The document outlines Nintendo's strategy to address its first ever net loss. It analyzes Nintendo's business environment and current strategy. Nintendo plans to liberalize game development, cut losses on older consoles, and remain relevant. For long term strategy, it will adapt to mobile markets, invest in disruptive technologies like VR, and form strategic partnerships. The new strategy aims to ensure profitability and provide an enjoyable gaming experience across multiple platforms.
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IS3101 Final Presentation
1. WII ENCORE?
An is3101 presentation by âprodigiesâ team 7
Kang Jie Min ⪠Mah Yu Ting, Jeannel ⪠Lim Kuo Tao, Thomas ⪠Chew Teck Meng, Ivan ⪠Low Jun
2. BACKGROUND
First Ever Net Loss of ÂĽ43.20 billion for Financial Year 2011
Threats to Business Issues at Hand
ď§ Social Networking Websites ď§ Revamp Business/IS Strategy
ď§ Casual Gaming on Mobile ď§ Implement Supporting IT
Devices Infrastructure
ď§ Quick Adaptation by Rivals
Microsoft and Sony
3. AGENDA
1. Business Environment 2. Evaluation of Current
ď§ External Analysis Strategy
ď§ Internal Analysis ď§ SWOT Analysis
ď§ Short-Term Strategy
ď§ Long-Term Strategy
4. BIZ ENV â EXTERNAL ANALYSIS
Surrounding Developments
ď§ Technology (Fuels Expectations of Games)
ď§ Timing (No First-mover Advantage)
ď§ Pricing (People Less Price-Sensitive)
ď§ Control over Game Titles (Ensures Brand Quality)
ď§ Nature of Console Gaming (More Mainstream Now)
ď§ Software Piracy (BitTorrent, etc)
5. BIZ ENV â EXTERNAL ANALYSIS
Competitive Forces on Industry
ď§ Rivalry Among Existing Firms (Microsoft, Sony)
ď§ Substitutes (Games on iOS, Android)
ď§ Consumersâ Bargaining Power (High; Many Other Consoles/Games)
ď§ New Entrants (High Barrier of Entry)
ď§ Suppliersâ Bargaining Power (Medium; Many Suppliers Available)
6. BIZ ENV â INTERNAL ANALYSIS
Nintendoâs Current Strategy
IS Goals Business Goals
ď§ Develop Disruptive Technologies ď§ Ensure Net Profit
ď§ Keep up with the Internet ď§ Ensure Price Affordability
ďź Capture the social aspect of gaming (Miiverse) ď§ Reach More Gamers and Thereby Broaden the Market
ď§ Improve Customer Experience for Gamers ď§ Provide Enjoyable Gaming Experience
ď§ Produce High-Quality Controlled Content
7. SWOT ANALYSIS - EXTERNAL
Opportunities Threats
Tech
Strategic Rivals Adapt Mobile Device
Trends, Innovatio
Alliances Quickly Entertainment
ns
8. SWOT ANALYSIS - INTERNAL
Strengths Weaknesses
Strict Control of Slow Hardware
Strong R&D Production
Game Titles
Novel Comparatively Poor Revenue,
Classic Games Cash Flows
Technology Weak Launches
10. SWOT ANALYSIS
SW Strong Classic Stringent Slow Initial Lack of Loss-
O R&D Games Control of Supply of Cash-Cow Making
T Software Hardware Products
Tech Trends, Wii Mobile App
Innovations VR Technology
Strategic
Alliances
Quick
Adaptation Liberalize
Cut Losses
Dev. Of
Mobile Device Remain Relevant
Games
Entertainment
11. STRATEGY â OVERVIEW
Nintendoâs Strategy
Short Term Long Term
Adapt to
Liberalize the Remain Invest in
mobile Form strategic
development of Cut losses relevant to disruptive
consumer partnerships
games industry technologies
market
12. STRATEGY â SHORTTERM
Liberalize development of games
Why?
GamesCurrent SDK costconsumerâs choice of games
as core factor of ~USD$2,000.
Game Developers are essential to create great console
Still a deterrent to game developers.
13. STRATEGY â SHORTTERM
Liberalize development of games
Subscription
Release Wii U
+
SDK for free online
Royalty from game publishers
How? through the Developerâs
Centre
Payment through Integrated
Payment System in eShop
15. STRATEGY â SHORTTERM
Cut losses
Cut back on
marketing, R&D Redistribute
and production staff to R&D, Wii
How? of Nintendo DS U and Integrated
/ 3DS Payment System
17. STRATEGY â SHORTTERM
Remain relevant to industry
⢠Monitor offerings from competitors & implement as
necessary
How?
⢠Manage customersâ expectations
18. STRATEGY â SHORTTERM
IT Infrastructure
Existing IT eShop Human Resource Legacy SDK
Infrastructure Management System
(HRMS)
Proposed IT Integrated Knowledge Management Data Developerâs
Infrastructure Payment System based on a private Migration to Centre on
System for cloud which supplements Developerâs the cloud to
developers HRMS to manage the Centre cater to
& gamers technical expertise of the developers.
company
19. STRATEGY â SHORTTERM
Benefits Challenges
⢠Improved capability to meet ⢠Cost
business goals
⢠Pave the way for new products
⢠Increase shared knowledge
20. STRATEGY â LONGTERM
Adapt to mobile consumer market
Mobile consumer market Console market
Why?
Capture more
Possible substitute
for casual share
market gaming
How?
Benefits
Google Glass
Challenges â˘Increase R&D cost
â˘Relevance of Developer Centre
21. STRATEGY â LONGTERM
Invest in Disruptive Technologies
Motion and gesture 3D Virtual reality
Why?
Disruptive
Benefits
Other markets
How?
â˘Systems migration
â˘KMS Gaming Experience
Challenges â˘Larger IT department â˘KMS
â˘Developer Centre
â˘Developer Centre Military Simulation
â˘Security and reliability
Visual Technology
22. STRATEGY â LONGTERM
Form Strategic Partnerships
Why?
3rd party game titles
Benefits â˘KMS
â˘Developer Centre
3D Virtual reality visor
How? â˘Increased market share
â˘Protect intellectual property â˘Network effect
Challenges Nintendo Platform â˘Leverage on expertise
â˘Incompatibility with systems
23. CONCLUSION
Nintendoâs New Goals
IS Goals Business Goals
ď§ Develop Disruptive Technologies ď§ Ensure Net Profit
ď§ Improve Connectivity and Social Networking ď§ Ensure Price Affordability
ď§ Improve Customer Experience for Gamers, ď§ Reach More Gamers and Thereby Broaden the Market
Independent Developers ď§ Provide Enjoyable Gaming Experience
ď§ Maintain Internal Collaboration ď§ Produce High-Quality Controlled Content
ď§ Increase Shared Knowledge
24. CONCLUSION
Nintendoâs New Business Decisions
IS Decisions Business Decisions
ď§ Website to support publishing/payment ď§ Cut back on 3DS, DS â Mobile consoles
ď§ SDK on Developerâs Centre ď§ React to environment for survival, but limit spending
ď§ Infrastructure upgrade for next-gen ď§ Loosen control over software
ď§ Develop VR technology
ď§ Create mobile app ď§ Eventually venture out of industry
Hinweis der Redaktion
Substitute to mobile console gamingLeverage on consumer devicesWii Mobile ApplicationKeeping developer platform relevant and unknown mobile platform
Provide novel gaming experienceVirtual reality 3D visorVenture to other marketsMigrate KMS and Developer center internallyMore staff, security and reliabilityInvest in Disruptive Technologies
Bridging its virtual reality visor with other game titlesIntegrate game titles into Nintendo platformsExpand market share and network effectBetter collaboration through internal systemsSecuring its IP(data) and systems