YTY以太鱼游戏开发
Shares of Tapestry (NYSE: TPR) plunged on Thursday after the luxury goods company reported its fiscal fourth-quarter results. Tapestry's results were mixed relative to analyst expectations, and its guidance called for revenue and earnings declines to start off fiscal 2020. The stock was down about 21.4% at 11:45 a.m. EST.
1.游戏目标明确，通过bit其他鱼，提升自己的鱼的体重，培养成为最重的鱼，培养的鱼可以在市场上出售，使游戏有了一个明确的目标，并存在一定的竞争要素，可以吸引人们投入资金。
2.鱼的属性数值化，分为体重、力量、灵敏、速度，新手也能看出数值高的鱼会有更大的价值，对新人玩家友好。
3.鱼分为普通、稀有、传奇、史诗4个稀有等级，其中稀有以上的等级只能通过玩提供的钓鱼游戏消耗ETH获取（并且是一定几率获取，玩过抽卡游戏的人，应该都知道这种几率对脸黑的人的恶意），保证了稀有鱼的供应量始终不会太多，便于维持价格。Fishbank 是一个 P2P(点对点)和 PVP(玩家对玩家)游戏，设定在 深蓝海洋的食物链。它建立在运行 于以太坊区块链上的智能合约。
Tapestry reported fourth-quarter revenue of $1.51 billion, up 2% year over year and $20 million below the average analyst estimate. Adjusted for currency, revenue increased by 4%. The Coach brand generated $1.1 billion of revenue, flat from the prior-year period; the Kate Spade brand grew revenue by 6% to $332 million; and the Stuart Weitzman brand grew revenue by 17% to $85 million.
游戏概念相对简单。玩家拥有鱼 (实际上是 ERC-721 加密货币)。 每种鱼都有唯一的名字，唯一的形 象和特点。鱼的核心参数是重量， 它定义了鱼的大小和影响。玩家的 主要目标是让他们的鱼增加体重， 目的是成为海洋中最大的鱼。鱼只 有通过攻击其他鱼才能增加体重， 咬掉对手一口才算做成功攻击。 鱼具有的特性越强大，它获得的重 量越大，则赢得在下一场鱼打斗的 机会就越大。
鱼的形象是根据个算法利用类型， 特性和重量的数据生成的。这些参 数有成千上万种变化，所以几乎每 一条鱼都是独一无二的，根据其形 象的稀有性和完美性可以获得一些 额外的价值。 玩家之间可以在鱼市场对鱼进行交 易或交换。游戏中的每一个操作都 是由一个独立的智能契约发起并控 制的。玩家之间通过一个网页版图 形用户界面直接进行交互，该界面 帮助触发动作并显示结果。
Tapestry CEO Victor Luis pointed out the consistent performance from the Coach brand. "We understand that driving sustainable growth at Coach is essential to the success of Tapestry overall and are proud of the brand's performance, highlighted by seven consecutive quarters of positive comparable store sales."
Now what
While Tapestry's fourth-quarter results were generally positive, its first-quarter guidance may have disappointed investors. The company expects a slight year-over-year decline in revenue and a decline in earnings per share. The quarter's results will be impacted by new store openings and other strategic initiatives.
