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英国 Marketing Essay代写:Zynga

成立于2007年,Zynga已经扩大其投资组合从专门Facebook API服务提供独立和多平台社交游戏在个人电脑、平板电脑和移动设备(Zynga,1 – 2页,2013)。然而,不到一年出现在证券交易所Zynga已经处境艰难(Zynga,p 2013)。满足不断变化的消费者需求的挑战和微观经济气候已经严重影响了你的底线。你的股价已经下跌超过70%,你有记录仅在2012年第三季度净亏损近5300万美元(Zynga,p 2013)。为了保持相关的在今天的市场上,Zynga回到曾经的社交游戏先锋,你必须使用激进的变化。

我今天已经确定了Zynga面临四大挑战。首先,Zynga的商业休闲游戏与一个社会的转折。但是因为众所周知,休闲游戏有最短的生命周期非常有问题,Zynga既没有创新也没有复制成功的游戏以同样的速度,客户已经厌倦了可用的产品。其次,Zynga没有可持续的收入来源,由于相当大的客户流失。骑自行车通过客户和不产生重复业务不是“免费增值”公司的策略。第三,而Zynga正朝着一个更加独立的商业模式,业务是建立在和在很大程度上仍然依赖于Facebook。企业之间的密切联系,你最近决定断绝与社交媒体巨头——被负面影响你的底线。最后,企业文化在Zynga在模仿。而不是提出思考和创新,Zynga已经取得巨大成功的模仿流行的游戏和逆向工程更简单,社会经验。

鉴于这些挑战我已经开发出一种战略建议重塑Zynga。Zynga必须回到原来的野心成为一个独立的社交游戏巨头,并创建一个社交游戏与其他生态系统。通过与硬件制造商合作,开发一个新的操作系统Zynga不仅可以收回失去的社交游戏市场份额,但捕捉消费者未满足的社交游戏人口的需求。这种创新模式,Zynga将再次证明财务成功。

英国 Marketing Essay代写:Zynga

Launched in 2007, Zynga has expanded its portfolio from exclusively Facebook API services to provide independent and multiplatform social gaming on personal computers, tablets and mobile devices (Zynga, p 1-2, 2013). However, less than a year after appearing on the stock exchange Zynga has fallen on hard times (Zynga, p 1, 2013). The challenge of satisfying evolving consumer needs and the microeconomic climate have severely impacted your bottom line. Your stock price has fallen over 70% and you have recorded net losses of nearly $53 million in Q3 2012 alone (Zynga, p 1, 2013). In order to stay relevant in today’s market and return Zynga to the social gaming pioneer it once was, you must employ radical changes.

I have identified four main challenges facing Zynga today. Firstly, Zynga is in the business of casual gaming with a social twist. But because casual games notoriously have the shortest life cycle it is hugely problematic that Zynga has neither innovated nor replicated successful games at the same rate that customers have grown tired of the available offerings. Secondly, Zynga does not have a sustainable source of revenue due to considerable customer churn. Cycling through customers and not generating repeat business is not a strategy for a ‘freemium’ company. Thirdly, while Zynga is moving towards a more independent business model, the business was built on and still largely depends on Facebook. The close association between your corporations – and your recent decision to sever ties with the social media giant – has been negatively affecting your bottom line. Lastly, the corporate culture in place at Zynga thrives on imitation. Rather than being forward thinking and innovative, Zynga has enjoyed enormous success by mimicking already popular games and reverse engineering them for a simpler, social experience.

Given these challenges I have developed a strategic recommendation to reinvent Zynga. Zynga must return to its original ambitions of being an independent social gaming giant and create a social gaming ecosystem unlike any other. By partnering with hardware manufacturers and developing a new operating system Zynga can not only reclaim its lost share of the social gaming market, but capture a population of consumers with unmet social gaming needs. With this innovative model, Zynga will once again demonstrate financial success.

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