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OMIS Santa Clara University Bitcoin Startup Business Model Final Paper

OMIS Santa Clara University Bitcoin Startup Business Model Final Paper

Question Description

(Note :- The following 4 questions needs to be answered respectively the answered should be supported by the logics, which should be based on the concept of case study and reading materials. Please check the attachment for the case study & reading material for your reference. Out of four questions, three of which have extensive prompts. The questions are open-ended, essay questions. Questions 2 and 3 have the same prompt. )

Q:1 “Bitcoin was a decentralised, digital currency that enabled electronic cash-like transactions between two parties without requiring a trusted, third party intermediary to verify the transaction. By now, Bitcoin had significantly outgrown its libertarian roots: an increasing number of mainstream e-commerce companies (e.g., TigerDirect, Overstock, Gyft, WordPress, Expedia) had begun to accept the digital currency and venture capitalists had invested over $140 million in Bitcoin-related startups.

The Bitcoin startups had chosen very different business models. Some firms (e.g., BitPay) were focused on providing merchant services only, enabling merchants to accept payments in Bitcoin. Other firms (e.g., Circle, Xapo) focused on digital wallets, which allowed consumers to store and pay with bitcoin. Still other firms (e.g., Coinbase) provided both merchant services and digital wallets, thus acting as two-sided platforms. Given the early stages of the Bitcoin ecosystem and the fast rate at which it evolved, it was unclear which of these models would deliver higher long-term value and competitive advantage.

As an investor, which type of Bitcoin startup (business model) do you view as most promising? For picking your choice of business model, please provide 3 reasons from the lectures and case discussions we had in this course. I will evaluate your answers based on the strength of your arguments, not on your choice.

a. Two-sided provider of both merchant services and digital wallets (e.g., Coinbase)
b. One-sided provider of digital wallet services (e.g., Circle, Xapo)
c. One-sided provider of merchant services (e.g., BitPay)

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Q 2 : In the summer of 2012, GAMEON was one of the two companies that dominated Japan’s mobile social gaming market. GAMEON was well known internationally for its profitability, particularly when compared with U.S. counterpart such as Zynga. In 2012, GAMEON’s average revenues per user (ARPU) were estimated to be more than four times higher than Zynga’s.

GAMEON’s success in Japan had been built on three key pillars: 1) the sophistication of the company’s data analytics tools, which allowed it to build engaging games and monetize them through in-game sales of digital goods; 2) the popularity of the development platform that GAMEON offered to third-party game developers: 3) effective mass-media advertising campaigns (e.g., TV commercials), combined with celebrity endorsements and partnerships with other commercially successful products. GAMEON began its international expansion in late 2010, intending to leverage the same three assets in order to achieve success in global markets. Early results were encouraging: in August 2012, GAMEON placed three games in the top 230 highest grossing games for Apple’s US App Store.

If GAMEON is to pursue a platform strategy in the U.S. and other international markets, the company would be building a two-sided platform on top of other two-sided platforms –Apple’s iOS and Google’s Android. With this in mind, should GAMEON continue pushing its platform or should it focus on being a top mobile social game developer? For picking your choice of business model, please provide 3 reasons from the lectures and case discussions we had in this course. I will evaluate your answers based on the strength of your arguments, not on your choice.

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Q3 In the summer of 2012, GAMEON was one of the two companies that dominated Japan’s mobile social gaming market. GAMEON was well known internationally for its profitability, particularly when compared with U.S. counterpart such as Zynga. In 2012, GAMEON’s average revenues per user (ARPU) were estimated to be more than four times higher than Zynga’s.

GAMEON’s success in Japan had been built on three key pillars: 1) the sophistication of the company’s data analytics tools, which allowed it to build engaging games and monetize them through in-game sales of digital goods; 2) the popularity of the development platform that GAMEON offered to third-party game developers: 3) effective mass-media advertising campaigns (e.g., TV commercials), combined with celebrity endorsements and partnerships with other commercially successful products. GAMEON began its international expansion in late 2010, intending to leverage the same three assets in order to achieve success in global markets. Early results were encouraging: in August 2012, GAMEON placed three games in the top 230 highest grossing games for Apple’s US App Store.

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Q4 A platforms interfaces (API) should follow three criteria: They must be precise, frozen, and versatile. Getting app developers to comply with them requires a carrot rather than a stick. Please provide your comments on each criteria and the last statement (carrot versus stick).

If GAMEON chooses to operate as a platform, is GAMEON’s platform complementing or competing against the underlying operating system platforms (iOS and Android)?

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