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十一篇系列:Rush Wars 的失败和Supercell的内部评价

发布时间:2020-03-04 09:03:27 Tags:,,

十一篇系列:Rush Wars 的失败和Supercell内部对Rush Wars的真实评价

第一篇

Gameinformer对Shigeru Miyamoto的视频访谈提到的:游戏设计需要天赋(去唤醒和引导人原生的本能的意识),而不仅仅只是做出规则(单单梳理逻辑和理性认知是不够的)

The instinctive aspect of core mechanical game design is really important ,as it is something that is often overlooked

This is because people perceive games as just rules,as in they are thought to besomewhat rational and logical

第二篇

如果Fortnite(Mobile)也像PUBG Mobile一样,看重Google Play的统治地位,看重向下适配的重要性(PUBG Mobile Lite),像Free Fire重视非核心市场

那Battle Royale在移动端的博弈将会更复杂精彩很多

至少不会是现在这样:Android is a fake open system

主动削弱自己在移动端的市场空间和竞争力

CEO的执念对一款产品的负面运营影响好深…

Guns of Boom(from pocketgamer.biz)

Guns of Boom(from pocketgamer.biz)

第三篇

Cloud Imperium Games的Star Citizen真是超级工程:从私人投资者募集研发经费4600万美元+众筹渠道从240万名用户募集2.5亿美元这样Star Citizen的经费已经接近3亿美元了

现在Cloud Imperium Games 和Star Citizen只有超乎想象地成功一条窄路

如果Cloud Imperium Games不能成功,就会成为游戏史上最大的骗局

作为一款从2011年开始研发,募集资金2.88亿美元,让所有的粉丝一起为梦想窒息的梦幻产品

每多撑一刻,对开发者,对支持者,时间都已经是坐如针毡般难熬了

不敢想象,Cloud Imperium Games将以什么方式收场

我估计最后的结果是:所有的媒体和粉丝一起上,对Chris Roberts进行全面翻旧账审判

第四篇

顶级职场经理人的心态真好

2020 will be a big year for me and my wife, 3 kids and two dogs…

六七年前,在Adam Sussman离开游戏圈时,那时候他主推的是Zynga的一个雄心勃勃项目:

Zynga Partners for Mobile,以及另外一件大事情虚拟游戏的实物奖励(那时候的大玩家包括Kiip,PocketChange和SessionM)

当然,这两个事情最终没明显成效(实际回顾而已,没有任何针对截图新闻的含义)

第五篇

这是一个在国内10000%复制不了的业务

We are excited to announce an extension of our partnership with PlayVS to bring League of Legends to high school students in the U.S. Learn more

主打High School eSports的PlayVS,我比较感兴趣的是National Federation of State High Schools Executive Director Karissa Niehoff的说法:

将学生的私人兴趣组织起来

They might already be participating in on their ownNow, we bring that interest and activity together to combine it with all of the elements of sport that are so special: teamwork, camaraderie, collaboration, storylines, excitement and connection to a group

这个由机构出面在High Schools组织学生规模化打电竞,这种经营模式放在国内都过不了舆论关:成瘾批判(不务正业) VS teamwork, camaraderie, collaboration, storylines, excitement,connection

第六篇

这篇主要感慨的问题是:

A,我们大概率在选择上因为不合理判断犯错 (偏见的定势,在理智失位的时候仓促选择,没有用未来视角来反看当前的状态,偏向私利做不到与环境共生…)

B,我们大概率在取舍上因为贪婪而主动拆解掉自己的优势竞争力,好像兼顾很多规避了失败风险,但实际上因为不聚集有限的资源被浪费了,反而什么也没做成

第七篇

囧,对Brawl Stars的量级估算失误,2019年Supercell的营收是15.6亿美元,而不是早先估算的18亿美元

以下数字已经修正

朋友问的一家中等规模(人员)的手游公司大概能赚多少钱

如果以极端型的Supercell为例的话(300人)

则差不多是:

15.6亿美元(2019)+16亿美元(2018)+20.3亿美元(2017)+23亿美元(2016)+23亿美元(2015)+17.7亿美元(2014)+8.92亿美元(2013)+1亿美元(2012)=125亿美元

按照今天的汇率则是870亿人民币

第八篇

这是很难得的透露了内部对Rush Wars的看法

we beta-launched and killed another game, one that we were very excited about: Rush Wars

但Rush Wars失败了

这个对失败产品(Rush Wars)的看法,和对成功产品(Boom Beach和Clash Royale)的看法完全相反

对成功产品(Boom Beach和Clash Royale)前期内部不看好,对失败产品(Rush Wars)前期内部看好,有点囧

内容如下

截图来自Supercell投资机构IVP的访谈,完整反映了Boom Beach 和Clash Royale这两款产品在内部绝对的反对声音

如果少数服从多数,或者决策自上而下,那Boom Beach和Clash Royale几十亿美元的变现就没有了…

上次的朋友圈这两张截图其实说明了同一个事情:

如果Supercell的产品线CEO IIkka Paananen说了算,那Boom Beach和Clash Royale这两款10亿美元级别的游戏在内部就会被干掉

而得益于Supercell团队掌控产品命运的文化,Boom Beach和Clash Royale才有机会走出来

(通过内部审核的游戏,真的不一定有市场竞争力,只能说符合内部少数人的偏好而已)

For example, when they were developing their third game, Boom Beach, he still remembered the heated discussion during a meeting of him and the leaders of the game teams. With a show of hands, everyone in the room wanted to kill BB except for the BB game lead. IOW,even the CEO wanted to kill the game and despite feeling the pressure from his or her colleagues, the BB game lead still believed in the game and didn’t back down from the intense oppositiornThe meeting led to a seminal moment in Supercel’s history: if they kill BB ,they also kill the culture of independent small teams.And the responsibility for the final say to launch or kill a game shifts from game team to the rest of the company.Since Supercell is here for long term and culture is so important, BB was released and became a big hit.

这段话说的是如果Boom Beach团队没有自己的坚持,他们的产品在内部否定中就死了

至于Clash Royale是这样的:Clash Royale,Paananen said he had doubts Clash Royale,I Wasn’t a big believer in the original prototype that eventually became Clash Royale

你能说 IIkka Paananen不懂游戏吗,你能说Supercell这帮研发大佬不懂游戏吗

但是懂游戏的他们差点让Boom Beach 和Clash Royale跑不出来…

典型还有Riccardo Zacconi看不懂Markus Persson的Minecraft

第九篇

Supercell这个做产品理念,不管怎么重申,都是行业中,最优秀的

to create a new kind of games company that would be the best place for the best people and teams to create the best games – games for as many people as possible, that would be played for years and remembered forever.

包括怎么对待成员,怎么对待产品,怎么对待用户

第十篇

Supercell对 Data Scientists的理解,以及早先说的Clash Royale 是Design Intuition驱动还是Data Driven驱动的问题

At Supercell, the Data Scientists are vital members of the game teams, where they can actively contribute to game design and direction by providing insights on player behavior and features in the game. Working on any one of our games is a ton of fun! You will be developing a deeper understanding of the game’s virtual economies, players’ behavioural patterns and game balance.

针对Supercell不同的人出来谈他们怎么做Clash Royale

其实我就想知道

Stefan Engblom版的Clash Royale’s card balancing guru less on metrics more on design intuition(靠设计灵感驱动)

Jarno Seppanen版的How Supercell uses machine learning to automate monetisation in Clash Royale(靠数据迭代驱动)

到底Clash Royale是Design Intuition驱动还是Data Driven驱动

作为Supercell每一款产品每一次迭代都要跟的爱好者,你们不要骗我…

Hey,This would be a cool thing to do,what do you think about it

Then I go and grab a coffee and when I’m back he’s already implemented it into the game

Machine Learning+Data Driven

design intuition VS data driven差很多啊

第十一篇

2019最感兴趣的评估类型仍然是:strategy游戏的博弈模型和交互模型,如何突围旧设计格局,找到更好的用户沉浸性和变现效率

2019第二感兴趣的评估类型是:strategy游戏什么样的题材能深度挖掘用户的适用性和易用性

2019第三感兴趣的评估类型是:strategy游戏的用户情感张力模型+strategy游戏的社会化传播效力

2019第四感兴趣的评估类型是:casino+loot box两种变现机制如何以更恰当合规的方式渗透进游戏本身

2019第五感兴趣的评估类型是:IP+套路+重成本游戏的天花板和高位竞技的可持续概率

2019第六感兴趣的评估类型是:现有成功竞技游戏的迭代和演化空间,以及新产品从什么角度再介入探索

没有了

本文整理自近期朋友圈,欢迎探讨交流,郑金条,zhengjintiao


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