Text/Lin Zhi

In 2024, NetEase Sakura Studio, which was responsible for the development of "Legend of the Sacred Sword: Visions of Mana", announced its dissolution. Kenji Ozawa, a core member, then established Camellia Studio at the end of 2024, which is located in Shinjuku, Tokyo, with a team size of 3 people.

Their goal is to develop a mid-sized game priced at $19-$29 and played for 10-20 hours, with a great storytelling, artwork, and other attractive game products.

When learning of the disbandment, Kenji Ozawa said that his first concern was not the individual staying, but the situation of the team members. He said that although he has experienced termination or discontinuation in other projects, it is a pity that the team culture that disappeared with the dissolution of Sakura Studio is the first time for him.

As for what he expects from the studio in the future, he said that he hopes to have a team at the level of a full team leader and be able to make any type of game.

The following is the original text of the interview:

Grape Jun: What was your first reaction when you learned that the team was disbanded?

Ozawa: The first thing that comes to my mind is my worries about the members.

In addition, I regret the disappearance of a culture in which Japanese and Chinese creators from both Japan and China can listen to each other's opinions, express their ideas carefully, and work together to find the best solution based on this.

I have experienced many times when the project was stopped or terminated outside of Sakura Studio, but this is the first time for me that the "team culture" has disappeared.

GRAPE KING: WHAT DOES VISIONS OF MANA MEAN TO YOU?

Ozawa: For me, "Visions of MANA" was an important work that allowed me to experience a lot of things like playing RPGs, such as joint development between Japan and China, team building, and so on.

Grape Jun: What makes you feel like you "must" start a business? Do the skills you learned at a big factory really apply to a small indie studio?

Ozawa: When I started the company, I realized that "we must create a platform where creators can create the content and works they want to express with peace of mind." If you just want to make a small-scale game, you can do it as an individual or group of individuals, and there is no need to start a business.

The skills I've learned at big studios, specifically, building a framework for collaboration between multiple companies within and outside the game industry, and leading the team towards a common goal, as well as maximum productivity in game production, under existing conditions, are important, and I'm currently using them.

Grape Jun: You've managed a number of IP mobile game projects and led console game development, and now you're going to make a mid-sized boutique indie game. What is the biggest difference between these three in terms of development ideas?

Ozawa: Perhaps due to the expansion of the team, there is also a difference in the requirements for human resources. I don't think the requirements for mobile and console game development are different, and I don't need to go into details.

Generally speaking, large-scale games have a wider range of areas to cover than small- and medium-sized games. Therefore, it is necessary not only to have expertise in the field for which you are responsible, but also to think about the areas that you are not responsible for from the perspective of the user, and to actively put forward opinions on the final shape of the project.

Grape Jun: You mentioned that you want to build a short-term high-quality game with "AAA team experience", how to avoid over-development or quality degradation in the case of limited resources?

Ozawa:The experience of the AAA team is not about achieving a gorgeous artistic expression or a new idea that costs a lot of money. Rather, it is to avoid excessive technical research, to turn the concept of the project into a realizable game idea, and to create a team system that can guarantee quality and produce above average works even if multiple people work together.

I've learned this from many Japanese game creators, and I think that if you can gather people who share the same philosophy from the beginning, you will be able to work efficiently in all aspects of performance and feature development.

Grape Jun: Camellia Studios doesn't have a large capital investment, and the team is only 3 people, but the goal is to make a game that costs $19-29 and takes 10-20 hours to experience. What is the core competitiveness of this model?

Ozawa: Although our goal is to "create and sell original games," we don't plan to do this alone. We are also conducting joint development with other companies and co-development with various content companies at the same time.

On March 25, Glitz Visuals, which is engaged in the production of games and video art, signed a capital business cooperation agreement with Camellia Studios.

Grape Jun: You say that you have no business experience and no capital, so how do you convince others to invest in you? How confident are you in the future of this company?

Ozawa: We didn't intend to convince investors. We can succeed without investment. In the Chinese market, such cases are rare, but in the Japanese market, many companies start with some game development and then gradually scale up and eventually succeed. Of course, if there are like-minded people, we are always welcome to cooperate.

Grape Jun: How many opportunities do you think the market has left for new independent teams?

Ozawa: Personally, I think there are many opportunities, but for those who want to start their own business from now on, there is no need to think that "because there are already many companies, we will be out of business."

Globally, the gaming industry itself is still expanding, and popular expressions and gameplay itself will change with the times.

Grape Jun: You mentioned that "we should not blindly believe in the wisdom of our predecessors, but use and boldly destroy it", what specific innovations do you have in terms of development methodology?

Ozawa: If I could focus more on development, I'll talk about it with a case study! Ha ha. Our company can't just focus on game development at the moment, because we're still building a good staff and funding base. However, I would like to see the opportunity to continue the precedent of "Japan-China joint team building" pioneered by Sakura Studio.

Grape King: How do you judge the success of a game? Is it sales, player feedback, or something deeper about it?

Ozawa: You may be surprised, but what I value most is sales. Of course, I'm not saying "as long as it sells, it's okay if the game is bad".

I mean, taking what I thought was "this must be fun" through the game, and spreading the word about the game to the players who actually bought it, so that everyone involved, including the developers, partner companies, and players who bought the game, could have fun. I think sales volume is the most direct indicator of this.

Grape King: How do you imagine the release of your first game? If it succeeds, what's next for you? If it fails, what's next for you?

Ozawa: Regarding the development of the company, I think that in the early days of any company, in any industry, it is more realistic to say "seize every opportunity and keep acting" than "follow the plan that has been made".

If I can achieve the goal of "creating a company with people I trust and creating a place where I can make games", I hope to share my experience with more people.

Grape: In five years' time, what do you want the Camellia Studio to look like?

Ozawa: I wish we could have a team at the level of a team leader who can make any kind of game.

Grape Jun: What is the biggest feeling since starting a business?

Ozawa: The biggest surprise thing about me since we started our business is that even though we haven't announced the game we're working on, we've received incredible support. I am excited that many of the senior presidents of Japanese game companies have shared with me their experiences and difficulties when they were younger, and encouraged me.

Although I started my business with trepidation and anticipation, I felt strongly that my company was also part of the huge ecosystem of the "gaming industry".

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