Blizzard Entertainment: A Case History or The Right Way to Make a Computer Game Luke Daley STS 145: Professot Henry Lowood Winter Quarter 2002-2003Blizzard Entertainment. It is a name that has become synonymous with creativity, record-breaking sales, extremely long development cycles, and, above all else, quality. Blizzard Entertainment is the company behind the WarCraft, StarCraft, and Diablo series. Every game they have released since WarCraft II: The Tides of Darkness has gone to number 1 on the sales charts, with the latest installments, Diablo II and WarCraft III: Reign of Chaos each selling over 1 million units. How has Blizzard maintained this track record? How are they able to avoid the bombs which seem to be inevitably released by every other game company, no matter how good? Blizzard owes its success primarily to its almost unique corporate culture, which has foregone promoting single developers in favor of a team environment and ignoring “advantageous” release dates in favor of actually completing a game before releasing it. Within their games, they excel at creating balanced games which are easy to play but difficult to master. Blizzard also established themselves and later maintained their dominant position by always moving forward and pushing the boundaries of established genres. One of the most significant things about Blizzard is that everyone they employ is a gamer, right down to the receptionist. When John Waters visited Blizzard HQ close to the launch of Diablo, he was greeted by a darkened room where nothing but the backside of a darkened monitor was visible. Only the distinctive “claw-hammer-meets-ripe-cantaloupe splurch” told him he was in the right place.1 Having avid gamers on-staff is crucial, because in the PC game industry it really does take one to know one. This allows them to have virtually instantaneous feedback - “we don’t have to wonder what our audience wants, because we are our audience.”2 Blizzard takes maximal advantage of 1 Waters (1997) 240. 2 Schaefer (2000) 4.this environment by listening to and acting on feedback from all of their employees, be they programmer or musician. No idea is sacred in the development process. Regardless of how dear to someone’s heart a feature may be, if it doesn’t make the game more fun, it’s scrapped. And people who have spent lots of time playing games have a much better handle on what’s fun than people who don’t. In terms of a corporate philosophy, Bill Roper, senior director of developer relations, says that they “have always been focused on creating the best games possible and have remained dedicated to not releasing a game until it meets the standards that both we and our fans have set.”3 Many companies claim to have this philosophy, but many still fall into the trap of releasing a game in time for Christmas and planning to patch the game later. Blizzard, however, has absolutely adhered to it. For instance, the liner notes on the CD case for StarCraft list Diablo II as coming in 1998. It was eventually released in 2000. Blizzard has been able to do this because their games have always been of the highest quality, and once people finally get them, they no longer care how long it took. Blizzard also avoids some pitfalls by not setting specific release dates until a few months before the game comes out. Instead, they use “release windows”, such as first quarter, 2004. Since the release windows are vague, customers don’t develop the same degree of anticipation. Hearing that a game has slipped from first quarter to third doesn’t have as much of a psychological impact as hearing that a game has slipped from January 8 to September 20. Currently, about the only way to tell that Blizzard is going to release a game soon is when they start public beta testing. A large amount of the extra time Blizzard takes goes to testing, resulting in games that are almost completely bug-free. They maintain a permanent staff of 15-20 testers, 3 Saltzman (2000) 55.and that number rises to 30-40 when they close in on a release date. Once they are fairly satisfied with a game, they open signups for a public beta test. This serves two purposes. First, it allows Blizzard to obtain feedback from a large group of people who are very interested in the game but who haven’t been working on it for the past two to three years. Second, since the betas are only playable online, it allows Blizzard to stress-test their Battle.net servers. Blizzard is currently beta testing WarCraft III: The Frozen Throne, their expansion set for WarCraft III, with 20,000 people. Blizzard doesn’t simply test and patch for bugs, though. Play-testing and balancing is one of the most crucial and difficult part of any game, but it is especially crucial in Real-Time Strategy (RTS) games, and it is there that Blizzard has refined unit balancing to an art. Rob Pardo, who was in charge of unit balancing in StarCraft before becoming the lead designer for WarCraft III, has four main tenets for balancing units: keep early units fair, give each unit a specific purpose, eliminate any invincible unit combos, and avoid redundant units.4 In many games, units are rendered useless by a clearly superior version of the same unit – for instance, a heavy tank replaces the light tank. Blizzard avoids that by keeping the number of different units low, and making each one fit into a certain role, so that while some units are clearly stronger than others, units that are built for initial defense still prove useful in the later stages of a game. Balancing takes on a different form in Blizzard’s Diablo series, where players are not directly competing against each other. They have to ensure that monsters can challenge all the different classes equally, which was especially difficult given the great degree of customization Blizzard built into their skill system. Each of the five classes (seven, counting the expansion set) has 30 unique skills divided into three trees which 4 Saltzman (2000) 143.vary between the classes. The Barbarian has Combat Skills, Combat Masteries, and Warcries, whereas the Sorceress has Cold, Fire, and Lightning. Each probable combination of skills had to be tested to make sure that none had a significant advantage or disadvantage. The development team sought to avoid having any character which a player had put 100+ hours into be unable to continue on “Hell”
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