Gaming NewsTabletop Gaming

Victory Point Games Aiming for Company Reboot

VPG_logo-goldWhile Victory Point Games had already revealed the company is hard at work developing a revamped and more intuitive website, VPG has now gone public with the news insiders have been aware of for a short time: “The Little Company that Could” is making big changes in their focus and mission. While VPG made valiant efforts to release mobile apps and produce games from smaller publishers, I’m happy to hear Vince Delardo and Alan Emrich’s company is gearing up to return to their core philosophy of developing great board games.As I mentioned, I applauded VPG’s attempts to broaden the range of offerings yet those directions were probably not the best applications of the talents and resources of VPG.

The announcement:

Victory Point Games, also known as The Little Game Company That Could where The Gameplay’s the Thing!, has come a long way since we formed this business back in 2007. VPG’s original incarnation, let’s call it VPG v1.0, was literally “two guys in an attic” (Alan Emrich and Vince DeNardo; Tom Decker and Vince DeNardo are pictured here), with games produced on inkjet printers and counters made with a hand-press die cutter.

After steady growth, VPG v2.0 emerged in 2011, with improvements to our printing equipment and upgraded laser-cut counters; VPG 2.1 quickly followed with the addition of our bright red game boxes which allowed our games to move through the distributor pipeline and appear on store shelves in many more retail establishments.

Now, coming in the spring of 2014, we will launch VPG v3.0, a company reboot designed to refocus our energies on our core business activities: Developing, manufacturing, and publishing great board and card games. It is time for The Little Game Company to take serious stock of our internal systems and methodologies and run a tighter ship; to reassess our product development, publication, and marketing; and to start really managing the business side of things, because failure to manage success and growth can kill a company just as dead as failing from the outset. We are well underway re-evaluating and streamlining manufacturing, the office has been reorganized (complete with a round of “musical desks,” see the pictures below for those that didn’t have a place when the music stopped) to make things more efficient, and a fiscal assessment of the company’s business practices is currently ongoing.

Jeff McAleer

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