WP4 Industry and Stakeholder Engagement Carmen Padrón & Lydia Montandon (Atos) Atos UPS SGI COVUNI Playgen INESC-ID ORT UNOTT BIBA AAU CYNTELIX POLIMI ETH

Content WP Objectives Achievements Year 2 (each task a deliverable) T4.1 - D4.2 Market and Value Chain Analysis - v2 T4.2 - D4.6 Technology Transfer - v2 T4.3 - D4.12 University-Business Exchanges - v1 T4.4 - D4.9 Business modelling and implementation - v1 T4.5 - D4.19 Stakeholders community report - v2 Next steps Year 3

Build at EU level a rational and systematic corpus of: WP4 Objectives Build at EU level a rational and systematic corpus of: Knowledge Tools Practices Communication channels Sustainable community of stakeholders To support: Business exploitation Technology transfer

D4.2 Market and Value Chain Analysis 2

D4.2 Market and Value Chain Analysis Methodology Starting point Hypothesis How to find data? Which criteria / indicators to use? Difficulties Big v. small company Estimated position along value chain Sector/s of operation Estimated % of dedication to SG development

D4.2 Market and Value Chain Analysis The Serious Games Market How to make a market breakdown? Preliminary observations GaLA market sectors (2012) Education Corporate / Industry Healthcare Military / Gov ONG / Games for Good Advertising / Media Geographical segmentation seems not particularly relevant ‘Education’ sector seems to be by far the most addressed, followed by ‘Corporate’ ‘Specialisation‘ seems to be a characteristic of Corporate, Games for Good and Healthcare Overlap of ‘Advertising’ with ‘Corporate’ (same type of customers)

D4.2 Market and Value Chain Analysis The Value Chain of Serious Games Emerging trends & evolution Observe Companies Inform Business Modelling

D4.2 Market and Value Chain Analysis Conclusive remarks Experts’ insights Market in evolution Definitions Open issues > Next steps More companies to validate initial findings More details in some aspects Gather more info about customers Cooperation with other GaLA activities… > win-win Language / Culture Business Model / Value Chain …

D4.6 Annual Report on Technology Transfer 2

D4.6 Technology Transfer Refined TT model Difference between Knowledge Transfer Importance of informal KT > precondition to TT Researcher’s motivation TT Tangible / Precise KT Informal / Tacit Gopalakrishnan & Santoro, 2004

Definition of KPIs for TT of Serious Games D4.6 Technology Transfer Definition of KPIs for TT of Serious Games Compare TT success actions in Serious Games sector Measurable variables & recommendations Collection of Case Studies on Serious Games Transfer Identify key factors for success & barriers in organizations 11 Successful + 2 failure Case Studies to obtain direct information about the challenges, facilitators, best practices and problems on TT activities

Develop a Technology Transfer process D4.6 Technology Transfer Next Steps Survey to researchers to better understand Success ratio for TT in SG´s and SVW´s in Europe Motivation factors Barrier factors Understanding of different barriers from Organization Type and Country Interview to Research Organization successful in TT Interview to Research Organization that never practice TT Develop a Technology Transfer process

D4.12 Report on the University-Business exchanges 1

D4.12. Report on University- Business exchanges Definition of Internship guidelines 1st experience of internship program at VIMMI Research group at INESC-ID Next steps to foster the GALA mobility program

Definitions of Internship guidelines Mobility program general organization: Participants: Origin Institution: University or College (supervisor) Host Institution: Company or Research organization (mentor) Intern: students from Origin institution working for Host institution Internship plan: Description of host institution and internship goals Description of work, tasks to perform, proposed schedule Internship Management: Selection of interns Allocation of mentors and supervisors Intern work assignments (responsibilities, available resources) Periodic evaluation/ Performance review Compensation Termination policies

Internship experience at VIMMI Research group at INESC-ID 5 projects to develop SG were carried out within the VIMMI summer internship Participants: Origin Institution: VIMMI Research group at INESC-ID* Host Institutions: StanCompany, Hospital São Francisco Xavier, LeYa , L2F Spoken Language Systems Lab at INESC-ID, Calouste Gulbenkian Foundation Intern: 5 students (Information Systems and Computer Engineering, Electrical and Computer Engineering, Architecture)* Internships were ruled by the defined guidelines Positive feedback from involved parts Evaluation results of SG developed to be published in relevant international conferences

Mobility Program next steps Refine internship guidelines Web page for Internship program promotion in GALA website: (SG Job market section) Internship offers Internship Guidelines Results Dissemination of the program: Annual show-case event with results of internships Annual award to best SG developed within the program

D4.9 Business modelling and implementation 1

D4.9 Business modelling and implementation Common understanding of Business Models Terms and stakeholders Identification of decision dimensions for business modelling of Serious Games Analysis of current Serious Games Business Models Based on games compiled by SIG Application Field Interviews on Business Models with European Developer Companies Comparison and Conclusions

D4.9 Business modelling and implementation Next Steps Investigation of transferability of Innovative approaches from disciplines like software development, TEL Assessment of existing Business Models for other stakeholders in the Serious Games Value Chain Continuation of analysis of current Serious Games Business Models Based on games compiled by the other SIG Application Fields Questionnaire survey of European Developer Companies Guidelines for Business Modelling relevant for developers

D4.19 Stakeholders community building

D4.19 Stakeholders community building Stakeholders participation in GALA communities GALA communities facilities Strategies to foster community building Contents strategy- Serious Game Society membership Community governance Next steps

Stakeholders participation in GALA There are not 4 (or 5) GALA communities but rather one GALA community that comprises a number of different sub-groups or sub-communities. Serious Games Society will ensure the sustainability of GALA efforts. Serious Game Society WP3 - Analysis Domain WP4 – Industry Games Creators WP5 Academy WP6 Academy Professors WP7 Industry Games Users Stakeholders Industry SG developers SG Users Academy Learners Teachers/ Researchers Policy makers WP1 Strategic Coordination WP8 Living labs, Tools and services WP9 Dissemination WP2- Technological Topics

GALA Online communities Facilities to offer: Access management: Single sign-on for all services/facilities Easy and direct access to all facilities independently of entry point Different users profiles (Clear and partial separation between buyers and sellers – curated joining) Access facility to latest (scientific) papers/reports about SG Access and integration with other communities/social networking websites related to SG inside or outside GaLA (Facebook, Twitter, Linkedin, specialist academic networks: List included in Section 5.4, D4.19) Management of sections News/Events/Blogging of the Serious Games Academy Serious Games Knowledge Management System (Catalogue) Serious Games Job market section Directory of SG Companies (under feasibility assessment) SIGS dedicated and public spaces in GALA website Instruments to verify motivation achievement: Statistics of visitors/contents visualization/ functionality access, Satisfaction surveys, Network Analysis tools

Strategies to foster community building If we want to attract and keep new users involved, they should find a great online space containing: great overview (mission, vision, objectives, how to get involved) great contents (papers, links to Serious Games and demos, SG catalogue, CVs, job opportunities, directory of SG companies) great opportunities to contribute (easy forms to upload information, repositories). Overview strategy: Clear statements about mission, vision, how to get involved in SGS, the SG Academy, and the GaLA website (work in progress). Content strategy Dissemination strategy ( in close collaboration with WP9)

Strategies to foster community building Contents strategy: Heavy contributions (within GALA consortium): Start with a contact list of people that are experts and passionate about serious games -really collaborative people with time allocated for this task within the GaLA consortium Join a group of at least 50-60 people (1 or 2 per partner) with at least 4 monthly contributions. These contributions must belong to at least 4 different categories that can be chosen from the following: blog entries, uploading CV, create a job opportunity, create an entry of a serious game, create an entry of a SG enterprise, upload a paper to a repository 10 selected contributors will do at least 4 weekly contributions This calendar of contributions should continue at least until the end of the project (2+ years). A moderator (the Community Manager) will check that the contribution is progressing as accorded. Intermittent contribution motivation ( Serious Games Society members): Promote your brand in the SG community Showcase your organization’s products and activities in the SG community Be visible and active in the SG think tanks as an organization Get scale discounts for the SGS publications, events and services In addition to proposed membership benefits provide additional advantages to contributors: A year free membership Earning points of free days/months of SGS membership when participant upload contributions to more than one of the content categories

Strategies to foster community building Dissemination strategy: The community should not be promoted until it has interesting contents. It is vital to ensure that visitors want to return! Assign a country representative for the Community. Community will work in English, translations are not needed, but a representative in each country will be crucial for national dissemination actions DE –BIBA NL –Delft FR –ORT IT –Genoa UK –Coventry ES –ATOS PO –INESC-ID Redesign or adapt the pack of advantages already done for SGS for each target group ( e.g.the alternative of earning free membership time from “contributor points”). Consider the most updated list of events in WP9 to be attended taking special care in reaching all target stakeholders groups. Prepare dissemination materials with references to the community (other networks, multichannel awareness, word of mouth, interviews, presentations in relevant events, blogs, podcasts, videos) Promote the community

Community governance Community Manager Board Education (UDELFT) Project Manager (UNIGE) Education (UDELFT) Industry Users (UNOTT) SG Industry (ATOS) Dissemination Manager (OUNL) Domain Analysis (CNR) Technical Manager (UNIGE) Community Manager (ATOS) Community Manager Board

Community building: Next steps The Governance structure will work in Y3 to carry out actions according presented strategies to: achieve quality content contributions increase number of participants 30 partners (2 individual – invite 10 stakeholders) -> 600 stakeholders by Y3 encourage to foster stakeholder participation and motivation

WP4 metrics

Year Three

Next Steps - Tasks T4.1 Market and Value Chain Analysis (Atos) – continuing T4.2 Technology Transfer (BIBA) – continuing T4.3 Research – Business Exchanges (INESC-ID) – continuing T4.4 Business Modelling and Implementation (BIBA) – continuing T4.5 Industry & Stakeholders Community (Atos) – continuing

Next Steps - Deliverables Continue with work of: D4.3 Market and value chain analyses 3 (M34) D4.7 Annual report on technology transfer 3 (M36) D4.10 Business modelling and implementation report 2 (M33) D4.13 Report on the University-Business Exchanges 2 (M36) D4.20 Stakeholders community report 3 (M32)

WP4 Industry and Stakeholder Engagement Thank you! Questions?