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Pinar Ozcan (Warwick Business School); Stephanie Decker (Aston University)
Published in:
18 pages
Data source:
Field research
This is a research-based case that deals with a real company that no longer exists, and uses pseudonyms for both the company and the executives. Angel Games was one of the pioneers in the US mobile gaming industry. Mobile gaming was already taking off in 2002 / 2003 before the introduction of the first iPhone in 2007. In this early phase, the sector was more fragmented, and smaller entrepreneurial firms like Angel Games competed and collaborated with larger video games developers, mobile network operators, software platform developers, handset manufacturers and media companies. In this complex sector, developing common standards and business models through strategic alliances were key. Angel Games excelled at leveraging their limited resources to form a strong and versatile portfolio of strategic alliances. The case presents the emergence of the market in 1999 to its take-off in early 2003, and is presented from the point of view of Angel Games' entrepreneurial founder and CEO, Jordan Trevor. The case concludes with a reflection point that calls for analysis of what made Jordan's strategy for creating alliances successful and what strategic choices he should consider for the future of his company.
Learning objectives:
1. How to manage a strategic alliance portfolio. 2. How to plan for future growth in a small entrepreneurial company. 3. How executives can build a high performing alliance portfolio through forging multiple concurrent ties.
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