Conclusion

New business models have affected the types of games being developed and their potential audiences. Casual games have escalated and exposed a diverse group of non-gamers to the world of video games. Few can glance at their smartphones, computers, or web browsers without stumbling upon a game.

Designers and publishers are perpetually adapting and innovating their products. No two games from the same studio use the same business model. Amalgamations abound and newspaper and media companies could benefit from similar product flexibility and incessant tracking of product effectiveness. As newsrooms continue to rethink revenue strategies and news bundles, they could consider taking a page from the game industry and attempt more dynamic and fluid means of monetization, based not only on their specific brand but also specific products they release. Adaptability, in times of great transition, may be key to the survival of the game industry and media companies of the future.