Company: GCL
Filing Date: 2025-04-03
Form Type: F-1
Source: 0001213900-25-028608
Chunk: 35

Company: GCL Global Holdings Ltd
Filing Date: 2025-04-03
Form: F-1
Chunk 35
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We believe that establishing
and maintaining our brands is critical to maintaining and creating favorable relationships with gamers and content licensors, as well
as competing for key talent. Increasing awareness of our brands and recognition of our games is particularly important in connection with
our strategic focus on further publishing opportunities and entering game creation and development opportunities. In addition, we have
only recently began to expand into publishing and entertainment properties management by bringing forth different monetization solutions
for the game intellectual property (the “game IP”). Enhancing our brand awareness in those new business areas
requires significant investment and extensive management time to execute successfully. Although we make significant sales and marketing
expenditures in connection with the launch of our games, these efforts may not succeed in increasing awareness of our brands or the new
games. If we fail to increase and maintain brand awareness and consumer recognition of our games, our potential revenue could be limited,
our costs could increase, and our business, financial condition, results of operations, or reputation could suffer.

The video game industry is very competitive. If consumers prefer our competitors’ games over the ones we distribute or develop, our operating results could suffer.

Competition in the video game
industry is intense. A relatively small number of “hit” game titles can account for a large portion of total sales revenue
in our industry. “Hit” game titles offered by our competitors may take a larger share of consumer spending than we anticipate,
which could cause our sales revenue to drop. As our business is also dependent upon our ability to develop “hit” game titles,
which require increasing budgets for development and marketing, the availability of significant financial resources has become a major
competitive factor in developing and marketing games. Some of our competitors have greater financial, technical, personnel, and other
resources than we do and are able to finance larger budgets for development and marketing and make higher offers to licensors and developers
for commercially desirable properties. For instance, large game publishers, such as NetEase and Tencent, and global interactive entertainment
companies such as Electronic Arts Inc. and Activision Blizzard, Inc. all have games that compete with the games we distribute or develop.
Some of these current and potential competitors have significant resources, can incorporate their own strong brands and assets into their
games, have a more diversified set of revenue sources than we do and may be less severely affected by changes in consumer preferences,
regulations or other developments that may impact our industry.

In addition, both the online
and mobile games marketplaces are characterized by frequent product introductions, relatively