個案資料

In July 2014, nine months after they had developed a collaborative workplace for independent video game developers in Phoenix, Arizona, the two founders of the Game CoLab were discussing how to move the business forward. Using the Lean Startup method, they had designed their business model and opened a coworking space where they could also hold meetings, competitions and games showcases. However, they now face two challenges — declining membership and the need to move to new premises — and an exciting opportunity to work with corporate and educational organizations who are looking to “gamify” their digital offerings. The founders have four choices: (1) continue to maintain the coworking space concept, which has generated limited revenues so far; (2) pivot their business model to focus more on building the local and virtual community with events and cheaper, more flexible memberships; (3) pursue corporate business for customized game development while either continuing or abandoning the coworking space business; and (4) pursue a more major pivot whereby the company would become a start-up incubator.

This case is written to be used in courses such as entrepreneurship, new services development, service strategy and design, service marketing, lean startup, service management and business process management to achieve the following objectives: <ul><li>To establish familiarity with Lean Startup methodology.</li><li>To explore service innovation in startup environments and related implications.</li><li>To understand how to manage risk during development and testing of service delivery models.</li><li>To explore synergies between multiple market segments, such as consumer and business-to-business markets.</li></ul>

• Lean startup
• new service development
• entrepreneurship
• service marketing
• United States