
Dive into gaming's business evolution with "One Up" - the industry bible praised by Tencent's Ben Feder as "required reading." Van Dreunen reveals how three transformative eras reshaped entertainment, making this the essential playbook for understanding why games now dominate modern media.
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In 2018, something strange happened on daytime television. Tyler "Ninja" Blevins, a 27-year-old professional gamer with electric blue hair, sat across from Ellen DeGeneres explaining how he'd just played Fortnite with Drake in front of 600,000 live viewers-and made millions doing it. Ellen looked genuinely confused. "So people watch you play video games?" she asked, her tone suggesting she'd just discovered a new species. Traditional media executives shared her bewilderment, but Ninja's appearance marked something profound: gaming had evolved from basement hobby to cultural juggernaut, generating more revenue than Hollywood and music combined. Yet despite this meteoric rise, the business machinery powering this transformation remains remarkably misunderstood-even by many inside the industry itself. Gaming suffers from a peculiar blind spot. Wall Street analysts dismiss it as kids' stuff. Meanwhile, industry insiders often romanticize creative purity, resisting business analysis as if profit and artistry can't coexist. This mutual misunderstanding has left even billion-dollar investors surprisingly ignorant about how gaming actually works. Consider the carefully crafted myth of the lone genius developer-a narrative deliberately manufactured by Trip Hawkins at Electronic Arts in the 1980s through his "Can a Computer Make You Cry?" campaign. By positioning game designers as auteurs like film directors, EA created compelling marketing. But this story obscures a messier reality: even celebrated indie creators rely heavily on publishing deals, marketing expertise, and financial backing. Super Mario didn't emerge purely from Shigeru Miyamoto's imagination-it resulted from navigating technological constraints, market timing, and Nintendo's strategic business decisions. Companies like Valve, Supercell, and Nintendo succeeded through sophisticated platform control, data-driven design, and innovative distribution as much as creative brilliance. The industry's self-imposed divide between "creative" and "business" people has become counterproductive. Financial limitations aren't creativity's enemy-they're design challenges, like screen size or processing power.
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Criado por ex-alunos da Universidade de Columbia em San Francisco
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Criado por ex-alunos da Universidade de Columbia em San Francisco

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