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Informations | Contacts |
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Informations générales |
Mise à jour : lundi 12 mai 2003 |
Daydream in a nutshell
Daydream is not a computer games developer. Daydream is a production
company for interactive entertainment. Our strength is in our deliberate
choice of developing entertainment software together with external
creations companies and technology units. Our focus is on
conceptualisation, sales and project management. Games development is no
longer a task for a group of individuals under the same roof. Just as in
the motion picture industry, Daydream will engage competences such as
screenwriters, composers, programmers and artists when needed. In this
way Daydream can assemble a dream team in co-operation with a
customer/publisher. The value of game development is design, sales,
execution and most importantly the closure of the vision.
The games development industry in a nutshell
The complexity of games technology and visuals today compared to the
early days in the 80’s has gone through a massive evolution. If we
compare it to the film industry we have journeyed from silent movies
with Charlie Chaplin to the levels of Minority Report with Tom Cruise or
Titanic by James Cameron. All this in less than 20 years. Now the only
problem is that games development and its business making mechanics are
applying the rules and norms as if it were still making Charlie Chaplin
movies. There has never been a more lucrative market out there but still
both publishers and game developers go under. Daydream is changing this.
We are not only the first real production company but will ensure to be
the best in the world by adapting the movie industry model of creating
new and exciting interactive entertainment for a global market.
A company can only control its costs. Sales are uncontrollable. Most
game developers of today aim to have a large enough development body and
high head count in order to split risks. They overlap projects to create
a flow of revenues. Often design departments or prototype teams within
these organizations are very small as overhead costs further cut the
small margins. The delay of 2-3 sales in a year is often a risk exposure
to the extent that it can bring an entire company of 50-150 people into
insolvency due to its high staff costs/burn rate. Project delays lead to
increased costs. A delay in sales will cut down revenues. Being burnt
from both ends accelerates the inevitable.
The last two years we have seen large development studios heading into
severe problems due to radical market changes where consumers and
therefore publishers have become more selective and demanded higher
quality. In order to catch up and meet the market demands for high
profile games in terms of content, depth and quality, developers
initiate large teams (25-50 people) to work on games for 16-24 months.
Most often these projects are high risk for the publisher who steers the
payment schedules to be very back heavy in terms of financing. In order
to finance the large project, the developer takes on small, low budget
and quick consultancy work such as conversions of already released
games. These projects need staffing so the developer urgently employs
people that, due to the short notice and low budget, are often junior or
mediocre in knowledge and competence. The know-how is diluted within the
company. Senior people leave in search of the passion and creative
aspects of great games. The developer is stuck in a spiral of immature
growth where adding resources to create business is seen as the only way
up, while it is indeed the only way down.
Peter Zetterberg
CEO, Daydream Software AB |
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Contacts |
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+46 90 - 70 66 70 |
+46 90 - 70 66 79 |
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| CEO |
Peter Zetterberg |
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