This is part four of a multi-part series on focus in game design, using examples primarily from Knockabout Games.  The first post can be found here.

In 2005 my company Knockabout Games built a mobile game for Superscape based on a license to the movie Dodgeball.   We did our homework — that is, we played all the old console and pc implementations of dodgeball and watched the movie — but none of us thought this was a very hard question to answer.  After all, the thematic answer is driven by the license (“it’s a tongue-in-cheek view of niche sports, specifically dodgeball”).  And it’s dodgeball.  Which means that functionally it must be about dodging.

Except, not really.  We designed all our features to support the core concept of dodging, only to find that wasn’t particularly fun (and was quite difficult on a handset with a “team” of 4 or 5 characters).  What was far more enjoyable, once we had the first playable in hand, was hitting opponents with the ball.

So midstream we changed the focus and modified (or dropped) all the game’s features accordingly.  “Dodging” was now a supporting feature, one that you had to pay much less attention to.  And we added things like a unique throw per team (e.g. a curveball or one that bounced off the back wall) and a method for moving your team in lockstep and throwing multiple balls at once.  These were simple changes, but overnight the game went from “crappy licensed movie game” to “hey, this is a lot of fun”.  Indeed, one reviewer later observed they couldn’t think of a specific reason to like the game, except that they couldn’t put the damn thing down.

This is part three of a multi-part series on focus in game design, using examples primarily from Knockabout Games.  The first post can be found here.

I’ve designed a lot of computer pinball games.  My first one, “3D Pinball For Windows“, has the odd claim to fame of being seen by pretty much anyone who ever owned a PC.  Back in 1994, when I started working on that game, I wasn’t asking myself “what is the game about”.  I just went and made a pinball game (one that was about as kitchen sink a design as you can imagine).  It wasn’t great, but it was entertaining and acceptable for the time.

So when I sat down to make a computer pinball game for a mobile phone in 2003, I really wanted to get to the underlying core of what pinball was about.  At a minimum, I wanted to identify a key element a mobile pinball game could be built around that wouldn’t be crippled by the device.

What I settled on was “motion”.  Pinball is all about sending the ball careening around the playfield.  Unimpeded motion is far more appealing than obstacles;  and any motion that ends with a reaction (e.g. a target drops or a spinner turns) is better than one that ends with nothing happening at all.

Some of the things we did to reinforce motion in the game:

• Every possible angle away from the flippers resulted in a target being hit or, more often, the ball gliding gracefully up a ramp or through an arcing channel.
• We changed the underlying collision detection to be different than the visual, narrowing things like posts and the ends of walls so that the ball was more likely to glide past and into a lane or ramp than bounce back.
• Lights were laid down in all channels and ramps that would light up briefly as the ball went past, adding to and enhancing the motion.
• We made the game easy.  There were lots of reasons to do this, but more fundamentally, one ball in play for a long time is more continuous motion without interruption.

Reviewers and players loved the game, although it fared poorly as a commercial title (it only appeared on three handsets, limiting its distribution).  It did very well in OEM, which was oddly appropriate given how most folks discovered “3D Pinball For Windows” a decade earlier.

Next week:  Dodgeball

This multi-part series examines the history of Knockabout Games, a mobile games startup I co-founded in 2002, near the start of the pre-iPhone “first wave of mobile gaming”.  The start of the series can be found here, and last week’s post on Knockabout’s demise can be found here.

I wouldn’t feel too sorry for Knockabout, by the way.  We shut the company down cleanly, without debt.  Everyone found work quickly.  Our publishing partners still talk fondly of the titles we created for them.  And something odd happened after we closed the doors.

Early in Knockabout’s existence we did a deal with Motorola to OEM our pinball game on some of their handsets.   It was a colossal waste of time and money that we never thought we’d recoup (our max upside projection was about 10k– we did it mostly for the relationship).  We’d only ever seen one royalty report, and it was so small as to be inconsequential.  We had written the whole thing off.

Except that, three months after Knockabout’s end, we started getting checks from Motorola.  Checks that were large enough that we could have saved the business if we still had staff or an office or anything.  But we didn’t.  So we distributed the money to the shareholders.  We had no way to project how much would come in or for how long, but every quarter a new statement and royalty check would arrive in the mail.  For two years, money came in and went right back out.

On top of all that we got inquiries from both Microsoft and Sony about the pinball game, and ultimately licensed it to both of them.

Was all that enough to make up for the cash we sunk into the business?  No.  But it did soften the blow substantially.  Monty and I often joke that we should have made pinball and immediately shut the company down.  The real lesson, perhaps, is that we should have put more faith in our own IP and focused on that with a smaller staff.  We didn’t need to build the shop like our past businesses — a few guys would have been sufficient to achieve sustainability and from there we could have scaled up as appropriate.

The larger observation is that speed isn’t always as critical as it appears.  Any time you enter a new, emerging space, there’s a tendency to view the window of opportunity as small.   You have to move fast, grow quickly, establish a foothold before the value chain ossifies and fills up with established players.  To some extent that’s true.  But I think there may be a case for being patient and growing organically, not worrying about the timeline and just adapting as you go.  If you’re small, really small, you’re actually pretty nimble — large tectonic shifts in the space don’t kill you.

That wraps up the series on Knockabout Games.  The entire sequence is below:

Before The Start

Product Strategy

Business Strategy

Funding, Equity And Staffing

What Actually Happened

Where We Failed

Knockabout’s Demise

An Epilogue

This multi-part series examines the history of Knockabout Games, a mobile games startup I co-founded in 2002, near the start of the pre-iPhone “first wave of mobile gaming”.  The start of the series can be found here, and last week’s post on how Knockabout’s strategy failed can be found here.

In the end, Knockabout got caught in the typical developer trap, going from project to project, always in danger of missing payroll should a milestone slip.   We reached a point where we couldn’t sustain the business and had to shut it down.  Rather than conceal this from our staff and business partners til the last possible moment, we took a gamble on a better (and I would argue more ethical) approach:

• When we first saw things starting to crack, we informed everyone that we were at risk.  We didn’t know if we were going to have to close our doors, but we didn’t want anyone to be caught by surprise.  This was risky– our staff could start jumping ship and our publishers could cancel projects.  But none of them did.  We talked about options and scenarios, but mostly we worked hard to keep revenue flowing.
• A month later we revisited the situation and made the decision to wrap up the business (for reasons I’ll outline shortly).  Again, we told everyone.  Because we had titles under development, we told our publishers we would do our best to complete them, but it would likely cost more than they had budgeted.  All but one decided to continue.  We then asked our staff to stay on until their respective titles were done.  That meant as much as two more months of work.  We also said we’d help them find work if they needed it, and we’d give them severance if they stayed to the end.  All but two stuck it out.  I’d like to think being open and honest with everyone — publishers and our developers — compelled them to stick with us, but I can’t say for sure.

Not everyone understood.  One publisher initially agreed, but was baffled when I asked for more money to complete their project.  He told me I shouldn’t pay my staff unless they meet their milestones.  I explained that every one of my engineers already had jobs lined up with better salaries than what I was paying them.  They were there out of loyalty — he was welcome to not pay, but the project wasn’t going to finish.

Why did we close our doors?  Why not raise money, borrow from the bank, or scale back operations?  That may have been an option.  Indeed, we had deals on the table for another round of products.  But they all looked like the last round of projects, which meant we’d have a hard time surviving unless we were perfect on delivery (and we clearly didn’t have a track record to support achieving that).

We also looked ahead and didn’t see an exit.  Our strategy didn’t produce value in the space the way it had in the pc and console sectors.  And we didn’t have the capital — or the time to raise capital — to change the nature of our business.  So we moved on.

Many of our colleagues faulted the space — it was hard on developers, market conditions were tough, very few survived.  But if you’re running a business you can’t ever point to external factors.  Every problem is ultimately a problem of execution.  If you don’t see the changes happening around you, or you fail to adapt, the only one you can blame is yourself.

Next time:  An epilogue of sorts.

This multi-part series examines the history of Knockabout Games, a mobile games startup I co-founded in 2002, near the start of the pre-iPhone “first wave of mobile gaming”.  You can find all eight parts of the series below:

Before The Start (this post)

Product Strategy

Business Strategy

Funding, Equity And Staffing

What Actually Happened

Where We Failed

Knockabout’s Demise

An Epilogue

Before The Start:  Why Mobile?

In the fall of 2002 I sat down with longtime friend and business collaborator Monty Kerr to talk about a new venture.  I already had two game startups under my belt, and I’d just come off a one year break (most of which was spent living on a catamaran).  I was recharged and ready to dive into something new.

We didn’t have any idea at that point what kind of games we wanted to make, but we had two requirements:  it had to be in a relatively new space, and it had to be games.  So I got on a plane and made a three city tour of the west coast — Seattle, San Francisco, Los Angeles — to chat with friends and colleagues about the state of the industry and where things were headed (we also spent some time with folks here in Austin).

There were three sectors we were considering:  casual downloadable, mobile, and boutique MMOs.  All three were fairly new and unexplored at the time, but each looked ready to explode (indeed, in hindsight they all did).  We ultimately chose mobile almost by reduction:

• Boutique MMOs were much more costly than the other two ($500k – $1m a pop) and would require raising capital.
• Casual was exciting, but it felt like we could do this sort of startup any time — shareware games had been around almost 15 years at that point and it didn’t seem like anything was going to make entry into this space more difficult in the future (although that turned out to be wrong).
• Mobile had a small window that had just opened up.  If we wanted to try it, we had to go now.

The clincher was actually a conversation I had with Mitch Lasky, then CEO of JAMDAT (which later became EA Mobile).  Mitch gave me a thorough rundown of the value chain and how money flowed through it, and talked about the various challenges of building games for handsets.  And he shared some data.  What was most interesting, though, was that the first mainstream color handset had just launched (the Motorola T720), and people were suddenly starting to buy games.  Real money was flowing.

Building The Plan

I spent the next two months diving into all manner of research about mobile games:  carriers, publishers, developers, technology providers, handset makers, and so forth.  The way I like to do this is to write an operational plan, of sorts.  The goal is to create a document that covers how the space works and how we’re going to build a business that can thrive in it.  But it’s not as organized as a business plan and isn’t trying to pitch or sell anyone on the concept.  It doesn’t even need to be complete.  The purpose is to identify all the moving parts and look for opportunities on which to build a strategy;  the act of writing it down forces one to see everything and articulate that strategy clearly.

Knockabout’s plan was about 200 pages and unfinished.  And it was never looked at again after we launched.  That wasn’t because parts of it became slowly invalid over time; rather, it was because the process of putting it down on paper had effectively committed it to memory.  We knew it inside and out.

There were four basic parts to our strategy:  product, business, funding and development.  Next time I’ll dig into our product strategy.