Sony recently conducted an internal review following the troubled launch of their live-service game, Concord, acknowledging that earlier testing and evaluation phases could have prevented the game's failure. During a quarterly financial earnings call, Sony President Hiroki Totoki discussed the necessity of implementing user testing and internal evaluations well before a game reaches the launch phase. Totoki explained that the company is still navigating the complex landscape of live-service games, and emphasized the importance of setting up multiple “gates” or checkpoints during the development process to catch potential issues early on.
In the world of gaming, user testing and internal evaluations play crucial roles in determining a game's success. These "gates" that Totoki mentioned are intended to ensure a game meets quality standards and aligns with player expectations. For Sony's Concord, these gates were not timely enough, leading to a host of issues upon its release. The game did go through an open beta phase on both PS5 and PC, but it failed to attract a significant audience, peaking at a mere 2,388 concurrent players on PC before its official launch.
The financial toll from Concord was substantial, with Sony not making a single cent from the game despite a reported investment of over $200 million. This stark financial loss contrasts starkly with the success of another Sony live-service game launched in the same period, Helldivers 2, which was very well received. Sony Senior Vice President for finance and IR, Sadahiko Hayakawa, highlighted the disparate outcomes of these two projects during the earnings call. He noted that the insights gleaned from both the success of Helldivers 2 and the failure of Concord would be shared across Sony’s internal development teams to improve their development management systems.
Hayakawa discussed Sony's strategy moving forward, which will focus on leveraging their strengths in single-player games with proven IPs, whilst cautiously incorporating live-service games that naturally carry higher risks. This balanced approach aims to optimize Sony's game portfolio during the upcoming mid-range plan period.
Despite the early testing and evaluations potentially mitigating some issues, it's widely recognized that Concord's problems didn’t solely stem from the game's inherent quality. The game launched into an already saturated online market, carrying a $40 price tag that may have deterred potential players. Additionally, a lack of distinctive identity and uncertainty around Sony’s long-term support for the game were significant concerns that were highlighted in reviews.
Ultimately, Sony’s decision to shut down Firewalk Studios, the developer of Concord, only 11 days post-launch, marked a swift and decisive end to the game. This closure underscores the harsh realities of the competitive gaming industry where failures are often met with immediate consequences.
This situation serves as a potent lesson for Sony and other game developers on the importance of rigorous testing and evaluation phases, especially in the complex domain of live-service games. The Concord experience highlights the broader implications of market dynamics and player perceptions, which can decisively impact a game’s reception beyond its technical and gameplay qualities. Sony's reflections and adjusted strategies reflect a broader industry trend towards more consumer-responsive development processes that seek to better align product offerings with market and player expectations. The move to learn from Concord's failure is a step towards refining Sony's approach to game development, aiming for greater predictability and success in future projects.
