Nintendo Case Study

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The story of the Nintendo business strategy and brand is nothing short of astounding and competitive analysis played an important part. BrandJapan, an annual survey of the strength of over 1,000 Japanese brands, saw a remarkable stability bridging nine years in the cast of personalities inhabiting the top two dozen situations. Then Nintendo came to the market. In the 2005 findings, Nintendo was positioned 135 in the survey. Since that point it climbed to 66 in 2006, to 5 in 2007, and finally to number one in 2008, a position it held with a worth of over 93 while the next seven products were bunched at 82 to 84, and a position it retained in 2009. During the 2004 to 2008 period, its stock price went up more than five fold and at one point its market cap was behind only Toyota in Japan. The competitive advantage Nintendo had over its competitors was the product and clearly the strength of Nintendo. Nintendo DS, released in December 2004, was a compact portable game console distinguished by an innovatively intuitive touch-pen technique. It was supported by the Touch! Generations series, which included game titles such as Nintendogs, Animal Crossing, and Brain Age targeted at a wide direct market including young females and even seniors. Then the Nintendo Wii was presented, a new form of game that incorporated user movement into gaming. With a wireless controller and the Wii remote that detects movement in three dimensions, the user can dance, sing, golf, box, bowl, work-out, play a guitar, and on and on. Opponents can be sourced in other locations and even other countries. In fact the DS and Wii with their supporting games created a new market categorized as “casual games”. Video games that require less aptitudes, experience characterized by ingenuous, intuitive rules. The new casual game category went from 1 percent of the market to over 20 percent by 2005. One principle innovative reason was the acceptance of a realistic and astute analysis of the two...
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