So, what do I plan to cover today? I'll give you a minute of boring stuff about who we are at social point, and then I will start digging into interesting things, such as why I'm here, I mean why is gaming interesting, what is free to play, that it's a business and a serious one.
How do we build products and how our teams are assembled at social point, how do we feed and prioritize our backlog, and finally, how do we, when we decide the next thing to do, how do we build it.
Well, for the ones that don't know social point, we are basically in Barcelona, only in Barcelona, we don't have more studios, and we are 270 people. Actually, we are 280 from today, and we have 25 nationalities, so it's quite diverse background there.
We are, I think, right there, near the Torre Agba, same floor, no time frame, extremely in communication, very easy to talk to anyone in the company, that's something that we value it a lot.
We operate in the free to play industry, and we are well known to have two top games in the hundred grossing since 2014. There's probably only three, four, five companies out there that have reached this goal, and we had 140 millions of downloads across our lifetime.
Ok, just to give you two more data, last year we closed the year with 90.8 million dollars in net revenue, gross revenue was 120, and our EBITDA was like around 20 million, and 90% of the revenue is already coming from mobile,
because we were born on the Facebook platform, but we are both rapidly to mobile, and we are now 90% of our revenue is coming from mobile.
So, being that said, why I am here? Do you know guys which was the top mobile application in 2016? Any idea?
Which? It was Pokemon? Or it was Clash Royale? Any bet? It was none of the above. Have you heard about Monster Strike?
No, those guys are only operating on Asia, essentially operating on Japan, and those guys are making 1.3 billion per year.
That was the application that made most money last year on the whole app store. Amazing, right?
I mean, it's even hard to play this game because there's no translations, you need to set up an account in Japan, you need to download it, it's very hard.
So, just focusing on the Japanese market and just focusing on certain markets on Asia, they reach the top one globally, even above Pokemon Go and Clash Royale.
So, what's free to play, and why it's a serious business?
Well, for the first time in the industry, mobile overtook all other segments with regards to entertainment industry, that globally generated 91 billion in revenue.
And mobile generated roughly 45% of all this.
So, obviously the market is becoming huge and it's speeding up. People are spending more time on mobile, as you can see, and it's investing more money on the games that they are playing on mobile.
Right? And this trend is getting, basically the mobile is increasing in favor of the other categories.
So, what's free to play?
So, for the ones that come from other industries, essentially it's free mobile.
And it's free to download, and you can access almost all the game without paying.
But if you're going to go deep, if you're going to go faster, then you need to pay.
You pay real money in exchange for currency, that it's on the game, that you exchange for the goods, to go faster, etc.
And to give you an idea, the free to play generated 75% of all the revenues on the App Store and 90% on Google Play Store.
Again, the market is huge.
What about the ecosystem? Because you can imagine that with 40 billion, this is not a blue ocean.
Have you heard about the famous blue ocean that you need to go into a market, that there are no major competitors, etc., etc., to find your space, blah, blah, blah.
So, with regards to profitability, things are getting hot.
For the last years, downloads were growing. People were downloading more and more things on the mobile phones.
Now it's stable. So, the thing has somehow stabilized.
But people are investing more money. But it's doing it on less games.
So, it all end up on, you need to have better lifetime value or average revenue per install to make your game a success.
On top of, you have strong competition. You have the Supercell guys.
More or less same cultural social point, less than 300 people, all based on Helsinki, making great games.
All of them with probably more than 10 years of experience in the industry.
You have King. Different approach. They have also great studio here in Barcelona.
Focus on the Max 3. You have Activision, Behemoth in the industry.
EA, another Behemoth. And you have traditional gaming consoles such as Nintendo and Sega that seeing that the money is going to the mobile is trying to enter the market.
So, it's kind of a perfect storm here.
But of course, we are missing Google, Facebook, some others that are trying to enter the market with different stuff.
Google and Facebook is pushing HTML5 to somehow shift the app store or the traditional apps part of it.
And VR and AR is experiencing. Still not matter enough to know where this thing is going.
It's growing fast, but it's not significant compared to the other segments, right?
No, we have here a good Gafpacho. I don't know if you know this word, but it's kind of interesting, right?
And on top, we have more than 500 new games every day on the app store.
So, make sure that what you put out there is good enough, because otherwise it's being rejected like this.
So then, with the whole ecosystem and having this in mind, what do we try to do when we create a game?
First, there must be something different.
But it doesn't mean that all needs to be different. It needs to be innovation at the right degree.
And if you think when King created Candy Crush, much three games were there since ages.
And they were the first ones to really explode the Facebook platform, really connected with social and all this part.
And if you think to other games in mobile right now that they're going, I mean, not everything is new.
I was invented many years ago, but they put the things in a specific combination that it looks new.
So, innovation, at the right degree, because otherwise it's even tough to get there.
Monetización.
Los días en los que se enfocan en la retención,
en el que se encuentran las personas que juegan cada día en el juego,
no están listas, pero ahora en los días en los que se enfocan en
cómo vamos a hacer el juego un suceso económico,
que es más importante.
La monetización es para que se adhierta del juego.
Hay que entender qué gente va a comprar,
qué cosas van a gustar, qué cosas van a pagar,
cuánto dinero esperas para obtener en ciertos puntos, etcétera, etcétera.
Y tiene que ser integrado desde el very beginning del juego.
Y hay que obtener el dinero para escalar la app de negociación.
Porque cuando el CPI, cuando el download se adhierta,
y las personas que compren más dinero,
lo que está pasando es que el CPI, el costo por installe,
se está getting higher, and higher, and higher, and higher.
So scaling up your business,
it's harder, and harder, and harder.
Y si hay que competir con los budgets de mercado,
suchas the ones that Supercell, King, Activision, EA has,
you need to have your pocket full.
Mixing all of these, is a success?
Well, it's not.
I mean, there's no magical formula to build up games.
I mean, we try to follow, you know, we have a clear rule set
of things that work, and we try, on every game that we do,
we try to put it, but it's very hard, it's very hard.
Ever for companies that have success ratio,
and there are also, I mean, failing constantly.
How does our product team structure
to face all those challenges?
All the teams at social point start with the head of product.
It's not me, it's my boss.
Head of product is the ultimate decision maker.
He has the last call on any decision on the game.
Basically, he's the owner of the PNL.
He's the guy that controls the headcount,
you know, controls the revenue,
try to mix everything up,
and try to make every game a profit and a business.
And he relies on three guys to run the daily operations.
The product manager, that's me.
The producer, that's me before.
And the lead game designer.
So which are the difference between them?
Because there are some commonalities.
So the product manager is focused on business
and on making product work from economic point of view.
A lead game designer,
I always refer to him as a user advocate.
Remember, games should be fun.
Above all, not only make money, right?
So he's the guy and he's specific to the industry
that makes sure that the games are fun
and hope things that players are gonna react
to new things that we put in the game
or new things that we are creating.
And essentially, the producer,
he's an extended version
of the classical product, project manager.
He's the guy that basically holds the developers,
holds the QA, holds certain, holds the artist,
and make sure that the things that, I mean,
need to go live are done on time
and with the expected quality.
And we have this rule that we try to keep.
That is one man, one project.
Why?
With all the ecosystem that we have seen,
things are getting very complex on gaming.
And only very minor differences matter a lot.
Can end up on audience difference,
can end up on monetization difference,
can end up on many difference
that having your brain in two things at the same time,
it's dangerous.
This is why like two years ago,
we decided this approach that is one man,
one project, very important,
who have people fully dedicated.
So, I like to see the product team as a d'Artagnan
and the three musketeers, right?
My kids yesterday were loving when I showed the,
do you not?
And what's the mission of the product team?
The mission of the product team
is hold the product vision.
I mean, when we create the game, we have an idea.
Hey, how do we want players to react to this?
How do we want players to approach this?
How do we want this thing to interact?
How do you expect this thing to happen, et cetera, et cetera?
And these are the guys that needs to make sure
that the game doesn't become a Frankenstein,
as thing called complex
and things sometimes got worse than go,
as you don't expect.
They keep a clear roadmap.
And the other guys that says, okay,
this is what we are gonna do in the next three months,
then the next three months we'll do this,
six months we'll do this.
Of course, super flexible.
We adjust almost on real time
because we have plenty of data to adjust.
I'll show you later.
But we have roadmap because roadmap's matter.
And they are the top communicators of the team.
They must ensure that everyone in the team is fully aligned.
And everyone understands why things are being done now
and when are we gonna do things.
Okay, so they are the ones that explain
why do we do the things that are on the roadmap
and when, and it's very important.
Let's have a zoom in in the product manager role.
As I told you before,
the product manager is the business specialist.
We can simplify it as this.
It's much more than this, but we can simplify it.
And he closely works,
not only with the roles that you have seen,
producer, lead game designer, head of product,
but also with many other people.
He works with the data scientist and analyst
to help the product manager take data-driven decisions.
Almost all the decisions that we take right now
are data-driven with a pinch of intuition.
That will explain you later, right?
We have more or less one data scientist
and one data analyst per game,
and they are also dedicated.
Works also with the product marketer.
That is a guy that basically brings new users to the game.
At the lowest possible CPI.
And with the customer success.
That is a guy that makes sure that people is happy
and if something is not working,
rapidly reports to a product manager that can take a decision.
You have plenty of indicators.
Do you keep the 1-1-1 project in this?
Yeah.
At least here 100% times,
here 100% times, here 50, 60.
It depends on how large the game is,
which is the stage, etc.
But for those roles,
that's like 100% of the times.
Especially for those ones that are critical.
Although we have plenty of stuff automated.
We have an amazing tool platform
where we collect data,
we can visualize plenty of data.
We have data analyst and scientist dedicated to us
to tell us specific, really deep things.
Can you share a little bit more on
what the customer success role do,
like what is his job in the morning field?
Good question.
So the customer success is essentially
he could buy several spaces.
We can divide in two main.
One is taking care of the issues of the community.
To take care of the issues,
we work into tires.
For some games, we externalize the tire 1,
because we have so many issues
that we're going to handle internally.
So he's the guy that makes sure that this flow works,
and he takes care of the tire 2 and tire 3.
We filter based on a number of things,
such as how loyal the customer is,
how much I spend, different criteria.
Then he's the guy that also constantly monitors
the ratings and reviews.
He's also something that the product manager does,
but he's the guy that tags them, classifies them,
to detect trends, to see how things are going.
And finally, for the games that are already live
and will launch it, he's the guy that takes care of community,
all the community and everything that we are doing.
He's not the guy that is taking care
of the YouTubers and influencers.
Product marketer, and especially,
a subsegment of people in the product marketer
are the guys that are talking to influencers
who is becoming a big channel of user acquisition,
especially in gaming.
So it's all for your question.
I just want to understand
where does the community live?
What do you refer to as community life?
Our players. The players that are playing our game.
There's a platform that communicates them.
We have...
Players can communicate to us in two different ways.
They can go directly into our social networks
and post things there, classical Facebook, etc.
They can directly contact us through the game.
If you go to our help, then you can open a conversation
and we can have a chat.
We can also proactively open chat with people,
also in the game.
We can send news and post news to the games
to say, hey, you know, this thing is new
or this thing is changing or check this video, etc.
So we have many ways to communicate to users.
And here...
I mean, the product manager is not the boss of those guys,
you know, but works head-to-head
in cooperation with them to achieve team goals.
So, which is the skills that matter
to become a product manager at social point?
I would say the most important one is communication.
Teams are large, everyone must be aligned
and everyone must know what they are working into.
Which is not easy.
Sounds easy, but it's not.
And they somehow need to have some leadership skills
to convince people that the path that we are taking
is the good one and also accept, you know, and change.
Creativity.
Because of the innovation part,
you need to bring something new.
So you need to stay tuned with what's going on there,
know the gaming, and then mix it all up
with a pinch of creativity, you know,
to put it in the market.
And super important, analytical mindset.
Try to sustain your decisions on data as much as possible.
And this is what we try to do as much as possible.
So, let's stick into our data.
Let's mix a bit the creativity with analytical mindset, okay?
That's the real case that I just got this afternoon from,
again, that it's no longer live,
this is why I can share data with you.
That's our visualization platform, it's custom.
You know, we collect all this data,
we have a platform, 10% of explainator,
but 10% of our current headcount
is working on the analytics department.
Not all of them are data scientists and data analysts.
We have data engineers, you know,
people working on machine learning, et cetera, et cetera.
So what do we see here?
Well, imagine that you are working in a game,
and you just launch it on Android,
and you are checking the retention day one,
that essentially is the number of people
that is coming the day after the install, right?
Well, when you launch, more or less it was okay,
it was even going up,
because probably you were starting to apply fixes,
you direct the technical staff, you were fixing it,
so things more or less on trend are getting better,
and one day you come to work and boom,
this has plummeted,
and you show it on the dashboard.
So what do you start to do?
Oh, the first thing that you usually look is,
has the engine mix changed?
I mean, are we bringing users with less quality?
Did we got any featuring that we even know, featuring,
you know, I mean, an App Store banner,
or Google Play Store banner that is bringing users
with low quality, you know, that we don't know?
And you start seeing that, well, it somehow matches.
I mean, you have peaks of new game users,
and at this point, you have less retention.
And then boom, you start digging into and say,
okay, bring me the new game users by country,
and I will check if the distribution has changed,
and then this is when you discover
that although you should be only on Canada and Deutschland,
the vast majority of your users are coming from China,
and this is because someone took your API
and republish it in a China Store,
and your users are becoming, are coming from Android,
from China, right, classical issue that's happening,
you know, in all games out there.
Or you have rooted devices,
you know, people that install rooted versions of Android
that try to hack the game,
and they break the whole economy,
and they break the whole dashboards, et cetera, et cetera.
This is classical.
Another one.
Same game.
A year ago.
Well, let's check the ARPU app that's running per user
on iOS.
So, well, everything looks okay and happy.
Everything went up.
What happened?
Welcome to time-limited content on your game.
Things that put pressure on people to buy them,
and this you boost and generate an uplift on your app.
Right?
Those two examples are simple to explain,
or not the classical ones that we did.
I mean, those are classical ones into the simple ones,
but we look on many, many more issues like this,
almost every day.
So, how do we feed and prioritize our backlog?
Well, trying to collect as many data as possible
to help us on taking the next decision.
We collect data from users that generate directly things on mobile.
I press here, I do this.
I've done this.
I've opened this and closed this.
This is my economy right now in the game.
I've spent this today.
I've done this after this.
Plenty of things like this.
We benchmark the competitors.
Hey, what are those guys doing that is working like a charm,
or what those other guys are doing differently,
or hey, let's have a look at this.
We think that with a new twist could help.
And finally, what is the community telling us?
What are the reviews on apps we're seeing?
What are the reviews on Google Play services?
Which are the comments that we are getting on Facebook,
the platforms, the tickets, et cetera, et cetera.
And essentially, as I showed you before,
we have a custom platform to collect,
store, view, and analyze all the user data that you can imagine.
I think that one year ago, we were collecting 20,000 events per second,
something like this.
Right now, I think that it's much more than this.
But the amount of data that we are collecting,
storing, and analyzing is huge.
And again, we have data scientists and analysts
for complex behaviors, because we have these amazing platforms
that they show that it's plenty of metrics with dimensions,
with plenty of things that you can do,
but not everything can be directly solved there.
And to give you an idea about how seriously we took data,
10% of our headcount,
it's placed in the analytics department and the analytics team.
And for games that are big and alive,
they are continuously ruining A-B testing to improve.
To ruin A-B testing, you need to have high volume.
Otherwise, it probably will not work,
especially when you are checking monetization,
because the samples need to be significant
to have enough users.
It's complex, right?
So sometimes, we wait until we will launch
to improve through A-B testing our metrics.
We check what the competition is doing.
In our case, it's easy, because it's free to play.
Just need to download, start playing, start checking.
There's plenty of information,
especially for the top-grossing games.
You have wikis, you have YouTube,
you have YouTubers that explain things.
You have, hey, I've seen these, I've seen the other stuff, etc.
There's a lot of time that you need to invest,
but there's plenty of information,
but not everything is as easy as it seems.
Because industry is becoming really tricky
and CRMs are becoming really tricky,
and then things appear only to a segment of users
that have done specific things,
and it's tricky.
I mean, not everyone is as public as it seems.
What is the data that you collect from the future?
You don't have data.
I mean, basically, you have the data because you play,
and then you know, more or less you understand, right?
You start checking on the ratios, you check the economy,
your intuition helps you on not only on knowing
if this thing is getting better or worse retention,
but it helps to understand,
where are they going to create the choke points,
as we say, the issues that the player will encounter in the future,
which is the most scale resource,
why, which is the pricing of the resource,
how this resource is connected to the real money
to make people convert and then pay,
and all these kinds of things.
You have access through Apani.
I don't know guys if you use Apani.
You have access to more or less an idea
of how many downloads they are getting,
and how much money they are getting per day.
And mixing both, you can have a rough idea
about his lifetime value and average revenue per install,
and also you can see boosts.
Classical, I mean, competitor puts an event,
and you see a boost on revenues.
For instance, right now,
the app store has plenty of games based on IPs,
movies, essentially,
and you have Star Wars games,
you have Marvel games,
you know that, I mean, when they put a movie,
they make an event in the game, and the revenues boost.
And you can go to Apani,
and you see clearly, you know that they have boosted
and you get an idea.
I mean, you have a rough idea,
but you don't have, obviously, all the data.
And finally, you have reviews,
you have comments, and you have player conversation.
You can engage with players,
you can directly open chat to them,
start talking, we even have calls, Skype calls with them.
The thing about gaming,
the good part is that there is a strong emotional investment.
So people, I mean,
there's plenty of people that will invest a lot of time,
you know, putting a review,
you guys fuck, I cannot play the game
because this thing is a scar, you know, I hate you,
but I keep playing after three months,
you know, strong emotional investment on gaming.
The problem is that all these channels,
when you are a world launch,
super high volume,
but super high volume, super hard to filter,
and plenty of noise, a lot of noise.
You can have one star reviews
that says,
you have done the best game that I have ever seen.
And five star reviews that says,
your game needs a shit,
but like this, like this.
So that's, it's hard to,
it's hard to manage volume when you are a world launch.
And players will tell you what they don't like,
but in my opinion, will never tell you what they want.
I've never encountered a player that says,
I want this in your game.
They say, you know, these things sucks.
These are the things I don't understand,
but they will not tell you,
if you put this with this with this,
it will work.
Never, but not on gaming.
It happened at also my previous company.
Okay.
So this is why mixing the whole thing
and also putting on top your intuition
help us to take decisions.
Decisions.
And which is the KPIs that we look at?
So we have several categories that we,
that we check.
The first one,
and the most important is retention and engagement,
aligned with monetization,
that we'll see in a minute,
because ultimately players need to come every day
to see new content, to see new offers, etc., etc.
And what do we check?
We check at DAUs, daily active users, and new game users.
And we check at what we call early, mid,
and long term retention,
that is essentially the day one,
the day seven, and the day 30.
This is the three,
like more important points,
you know, when you are launching a game,
or at the very beginning.
Also you can predict quite well
how it's going to be the day 180
with only those three points
and a significant amount of data,
of users.
Session behavior.
I mean,
which is the average session length.
How many times do they open the game?
How many sessions do they do, etc., etc.
Then monetization.
Essentially, high picture,
average revenue per user,
average revenue per paying user.
Right?
Revenues split by the ones that are coming
from direct money.
So I go to a shop, I pay,
I got my gems or my whatever,
and then I spend.
Or something that is getting bigger and bigger,
that it's video advertising
on mobile games.
Okay, still a fraction,
but it's getting there.
Yes,
average revenue per user,
and this is per paying user.
So here you have all the user,
all the revenues divided by all users,
revenues divided by paying users.
In fact, there are games that work,
I mean, there are games that are more based on this.
There are games that are more based on this.
I could give you figures that would make you
scary.
There are games on the app store that are based on
ARPUs of 500 euros.
So a guy that is paying,
is paying a lot.
Super low conversion.
Extremely high CPI.
Because getting a customer on board,
they know and they cherish.
It's complex.
Conversion.
How many people
is converting from being a player
to a payer?
This is kind of the same
if you work on a premium industry,
especially on business to consumer.
Some business to business also,
but more especially in business to consumer.
Transactions.
How many times does a user pay?
What's the conversion rate?
What's the conversion rate? That's private.
What's the conversion rate
for premium games in general?
1.1.5 is a good one.
1.1.5.
Then it depends a lot.
I mean, ultimately it depends a lot on the next one
that is the LTV.
Which is the lifetime value.
That's the most important one.
Because essentially, as I said before,
you can have low conversions,
but people is paying a lot.
And you can make the business still scalable.
But typically games that are successful,
like this.
I would say that it's more or less the same figure
on premium apps and services out there.
More or less.
It can be below.
And then CPI, that ultimately,
I mean, it's the cost of acquisition.
How much money do I spend
on every user that I bring into the game?
Wow.
That's a complex question.
The lifetime value,
it's the definition, it's for a given cohort.
You know what the cohort is.
It's like, okay, let's pick the users.
Let's pick this week.
Let's say pass year week, I don't know, 50.
And let's see and monitor for the next 90 days
how much money those people spend.
This creates a curve of money
and then you divide it by users
and accumulate it by day.
And it's a curve like this.
It's an asymptotic.
And it mixes both.
So how much money people
is paying
and how the money is growing.
Because you can have that people
is not playing at all, so low retention.
And then the curve is becoming asymptotic.
You can have asymptotes like this.
You can have different curves for different games.
So the time is 190 days.
It's not 90 days.
I'll just give you an example because we check it.
I mean, depending on the lifetime value that we are checking.
For, I mean,
recently in my team
I had an experiment
because the problem is that
imagine that you want to check at 180 days.
Does it mean that you need to wait 180 days
after you put something live
to check if this thing is good for the game or not?
So what do we do?
So what we were checking is that,
after 30 days, can we somehow project this?
And we found that with
good accuracy, after 30 days
you can project your lifetime at 180.
So more or less after 30 days
with let's say 5-10% max of error
you can already give an estimation of 180.
I think that, if I'm not wrong
at social point, we check at 180.
180 is the point that we check that.
I mean, we check our
return of investment.
But we have clear symptoms at the very beginning.
You know, it's like product marketers know that if
on day 7
they have not recovered a certain amount of money
this cohort will not recover
the money that they invested in.
They know.
Then we have
game performance
such as crashes.
I mean, it's the game buggy.
Such as game resars that are not crashes
but people got an error.
Hey, you need to restart your game.
Reviews has a number of reviews go up
because something happened
and customer support tickets.
And also,
and this is common from all the games
and this specific for every game
metrics.
It's like, okay, how many battles per day
my players are doing.
What happens if here,
I check the average against a median.
What happens if here, I put the league dimension.
For instance, I put any dimension in the game
that divides better my users.
Because going into the match, usually it's not
the better strategy.
Usually we check here at reach and frequency.
It's like, how many players are doing this
action per day?
How many times they are doing this action per day?
Remember the vision.
We design the product somehow to provoke
an effect, somehow to provoke a behavior.
So those are the ones that on every game
are different to check and understand
behavior in depth.
And also game economy indicators.
Is people having a lot of this
and being service cars on this?
Do we need to readjust this
and give more of this instead of this?
How can we do to solve the issue that we have
with regards to gold in the game
or with regards to gems
in the game or with regards to any other
thing?
So that's game economy.
And ultimately,
the rule is simple.
Your lifetime value needs to be bigger
than CPI.
Otherwise,
game doesn't scale.
I mean, ROI must be positive,
ultimately.
And then it depends where you put the LTV.
180, 90, 110.
Don't put it at 10 days
because you're going to
show that your head.
The cost increase?
There's a sweet spot.
You cannot scale up until huge numbers
because there's a point where
user acquisition breaks.
And then you start paying a lot of money
and you try to bring in.
No.
No, no, no.
It doesn't scale with the number of people
that you have out there.
I mean, somehow it gets a bit complex
with more people, but not as complex
as you can expect.
I mean, it's like, not for going from
1 million DAUs to 2 million DAUs,
you need double a head count.
You need not double.
This is a straightforward question.
In relation to gaming performance,
yeah,
how do you make games addictive?
How do we make games?
Addictive.
This is, how do we make people
come back day by day?
This is,
you hit the jackpot.
That's a question that is gaming.
Esa es la cosa más complexa.
¿Cómo hacer un juego ser divertido?
Y al mismo tiempo ser un negocio.
El divertido es como,
soy adicto a un juego,
quiero venir en tres horas,
quiero venir mañana.
Y cuando estás en este lugar
probablemente tienes algún tipo de negocio
porque luego cuando
puedes poner los triggers
para las personas convertidas
y luego tienes a tu usuario, etcétera, etcétera.
¿Cómo tienes ahí?
Bueno, hay un set de mejor prácticas
pero no hay información sobre
si estás haciendo esto, esto, esto, esto,
las personas van a venir.
De nuevo, lo que hemos visto
es que hay que haber algo diferente
en el juego.
El contenido debe ser
estrictamente tonado a tu audiencia.
Si estás haciendo juegos para las mujeres
haz las cosas para las mujeres.
Si estás haciendo juegos para las mujeres
más de 30, haz juegos para las mujeres
más de 30.
Si estás haciendo juegos para
los jugadores de hardcore
que os gustan, etcétera, etcétera
haz contenido para esos chicos.
Todo debe ser tonado.
Si estás haciendo juegos para los chicos
haz una economía específicamente
para los chicos.
Tienes que saber a tu audiencia
y cubrir tus sistemas
y tu economía ahí.
Y luego de alguna manera
cruzar las manos.
Porque
con 500 juegos por día,
como les mostré antes,
hay muchas personas tan inteligentes
y lanzando juegos allá
pero solo algunos de ellos
están sucediendo.
Entonces, no,
esto es muy complexo.
Bueno, hay muchas mecánicas
pero últimamente
no hay...
Y también depende de los géneros
porque los géneros también
son tiempos a la audiencia.
Mites 3.
Entonces, hay un número de mecánicas
que funcionan muy bien con Mites 3
que no funcionan muy bien
con los juegos de juego.
RPG.
Pero es muy complexo.
Es la parte más complexa.
Entonces, ¿cómo minimizas esto?
Básicamente,
por llevar a supertalentos
personas que lo han hecho antes
y de alguna manera
saber cómo hacerlo
y cuánta intuición hay sobre cómo hacerlo
cuando no hay data
porque cuando estás creando un juego,
no hay data.
Y ahí,
es fuerte,
es difícil desde el principio.
Entonces, me siento,
pero esta es la pregunta
que todos en la industria
están haciendo a cada día
y no hay respuesta clara.
Entonces,
¿cómo trabajemos en el punto social?
Bueno,
con la producción de regastro,
no hay un set de regastro formal.
Y todo el equipo trabaja,
está en camino.
¿OK?
Se han visto cómo los juegos
son estructurales,
pero,
o sea,
no hay un framework de producción.
O sea,
hay equipos que
son básicamente
trabajando con las tecnologías 2D,
juegos que están trabajando
con diferentes tecnologías,
y esto puede llevar
a diferentes frameworks de producción
o diferentes decisiones
sobre cómo construimos el contenido
o cómo construimos los fiturados.
Los juegos generosos también pueden afectar.
No es lo mismo
hacer juegos de manejo de restos,
como Dragon City
o Monster Legends,
como juegos de batallón.
Es diferente.
Todo afecta.
Entonces,
es por eso
que todo el equipo
decide la forma en la que trabajan.
Y también,
los equipos de producción
pueden ser muy variados.
Puede ir de 3
a 30,
dependiendo de la fase de producción
y las necesidades del proyecto.
Ahora,
los equipos están empezando
con 3 personas.
3 personas importantes.
Las personas que setan la visión,
crean el juego.
Probablemente,
algunas de las personas más experiencias
que han hecho antes.
Y no hay líneas.
Es como pensando,
benchmarking,
cheque,
y brainstorming
sobre cómo creen
que el juego será.
Y luego,
desde aquí,
empezamos creciendo,
creciendo, creciendo.
Cuando creemos que es
una base solidaria,
move to the next stage.
Pero lo que puedo decir
es que todo el equipo y el producto
son como una startup
porque de esto.
Todo el equipo decide
cómo van a
assemblar el equipo,
cómo van a reportar
internamente,
cómo van a trabajar.
Y porque de esto,
voy a focar en mi equipo,
que es League of Dragons
y es un juego de multiplayer real
que ha sido 10 meses de desarrollo
y ha sido un descanso de 3 semanas.
Entonces,
lo que voy a decir es que
no es para todos los equipos,
de nuevo,
porque los equipos
decidieron cómo funcionan.
Es para mi equipo.
Entonces,
en mi equipo
somos verdaderamente
los clientes de la LINE engine.
Probablemente,
están familiarizados
con lo que la LINE engine es.
Entonces,
esencialmente,
es una base solidaria
para aprender.
La parte que es más complexa,
a veces,
es aprender.
Porque
en esta construcción,
tenemos ingenieras increíbles
que pueden hacer
muchas cosas.
Mejoramos,
tenemos plataformas
que
hemos visto
que cogemos mucha data.
Pero la parte de aprendizaje,
a veces,
nos va muy rápido.
A veces,
nos forgetemos
para parar ahí
y entender
lo que está pasando.
Pero intentamos aplicar
lo máximo posible
en todo lo que hacemos
para todos los miembros en el equipo.
Y también,
intentamos construir
todo con
la filosofía minimal del producto.
El problema
es que,
cuando estaba
trabajando en otras industrias,
hacer productos
fue más simplificado,
porque las personas
no esperaban
tanto como en el juego.
El nivel de comprensión
que las personas esperaban
en el juego
está muy alto ahora mismo,
muy alto.
Entonces,
aunque intentes
negar
tu producto
a un subseto de fitros
que de alguna manera
te dirán
si está funcionando o no.
Tiene que ser extremadamente
comprensiva,
muy creado,
mucha contenido,
etcétera, etcétera.
Así que,
aunque intentemos aplicar
la filosofía de MBAP,
la variedad de MBAP
en el juego,
es bastante alta
comparada con lo que
he visto
desde mis experiencias previas
en otras industrias.
Hemos trabajado en una organización
que,
esencialmente,
intentamos empujar
el producto.
Así que,
estamos con equipos
que llamamos fitro equipos.
Y si eres familiar
con Scrum
o
todas las metodologías,
ellos también tienen
equipos épicos.
Y básicamente,
el producto,
el producto team
mantiene el backlog,
como explicamos antes,
y se establece
una prioridad en el nivel alto
y en prioridad.
Y luego,
creamos fitro equipos
con la combinación
de las personas
que creemos que funcionarán
y les damos un objetivo.
Es como,
A,
tu objetivo
es hacer esta batalla
que creemos
que va a ser
esto.
Esas son tus objetivos.
Los objetivos pueden ser
muy simples,
3, 4, 5
sentencias,
no más que esto.
Y ellos empujarán,
iterar,
ellos especializan,
ellos mejoran y mejoran,
ellos empujarán,
etcétera, etcétera.
Pero,
ellos take their own decisions.
Estamos tratando de cogerlos.
A,
esta cosa,
esta cosa que va a funcionar,
considera esta cosa
en vez de esta?
etcétera, etcétera.
El mismo
puede ser aplicado
para otros fitros.
Entonces,
nosotros intentamos
romper el equipo
en lo que llamamos fitro equipos.
Normalmente,
los fitro equipos
trabajan en algo
por un mes,
para que se interesa.
Y,
el equipo todo
trabaja en lo que llamamos
Gold Drive
y las literaciones de la semana.
Entonces,
cada friday,
el equipo todo se meten
y muestran
lo que el equipo fitro
ha logrado
para los otros,
demonstran
y se ajustan
los gols
para la próxima semana.
Es como,
hey,
estamos trabajando,
estamos los chicos
trabajando en un batallón.
Esto es lo que hemos hecho
esta semana.
Vamos a mostrarlo a vosotros.
Y,
esto es lo que planamos
para la próxima semana.
Y hay preguntas.
Como,
hey,
has visto,
esta cosa no funciona,
estas otras cosas,
estas cosas que van a funcionar.
Maldito,
recabamos la toda la cosa
y el producto de ahead
justa un super simple
wickly kickoff
para decir,
hey chicos,
recuerda que en friday
comienzan
esto,
esto,
esto,
esto,
esto,
esto,
esto,
esto,
esto,
esto,
esto,
esto,
esto.
Re böyle.
Ah,
wrestlers.
We have,
QT
pero cómo está funcionando.
Y lo que está pasando es que hacemos retros,
los fiturógenos hacen retros, y luego les da consejos.
Se intentó esta cosa y no trabajó.
Se intentó esta otra.
Y todo es convencido a un trabajo homogéneo
con todos los fiturógenos más o menos en el mismo modo.
Entonces, si las personas se compartan por fiturógenos,
porque podemos tener un ingeniero que es muy bueno en,
no sé, concurrencia, y luego tiene que ir a chat
para el próximo mes para trabajar en el próximo fiturógeno o tal,
pero de alguna manera, los métodos ya se han establecido.
¿Cómo decidimos tener una semana de duración?
Bueno, porque pensamos que era una buena idea de nuestra velocidad.
Pensamos que un día era extremo y dos semanas era demasiado,
porque solo teníamos dos por mes.
Entonces, pensamos que la semana es algo que está en el medio.
Y empezamos.
En el principio, nos sentimos cada semana.
Hablamos de gente que, aunque se forzó a ellos,
que intentó hacer la revés,
no podían consolidar todo el trabajo de la semana
en algo para demostrar, porque, últimamente,
el demo es el minuto de glorios,
es lo usual.
Esto es lo que hemos hecho.
Pero las cosas se han mejorado.
Y mejor, las personas empezaron a hablar,
las personas aprendieron.
Y ahora mismo, cada semana, las personas están demostrando
que esto es lo que hemos hecho.
Recuerda que esto es lo que hemos observado,
que lo vamos a hacer.
Esto es el demo y esto es lo que planamos hacer.
Es mejor. Y Wiglet nos da una idea también.
Porque esto también nos ayudará a mesurar
si la deviación es alta.
Entonces, lo chequemos en caso a caso.
Los chicos necesitan más tiempo.
Necesitan más recursos.
Ellos están estacados porque la cosa
es más compleja que pensábamos.
Y es un tipo de compromiso, ¿sí?
¿Tienes un demo siempre?
Porque dices que los estudiantes pueden aprender a mi madre.
Así que, cada semana, tienes que hacerlo.
Lo intentamos.
Eso también fue una de las cosas complejas.
Porque, a veces, cuando te dices a un equipo,
tienes un mes para trabajar en esto,
es como, ok, pongo mi módulo,
hasta el próximo mes,
te voy a volver y el próximo mes,
te voy a mostrar lo que está haciendo.
Esto es pero, ¿qué ha ocurrido?
Entonces, vas allí,
y dices, ok, ¿qué has hecho?
Ha hecho esto.
Bueno, esto no fue exactamente...
¿Habéis considerado esto?
Y luego, no tenemos tiempo.
Y probablemente, tomaremos más tiempo.
Esto es por lo que hemos movido a Wiglet.
Porque pensamos que esta Wiglet iteración
fue funcionando mejor.
Fue mucho tiempo.
Fue mucho tiempo.
No fue simple.
Siempre no está funcionando,
por una variedad de razones.
Pero también nos ayudó a entender.
También, y ahora mismo,
si un equipo no puede consolidar el demo cada semana,
sientimos con ellos y intentamos entender por qué.
O sea, puede ser más complejo.
O sea, pueden ser problemas relacionados con el tema.
O sea, sabemos, porque siempre estamos comunicando.
Todos estamos en la misma escala.
Es una comunicación muy simple.
Mi equipo es solo de 20 a 25 personas.
Es muy fácil de comunicar.
Pero la Wiglet nos ayudó a ver cómo es un buen termómetro.
Pero fue mucho tiempo.
Y hay otros equipos que no están trabajando como esto.
Algunos equipos socialmente están trabajando por Wiglet.
Y algunos de ellos están trabajando con FULL SPRINCE,
que puede ser un mes.
Pero depende.
Es por eso que le dije.
Hay otros equipos que están ahora mismo en la escala.
Pero también están tomando esta acción de Wiglet.
Porque, básicamente, les ayudan a evitar cuando las cosas van a crecer.
¿Están los equipos de Wiglet que están trabajando con los equipos de entrega,
o qué tipo de equipos de entrega?
Es una buena pregunta.
Para equipos que están en la escala,
esencialmente, ellos son equipos de entrega.
Pero creamos equipos para muchas otras cosas.
Por ejemplo, ¿puedemos predicar el valor de la vida de 180?
Eso fue un equipo de entrega.
Yo estaba en el equipo de FULL SPRINCE,
que era el científico, el analista, y algunos de ellos.
Y esos chicos, ok, el primer wiglet,
es como, ok, vamos a intentar construir un modelo que crea esto y esto,
y voy a intentar mostrarlo el próximo wiglet.
Todo el wiglet esto, todo el wiglet esto.
Tenemos equipos de entrega para soft launch.
Assemblemos equipos, ok.
Nosotros creemos que llegamos al punto en el que podemos soft launch el juego.
Vamos a crear un equipo, que más o menos nos llevará de todos los aspectos,
para asegurar que podemos salir y soft launch el equipo.
Así que, aunque no es fácil,
vamos a aplicar la filosofía, no solo para los fitos, sino también para muchas otras cosas.
Ok.
Para salvar la verdad, las últimas dos semanas,
que estamos en un modo purificado,
es decir, esta organización no está trabajando,
porque ahora mismo estamos trabajando en, básicamente,
la base de día.
Es como, nos encontramos cada día en la mañana,
vemos los APIs, lo que está trabajando,
lo que no está trabajando,
lo que tenemos que hacer,
lo que podemos hacer para mejorar,
las cosas que vimos ayer,
que no estaban trabajando y no tenían tiempo para fixar.
Ahora mismo, es super rápido.
Pero aún así, estamos intentando tener un récap de gols weekly,
y estamos intentando tener claros gols por semana.
Por ejemplo, ahora mismo para mi equipo,
el gol para la semana fue,
primero, vamos a asegurar que el juego es bug-free
con respecto a una tecnología,
una nueva tecnología que utilizamos,
que tiene que llevar a muchos usuarios,
y luego lanzar un nuevo fito,
lanzar una nueva versión,
que tiene esos fitos dentro.
Entonces, ahora hemos cambiado,
y en realidad,
tenemos discusiones con todo el equipo,
¿Cómo reengagamos con las literaciones basadas en los fitrotips?
Por lo que nos gusta, porque también,
es como que se empuera la conciencia productiva,
porque las personas empezan a tomar sus decisiones,
empezan a pensar,
¿por qué tenemos que hacer esto?
¿Por qué no?
un documento donde puedes leer, porque los documentos son difíciles de crear,
incluso difíciles de update, etcétera, etcétera.
Recuerda que tenemos a todos en el mismo construcción,
el mismo time zone, todos debemos hablar inglés.
Tenemos solo cuatro líneas de manejo, los desarrolladores, los desarrolladores,
los manejadores y la líder, la cabeza de productos es en la líder.
Los CEOs son también en la líder, así que es bastante estricto para tomar una decisión.
Puedes tener en el mismo lugar las personas de las cuatro líneas que se alian muy rápido.
Y básicamente, los equipos de los fitros decidieron la documentación que quieren construir.
Especialmente, se despliega en casi cero documentos,
porque se ve un overhead en esto y prefieren tener meetings y chat,
y hablar de las cosas que planifican,
en vez de invistir el tiempo mejor en la documentación.
Aunque, a veces, necesitamos documentación para algunas cosas.
Y tenemos un muy, muy simplificado proyecto de manejo.
Estamos superjuegos a los usuarios de Google Suite,
somos muy fuertes a los usuarios de Gmail, Spreadsheets, Docs,
y no tenemos una plataforma específica para el manejo de proyectos.
No usamos ahora Jira, no usamos ningún Fancy Tool,
porque pensamos que, ahora mismo, estamos tratando más o menos todo
en presentaciones, Spreadsheets, que hemos dedicado a estos,
y intentando enfocarnos más en el trabajo y la comunicación,
en vez de el manejo de proyectos,
es algo que creemos.
Es un tipo de acercamiento difícil.
Y, de nuevo, es para mi equipo.
Hay otros equipos que son los clientes de Jira,
los clientes de Scroom, de la libro, etcétera.
Ni yo,
porque se va casi octubre a 02.
Y luego, nos colocamos todo en los spreadsheets cuando empezamos a trabajar en una semana a semana.
Entonces, los equipos decidieron, ok, yo necesito elaborar esto,
yo necesito trabajar en esta deliberación, que son los datos que necesito hacer,
esto, esto, esto, esto, ellos decidieron.
Pero más o menos todos ellos trabajan en spreadsheets.
¿Y cómo saben que este equipo trabaja en cada uno?
Bueno, somos 20 a 25 personas,
porque también nuestro equipo productivo es, después de las semanas que tenemos en every Friday,
nosotros conocimos, nosotros revisamos cómo todo está pasando,
sabemos si tienen problemas,
a veces nos mueven a gente para ayudar a otros,
porque pensamos que este tipo de gente estará mejor aquí o aquí,
o porque a veces las personas dicen que yo prefiero trabajar aquí,
porque me gusta mucho este tema,
etcétera, etcétera.
Entonces, con la cantidad de personas que tenemos, es bastante estrés,
para saber donde están caminando y cómo están caminando.
Entonces,
vamos a romper todo.
Así que trabajamos igualmente,
trabajando en una industria súper complexa,
que está quedando difícil, difícil, difícil todos los días.
Superdata driving, pero a veces tienes que poner mucha intuición,
especialmente cuando estás creando juegos,
y estás respondiendo a las preguntas,
¿cómo voy a hacer el próximo día,
a cualquier de mis jugadores,
para volver y jugar mi juego?
Y una producción, una organización,
para empoder la ownership del producto de la decisión.
Vamos a intentar,
para que las personas que trabajen con su propia decisión,
no te preocupen si te failas, aprendes,
haz el tiempo,
hazlo de nuevo,
porque piensamos que es el único camino
para tener mejor, mejor y mejor.