拇指互动公司

本教学案例以中国内地手机游戏产业的演变过程为背景,描写了成立于2006年9月的厦门拇指互动公司从创立到生存的过程,突出了公司面临发展抉择的难题。拇指互动在创立之初,没有独特的资源和产品优势,时逢手机游戏业务市场处于调整期,企业生存环境艰难,在J2ME市场挣扎生存。山寨手机以及MTK中间件手机游戏平台的出现,为公司找到了一条新的盈利渠道。进入2009年,在3G时代大格局下,拇指互动应该保持J2ME和MTK中间件两条产品线同时进行？还是专注相对高端的J2ME产品线？或相对低端的MTK中间件产品线？选择的战略在管理不完善并依然处于生存期的拇指互动如何执行？公司的CEO方矢君感到困惑。本案例适合战略管理、创业管理和创新管理等课程,尤其适合于克里斯坦森的破坏性创新模式教学的案例讨论使用。

Thumb Interactive Technology Corporation

Based on the evolution process of mobile game industry in mainland China,this case describes the strategic dilemma that Thumb Interactive Technology Co.faces.Entering J2ME mobile game market without any competitive advantage,Thumb Interactive Technology struggled to survive at the starting stage.The booming of MTK mobile phone and the emerging MTK middleware gave Thumb a new opportunity to enter the MTK game market.Thumb quickly turned to profit.As 3G became prevalent in 2009,Fang shijun,CEO of Thumb,found himself at a crossroad.The problem is whether Thumb should keep its business in low-end MTK market or in high-end J2ME market,or both？ How to execute the market segment selection strategy？This case can be used in strategy management,entrepreneurship,and innovation management courses,and it provides an opportunity to discuss Christensen＇s disruptive innovation theory.