondent, there is a different assessment on the relevance of the enumerated advantages since more importance is given to one or the other advantage. It is clear that for direction, R&D and sales people, the advantages are in improving staff competences and becoming more flexible, while for operation people, the main advantage of using games is that employees become more efficient. 3.5 Reasons for Games or Gamification use Figure 7 below show that organisations actually use games or gamification to enhance employees’ competences, in particular their behaviour regarding change and innovation. While these answers are in line with the advantages of the use of games identified previously (see section 3.4 Advantages of using Game-based solutions), they only address some of the main challenges faced by organisations, although they focus on challenges that are less recurrent among the companies. Interestingly, and in line with the perceived advantages of games (see section 3.4), game-based solutions are not used with the objective of increasing revenues, reducing costs, which are the main concerns of organisations in general. Also, they are not used as an instrument to connect with the outside world, such as influencing clients or for the recruitment of potential employees. Version 2.0 _ 17/11/2014 Page 18 of 43 GaLA_DEL D4.4_WP 4 D4.4 MARKET AND VALUE CHAIN ANALYSIS 4 What does your organization use Games or Gamification for? To improve employees competences As a means to foster innovation and creativity As a means to resolve resistance to change To improve employee motivation/ engagement To improve team work To enter new market sectors To increase our revenues As a Marketing tool to gain more influence and loyalty from our clients To reduce costs related to training Recruit new, more competent, employees 0% 10% 20% 30% 40% 50% 60% 70% Figure 7: Reasons for the use of games or gamification Looking at the relation between respondents’ answers to the question of the challenges and the reasons for which they actually use games, we observe that only a little bit more than half (55%) of those who have selected ‘means to foster innovation and creativity’ have also identified this as a challenge. The percentage is somehow higher (65%) in the case of ‘resistance to change’. Those data show that companies are willing to use game-based applications to address some of the issues they see as main challenges but not to all of them. In this particular case, data confirm that this type of applications is certainly used to tackle resistance to change issues. Version 2.0 _ 17/11/2014 Page 19 of 43 GaLA_DEL D4.4_WP 4 D4.4 MARKET AND VALUE CHAIN ANALYSIS 4 Advantages vs actual use Reduce our training costs 80% Become a more flexible organisation 70% Increase our sales 60% 50% 40% 30% Become more efficient Enter new markets 20% 10% 0% Improve employee motivation/ engagement Improve team work Increase support for creativity and innovation Make our employees more adaptable / less resistant to change Improve our staff competence advantages Actual use Figure 8: Radar of advantages vs actual use of games The radar chart above shows the accuracy between the expectations of use and the perceived advantages of the use of games in the organisations compared to their actual use. We can observe that it coincides particularly with improving employees’ adaptability and resistance to change and team work. However, the questions related to the actual use of games do not allow understanding if organisations are actually using games to address the perceived advantages of ‘becoming a more flexible organisation’ and ‘becoming more efficient’. 3.6 Future use of Game-based solutions To the question “will you use those solutions (game-based) in the future?” respondents were asked to select among 4 options: No, within the next 6 months, next year or within the next 3 years. The results (see Figure 9) show that there are intentions to use games or gamification in the future, although not immediately. Almost half of the respondents plan to use it in the next year and the other half within 3 years. We may interpret that there is more uncertainty in this answer, and that those organisations may need more time to check the real feasibility of using the studied type of application to resolve some of the challenges they are currently facing. Version 2.0 _ 17/11/2014 Page 20 of 43 GaLA_DEL D4.4_WP 4 D4.4 MARKET AND VALUE CHAIN ANALYSIS 4 Will you use those solutions in the future? No 6% Next 6 months 2% Next 3 years 42% Next year 50% Figure 9: Plans to use game-based solutions in the future In the next section about barriers to the use of games (section 3.5), we identify what could be the main reasons why the organisations that are not planning to use games in the near future. 3.7 Barriers to the use of Games or Gamification Lack of awareness and of information are the main reasons given by the respondents when asked why they would not use games or gamification. The practicality of use, development and deployment costs and difficulty to estimate the ROI are the next reasons, as can be seen on Figure 10. What is clear is that technological aspects are not seen as an obstacle to the introduction of game-based solutions in the companies. Version 2.0 _ 17/11/2014 Page 21 of 43 GaLA_DEL D4.4_WP 4 D4.4 MARKET AND VALUE CHAIN ANALYSIS 4 Indicate the 3 most important reasons why your organization does not use Games or Gamification Unconvinced of the business case Lack of information about Game-based solutions’ practical application It is not easy, or practical, in our business to develop/use Game-based solutions We use external consultants that help us to solve challenges Lack of awareness of the benefits of Game-based solutions Difficult to estimate the Return On Investment Cost of using/ developing a Game-based solution Lack of knowledge (self, company) about Game-based solutions Unwilling to invest in developing Game-based solution Lack of good quality information about Game-based solutions Not enough time to use Game-based solutions in our company Lack of staff who are willing or experienced in using Game-based solutions Staff and employee perception that playing games is easy but not valuable Low Familiarity with using technology for Gamification Low Familiarity with using technology for Virtual Worlds Not sure of the reliability of the technology Other Lack of IT/ technical facilities and support for using Game-based solutions Low Familiarity with using technology for 3D Environments Worries about the integration of Game-based solution in to existing… 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50% Figure 10: Reasons for not using games or gamification The graph below shows that the organisations that are not planning to use game-based solution before 2-3 years encounter obstacles, which are aligned with the results shown above in Figure 10 as reasons for not using games or gamification. In relation to the period of time expected before starting using game-based solutions indicated by organisations, we understand that those who are willing to use them in the nearest future are in a better position to easily overcome such barriers. Barriers encontered by organizations planning to use game-based solutions within 3 years a) Unconvinced of the business case b) Lack of information about Game-based solutions’ practical application c) It is not easy, or practical, in our business to develop/use Game-based solutions d) We use external consultants that help us to solve challenges e) Lack of awareness of the benefits of Game-based solutions f) Cost of using/ developing a Game-based solution g) Difficult to estimate the Return On Investment Figure 11: Barriers to the use of games when planning their use within 3 years Version 2.0 _ 17/11/2014 Page 22 of 43 GaLA_DEL D4.4_WP 4 D4.4 MARKET AND VALUE CHAIN ANALYSIS 4 1- Lack of information about Game-based solutions’ practical application 2- It is not easy, or practical, in our business to develop/use Gamebased solutions 4- We use external consultants that help us to solve challenges CEO Operations R&D 3- Difficult to estimate the Return On Investment Sales Figure 12: Radar graph of barriers in relation to respondent's job Another interesting analysis of these data is to check whether the stated barriers differed considering the respondent position. We have taken the 4 most important reasons and plotted them in relation to the mostly represented respondents’ jobs (CEO, Operations, R&D, and Sales). We can observe in Figure 12 that effectively, except for the first reason ‘unconvinced of the business case’, which had a similar value for all roles, the reasons depend on the position. Operations people find it ‘not easy to use games in their business’ and they tend to ‘rely on external consultants’ to address challenges, while R&D people and CEOs tend to focus on the ‘lack of information about the practical application of games’. 3.8 Demographics Demographic questions have been included in our survey help determine if factors may influence respondent’s answers. As can be seen on the map below, in which we use a colour code to highlight the volume of answers collected per country, most of the respondents are from Denmark (in red), with sporadic answers from Sweden, Finland, Norway, the Netherlands, Belgium, Germany, Greece, UK and US. It may very well be that answers from other countries would have differed, especially countries that are culturally different from Denmark, such as Mediterranean countries, or beyond Europe, but we are not in a position to assess this aspect, which may be the subject of further studies. As mentioned previously, all conclusions must take into account the context of the study. Version 2.0 _ 17/11/2014 Page 23 of 43 GaLA_DEL D4.4_WP 4 D4.4 MARKET AND VALUE CHAIN ANALYSIS 4 Figure 13: Geographical distribution of the organisations participating in the survey 3.8.1 Functional Area Respondents to the survey selected various options to define the functional area / departments in which they are working. The following graph gives an overview of the areas in which respondents are involved. We can observe that the main areas are related to logistics and supply chain management, production, R&D and Engineering, all of them related to production and delivery. Those areas are relevant, especially in the manufacturing sector, in the answers collected through this survey, which is the most represented sector, as we can see in section 3.8.1. The gathered data confirm that there is a demand for game-based solutions to overcome some of the challenges detected in the survey. Version 2.0 _ 17/11/2014 Page 24 of 43 GaLA_DEL D4.4_WP 4 D4.4 MARKET AND VALUE CHAIN ANALYSIS 4 Functional Area Logistics/SCM Production R&D Engineering Marketing Procurement Design Sales Administration HR/Training Warehouse Transport Finance/ accounting Quality controlling ITC 0 5 10 15 20 25 30 35 40 Figure 14: Respondents' functional areas 3.8.2 Industry Sector The industry sector most represented in this survey is clearly the manufacturing sector, followed by IT and telecom, Services, Energy and Utilities and Education. Version 2.0 _ 17/11/2014 Page 25 of 43 GaLA_DEL D4.4_WP 4 D4.4 MARKET AND VALUE CHAIN ANALYSIS 4 Industry Sector Media Transport/Logistics Public Administration/Government Aerospace Healthcare Financial Services Other Defence/Military Education Manufacturing Energy & Utilities Services IT/ Telecoms Figure 15: Clustering of respondents per industry sector We have analysed the data to see if there were different answers depending on the sector and we discovered that effectively, as shown in Figure 16 below, for the IT/Telecom the most important barrier seem to be the difficulty to estimate the RoI, while for the Services sector, it is not easy to develop/use games and for the Education sector it is the lack of information about games application. In our understanding, the last observation regarding the Education Sector is somehow surprising, because according to the knowledge acquired in GaLA, the Educational sector should be the one which counts with more information available. It may be that the number of respondents from this sector to our survey is too low to be in an informed position to draw such a conclusion, and further investigation would be needed to understand this aspect. Version 2.0 _ 17/11/2014 Page 26 of 43 GaLA_DEL D4.4_WP 4 D4.4 MARKET AND VALUE CHAIN ANALYSIS 4 -Difficult to estimate the Return On Investment -Lack of awareness of the benefits of Game-based solutions -Unconvinced of the business case -We use external consultants that help us to solve challenges -Lack of information about Game-based solutions’ practical application Education -It is not easy, or practical, in our business to develop/use Game-based solutions IT/Telecom Services Figure 16: Relation between sectors and identified barriers Version 2.0 _ 17/11/2014 Page 27 of 43 GaLA_DEL D4.4_WP 4 D4.4 MARKET AND VALUE CHAIN ANALYSIS 4 3.8.3 Number of Employees Organization number of employees < 50 11% < 200 21% > 2000 46% > 201 22% Figure 17: Number of employees It is not possible to identify if employees from a same organisation have answered to the questionnaire, but we need to assume that it could be the case, especially in the case of large organisations. There is a majority of large enterprises (and thus more chances that employees from a same company have answered the questionnaire). However, we can consider that the answers we have received generally reflect the views of large organisations, with more than 200 employees. In Figure 18 below, we can see how answers vary depending on the size of the company regarding barriers to the use of games in the organisation. Logically, smaller companies do not rely on the use of external consultants, while larger companies do. It seems that medium size companies are not as concerned about the easiness or practicality of using game-based solutions in their business as smaller or larger organisations are. Version 2.0 _ 17/11/2014 Page 28 of 43 GaLA_DEL D4.4_WP 4 D4.4 MARKET AND VALUE CHAIN ANALYSIS 4 -Difficult to estimate the Return On Investment -Lack of awareness of the benefits of Game-based solutions -Unconvinced of the business case -Lack of information about Game-based solutions’ practical application -We use external consultants that help us to solve challenges < 200 < 50 -It is not easy, or practical, in our business to develop/use Gamebased solutions > 2000 > 201 Figure 18: Relation between organisation size and identified barriers 3.8.4 Interviewee’s position / role In average, interviewees had 9.5 years in their current job, being 1 the minimum and 25 the maximum. The whole distribution of position or role is presented in Figure 19 below: Version 2.0 _ 17/11/2014 Page 29 of 43 GaLA_DEL D4.4_WP 4 D4.4 MARKET AND VALUE CHAIN ANALYSIS 4 Interviewees position / role in the organization Others; 7% Direction; 13% Administration; 6% Operations; 27% Sales; 12% R&D; 29% Figure 19: Interviewees' jobs As a general observation, most of the interviewees are involved in companies’ Operation and R&D activities, followed by Direction and Sales. We have seen in section 3.7 how people in different positions rate barriers to the use of games in the organisation in different ways. In the ‘others’ category, we can find the following roles, with only one representative per role: Consultant Gamification & Game psychology specialist HR IT Logistics Maintenance PhD student Production Version 2.0 _ 17/11/2014 Page 30 of 43 GaLA_DEL D4.4_WP 4 D4.4 MARKET AND VALUE CHAIN ANALYSIS 4 4 Conclusive Remarks 4.1 Summary of findings 4.1.1 Desktop research on market demand Two sources of information have been identified and present different views on market demand, according to the focus on specific segments of the demand. On the one hand, publishers are not ready to commercialize ‘meaningful’ games as they are not convince that there is enough market demand for this type of ‘serious games’. On the other hand, a recent market analysis from Ambient Insights announces that there is a significant rise in the demand of mobile game-based learning products, especially by the ‘consumer’ segment (i.e. pre-school children, parents, and the elderly). Developers and distributors must pay attention to the evolution of technology and the rapid rate in which product substitution is taking place and has an impact on the need and supply of content adapted to this technology (i.e. smart mobile devices). Finally, corporate demand for mobile edu-games, contrarily to consumer demand, is not yet on the rise, due to the offer of alternative learning technologies or modalities, the apprehension to adopt mobile devices that have the connotation of fun and the still impacting economic crisis which imposes tight budgets to corporations. 4.1.2 Demand side survey As previously mentioned, the sample, although relevant in size, is limited in sectorial and geographical scope. Therefore the data must be interpreted keeping in mind that the organisations that have answered to the questions are principally from Denmark, they are mostly large companies and the majority operate in the manufacturing sector, where logistics and production are key functional areas. This being said, there are a variety of answers, depending on the size of the company and the position of the respondent. This is not particularly visible in the questions related to challenges and advantages/reasons for the use of games, but can be observed regarding the barriers to the use of game-based solutions. The observations show that there are trends of the demand that may be taken into account when assessing the impact of Serious Games in the market. Trends The main challenges faced by organisations are: o New strategy and market development o Profitability, cost saving, expansion and growth o Innovation and change management and development of human resources in this sense 97% of respondents already use game-based solutions and have plans to keep using them in the period fork of next 1 and 3 years. The main advantages of using game-based solutions are improvements in o Flexibility of the organisation o Employees’ adaptability o Efficiency and employees’ competences Version 2.0 _ 17/11/2014 Page 31 of 43 GaLA_DEL D4.4_WP 4 D4.4 MARKET AND VALUE CHAIN ANALYSIS 4 The main reasons for the use of game-based solutions are o To improve employees’ competences o As a means to foster innovation and creativity and combat resistance to change o To improve motivation, engagement and team work It is interesting to note that in general, the surveyed organisations tend to see gaming and gamification as a means to address their challenges. Only 6% of the interviewed organisations do not plan to use games in the near future (within 3 years). However, the 3% of organisations which are not yet using games plan to use them in the near future. The main barriers to the use of games or gamification identified are o Lack of facts to be convinced of the business case for the application of game-based solutions to address their specific challenges o Lack of information about game practical application o Not easy or practical to use it in the business o Rely on external consultants to help addressing the challenges Interestingly, the following aspects are not seen as barriers o Lack of technical facilities and support o Low familiarity with 3D environments o Integration of games with existing processes / systems According to their position in the organisation, respondents find different barriers to the use of games. Operations people find it ‘not easy to use games in their business’ and they tend to ‘rely on external consultants to address challenges’, while R&D people and CEOs tend to identify barriers related to the ‘lack of information about the practical application of games’. According to their sector of operation, the order of barriers also varies o For the IT/Telecom it seem to be the difficulty to estimate the RoI o For the Services sector, it is not easy to develop/use games According to the size of the company, there are also subtle differences in the identification of the main barriers o While large companies tend to rely on the use of external consultants, smaller companies do not o Small and Large organisations worry about the ‘easiness or practicality of using game-based solutions in their business’, while it seems to be less of a problem for medium size companies Overall, we observe that the surveyed organisations are familiar with games and gamification. They tend to use game-based solutions to address their main challenges, directly or indirectly. In particular, they tend to use games to improve employees’ behaviours (towards innovation, creativity and team building), in addition to other competences. In general, the most important reasons why organisations are reluctant to use games or gamification are firstly the lack of awareness, lack of information and lack of conviction that the business cases for the application of game-based solutions will solve their specific challenges, and secondarily the practicality of use, costs and difficulty to estimate the Return on Investment. The data show that technical aspects do not represent the main obstacles. Finally, there are some variations in importance given to the barriers depending on the organisations’ industry sector, size and to the position/role of the respondents within their company. Version 2.0 _ 17/11/2014 Page 32 of 43 GaLA_DEL D4.4_WP 4 D4.4 MARKET AND VALUE CHAIN ANALYSIS 4 Taking into account the results obtained in this analysis, we would recommend refining this type of study in the future, extending the survey to: consider a wider geographical scope (in particular, different cultures with different approaches to gaming) consider a wider sectorial scope (more healthcare, government, education segments) extend the target audience to the consumers sector (not only organisations) include more questions to gather information about the type of games used, the technological support, the providers, the budget, etc. 4.1.3 Research outcomes Y4 Here are tentative answers to the main questions posed in the introduction of this iteration of the market analysis: Questions Proposed Answers Type of relationship with providers This question was not addressed in the survey. However we have observed that large companies tend to rely on external consultants to find solutions to their challenges, including game-based solutions. Meanwhile small companies rely more on their internal resources when using these types of solutions. General satisfaction with Serious Games implementation From the survey results, it seems that organisations are satisfied with the use of Serious Games. At least 97% are using them to address major challenges and most plan to use game-based solutions within the next 3 years. However, although the sample of organisations answering to the survey contemplates large (and very large international organisations), it may not be representative of the whole EU industrial tissue or other segments of the market. Therefore future research may extend the geographical and sectorial scope and attempt to gather answers from wider sample of organisations. Future plans related to SG acquisition From the outcomes of the survey, we may derive that 94% of the organisations are prone to use game-based solutions in the near future, most probably because most of them are already familiar with games and are using them in a way or another. The details about how much, to whom and what kind of games are not yet known and may be the subject of future research. Views on the SG market Organisations’ views on the game market may be understood from their answers to the question related to the advantage of the use of game-based solutions, as well as the actual use. Overall, respondents selected 388 Version 2.0 _ 17/11/2014 Page 33 of 43 GaLA_DEL D4.4_WP 4 D4.4 MARKET AND VALUE CHAIN ANALYSIS 4 options referring to the advantages and 344 to the actual use, in average 3,5 per organisation, which seems quite a positive result, although it has to be considered within the framework of the survey’s geographical and sectorial limitations. As for the previous research question, there may be a need to gather more details in the future to fully understand the demand views of the game and gamification offer. Table 2: Initial research questions and current findings 4.2 Overall observations considering the 4 years evolution of the market and value chain analysis During four years, the market and value chain analysis activity within GaLA has allowed us to observe and discover various facets of the emerging and evolving market of Serious Games. The overall idea was to study the actual and future market and the actors in the value chain. Previous work allowed us to draw a picture of the companies that were producing and selling Serious Game based on data gathered from 340 companies, as well as primary sources of information. Our initial objective was to provide an overview and tentative analysis of the market from the offer side (developers / distributors) of Serious Games (SG). During the last year of the project, we focused on the demand side (buyers / customers). The following considerations are an attempt to summarize the evolution of the market research: A supply market breakdown was established considering six market sectors: 1) Education, 2) Corporate, 3) Healthcare, 4) Military / Government or Public Sector, 5) NGOs / Games for Good and 6) Advertising / Media. The analysis of the demand side of the market uncovered a new segment: the consumer segment, which is mainly interested in mobile-based edu-games. Additionally, there seems to be demand for more ‘Games for Good’, which does not yet fully convinced publishers, as commercial viability is unclear. Our findings regarding the supply-side showed that the most addressed sector was Education with more than half of the companies in our study doing business in this sector. A relevant number of companies mainly involved in the production of Serious Games (in particular games for training and rehabilitation) were targeted to the healthcare sector in particular. We suggested that an interpretation was that companies developing SG as main activity and operating within the Healthcare sector tended to specialise in the sector, as they required specific skills and knowledge for the development of those games as well as a particular access to market and distribution channels. The current analysis of the demand side shows that surveyed organisations (mainly from the corporate/ manufacturing sector) are familiar with games and gamification. They tend to use gamebased solutions to address their main challenges, directly or indirectly. In particular, they tend to use games to improve employees’ behaviours (towards innovation, creativity and team building), in addition to other competences. The value chain analysis presented in the previous work considered different groups from the supply side. However the research showed that this chain was in constant evolution, and that groups tended to merge. In general it seemed that design, development and distribution roles merged and Version 2.0 _ 17/11/2014 Page 34 of 43 GaLA_DEL D4.4_WP 4 D4.4 MARKET AND VALUE CHAIN ANALYSIS 4 were managed by one actor. We found that there was a tendency for companies operating in Education and Healthcare sectors to develop and generally distribute their own games. This trend was less visible in the other sectors where ready-made games were not easily accessible for any customer to buy. This seems to coincide with the rise of mobile edu-games which are directly commercialised by developers to the consumer segment as mobile devices become more performing and provide sufficient support for good gaming experiences (e.g. accelerometers, 8 MP cameras, GPS, NFC, fast processors). Previous work indicated that the demand side was not fully developed, at least not in all sectors. This study shows that at least in the corporate sector (including manufacturing, IT/ telecoms, services, energy/ utilities industries) the demand for game-based solution is significant and well in line with the challenges organisations face, although some reservation is kept due to the geographical circumstances of the survey. In summary, nurtured by the outputs of other GaLA project activities, such as business modelling (T4.4), engagement of industry and stakeholders (T4.5) or the community of corporate users (T7.4), we have attempted to follow the evolution of the Serious Games market and value chain, a market still in its early stages and which is particularly fragmented, due to the diversity of game-based solutions that address different challenges and target audiences. The general picture obtained from the market and value chain analysis can be used as an entry point to the body of knowledge created during the GALA project and is one of the contributions towards reducing the fragmentation of the information related to SGs, their applications and markets. Version 2.0 _ 17/11/2014 Page 35 of 43 GaLA_DEL D4.4_WP 4 D4.4 MARKET AND VALUE CHAIN ANALYSIS 4 5 Acknowledgements We would like to sincerely thank the graduate students of Aalborg University’s MBA program, who kindly volunteered to perform the interviews and record the answers of the major part of respondents to the survey. We are also grateful to Atos technical team for the setting up of the survey on the web, data gathering and processing. Version 2.0 _ 17/11/2014 Page 36 of 43 GaLA_DEL D4.4_WP 4 D4.4 MARKET AND VALUE CHAIN ANALYSIS 4 6 Bibliography Gamification. (2012). Gamification in 2012. Consumer and Enterprise Market Trends. Gartner. (2012). Hype Cycle on Emerging Technologies. Retrieved December 2012, from http://www.gartner.com/DisplayDocument?id=2100915&ref=%27g_fromdoc%27 Greer, T. (2011). The US Serious Games Market: Segment Size and Opportunity (presentation). Ambient Insight: plenary session at the Serious Play Conference. Kimiko de Freytas-Tamura. (2013, June 4). Injecting the Real World Into Games. The New Yor Times. Sarkar, S. (2013, June 4). Serious games sector growing, but commercial demand remains untested. Polygon. Sawyer, B., & P., S. (2008, February 19). Serious Games Taxonomy (presentation). Retrieved December 2012, from http://thedigitalentertainmentalliance.files.wordpress.com/2011/08/serious-gamestaxonomy.pdf Stewart, J., & Misuraca, G. (2013). The Industry and Policy Context for Digital Games for Empowerment and Inclusion: Market Analysis, Future Prospects and Key Challenges in Videogames, Serious Games and Gamification. Seville: JRC Scientific and Policy Reports, JRC-IPTS. Takahashi, D. (2012). Games get serious in education and corporate training (interview to Sue Bohle, executive director of the Serious Games Association. Retrieved December 2012, from Gamesbeat: http://venturebeat.com/2012/08/24/games-get-serious-in-education-andcorporate-training-interview/#H6xzFhIRXdBoDagz.99 Tyson Greer. (2013). 2013-2018 North America Mobile Edugame Market. Ambient Insight. 6.1 GaLA documents Game and Learning Alliance, Description of Work, 2010. D4.1 Market and value chain analysis 1, 2011. D4.2 Market and value chain analysis 2, 2012. D4.3 Market and value chain analysis 3, 2013. D4.19 Stakeholders and Community Building Report, 2012. D4.20 Stakeholders and Community Building Report, 2013. Version 2.0 _ 17/11/2014 Page 37 of 43 GaLA_DEL D4.4_WP 4 D4.4 MARKET AND VALUE CHAIN ANALYSIS 4 6.2 Other Sources of Information (updated Y4) Title 12 webs in Spanish for playing and learning Asian Federation of Serious Games Asociación de empresas del sector del videojuego en Euskadi Balancing Reality, Meaning and Play: design philosophy for developing games with a serious purpose or meaningful purpose Catalog of Serious Games (Mark Prensky) Chris deLeon blog Classic games Collaborative classification system suited to videogames CPC-power (in 38rench, fiches on video games) Developer & distributor of online games (not serious), Germany Educational Games (free and shareware) Free Games online Free World Group Games Gamasutra Games 2Download Games Database Gamesbeat Gamespot Guide: recommends games for children & family Hongkong Digital Game-based learning Association Indie Games Jeux Serioux Le jeu serieux en Belgique Francophone Legacy games List of Serious Games to foster social change MIT paper on Serious Games Moby Games (Interesting information about companies histories) Nice TED video on the impact of games! Pan European Game Information Plateforme d’édition générique de Serious Games Polygon Punch Arcade School Time Games Scientific research laboratory dedicated to videogames Version 2.0 _ 17/11/2014 URL http://www.elesapiens.com/12-webs-in-spanish-for-playing-andlearning/ http://afsg.sgasg.org/ http://www.basquegame.org http://triadicgamedesign.com www.socialimpactgames.com http://www.hobbygamedev.com www.classicdosgames.com http://www.gameclassification.com www.cpc-power.com www.innogames.com www.freedownloadcenter.com/games/educational_games http://armorgames.com/ www.freeworldgroup.com http://www.gamasutra.com/news/serious/ www.games2download.com http://gamedbase.com http://venturebeat.com/category/games/ www.gamespot.com www.souris-grise.fr http://www.digitalgameslearning.org/ http://indiegames.com www.jeux-serieux.fr http://www.seriousgame.be/ www.ersim.com http://purposefulgames.info http://education.mit.edu/papers/MovingLearningGamesForward _EdArcade.pdf www.mobygames.com http://youthvoices.net/play http://www.pegionline.eu https://sites.google.com/site/genericsg2012/home http://www.polygon.com/ www.puncharchade.com www.schooltimegames.com http://www.ludoscience.com Page 38 of 43 GaLA_DEL D4.4_WP 4 Serious Games Asia Serious Game Directory of the Serious Games Association Serious Games Blog Serious games challenge award (2012) Serious Games & Social Connect Conference South Korea Serious Games portal in Germany Webdesign, very close to Serious Games Version 2.0 _ 17/11/2014 D4.4 MARKET AND VALUE CHAIN ANALYSIS 4 http://seriousgamesasia.com/ http://www.seriousgamesdirectory.com/proj/education/ www.seriousgameblog.com http://sgschallenge.com http://www.seriousgamesconference.org/ http://www.seriousgames.de www.upian.com Page 39 of 43 GaLA_DEL D4.4_WP 4 D4.4 MARKET AND VALUE CHAIN ANALYSIS 4 7 Annexes 7.1 Survey questions GALA DEMAND SIDE SURVEY QUESTIONS 1-Does your organisation have any of the following challenges (select all that apply): Expansion/growth Downsizing Profitability/ cost saving Reorganisation/ relocation New market development New strategy development Innovation, creativity Quality Issues Customer service Environment impact/ sustainability Managing change, resistance to change Improvement programme(s)/ intervention Changing culture, cross cultural management Employee turnover, employee competence Employee development Team-working Virtual team-working Decision-making/ problem solving Communication/ conflict resolution 2- Organisations can use Game-based solutions for internal purposes, to provide staff training or for improving internal processes; or for external purposes targeting their clients. Does your organisation use Games or Gamification? Yes/No If your answer is Yes: 2a- What are the advantages of using Game-based solutions? Improve our products/ services Enter new markets Become more efficient Increase our sales Become more profitable Become a more flexible organisation Version 2.0 _ 17/11/2014 Page 40 of 43 GaLA_DEL D4.4_WP 4 D4.4 MARKET AND VALUE CHAIN ANALYSIS 4 Increase support for creativity and innovation Improve our staff competence (team work, self-management, decision-making, problem solving) Reduce our training costs Make our employees more adaptable 3- What does your organisation use Games or Gamification for? Please select as many answers as you consider applicable: As a Marketing tool to gain more influence and loyalty from our clients As a means to resolve resistance to change As a means to foster innovation and creativity To increase our revenues To enter new market sectors To reduce costs related to training To improve employees competences To improve employee motivation/ engagement To improve team work Recruit new, more competent, employees 4- Will you use those solutions in the future? If yes: in the next 6 months Next year Next 3 years 5- Indicate the 3 most important reasons why your organisation does not use Games or Gamification? We use external consultants that help us to solve challenges Lack of information about Game-based solutions’ practical application Lack of awareness of the benefits of Game-based solutions Unconvinced of the business case Difficult to estimate the Return On Investment Cost of using/ developing a Game-based solution Unwilling to invest in developing Game-based solution It is not easy, or practical, in our business to develop/use Game-based solutions Lack of knowledge (self, company) about Game-based solutions Low Familiarity with using technology for Gamification Low Familiarity with using technology for Virtual Worlds Low Familiarity with using technology for 3D Environments Not sure of the reliability of the technology Lack of good quality information about Game-based solutions Worries about the integration of Game-based solution in to existing processes/ systems Lack of staff who are willing or experienced in using Game-based solutions Staff and employee perception that playing games is easy but not valuable Lack of IT/ technical facilities and support for using Game-based solutions Version 2.0 _ 17/11/2014 Page 41 of 43 GaLA_DEL D4.4_WP 4 D4.4 MARKET AND VALUE CHAIN ANALYSIS 4 Not enough time to use Game-based solutions in our company Other_____________ Demographics Please provide us with more information about yourself: Year of MBA graduation____ Present job/position __________________ Number of years in current job_____ Organisation Number of employees___ Functional area: Finance/ accounting Quality controlling R&D Design Engineering Production Sales Marketing Procurement Logistics/SCM Warehouse Transport HR/Training Administration ITC Other Industry sector: Education Healthcare Aerospace Defence/Military Manufacturing Retail Services Public Administration/Government Transport/Logistics Financial Services IT/ Telecoms Version 2.0 _ 17/11/2014 Page 42 of 43 GaLA_DEL D4.4_WP 4 D4.4 MARKET AND VALUE CHAIN ANALYSIS 4 Media Energy & Utilities Culture/Heritage Other________ Country: Version 2.0 _ 17/11/2014 Page 43 of 43