Benjamin Gifford: The gap between developers and players

Benjamin Gifford, VP of Top Games Inc., believes that different perspectives and priorities cause a divide between developers and players. As Nintendo President Satoru Iwata once said, "On my business card, I am a corporate director; in my mind, I am a game developer; but deep in my heart, I am a game player." This statement emphasizes the importance of staying connected to one’s roots. It also shows how different identities can have varied viewpoints. Some industry experts say developers and players are like familiar strangers. There is even a belief that a deep divide exists between them. Players often voice their opinions online, but developers rarely engage in the conversation. To explore this imbalance, this article uses uCool as a case study to examine the causes of this disconnect and how to resolve it.

The gap between developers and players from uCool's perspective

1. Cost control and user needs

Tech giants have advantages in technology, resources, and funding. They have a deep understanding of products, users, and markets. This has resulted in high-quality AAA titles, which players enjoy. However, it has also raised players' expectations. For small teams like uCool, the costs of competing are much higher. This reduces the chances of success for independent studios.

Large gaming companies often set market trends and attract resources. This lowers their costs. Independent teams may struggle to ignore these trends. As technology advances, the variety of mobile games reaching the public becomes more limited.

Benjamin Gifford points out, "Gamers focus on the immediate enjoyment of a game, while developers balance creativity, technology, user experience, and marketability."

2. Innovation and player acceptance

As Benjamin notes, balancing creativity with user experience is challenging. Innovation can create unique games, but too much can alienate players. Designers must gauge how much innovation the market can accept.

uCool’s developers stress that innovation without boundaries can be too extreme for players. Games today are service-oriented rather than one-time products. This change has made the industry more complex. Developers now cater not only to players but also to distribution channels and other users.

Developers often rely on data analysis, which can delay feedback and lead to survivor bias. They only receive feedback from past designs. Meanwhile, players satisfied with the game may not voice their opinions.

uCool and Benjamin's approach to resolving the gap

Bridging the gap between developers and players requires better communication. The uCool team gathers and analyzes player feedback to improve their games. Since players have different tastes, handling this variety of expectations is key. The head of uCool advises against equating loud feedback with majority opinion. This helps avoid survivor bias. First, collect feedback from multiple channels. Then, compare it with actual in-game behavior to prioritize it.

Benjamin Gifford suggests using rapid iteration, which works well with uCool's approach. His method involves a "design, build, and break" strategy. It helps developers spot trends and genuine feedback quickly. This method allows small teams to focus their resources and reduce costs. Combining this with uCool's feedback analysis helps developers decide what to keep, discard, or improve. Finally, they can return to Benjamin's iterative process for ongoing improvement.

‍