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Politis BP

Politis BP. March 28, 2010. Agenda. Company purpose Problem Solution Product Why now Market size Competition Business Model Team Financials Annexures. Company purpose. Create, with and for a community, multiplayer online games that relate to the world around us (TBD…). Problem.

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Politis BP

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  1. Politis BP March 28, 2010

  2. Agenda • Companypurpose • Problem • Solution • Product • Whynow • Market size • Competition • Business Model • Team • Financials • Annexures

  3. Companypurpose Create, with and for a community, multiplayer online games that relate to the world around us (TBD…)

  4. Problem • A significant part of the traditional consumers for online multiplayer games has matured and now expects games that are fun but at the same time : • are connected to the real world and raise questions about the world around us, • Have very strong multiplayer features • Involve players in the directions taken by the studio in charge of the game • And most of all give the players the feeling of belonging to a community • In parallel, a huge new crowd has started playing through the explosion of social games, and a part of this crowd will follow the trend-setters above (if these games are accessible and not time consuming) • As of now, the industry has essentially not been able to answer this need and to create this sense of community and ownership for the players

  5. Solution • Create online games that : • Give a strong multiplayer (though asynchronous) engagement • Offer content that is strongly connected to the world around us (political, social, technologies) • Are accessible (Nintendo, Zynga) & not time consuming • Through an open source model development which : • gives the core player a real sense of ownership of the games • gathers, around these trend-setters and for all the players, a strong community committed to the games

  6. Whynow ? • Profound change in the game industry : • Industry does not know yet how to answer to the need of openness, ownership, belonging of the players – traditional culture of secret • Direct access to the player for the studios – the traditional studio/publisher/retailer chain is challenged. And change of business model, from retail to subscription to free to play • Boom of social gaming, new players, new expectations from audience in term of socialization • Maturation of open source development

  7. Market size • Social gaming/web based market : • Around 1 billion $ (US&Europe) in 2009, forecast to grow to 1,6 billion in 2010. • 300 million social gamers, of which 2% spend around 10$/month and 6% spend around 2$/month => ARPPU=3,7$/month, ARPU=0,3$/month. Source : ‘Inside Virtual Goods 2010’ • ‘Traditionnal’ MMO Market : • Around 2 billions $ (US&Europe) (TBC) • Our market :

  8. Competition • Traditionalpublishers • +: financialleverage, IPs, strong production values • - : weakunderstanding of online (for some), of community and need for openness (for most), of ourtarget (not theircoreactivity) • New social gaming players • +: Excellent virality/retention/monetizationunderstanding • - : not a good understanding of community, nor of ourtarget • ‘Online’ studios • +: Can adress the samemarket as we do • - : don’t have the balance between 1) adressing mature expectations, 2) involving the community 3) providing accessible games • Open source initiatives (?)

  9. Product • free-to-play web based online games… • mix of successful social gaming gameplay and ARG • focus on multiplayer/socialization and connection to the world around us • come-stay-pay model, accessible, 10mn per day • … developed and played in a community… • Open source development • Build around the trend-setters and involve them in all aspects of the games and of the studio • …in a light, fast pace and flexible environment • Decentralized studio • Quick development (6 months/game), focus on iteration, fast pace patching • Use the existing internet as tools for the games ! (youtube/fb/google maps/blogs/etc)

  10. Business Model • The studio operates free to play games • All the game can be played for free, paying provides a quicker pace of gaming or rare items • figures from the industry : 2% spend around 10$/month and 6% spend around 2$/month => ARPPU=3,7$/month, ARPU=0,3$/month • Building a strong brand will create value for the studio and prevent other actors to operate our games • Build the trust with trend setters, and involve them so that they will not be tempted to go somewhere else • Reach a critical size of users and a feeling of community that makes it uninteresting for most of players to play outside of our service • Other revenues ? • Serious games (B2B ?) • Outsourcing ? • Ads ? • Strong control over costs • Decentralized company, find the best talents at a competitive cost • Leverage the commitment of the community

  11. Team • Aurélien Blanchard (CreativeDirector) • Philosophy/Publishing • Role : Creative direction (production & live) • Xavier Antoviaque (title?) • Community Management/Free software expert • Role : 1) In charge of the open source organization and the management of the community 2) Producer (production & live) • David Blanchard (title?) • Former studio manager, former producer • Role : 1) companyoperations, 2) Producer (production & live)

  12. Financials – Cash-Flow (2 first years)

  13. Financials – Cash-Flowconsolidated

  14. Financials – P&L

  15. Financials – P&L / Cash Flow

  16. Financials – BS

  17. Financials – Assumptions

  18. Annexures

  19. Fundraising (sept ‘10 deal) • Fundingof 1 yearactivity in sept ‘10 -> 280k€ • Value pre-money = 1M€ (TBC) => giveaway 21,8% • Who : BA and friends • Entry ticket = 20k€ (?)

  20. Organization and Processes – games & open source environment • Organization of work • The studio funds the tasksthat are necessary, throughcommunity or outsourcing • Anyone in the communityis free to developp and ask permission for check-in • If a taskis not taken by community, studio givesit to a subcontractor • Complete decentralization (only the 3 partners in the premises) • Governance • Check-in (TBD) • Major decisionsregardinggame (release, pricing, etc) (TBD) • New games, arbitration betweengames (TBD) • Public information (community as shareholder) • Studio development (short term) • Internalrecruitmentwillstartonly in sept ‘11 • Untilthen, development by community and subcontractorsonly • Parallelization of projects, one new every 6 months

  21. Roadmap macro • May : • Creation of the studio • Proof of concept – hackit • June : • July : • Start looking for funds • Aug : • Sept : • Effective raise • Look for premises, start paiement of salaries • Begin a second project

  22. Roadmap micro/Todo • End April ‘10 : • D free one week, A and X free ½ day + one evening per week. • [A=Xav &David] Need to define roles and process of prod between David and Xavier • [A=David] Finalization of bp • [A=?] Clean and organize the wiki (communication tool for newbies) • [A=Ienien] next steps for HackIt, including possible monetization • [A=Xav/Ienien/David] split the tasks related to updating the wiki • [A=Xav]] continuous task - follow-up on RAC/hackit • [A=David/Xav/Ienien] Name of the studio • [A=David/Xav/Ienien] rewrite the values • [A=Ienien] Market research (cartography according to the genre, the business model, the place – social networks, aggregators like newgrounds, etc) that could help us position our games • [A=Ienien] Creates a page with ideas of gameplays • [A=David] Describe business advantages of each place, to consider most appropriate country • [A=David/Xav/Ienien] Constitution/Organization of the studio ? • End May : • D free 2 days per week, A and X free ½ day + one evening per week. • [A=David/Xav/Ienien] Status & shareholder agreement, creation of the studio • [A=David/Xav/Ienien] Draftlist of possible investors • End June : • D off for the month, A and X free ½ day + one evening per week. • End July : • D free as necessary, A and X free ½ day + one evening per week + meeting withinvestors • [A=David/Xav/Ienien] Meetings withinvestors

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