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<blockquote data-quote="xechnao" data-source="post: 7647761" data-attributes="member: 58105"><p>While I accept the facts that Ryan is presenting us, I disagree with some of his conclusions.</p><p></p><p>Regarding marketing to younger children and the micro-transaction model. Is there any data about the ages that this model can target and work out?</p><p>Are there any entertainment products aimed at 10 year olds that do business with children like this?</p><p>Not only I find it improbable, I also find its ethics questionable.</p><p></p><p>Regarding branding power. I think strategic brand power on entertainment products is over-rated unless you manage somehow to convince people that your product is a product of classic value. D&D due to historical reasons may indeed have this cult thing within a certain demographic. But this demographic mainly consists of people that tend to take gaming seriously, the sort of people that want to work in this field. Of course this is not just about tabletop games, but nowadays mainly video games as this is where most opportunities to make money for designers exist.</p><p>Outside of this target demographic the value of the D&D brand is not so impressive I dare say. Magic the gathering has immensely more branding power as it has a bigger demographic that will buy the primary product. Moreover, the kind of demographic that consides D&D a "classic", tends to inform itself more on the matter and thus the brand power effect is not so strong either. This demographic will research more and is more open to explore other brands that seem to be the same kind of what D&D is.</p><p></p><p>Regarding the OGL and ebay. Really? I would never think of that and consider it kind of absurd to connect the two. What I would think of is piracy but then, this is also a different matter. No, the OGL effect is immensely more powerful than the ebay effect. The OGL created an industry of third parties, totally reshaped the tabletop industry in the 2000s and now in the 2010s it seems to threaten the commercial success of D&D for its owner, name it Hasbro or Wotc. Making a 4e was not a gamble. The pre-orders were the highest among the whole history of D&D and it should have managed to generate more revenue than not making it. Making a 5e today is a gamble indeed, if we consider that DDI is what has been left to sustain D&D at this point. Not making a 5e is still another gamble against the success of competitors like Paizo. In short, the OGL was a bad long-term business decision for Wotc. It has put the value of the brand to a much bigger risk than necessary.</p><p> </p><p>Regarding the way digital services should operate. I think it sounds brilliant in theory. But as RangerWickett put it, I wonder how easily can be put to practice.</p><p></p><p>And last, lets not forget about the gleemax investment and how much this sort of initiative gone wrong may come to cost.</p></blockquote><p></p>
[QUOTE="xechnao, post: 7647761, member: 58105"] While I accept the facts that Ryan is presenting us, I disagree with some of his conclusions. Regarding marketing to younger children and the micro-transaction model. Is there any data about the ages that this model can target and work out? Are there any entertainment products aimed at 10 year olds that do business with children like this? Not only I find it improbable, I also find its ethics questionable. Regarding branding power. I think strategic brand power on entertainment products is over-rated unless you manage somehow to convince people that your product is a product of classic value. D&D due to historical reasons may indeed have this cult thing within a certain demographic. But this demographic mainly consists of people that tend to take gaming seriously, the sort of people that want to work in this field. Of course this is not just about tabletop games, but nowadays mainly video games as this is where most opportunities to make money for designers exist. Outside of this target demographic the value of the D&D brand is not so impressive I dare say. Magic the gathering has immensely more branding power as it has a bigger demographic that will buy the primary product. Moreover, the kind of demographic that consides D&D a "classic", tends to inform itself more on the matter and thus the brand power effect is not so strong either. This demographic will research more and is more open to explore other brands that seem to be the same kind of what D&D is. Regarding the OGL and ebay. Really? I would never think of that and consider it kind of absurd to connect the two. What I would think of is piracy but then, this is also a different matter. No, the OGL effect is immensely more powerful than the ebay effect. The OGL created an industry of third parties, totally reshaped the tabletop industry in the 2000s and now in the 2010s it seems to threaten the commercial success of D&D for its owner, name it Hasbro or Wotc. Making a 4e was not a gamble. The pre-orders were the highest among the whole history of D&D and it should have managed to generate more revenue than not making it. Making a 5e today is a gamble indeed, if we consider that DDI is what has been left to sustain D&D at this point. Not making a 5e is still another gamble against the success of competitors like Paizo. In short, the OGL was a bad long-term business decision for Wotc. It has put the value of the brand to a much bigger risk than necessary. Regarding the way digital services should operate. I think it sounds brilliant in theory. But as RangerWickett put it, I wonder how easily can be put to practice. And last, lets not forget about the gleemax investment and how much this sort of initiative gone wrong may come to cost. [/QUOTE]
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