The newest player in gaming
Now making video games, Amazon says it’s all about people’s shared experiences.
Amazon.com’s first bigbudget video game is like street basketball, except played in a mythological world where athletes are armed.
Wait, Amazon makes games? Indeed, the leader in online shopping branched into game development a few years ago. With the unveiling last month of multiplayer online sport “Breakaway,” Amazon showed how its gaming acquisitions and initiatives tie together.
The PC game integrates into Twitch, the live videostreaming app Amazon bought for nearly $1 billion, unlike any game from anyone ever before. “Breakaway” also showcases Lumberyard — a free software package that Amazon designed for game developers because it connects to Amazon Web Services, a feebased cloud storage system.
Mike Frazzini, Amazon Games vice president, and Patrick Gilmore, head of the company’s Irvine development studio, said “Breakaway” will become available for free indefinitely for people to test as Amazon squashes bugs. In a cramped corner at Twitch’s bustling fan convention in San Diego, they went deeper into how “Breakaway” came to be and what to expect from Amazon Games. The interview has been edited for length and clarity.
What’s the big-picture philosophy of Amazon Games?
Frazzini: Everyone wants it to be a thing, but it’s really a collection of things and us obsessing about customers.
We view the cloud and shared experiences as being historically the past, present and future of games. If you think about what makes games so fantastic, it’s the experiences you have with your friends. A long time ago it was in arcades, then over local networks, then online and now you have Twitch and e-sports and modding and cosplay. They are all about shared experiences.
How did you get into buying Twitch and Ir vine video game maker Double Helix?
Frazzini: One of our leadership principles is think big, see around corners. Four, five, six years ago, one of the things we were very enamored with is how vibrant communities are around games.
In thinking about developing game technology to enable those experiences, we met a lot of game developers and what impressed us about [then-Double Helix executive Gilmore] was three things.
They were bringing in pro players for hours of testing and feedback. They obsessed over customers early on. Second, we thought their technology was solid. A lot of Lumberyard came from Double Helix, to construct fantastic animations. Third, they were on the rise. We felt we were catching them before anyone.
We knew the Twitch guys for years, and we always wanted a way to work together. We have a lot of gamers inside the company, so we were just fans of the service. And being in the industry, we got a chance to meet them.
So you marry this community-centricity and this craft of incredible game making — that in our opinion was moving up and to the right — with their ambition to build Lumberyard, and it just sort of all threads together.
What stands out about the way Double Helix, or Amazon Game Studios Orange County, develops games?
Gilmore: The word that jumps to my head is unentitled. From the very beginning, there was this idea of short session rounds for “Breakaway.” But the game back then was offense versus defense.
But [players in testing] said, “I want to be playing both offense and defense.” One of the most junior developers on the team was the first guy that knocked out a map that was perfectly symmetrical and both teams were trying to steal something from the middle at the same time. The initial knee-jerk was, “No, that’s not what we’re making.” But the team had the humility to say, “Let’s play it.” [After] one 90-minute play session, everyone pointed to that one where you can play offense and defense simultaneously. Right there on the spot, that’s the direction the game went.
You don’t get that if you have a creative director that says: “You have to do it this way. It has to be the way I thought of this game.” This is a higher level of expertise to have a vision but to be able to incorporate really big new ideas.
Could “Breakaway” be an e-sport, where fans watch matches for fun?
Gilmore: That’s for the community to decide. But as I consider what defines a sport, it’s moments of athletic prowess that spectators can’t predict. The first time you see a reverse dunk in basketball, the first time you see a running back leap over a defensive back in football.
In the exhibition match [last week], one of the guys did a move that really required understanding the game. When you pass the relic [ball] and there’s no one to pass to, it goes straight up. He had a character that double jumps so he popped up the relic, activated his jump, caught it in mid-air, [loaded up for] a shot, did the second jump and from his apex scored a goal from really far away. Literally, no one had made a shot from that faraway [before.] We were in the audience saying, “What did he just do?”
How will “Breakaway” make money? There’s no price or revenue model announced yet.
Frazzini: It isn’t black and white to us. It’s not free to play or freemium. We think there’s a lot of room for invention and doing creative things in between, especially in the context of broadcasters. Maybe we’ll do something typical. Maybe we’ll do something a lot different.
How do you sum up what you’re trying to build?
Gilmore: We want to make games that have the potential to be really big, but also we want to make something that’s brandnew. “Go out early, listen to customers” is our strategy for doing that, for making these really big bets.