Role-playing gaming must rate as the cheapest entertainment around. Even if a game master buys an adventure to run, five other people get hours of fun from the purchase. And those hours come from a slim packet of pages. A hardcover adventure will sustain a campaign for a year. A few bucks spent on dice and maybe on a core book can sustain a player for years. Compare that to the price of comic books or collectable card games or, heaven forbid, golf.
The low cost of role playing makes selling RPGs a tough business. Players can only spend so much time at the game table, and a few purchases will fill all those hours.
Back in the 80s and into the 90s, role-playing games seemed like a better business. Every major RPG line produced a new book or box every month, and TSR produced several. Sure TSR suffered setbacks, but their problem came from wild spending on things like company cars and needlepoint companies. The RPG products sold.
Most of the folks buying those books and box sets probably used a tiny fraction in play. Who had the time? Even if real life never interfered with your gaming, you didn’t have four friends who shared your passion and freedom.
During all the hours you wanted to play games like Dungeons & Dragons but couldn’t, you settled for exploring the game world by reading its source books. So the Complete Guide to the Tribes of the Southeast Highlands of S’norr sold to be read rather than played.
In those days, gaming used to be what D&D boss Mike Mearls called “a hobby of not playing the game you wanted to play.” Fate designer Fred Hicks calls time spent creating characters or reading game books “lonely fun.”
Electronic games took away the appeal of lonely fun. Now wherever you have a laptop or phone, you can game. “People are just playing games now,” Mearls says.
By the 90s, too few gamers bought game books to fill time between games. Nonetheless, TSR kept publishing until the cost of unsold books brought the company near bankruptcy. TSR sold itself to Wizards of the Coast. The sale spared D&D from becoming a mere brand, a once-proud name like Atari, now used by a winning bidder to sell video games.
When Wizards’ executive Ryan Dancy took charge of reviving D&D, he wondered how to build a business on a cheap pastime. Only D&D’s core books made much money. Dancy saw profit in selling the Player’s Handbook and character options to players, but D&D needed adventures and settings to attract dungeon masters. Dancy plotted a strategy around opening the game: Companies could support D&D with low-margin settings and adventures based on the d20 license, while Wizards reaped the real money selling the core.
Under this new plan. Wizards launched D&D’s third edition. For a year, core books and player-option books dominated the game’s releases. But the new game succeeded beyond expectations. Its sales boom lured the company back to printing settings and setting books. Once again, DMs faced more books than they could use.
When the boom ended, the D&D team began suffering annual layoffs.
By D&D’s fourth edition, everyone knew too few players bought campaign-setting books to make much money, and that few DMs bought more books than they could use in play. So fourth edition limited each campaign setting to two books: one for DMs and one with player options.
The 4E team refocused on selling books for players. The D&D team hoped every player would spend hours tinkering with character options, making a hobby of not playing the game that they wanted to play. Every month, hardcovers filled with new options reached stores.
But the strategy fizzled. Too few players wanted to devote time to lonely fun sitting around making characters.
Now, streaming and video offers a new way to watch people play D&D—and a new way to enjoy D&D while not playing D&D and not buying D&D books.
World of Warcraft and Acquisitions Incorporated may not replace all the joy of rolling dice with live people. However, for most folks, such substitutes make a better alternative to the D&D table than either pouring over Martial Power 2 for character options or reading The Great Glacier to explore a game world.
The D&D brand extends beyond the game table to things like novels and electronic games. Today, tabletop gamers add to D&D’s profit margin by buying core books. Wizards publishes other D&D game books to support sales of the core.
Mike Mearls and his D&D team see little market for game materials that won’t reach play. This shows in their focus on the adventures required by DMs and destined for the game table. The team produces just enough adventures to sustain weekly sessions. More adventures would tempt DMs to buy just the one they’ll play. Such choices stretch the profit of one sale over the cost of publishing more adventures.
In the years since the fifth edition’s release, only the Sword Coast Adventurer’s Guide caters to folks who want to read about D&D worlds or spend time tinkering with character builds.
For those of us who crave more monsters and classes, fifth edition’s few releases leave us hungry for more, but the Wizards team thinks they have a D&D strategy that can last.