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"To start off with the consumer's needs for a significant change is often the most direct way of defining new knowledge and new technology, and of organizing purposeful and systematic work on fundamental discovery" (Drucker, p. 506).
Innovation is what social gaming is all about. Platforms are changing and devices are not only becoming less expensive, but more and more powerful with larger amounts of memory, quicker processors, and yet the decision is easier in deciding what games people want, "If you know what your friends are playing, the Facebook distribution model scales a lot better" (Chang, p. 21). This type of product is the epitome of what Drucker called an "innovation design" -- yet both innovation and entrepreneurship continue to change. Strategically, Drucker's maxims apply, though: 1) Be the "fastest with the mostest," first to market never hurts; 2) Hit them "where they aint" -- take from the winners, just do it better; 3) Follow the changes in economic characteristics -- in the global market, do not market to old values, but to new ideas and paradigms; 4) Find the niche -- and exploit, exploit, exploit (Drucker). In fact, "innovative opportunity is exploiting the consequences of events that have already happened...
507). This is most certainly true in the social gaming market, in which there are numerous opportunities: branded intellectual properly, online and social game market mixes, consumer product placement and sales, alignment with entertainment venues, and more. Using Drucker's fearless views of innovation, not being afraid of dissent, and continuously moving with the market will be the key success factors for organizations, especially those in the social games industry.
REFERENCES
Boyd, D. And Ellison, N. (2007). Social Network Sites: Definition, History, and Scholarship. Jounral of Computer Mediated Communications. 13 (1): Retrieved from: http://jcmc.indiana.edu/vol13/issue1/boyd.ellison.html
Chang, V., Mendelson, H. (2010). Social Games. Stanford Graduate School of Business Case EC-39. Retrieved from: https://gsbapps.stanford.edu / cases/detail1.asp?Document_ID=3367
Drucker, P. (2001). Management. Woburn, MA: Butterworth-Heinemann.
Tancer, B. (October 24, 2007). MySpace or Facebook: Competing Addictions.
Time. Retrieved from:http://www.time.com/time/business article/0,8599,1675244,00.html?imw=Y
REFERENCES
Boyd, D. And Ellison, N. (2007). Social Network Sites: Definition, History, and Scholarship. Jounral of Computer Mediated Communications. 13 (1): Retrieved from: http://jcmc.indiana.edu/vol13/issue1/boyd.ellison.html
Chang, V., Mendelson, H. (2010). Social Games. Stanford Graduate School of Business Case EC-39. Retrieved from: https://gsbapps.stanford.edu / cases/detail1.asp?Document_ID=3367
Drucker, P. (2001). Management. Woburn, MA: Butterworth-Heinemann.
Tancer, B. (October 24, 2007). MySpace or Facebook: Competing Addictions.
Time. Retrieved from:http://www.time.com/time/business article/0,8599,1675244,00.html?imw=Y
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