Case | HBS Case Collection | February 2010 (Revised March 2013)

Zynga (A)

by Mikolaj Jan Piskorski and David Chen

Abstract

In January 2010 Mark Pincus is deciding how to double the number of Zynga games' players to 500 million without sacrificing profitability. These ambitious growth plans required changes to product, corporate strategy, and customer acquisition and retention. With regard to product Pincus needed to decide to invest in evolving the successful games or develop new games. With regard to corporate strategy, Pincus had to choose whether each game should compete on its own, or force every game to build functionalities that support other Zynga games too. Finally, to ensure customer acquisition and retention Pincus faced the choice between deepening commitment to Facebook or developing its own distribution channels.

Keywords: Customer Focus and Relationships; Decision Choices and Conditions; Growth and Development Strategy; Distribution Channels; Product Development; Organizational Change and Adaptation; Corporate Strategy; Video Game Industry;

Citation:

Piskorski, Mikolaj Jan, and David Chen. "Zynga (A)." Harvard Business School Case 710-464, February 2010. (Revised March 2013.)