| The Sierra Network | |
| Hq Location City: | Oakhurst, California |
| Hq Location Country: | United States |
The Sierra Network (TSN) later rebranded as the ImagiNation Network (INN), was an online service launched in 1991 by Sierra On-Line.[1] First developed in 1989 and launched to the public in 1991, it offered subscribers a unique online space to play games and socialize, billing itself as a "cyberspace theme park." This service was the first exclusively focused on online gaming and was among the early adopters of online avatars, laying the groundwork for future gaming communities.[2] [3]
TSN was conceived by Ken Williams, co-founder of Sierra On-Line, who saw potential in expanding the gaming experience beyond single-player adventures to a more social, interactive medium.[4] This vision led to the creation of The Sierra Network (TSN) in 1991, a pioneering platform enabling real-time interactions and gameplay among users across different locations.[5]
Previously, Williams had released a modem-supported helicopter flight simulator, showcasing his early fascination with multiplayer gaming.[6] Additionally, he took an interest in Prodigy, an early online service, which he called a "preview of the future."[7] Prodigy stood out as the first platform to integrate text with an easy-to-use graphical user interface and wide-ranging content designed for a diverse and mainstream audience.
Ken initially proposed an innovative device: "The Constant Companion," envisioned as a compact unit that could be connected to a television, similar in appearance to conventional video game systems.[8] It was designed to be straightforward, requiring only a power source and a telephone line connection, with a built-in modem facilitating its operation. The goal was to market this device at an accessible price point of approximately $99, employing a business strategy where the initial sale would cover hardware costs, with the primary revenue coming from monthly or hourly subscription fees.
NEC initially collaborated with Ken, supplying the necessary computers and equipment to develop a prototype for the Constant Companion. However, as discussions about manufacturing the device progressed, NEC's interest in the project diminished. In response, Sierra redirected its strategy to enhance the device's gaming content and make the Constant Companion accessible to a wider audience, specifically targeting individuals with personal computers. At that point, the program was rebranded as "The Sierra Network," a change thought to broaden its appeal and leverage the recognition of the Sierra On-Line brand.
The technical execution of this idea fell to Jeff Stephenson, Sierra’s lead system programmer, who faced the task of developing a new programming language specifically for online gaming. The result, on online enabled version of Sierra’s Creative Interpreter aimed to address the unique challenges of supporting multiple players in an online environment and creating an intuitive user interface.
In developing The Sierra Network, Williams prioritized simplicity to ensure the platform was accessible to a broad audience, especially those new to online gaming. His objective was to create an environment where users, regardless of their gaming experience, could easily navigate and engage with the content. As a result, TSN was designed with a user-friendly interface and launched with a variety of well-known games, such as bridge.
The company expanded and rented additional office space in Oakhurst within a building previously known as The Old Barn, a restaurant with a rustic Wild West theme. This building, recognizable by its water tower, would later be featured in the game's home screen.[9]
By November 1992, the company had invested $10 million in developing the service, aiming for 50,000 members by March 1993.
Unlike many services available at the time, TSN differentiated itself by utilizing a graphical interface to enhance the visual appeal of online interactions, as opposed to the prevalent text-based interfaces. The platform supported both multiplayer and single-player games, and it promoted social interactions through the creation of avatars and the ability for users to form guilds or clubs. TSN also introduced online shopping features, exploring a concept that was relatively uncommon in digital services of that era. In other words, TSN was "tragically ahead of its time".[10]
Inspired by Disneyland's themed lands, Ken envisioned The Sierra Network as a digital theme park with distinct areas, aiming to create a space that vertically targeted different audiences and interests.
TSN also introduced FaceMaker, a tool allowing members to design a virtual "face" or avatar for their online identity. These avatars, which could be seen during games or chats, offered customization options for gender, age, and style, enabling users to tailor their digital representation to their preferences. The style of avatars could also change depending on the area of The Sierra Network being accessed. The modular design was inspired by Mr. Potato Head. FaceMaker was among the first instances of customizable avatars, a concept that would quickly become a staple in online platforms.
In June 1992, TSN introduced a new 'flat rate' pricing model, starting at $12.95 for up to 30 hours of service each month. At the time, this approach was regarded as a significant long-term marketing strategy for the company.
A central challenge were TSN's high operational costs. The service predated the widespread consumer use of the internet. Users had to dial in through local telephone numbers, which then connected to TSN via Telnet. "It was costing us more per hour to have customers online that what we were getting in revenue," said Williams.
By 1993, the pricing structure had evolved. A basic membership, priced at $12.95 a month, offered 30 hours of access during nights and weekends, but this was limited to Clubhouse games. Additional access to each of the three theme parks required an extra $4 per month. For broader access, packages could cost up to $150 a month, offering more playing time. These prices did not include the telephone charges required for connection, which could cost an additional $6.00 per hour.[13]
The need for a dial-up connection limited potential growth to users within the continental United States. Despite raising prices, the company was losing money rapidly and struggled to meet the initial goal of 50,000 subscribers.
Faced with financial challenges from The Sierra Network (TSN), which was incurring significant losses without a clear path to profitability, Sierra opted for a strategic shift in 1993 by selling a 20% stake in TSN to AT&T.[14] This decision resulted in the renaming of the network to "The ImagiNation Network". In 1994, AT&T completed its investment by purchasing the remaining stake for $40 million, taking over network infrastructure and customer acquisition and billing process to address the operational challenges previously faced by Sierra.[15]
AT&T planned to invest $5 million into developing new games for the platform. It also entered into an agreement to make ImagiNation accessible on Sega video game consoles. Furthermore, AT&T officials expressed intentions to develop a version of a 3DO player that would include software for accessing the Sierra Network, indicating a strategy to expand and improve the network's reach. However, the service struggled under the new corporate ownership, hampered by bureaucracy and attempts to overhaul its underlying code base. After several frustrating years, AT&T sold the ImagiNation Network in 1996 to America Online. By 1998, the service was discontinued, concluding a significant chapter in the history of online gaming.
In a compelling alternate history, Bill Gates and Microsoft showed interest in purchasing The Sierra Network (TSN) concurrently with AT&T's initial investment. Gates felt let down when Sierra chose not to explore Microsoft's proposal further, arguing that Microsoft's bid would have been more advantageous for Sierra's shareholders compared to AT&T's offer. He pointed out that Microsoft's emphasis on online ventures was a better match for TSN's direction than AT&T's wider-ranging strategy, suggesting a missed opportunity for a potentially more synergistic partnership.