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Secrets of the Game Business Authors: Laramee F. D. Published year: 2005 Pages: 14-15/275 |
This misconception probably accounts for more broken development deals than any other. Realize that publishers are not game players. Specifically, this means that:
Not all publishers like playing games .
Not all publishers know gamer lingo.
Not all publishers know how your real-time strategy game is different from its competitors .
Not all publishers have your interests at heart.
Sure, most publishers have game players working for them, but just because they publish games doesn't mean that everyone there loves videogames . And even the people there who do like to play games won't want to (or won't have the time to) play through yours entirely, getting stuck on the hard puzzles and trying for days to beat the tough bosses.
This means that any demo you send to a publisher should also contain walk-through documentation, and preferably a way to quickly jump to the game's most exciting parts . A guided tour is also a good idea, as is anything that will let the publisher see why they would want to publish your game, without having to actually play it. You want to make it very easy for them to see why your game is better than the other submissions they have received—you need to hook them as quickly as possible.
They know some of it—for example, genres—but they don't usually know the meaning of words such as llama or camper or LPB . In addition, even if you're pretty sure they do understand these terms, you should leave them out of your documentation, because they're a form of slang and make you appear unprofessional.
Taking this to heart is essential to developing the proper demo and pitch. Although it might appear on the surface that publishers are only interested in me-too titles, underneath, most publishers want something that's new—just not too new. By explicitly presenting what makes your title unique, you do yourself a big favor.
Finally, realize that publishers do not always have your own financial, creative, or artistic interests at heart. Both parties are in it to make as much money as possible, which naturally puts them at odds with each other. For example, what you see as an awesome design idea, the publisher might see as a financial risk, while the licensed property the publisher wants you to use in the game to drive its sales might seem unnecessarily stifling to you. Contract negotiations are a difficult and sometimes distressing process for this reason.
You can spend all day debating whether this is good, but at the end of the day, it is reality. Just remember this fact, and you'll go a long way toward establishing empathy toward your publisher. Knowing what the other side is after is often your most valuable tool when negotiating.
Another thing some aspiring developers assume is that quality is everything: the game stands alone, the good games will naturally get publishing deals, and it doesn't matter who you are, just as long as your game is "cool enough."
This is referred to as the inventor mindset . Inventors live and die by the strength of their ideas, and they tend to think (incorrectly) that the rest of the world does too. We game developers, being inventors of a sort , also live in the idea plane, so even though we routinely see horrible excuses for interactive entertainment littering the shelves , we have a habit of thinking that the strength of our games will single-handedly carry us to greatness.
The reality is that having a strong game idea and a strong demo still isn't enough. Even if your game is almost entirely finished, potential publishers will still look at the people behind the game, and they'll still rely on demographic and marketing data to determine if a game gets the green light. And there's a whole bunch of other variables in the equation too, including how well you pitch your game, how good your company's financial picture is, how responsive you are to change, how well you connect with people, and even how prompt you are about returning telephone calls.
One big variable developers forget to account for is the track record of the team making a game. Publishers look at this very carefully —they want to know for certain that the team is going to be able to deliver the final product, on time and on budget.
On a related note, publishers also look at how mature the team itself is. Even if your team consists of proven professionals, if this is their first game together, a publisher will be a little concerned . It takes a professional development team some time to find a groove, and there's no guarantee that even an all-star team will be able to click and deliver a solid product right away. Of course, every team will have new members —but to have the best chances of getting a publishing deal, the core of the team will need to have a few successes under their collective belt.
So, what do you do if this doesn't describe your company? The best thing you can do to help yourself is get the game as close to done as you can. If your game is at beta and looking solid, publishers are going to be less concerned about your team's dynamics. Not completely unconcerned, but less concerned.
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Secrets of the Game Business Authors: Laramee F. D. Published year: 2005 Pages: 14-15/275 |
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