Bremen 19-21 September 2011 European Commission Information Society and Media WP4: Industry and Stakeholder Engagement GaLA Game and Learning Alliance

BremenBremen19-21 September 19-21 September

20112011European Commission Information Society and Media

WP4: Industry and Stakeholder Engagement

GaLAGame and Learning Alliance

The European Network of Excellence on Serious Games


UPS, SGI, ATOS, COVUNI, Playgen, INESC-ID, ORT France, UNOTT, BIBA, AAU,

CYNTELIX, POLIMI, ETH Zurich

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Thierry Nabeth, ATOS Jannicke Baalsrud Hauge, BIBA




Table of content

• What is ”WP4” about?– Role, objectives, scope, – Approaches, activities

• Work conducted and outputs in the first period– Task 4.1: D 4.1 Market and value chain analyses 1

• Presentation

• Findings

– Task 4.5: D 4.5 Annual report on technology transfer• Presentation

• Findings

• Task 4.5: Community building: a preview• Conclusion

– Summary of the situation, Future work

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WHAT IS ”WP4 INDUSTRY AND STAKEHOLDER ENGAGEMENT”

ABOUT?

• Role & Objectives• Scope• Approach

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WP4: Looking at the Business Dimension of SGs

The role of WP4 -Industry and Stakeholder Engagement is about:

DoW:

“This WP will build at EU level a rational and systematic corpus of knowledge, tools, practices, communication channels and activities to support business exploitation and technology transfer in Serious gaming.”

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Looking at theBusiness dimensionof Serious Games




I.e. bringing serious games into the Market

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Marketing

Value chain Business models

Business networking

Technology transferIPR

From: Systems (designed by engineers & educators)

To: Products & services(offered to end users)




WP4 tasks

• T4.1: Developping an understanding of the Serious Games Market– Market analysis, value chain, etc.

• T4.2: Undertanding the transfer of technology from the ‘research labs’ to the ‘industry’– Processes, benchmarking, networking, IPR, etc.

• T4.3: Organizing knowledge transfer via exchange of personnel – Mobility programme (stages, internships. Selection via a competition).

• T4.4: Understanding the Business & entrepreneurship dimension– Business models, business planing,

• T4.5: Community building – Setting-up and managing (based on the VLE) a Serious Game

community.– Establishing and executing a social media strategy

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WP4 tools & activities

The work conducted in WP4 will as much as possible try to make use of the collective intelligence of GaLA to collect and analyse material and expertise.

Activities to be conducted:• Inventory of business expertise in GaLA, and of interest. • Bibliographical analysis (i.e. identification of market research, etc.) • Data collection and analysis (e.g. inventory of serious games) • Surveys and expert interviews• Mini-case studies, business planing, benchmarking• Elaboration of guidelines & analyses• Establishment of a mobility programme & competition• Community management & social media management

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Technology survey, target consumers,

marketing strategies, stakeholders

Technology survey, target consumers,

marketing strategies, stakeholders

Case studiesCase studies IPR guidelines

IPR guidelines

Calls for internship & mobility, prize

winning competitions

Calls for internship & mobility, prize

winning competitions

Business models for SG uptake

Business models for SG uptake

Online stakeholder community

Online stakeholder community

Exchange mechanism, best

practices,

Exchange mechanism, best

practices,




Time tables

Task 4.1 Task 4.2

Task 4.3 Task 4.4

Task 4.5 WP4

START END

M9: 1st market and value chain analysis

M12: 1st Technology transfer report M20: 1st

Stakeholder community report

M21: 1st business modelling report

» 4 tasks, 18 deliverables, 4 milestones




WORK CONDUCTED AND OUTPUTS

IN THE FIRST PERIOD

• Focus in this first period• Task 4.1: D 4.1 Market and value chain analyses 1• Task 4.5: D 4.5 Annual report on technology transfer 1

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Scope of WP4 in the first period

WP4 will produce during the life of the project one report for each of the task, that will have different iterations. The objective of the work in this first period is therefore aimed setting-up solide foundations for the upcoming work.

The deliverable (D4.1 & D4.5) will focus on:• The methodological dimension

– Determining and describing the instruments (tools, data, network) that can be used to inform the work conducted in Wp4.

• A first identification of material & expertise available in (and out of) the GaLA network & first community building– Making an inventory of competence, and interest for the subject.

• The elaboration of a first draft of the report– Note: No survey will be conducted in this first version.

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TASK 4.1MARKET ANALYSIS AND TAXONOMYVALUE CHAIN ANALYSIS

ATOS, AAU, SGI, ETHZ

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Deliverable 4.1

• First version of the market and value chain analyses– (4 iterations in total)

• Objective: study the market settings of Serious Games– First iteration: setting the foundations

• More specifically:– Define the scope and the limits of del 4.1– Methodology– Definition & first classifications– Market analysis– Value chain analysis– Strategic analysis & Conclusion

Note: This is a public deliverable that can be read by a large audience. Beyond GaLA!

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Scope of D4.1

The scope of this first version is to set-up solid foundations for the future versions such as:- Methodology of the work (instruments, etc.)- Brief common understanding of the concepts, Identification of

the mains types of taxonomies- Identification of the first pertinent questions / areas worth to be

investigated

• Limits– The advanced versions will not include input from external agents. But it

will include their (partial) identification.

• Future versions– Future versions will also contain more quantitative information about

costs, value, etc

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D4.1 Methodology

• Methodology– how the data is to be collected and the analysis conducted by

mobilizing the collective intelligence of the network.– Identification of the tools (bibliography, surveys, brainstorming,

collaborative tools & process, etc.)– Description of some more global process (e.g. how the

taxonomies are constructed)– Identification of the methods used for the analysis and their

limitation– Identification of the groups to be involved.

• Future versions– Will provide an evaluation of this methodology (lesson learned),

and will lead to an update of the methodology

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D4.1 Definition & first classification

• Definition– briefly outlines the domain of serious games– How SG articulate & compare with other related areas such as

e-learning or gaming– provides definition of some of the more important concepts

• Classifications & taxonomies– presents a first classification of the domain such as:

• Areas

• Actors (stakeholders)

• Etc.

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Market Analysis and Taxonomy

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D4.1 Market analysis

• Key numbers and facts– Size of the market– Growth of the market– Cost of a games– Main segments– Competition

• classroom? e-learning?

– Main actors (and balance of power)• Who pay and who decide

– Needs and perception by the final users– Barriers (cost?) and opportunities (generation Y?)

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D4.1 Value chain analysis

Current value chain:• Where the value is created in this sector?• How are the different actors articulated?

• … and proposes a brief introduction of business models (including the less traditional ones).

Outlook and trends:• New models (clouds, mobile, social, delivered as a

service, not for profit games, freemium)

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D4.1 Strategic point of view

• identifying the key challenges and opportunities– Growth of the market?– Arrival of the Y generation?– Competition from other learning methods? (including the

classroom)

• spotting long term trends. – SGs on the Cloud?– Mobile serious gaming?– Social gaming?

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D4.1: Identifying Business Competences

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Partner Category (academic, industrial, etc.)

Expertise Comment (for instance)

Serious games specialists

Coventry University. The Serious Games Institute

Centre of excellence Has a lot of experience on serious gaming and a global understanding of the sector

Note: In 2006, Coventry University authored a report on the market of serious games. (cf Appendix)

“Carol I” National Defence University, Advanced Distributed Learning Department (MAN)

Research Lab Has some expertise in the application of serious gaming to the Military sector.

Users of serious games

CEDEP Training institution The use of serious games for providing corporate training

ORT France (ORT)

Training institution Providing training on a large scale.




D4.1: Serious games. Business dimension

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Template used to describe a game

-Developer:-Year of release:-Target audience:-Educational objective:-Main Competence Categories:-Taxonomy Concepts:-Web page:-Platform:-Description:

-Business related items to be added?




D4.1: Serious games. Pertinent questions?

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Relevant questions and areas to look at?

Articulation between serious games and e-learning & offline training? With whom the SGs actors are competing with?

Not for profit games? (financed by NGOs and governmental organizations)

Looking at the sector of social & mobile serious games (business perspective)

SGs in Training programmes (e.g. business schools).

…




TASK4.2- TECHNOLOGY TRANSFER AND EXCHANGE

Jannicke Baalsrud Hauge, BIBA

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Task 4.2 -Objectives

• Technology transfer from research community to the market

• Transfer and exchange of newly developed technologies and games

• So that the industry can take these to the market• Based on the analysis in task 4.1

Important:

This task is not developing the games, it supports technology transfer

• patent guidelines, IPR, affiliation grouping are very important topics

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First activites

T4.2 will provide necessary services:

• organize benchmarking and competitions aimed at assessing and rewarding innovation in industries and SMEs;

• report on feasibility, case studies, success stories.• Collect ideas on relevant games• Overview of interested companies• Planning of workshops and contributions to fairs

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Contribution to and from other WPs

• Depends upon the input from task 4.1 market analysis and 4.5 community building(will also deliver to)

• WP2 (TC)• WP3 (SIGs)• WP5 (Education)• WP7 (corporate training)- esp. Companies etc.• WP8 (The services, using the social network tools, SGLL

for the technolgy transfer)• WP 9 Dissemination ( common booth, etc.)

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Focus of the first annual report

• Describe the barriers for technology transfer and up-take( from a user, producer and service provider perspective)

• Discus the challenges and an apporach to overcome the challenges and barriers

• Define channels we will use to transfer knowledge:

– Connection to dissemintation (booth etc, )– SG LL, – VRE– Possibilities within WP 7 and 9

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Cont.

• Analysis of the games collected in WP 3 – Potential of transfer– IPR rights– instruments and mechnisms supporting the transfer

• Analysis of WP7 questionnaire results

Important

This is not about exploitation of specific games, it is more about the general problem

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TASK 4.5INDUSTRY AND STAKEHOLDERS COMMUNITY BUILDING

ATOS

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Task 4.5: Community building

• Timing: focus of second half of this year– Benchmarking– Participation (including identity management, engagement)– Community (& social media) management

• VRE / first version– Wiki– Internal Social network– Examples to look at: AMI@Work on-line Communities

• Social media strategy– On Facebook– On Twitter– Examples to look at: Stellar on Facebook (

Technology Enhanced Learning), GamesForChange on Facebook

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Task 4.5

• Timing: focus of second half of this year• In progress: promoting a survey inside the network to

map stakeholder groups (also related to work in task 4.1)• Discussion: multiple “GaLA communities”

– Research community, End-user clusters, Universities, corporations, stakeholders, etc

– How can these communities be connected?– How do we avoid or manage overlaps?– How do we create a unified message?

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“GaLA Communities”: Challenges

• Multiple “GaLA communities”– Research community, End-user clusters, Universities,

corporations, stakeholders, etc, coming from different WPs

• Risk: segmentation rather than integration– How can these communities be connected?– How do we avoid or manage overlaps?– How do we create a unified message?

• Benefit: cross-talk and collaboration– Identify needs, interests and concerns (stakeholder mapping)– Establish adequate structures and mechanisms for exchange

(task 4.2)– Provide tools and incentives for dialogue and collaboration (task

4.5 and VRE)

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Conclusion

ATOS

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GaLA WP4 Needs YOU

WP4 was on standby.

WP4 is now back to life … and ready to rock again!!!• “Lets sit down in Bremen and revitalize the WP4.”

Poul Henrik Kyvsgaard Hansen• « I fully support the revitalization of WP4 and will very much like to

take part in work and discussions again after Bremen. »Mikkel Lucas Overby

But we need your participation:• For collecting your input (all GaLA!). (what can you bring in relation

to Business dimension. What can it bring to you).• Identification of some contact persons for partners in the WP4 such

as: UPS, Playgen, UNOTT, Cyntelix and POLIMI

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Logistics

• Collaboration tools: The Gala Wiki• Collaboration tools: GoogleDocs? MS word

reviewing?• Document Repository: GaLA management

interface• Mailing list: ‘[email protected]‘ (for

notifications)

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THANK YOU!

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Documents

Bremen 19-21 September 2011 European Commission Information Society and Media WP4: Industry and Stakeholder Engagement GaLA Game and Learning Alliance