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Last updated on October 13th, 2023

Mobile Gaming Business Plan


Amoeba was founded as a mobile game development and distribution company. It provides a cost-based service to cell community providers. The development of metropolitan regions will take priority first, with rural areas following afterward. Amoeba is a Bangalore-based corporation that is owned by major investors and operators. Due to the city’s availability of IT infrastructure, Bangalore was originally selected as the headquarters.

The most significant form of industry pushback is the development of cellular gaming by these companies. SmackAll, Cellufun, Gameloft, Dhruva, and others are just a few examples. These organizations are by their very nature generalists, and they do not concentrate their efforts on a single market niche. Amoeba’s advantage over the competition is that it provides end-users with high-level gaming possibilities.

Amoeba plans to expand its reach in the future by developing its own retail outlets that will sell mobile video games to end consumers. We will only serve the high-end market, with prices ranging from Rs. 100 to Rs. 150 for our video games. Carrier providers such as Airtel, Hutch, and Reliance will be a major focus of our efforts.


  1. By 2015, you should have a 20% market share.
  2. Completely top-notch service.


Amoeba is a mobile gaming company that offers high-end single-player and multiplayer games for current and next-generation web-enabled smartphones.

We provide customers with high-quality, cost-effective Mobile Entertainment. We have a one-of-a-kind professional group tasked with researching new developments and improvements. Our development team offers cost-effective testing and porting services.

Summary of Leadership

Working partners will take care of Amoeba. We’ll start with a group of three to five people:

  • In the beginning, the organization must be flat, with each of the founders in charge of his or her own job and management.

Team of Directors

The Amoeba business team demands a high degree of technical understanding, which means it will be difficult to manage in the traditional business model, where friends run the company and earn sales while friends socialize. Partners will always be interested in the performance of the primary commercial company concept, which involves providing information to customers. Despite this, the early private strategy is just a guess. It should have 3-5 partners, one good graphic designer with sufficient staff support, one powerful advertiser, a manager, and a secretary. We’ll expand our technical and sales teams later on.


All of “Amoeba’s” clients and customers will benefit from high-end game development expertise. Amoeba understands the different needs of businesses and will give customized choices at a reasonable cost to its customers. We are a highly-skilled group of professionals that enable us to continuously provide customized solutions to our customers.

Description of Goods/Services:

  • Multimedia 
  • Customized software 
  • Mobile games 
  • Web design, development, and hosting


Amoeba will continue to support the most up-to-date mobile platforms, which include:

  • Brew
  • J2ME
  • Symbian
  • Microsoft Windows Mobile is a mobile operating system by Microsoft.
  • Source of Palms

Portfolio of Products

  • Games from Bollywood
  • Sporting Events
  • cReligious-themed video games
  • Advertisement games (games which are based on a storyline developed around a brand, for brand promotion)
  • International Games that have been localized for the Indian market
  • Games with an Indian theme aimed towards a worldwide audience
  • Games that promote social awareness (games developed and distributed in order to create awareness about certain social issues)
  • Crosswords
  • Dictionary
  • Games based on geographical contours

Overview of the Market

The wireless entertainment market has emerged as a result of strong development and innovation in the cellular communications industry. Factors such as the rapidly expanding availability of multimedia-enabled phones, the exceptional increase in the number of wi-fi customers, and the implementation of next-generation wi-fi networks are all contributing to the wireless entertainment market’s rapid expansion.

Over the next five years, the worldwide cellular telephone leisure market is expected to treble, reaching $38.1 billion by 2011. In the year 2006, the global mobile leisure market earned $18.8 billion in sales. Songs and movies dominated the revenue, contributing to almost 64% of the total.

Cell video games and cell video, which combined accounted for 25% of total leisure sales in 2006, are expected to grow to 50% in the next five years. By 2011, Asian contribution to total entertainment revenue is expected to reach 37 percent.

Overview of the Indian Market

In 2005, the market for game development in India was predicted to be worth $30 million. It is expected to grow at a seventy-eight percent annual rate and reach USD 300 million by 2009. Mobile gaming is predicted to dominate the industry, with its proportion of the entire Indian gaming market (from the developers’ viewpoint) increasing from 53% in 2005 to 68% by 2009. Manufacturing and testing are two key services that are being outsourced in the gaming industry.

A number of Indian companies are altering their business models from outsourcing to co-production in the animation and gaming industries.

A typical game title currently takes about 24 months to develop and has a manufacturing budget of four to ten million dollars (around 40 lakhs to one crore). The video game business is under increasing pressure to reduce development time and costs. There’s plenty of reason for major publishers and studios to consider outsourcing development.

This is where Indian sport builders come in, with their world-class fine and sports development expertise. India has outstanding programmers, and the market’s rapid growth adds to its attractiveness.

There are four to six huge sport improvement firms with 50 seats or more in the Indian market, as well as another 100 unusual tiny game creators with 5 to 10 seats committed to wireless growth. Leading Indian sports companies like India Games, Dhruva Interactive, Paradox, and Mobile2Win develop games for PC, console, wireless, and internet platforms.

Key Market Segments in India

In this industry, outsourcing to India may be split into three categories:

  1. Computer games that come on disks or CD-ROMs and are played on a computer.
  2. Video games that are played on specialized consoles.
  3. The industry for wireless gaming is driven by games played on mobile phones.

In all three of these areas, Indian enterprises are actively expanding gaming. Even in the console business, which is dominated by giants like Sony’s PlayStation 2, Nintendo’s GameCube, and Microsoft’s Xbox, India has carved out a niche for itself.

With the introduction of online capabilities in the computer and video game markets, a new overlapping sector has emerged. In 2003, about 1.5 million people in the United States played online video games using their Playstation 2 or Xbox device, with that number expected to rise to 5.4 million in 2007. With an online connection, information may be updated on a regular basis by downloading material, keeping the game new and relevant throughout the season. Even though Indian businesses make games for both worlds, console and PC-based entirely online gaming are different non-competitive marketplaces. Console games are more action-oriented and graphics-heavy, while PC games tend to concentrate on role-playing and first-person perspectives.

On-line-only game websites are also catered to by Indian firms, with games provided through download or streaming technologies rather than on a disk. Big brands like AOL, MSN, and Yahoo are joining up with Shockwave and RealNetworks to provide online gaming communities. Simple games, such as puzzles, board games, and quizzes, are popular among online-only games. Another niche market is Advergames, in which companies try to improve their brand image by using games to attract people to a certain brand. These video games are no longer limited to the Internet and may now be played on media such as kiosks.

Consumer Behavior in India

The following characteristics were discovered in the Indian market as a result of a study conducted by Nokia on a variety of factors in the Indian market on cellular gaming.

  • The vast majority of Indian respondents (96 percent) said they play mobile games at least once a week, with each session lasting an average of 38.9 minutes.
  • Typically, 87 percent prefer to play at home, with 62 percent preferring to play when traveling/commuting and waiting (41 percent )
  • Nokia’s next-generation technology mobile gaming alternative is preferred (68%) above its Java 2D (14%), Java 3D (17%) competitors.
  • When deciding which mobile video games to buy, the quality of the visuals (93 percent) and the level of leisure play (89 percent) are important factors to consider.
  • The most essential factors in determining whether or not to play Nokia’s next-generation mobile games are the quality of the images (93 percent) and the amazing sound (91 percent).
  • Almost half of those polled (48%) prefer to receive their games over-the-air (OTA), while 31% prefer to obtain them over-the-internet (OTI).
  • If given the option to try two to three games each week rather than just one, 43 percent would choose to try two to three games per week (15 percent ).
  • The option of purchasing a complete game directly (49 percent) is more popular than utilizing a subscription (36 percent ). Only 15% of people choose to pay by level.
  • On their cellphones, 23% play multiplayer video games every day, while 33% play at the very least once a week but not every day.
  • 89 percent of people give demos of games to friends, and 92 percent are likely to try out games supplied by friends.

Size of the Market

  1. Global players’ initiatives that have been outsourced (publishers).
  2. Contracts for game development from handset makers 
  3. Contracts for game development from carriers
  4. Customers at retail stores all across the world, including India (in particular).

The Indian mobile development industry is a $100 million business with a 100 percent yearly growth rate. Home demand accounts for 20% of the business, and this percentage is expected to expand to 30% by 2010. Not only that, but a big number of these games are being produced in India, and the United States is gradually becoming an outsourcing center for the global wireless mobile gaming business.

In 2006, there were over 128 million mobile phone customers, with 35–40% of devices capable of gaming. As a result, our market is very profitable. This growth in handsets is expected to continue at a rate of 20% each year. As a result, we have a specific consumer base to focus on.

Market for High-End Mobile Phones

Edge, 3G, WiFi, and overly give up Symbian and Windows Mobile Platforms are all features of mobile handsets. We provide 3D image games that propel gamers to the next level of gaming.

Customers to target

Not every sport is appealing to every participant. So our target customers are male and female casual gamers, gamers under the age of ten and teens, game players, and action gamers. We offer games geared at business leaders as well as the elderly.


Manufacturers of Handsets

We seem to be on track to reach an agreement with phone manufacturers to give 7-day trial versions of our games. The video games may be bought from our website when the trial period has ended.

Hutch is a service provider

We make our games available for download on the websites of GSM and CDMA service providers. The games may be downloaded instantly using EDGE and GPRS technology. The video games created here are in response to the provider’s request.

Retailers of mobile phones

We’ve partnered with prominent mobile phone retailers including The Mobile Store, Reliance Web World, and Sangeetha to allow customers to download our games straight to their phones.


Games may also be downloaded and installed on mobile phones directly from our website. Payments may be paid via credit cards or charged to the customer’s mobile service account.

Small Device

was founded in early 2001 by industry professionals from the United States and India. SD is now a team of more than 50 engineers with offices in India and the United States, serving global publishers, developers, and operators. Small Device is the world’s largest provider of mobile porting and quality assurance solutions for publishers, builders, and operators. SD SMART – SD’s patented porting technique enables publishers and developers to quickly and cost-effectively transfer java games and applications to a broad range of handhelds.

Dhruva Interactive

is India’s oldest and most experienced recreation company, having pioneered game development in the nation. Dhruva was established in 1997 and is currently in its ninth year of operation. When Infogrames Entertainment commissioned Dhruva to build the PC version of their successful title ‘Mission: Impossible,’ Dhruva became the first company from India to be signed on for developing a product by a major worldwide games publisher.

Dhruva has built a strong reputation and reputation as a high-quality provider of outsourced recreation enhancement services to the worldwide video games industry and is regarded as one of the Top 5 top providers of such services.

Dhruva’s product development and publishing efforts are aimed towards the growing Indian market, with the goal of creating and releasing high-quality games with broad appeal in India’s current social and cultural environment. Dhruva’s mobile branch has won awards for its unique mobile games, while the PC games division is helping to build PC gaming in India with casual, multiplayer titles.

Dhruva has worked on over 15 blockbuster games in the last 6 years, the most recent of which include Project Gotham Racing 3 (X360), Battlefield: Modern Combat (X360), Forza Motorsport (Xbox), and Asterix & Obelix XXL2: Mission Las Vegum (PS2).

A rare combination of young zeal and seasoned expertise

Tinfo Mobile

 is a mobile innovation firm that goes from concept to creation. They’re also looking forward to developing a 2006 global Best Platform Game winner for an international writer, as well as winning honors for the world’s first vernacular language learning tool for the mobile in 2006. As a result, we are the first Indian wi-fi company to receive top accolades for its products 12 months in a row. After all, we’re in the business of turning every sure-fire Aha! into a WOW! moment. Tinfo Mobile is a tiny company with headquarters in India.

Trinket Media Limited 

Trinket Media creates engaging content for the mobile smartphone industry. They specialize in video game creation for Java-enabled smartphones as well as tool development to help content licensees and owners make use of this fascinating new medium. They also serve a variety of applications, ranging from content distribution to high-score servers and game deposit recharge technology.

Blitz Technology Solutions 

The company specializes in the creation of mobile sports. Its development facilities are situated in India, and it offers services such as the creation of mobile games and applications for mobile phones that run on the Java platform (J2ME).

There are also other contestants.

  • Gameloft 
  • Instantcom 
  • Cellufun 
  • Cosmic Games

Porter’s Five Forces Model

1. Supplier Bargaining Power:

Because the business is expanding, developers, publishers, animators, composers, and content suppliers may be able to negotiate a better deal.

2. Buyers’ bargaining power:

Free downloads account for 30% to 40% of all mobile games accessible on the market, providing a platform for players to use their negotiating power to reduce Amoeba’s market pricing.

3. Competing Sellers’ Rivalry:

Dhruva, Indiagames, Mobile2win, and Paradox have already established players who pose a challenge to Amoeba.

4. Prospective Newcomers:

Given the potential, mobile phone service providers such as Airtel, Vodafone, and others may wish to join the mobile gaming market. This might be a problem since these well-established corporations could use their financial clout to take control of the sector.

Model of Business

Because we use a hybrid business strategy (outsourcing and co-production), the intended consumer base is eventually broadened out. We will continue to enhance video games for 0.33 parties at the start of our business and in the future. We estimate that this business will account for 30 to 40% of our total revenue. Our relationship with telecom carriers and handset manufacturers to develop games for them and the home market (India) allows us to operate independently and make cash.

We can access an indefinitely broad retail customer base via the firm’s website. We estimate that this mannequin will produce 5-10% of the total income. Amoeba intends to build up its business model and, as a result, develop it as a viable mannequin to follow, with a greater focus on revenue from telecom providers and, as a result, from the web.


With its aggressive price approach, the business hopes to skim the market. The price of a game download would be between Rs.100 and Rs.150. Initially, we estimate that daily downloads will range from 400 to 500 (including all channels). The monthly revenue is expected to be between Rs.55000 and Rs.65000. The total monthly revenue from downloads is expected to be in the region of Rs.700000 to Rs.800000.

Marketing Techniques

Amoeba is a new firm in the mobile game industry, thus we’ll use an aggressive marketing plan to achieve our corporate goal. The goal of the advertising strategy will be to:

Increase awareness of Amoeba as a mobile game supplier.

Make a pastime out of the games you’ve created with Amoeba.

Establish Amoeba as a high-end, high-quality sport developer, and thereby establish it as a brand.

The official start

The company plans to debut with much fanfare and fanfare. We decide to hold the debut at an IT gaming festival where a large number of ardent game lovers, including business and software experts, would attend. A press conference will be held in conjunction with the launch.

Media for Marketing

As a core skill of promotion, the agency will employ print media and the internet in particular. Magazines such as Digit, Chip, and Dataquest will not only promote our products but will also provide demo versions of several of them. The group plans to improve its online site, which will include all of its current games, along with their features, requirements, fees, and places where they are offered. It will also utilize the site to provide a platform for downloading video games. The website will also provide information about video games that are now in production and will be released soon.


Sponsoring university events and IT festivals in major locations where we have a strong customer base will give the organization the emphasis it needs. This will also be a venue for interacting with the individuals who have given up.

As a promotional partner, carriers include

The company’s promotional partners will be the telecom service providers. SMS messages promoting our games will be sent to all of the carriers’ subscribers. The reverse of the postpaid invoices and vouchers will also boost the game photos and information.

Competitions for online games

This will not only provide the video games a real-time experience, but it will also assist us produce an enthralling impact among the target audience. These tournaments, which will include cash prizes, promotional items, and club membership benefits, will be an excellent method to attract attention to and stimulate interest in Amoeba and its offers (games).

Posters and Banners

The agency intends to utilize this medium of communication to spread awareness to the general public. These posters with images and descriptions of video games will be shown at mobile stores, business showrooms, malls, and gaming centers.

Promotional Audio and Video

Short commercials for video games will be broadcast on radio FM channels, and visible adverts will be shown in movie theaters, drawing a large audience.

Model of Billing

One or more of the following billing models will be used:

  • Consumers may charge their gaming purchases to their phone bills, eliminating the need to input credit cards or other sensitive information. For the end user, having a “trusted source” for billing is critical.
  • Relatively cheap price: the price of a game is often modest, allowing for impulsive purchases.
  • Store is available 24 hours a day, 7 days a week, so players can buy, download, and play games whenever and wherever they choose.

This simplifies the process of buying games. The same system that makes the transaction possible has a number of possibilities. Consider the following scenario:

As the company grows, it may choose one billing model or the other. In the present expanding environment, a subscription model will meet the company’s needs.

Strategy for future sales

Amoeba intends to create more revenue-generating locations in the aftermath of widespread criticism. We want to create a network of retail locations that will serve as a one-stop-shop for all mobile sports enthusiasts. These shops will not only give customers a wide selection of video games and functions but will also advise them on technical advancements and mobile handsets/devices. There will be a unique blend of games and handsets to choose from at the shops. We also want to engage in relationships with existing cellular retail chain shops such as Nokia, Motorola, Sony, Samsung, and others, as well as outlets such as Mobile Store.

Important Success Factors

We recognize that these are the critical aspects that are unique to the growth and success of cellular telephone sports. We will be victorious in the market if we excel at fulfilling promises and increasing exposure to develop new games. While there are several critical issues that, if solved, would lead to our success,

 the porting development cycle time is one of them.

Development Costs

It can run on a broad range of electronics, making the sport accessible to everyone.

User-friendliness and functionality

To make that product available on a wide range of phones and carriers and establish a market presence, we’ll need a highly aggressive and interest-driven advertising campaign. By establishing a porting strategy from the beginning, we will be able to ensure that the functionalities produce the revenue that they deserve. We will be able to satisfactorily address the development cycle of a sport and the vast range of units our game may operate on, thanks to the possibility of strong technical abilities and a passion for the company.


When a game passes relevant testing on every platform and in any environment, it is considered “defect free.” However, with today’s ever-increasing technical and financial hurdles of creating and producing a game that can captivate a player and keep them coming back for more, usability and user testing have become vital.

Checking out for usability begins with consistency. “Action” keys do the same work at each level, “Soft-keys” display the right phrasing for the key’s action, and so on. The same is true for a wide range of software on a wide range of hardware systems. This assures the consumer’s simplicity of use when playing a new game, as well as a minimal learning curve for any following games the user may buy.

The most important needs that each development studio and QA department should consider throughout the game’s production lifetime are listed below.

Optional Menus

Menu gadgets must be clear and succinct, and they must link to the game’s primary goal. As a result, each game should include a version of the following.

New Game/Start allows the user to begin playing the game with the fewest number of clicks possible. Save/Load Game enables the user to save their current progress and resume from where they left off at a later time. This kind of capability would be dependent on the game’s depth, such as an RPG or an Action-Adventure with several levels.

Users may turn on or off game-play characteristics like worry and sound/vibrate using the Options/Settings menu.

Help/Instructions explain how to play the game and which keys conduct the game’s basic maneuvers, as well as any background information about the game that isn’t immediately evident to the user.

The game is over when you press Quit/Exit.

Other menu choices, such as High Score, Community Login, and so on, are welcomed when desired, but the fundamental selections must always be present.

Vibration & Sound

Sound and vibration in video games enhance the experience and, in certain cases, may be used to enhance standard game performance. However, owing to the fact that the device is first and foremost, a phone’s sound and vibration may not be ideal in a public situation. Customers must be able to control the vibration and sound of any game both inside the game’s main menu form (Options/Settings) and during gameplay. For example, a pause menu or fast keys like the hash or asterisk key may be used to do this task.


Soft keys that aren’t essential should not be displayed to the user. This is true at some time during loading screens, splash screens, and other similar displays. When soft-keys are accessible, they should be well labeled and intuitive. “Pause” is a perfect example.

Common Problems

Reminiscence allocation concerns, canvas sizes, and grammar/punctuation/spelling errors are the three most common problems encountered during closing QA:

Canvas size: The game utilizes every pixel that the phone is capable of showing. Take advantage of any available real estate.

Developmental constraints

The limits listed below provide a hurdle to our ability to progress.

Limitations of the device

Changes in business mannequins

Bandwidth restrictions


After everything is said and done, we will aim to reach the established targets and emerge as a major player in the mobile gaming business in the next few years, with all methods falling into place. As a company, we want to keep our learning curve moving upwards while remaining constrained.

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