How Nintendo Saved Nintendo

Nintendo has dominated the console market with their first handheld gaming device called Gameboy, having sold over 150 million units, and continuing to create more handheld ones. Games have also become easily accessible on smart phones, following the trend of portability. According to research conducted by the Entertainment Software Association (ESA), 43% of gamers play games on their smartphones, and 25% play on a wireless device. Video game consoles have drastically improved since the 1970s, having become lighter, faster, and more interactive. All of these improvements were made possible by the advancements in hardware.

Nintendo’s strategy for pricing of consoles and games was to lock-in the network effects consoles offered by pricing them at- or below- cost and reaping profits by pricing video games at significant margin. Nintendo took these actions because it knew that if consumers used the NES/ Famicom console, they would be a captive audience for its higher-margin video games which were necessarily more perishable from a consumer taste perspective. This affected the value created by

After seeing how the Nintendo Gamecube was doing many 3rd party developers did not want to work with Nintendo. Developers wanted to make mature games for the Play Station 2 and the soon to be released Xbox. Another reason developers shied away from developing on the Gamecube was for the lack of power and storage space with the discs (Thomas, L). Sony was using standard sized discs which meant that bigger games would be able to be played and developed, because of all the storage. Nintendo decided to try using smaller discs that had minimal storage and games would not be as big. This turned developers away and as of 2017 this decision Nintendo made back in 2001 still affects Nintendo.

The Nintendo brand has changed over the years, starting out as a simple card company that has expanded into the massive electronic giant we know today. They have had their ups and downs through their time as a gaming company but they always have the gamer’s interest in mind. As the late CEO of Nintendo, Satoru Iwata said, "On my business card, I am a corporate president. In my mind, I am a game developer. But in my heart, I am a gamer" (Yu, E., & Chan, W.

To attempt counteract this cyclical slowdown, EB games have introduced an ever-growing variety of accessories with games to increase the revenue raising capacity of their respective consoles, as well as maintaining the loyalty and attention of a fickle gaming public. Some types of games have been released, with specialty controllers to great success, mitigating the expected lull in sales in the lead-up to new consoles. Recently however, the competition has become slightly skewed. Nintendo’s newfound dominance of the market is causing some headaches for Sony and Microsoft.

However, the extent to which the hardcore gaming demographic dictates the structural aspects of the gaming industry as a whole is remarkable. Companies are still willing to cater to this audience because it is a profitable enterprise, as it is only the most devoted of fans who will line up days before a system release while generating free publicity on the internet and through word of mouth in the months prior. Thus, and perhaps unexpectedly, an important factor in the Wii's meteoric rise was Nintendo's ability, through the strength of its brand and residual nostalgia effects, to co-opt this hardcore gaming culture with a console that at best, only occasionally acceded to its wishes, while at worst, marginalized them completely. What Nintendo realized, and ultimately capitalized on, was that the hegemonic structure influencing the industry was inherently weak, in that it was essentially a small minority overwhelming the relatively silent masses. Although there are doubts to the sustainability of such an endeavor, the signs are present that the Wii has already altered the video game

Many people in the world wonder which is better the Wii U or the New Nintendo Switch. The Nintendo Switch and the Wii U are very comparable but the Nintendo Switch is more improved than the Wii U because the Switch is portable and a console, fixed at what the Wii U failed and updated hardware. The Based on my reasons and my research have proven that the better one is the Switch. The NIntendo switch is meant to transfer from onto the T.V to the handheld game system.

Like St. Jude 's, Nintendo, a for-profit business, is building its brand identity through their PR and advertising and their social media. Throughout Nintendo’s many years of business, they have had many logos for their company, consoles, and other products. Their most used logo is white text that reads, “Nintendo” in a red oval around the text. This logo is used on buildings, clothing, the game consoles, and pretty much all of Nintendo 's other merchandise. This logo has been used

Another extremely fun game to play on the Nintendo Switch console would be Star Fox. The ability to move around with your console – and to do it more than with the Wii U – would make flying rocket powered mopeds a lot of fun. Not to mention that we’ve not been treated with a proper Star Fox game for years, even though the last game was highly acclaimed. The problem with seeing Star Fox pop up on Switch might be the fact that the gaming company behind it, Rare, has been bought by Xbox. But w can still hope.

Sony, Microsoft and Nintendo have been competing for a decade with Sony dominating the market throughout most of the years because of their superior technological products. The video games industry faces an entirely new rivalry situation. In 2008, Sony lost its strong position on the market, because of Nintendo’s success with their dynamic Wii over Sony’s high-tech PlayStation 3 and Windows’ Xbox 360. Although the Wii was technologically much less advanced than PS3 and Xbox 360, the Wii's cheaper price, ease of use, innovative motion-sensitive controller, and simple but fun games, made the console a hit all demographics from 9 to 65 years old, male and female. All these factors resulted in Nintendo’s Wii dominating sales and surpassing Sony’s by an impressive ratio of 2:1.

Both Sony and Microsoft focused their efforts on hard-core gamers and offering processing power and cutting-edge features to attract them. On the other hand, Nintendo has been trying to attract new customers that traditionally are non-gamers. The

Nintendo Company, Ltd is based in Kyoto Japan. They are recognized as being the "worldwide leader in the creation of interactive entertainment" (Nintendo, 2002, PG). Some of the world's best selling video gaming has come from the Nintendo Company, including Game Boy and Nintendo 64. In America Nintendo is based in Redmond, Washington. It is interesting to note that in American households nearly 40% have a Nintendo product.

The fifth and final force is that of the intensity of rivalry. This is the strongest force in the video game industry. Nintendo was very strategic in targeting an audience that Microsoft and Sony neglected. While Microsoft and Sony focused on the typical gamers, males ages 18-34, Nintendo focused on a broader audience “everyone” when creating their Wii. In the video game industry rivalry Microsoft and Sony are battling for the same market, while Nintendo has much of its audience all to itself. This is why

The role of technology is vital in this industry as it focuses on technological efforts for competitive advantage. Every new development uses new technology. Though there are restricted innovations in the gaming industry, the speed of technological transfer is very high. Nintendo’s role from playing cards to toys to video games and then with each console introduced, included many technological changes. Technological up gradation increased hardware costs and discouraged innovation. The online capability of Nintendo Wii was a major change in the technology of the video game industry though they were not able to do as well as their competitors (Sony, Microsoft).

Nintendo however is not present in this new market and therefore it is very important to take in consideration to enter this new area because at the moment the company does not have products that satisfy those new needs resulting in the loose of sales and consequently revenues.