Market share competition in the Chinese online game industry.

Abstract

This study investigates the impacts of pricing innovations and other non-pricing dimensions on the market share competition of dominant Chinese online game companies. The empirical context of my research is the strategic behaviour of online game operators (i.e. the companies who operate online games) in the Chinese online game market – the most active market in the world with strong network effects. According to the literature review, previous pricing studies have focused mainly on the evaluation of traditional pricing theories and their limited validity for the information economy. Velu (2005) pointed out how dominant firms in a market with strong network effects adopt business innovations to sustain their market dominance. This study first investigates the validity of Velu‟s theory and then aims to develop and expand the theory of pricing practice by discussing how dominant companies integrate pricing and other non-pricing dimensions during market share competition. With the application of an analytical synthesis, this study covers large parts of the traditional economy and information economy literature by linking the concepts of „within‟ and „across‟ theories of pricing and competition. It finally brings together different theories and adopts Bouwman and MacInnes‟ virtual web idea as an original conceptual framework to give an insight into how the pricing process and other internal and external factors impact differently on the market share competition. The study adopts a descriptive multiple-case study strategy including five dominant Chinese online game companies and employs qualitative data collected from 64 interviewees and reliable secondary data from documentations and archival records.The findings suggest that, instead of devoting all their efforts to pricing innovation, the companies have turned to an exploration of their internal resources to enhance their competitiveness. Superficially, as an influential external factor, government regulations have constrained the operation of imported games. The study also discusses two internal themes that influence each company‟s competitive strength. They are: how to deal with the exodus of talent and how to handle strategic alliance management. There seems to be no previous research concerning the relationship between pricing innovation and market dominance within a new economy‟s service sector. As a consequence, this research should provide insights into this academic blind spot and rationalize the diversity of strategic theory within the specific industry.