In 1992, Sierra On-Line had a significant investment in the research and development of games for both competitive entertainment and educational software industries.
Sierra On-Line had initially intended to release its product in time for the holiday season. However, unforeseen circumstances led to a one-year extension of their development schedule. As a result, the company revealed the prolonged timeline and expenses in their financial statements, which ultimately resulted in a significant revenue increase compared to the previous year. Nevertheless, because of the highly competitive nature of the industry, this achievement provided investors and analysts with an inaccurate perspective on Sierra On-Line's investment potential that did not reflect overall economic conditions. To create new products, software companies must assess when it becomes financially feasible while forecasting future sales and deferring other costs.
The determination of t
...he point at which software development costs could be capitalized played a significant role in predicting the success of software companies. For Sierra On-Line, this was particularly important since new titles accounted for 40% of its sales. SFAS No. 86 provided guidelines for establishing this point, allowing for a shift from expense write-off to cost capitalization based on future revenue amortization on a product-by-product basis. Through careful selection of this point, Sierra On-Line gained an advantage over its competitors, particularly with King Quest VI and The Sierra Network (TSN). A Forbes article cited that while software companies typically capitalized 20% of R;D costs, Sierra's competitors only capitalized about 10% due to the highly competitive market and rapidly changing customer preferences.
Significant impact on operating costs was seen due to TSN development costs during newsworthy events, despite still being in the test stage. Revenue idea
were generated based on early subscription numbers. Meanwhile, King Quest VI experienced a one-month delay from its initial September launch date, which could have a detrimental effect on marketing efforts and consumer awareness during the holiday season. Sierra On-Line's Annual Report (Exhibit 3) discusses exceptions to their standard amortization period, including a lengthening for CD-based products.
Sierra explains that decreasing the development period for certain products lowers the amortized costs, leading to increased capitalization and net revenues. Moreover, they have simultaneously increased the number of titles developed to adapt to market changes and consumer demands. Successful computer entertainment and educational software companies require creative, high-quality products that can be quickly brought to market. To achieve this, the focus should be on longer development periods from conception to creation and on swift production once an idea has been deemed appropriate.
Sierra On-Line stretched its development timeline by delaying some of its titles, using accounting methods that prioritized a favorable financial picture over the overall business economy. This tactic deceived investors and analysts with expectations of future sales and subscriptions.
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