bis - casestudy nintendo

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  • 8/2/2019 BIS - CaseStudy Nintendo

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    Business Innovation Strategy

    Case study

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    processor that delivered about 300 million polygons per second, more than three times the graphics

    performance of the Playstation 2, the previous generation console that Microsoft hoped to displaced.3

    The Xbox 360, which Microsoft introduced four years after the Xbox, used a 3.2-gigahertz processor, an

    order of magnitude faster than the Xbox while delivering 500 million polygons. The PS3 also used a 3.2-

    gigahertz processor and the firms new much-touted Blu-Ray DVD technology.

    These advances in technological innovation also created more options for software (game) developers

    to design games for each generation of consoles that were even more lifelike and appealing to core

    gamers than those designed for previous generations. However, in tracking the technology frontier,

    console makers incurred very high console costs. Console makers had to develop custom chips

    dedicated to their consoles or use the fastest and best chips available in the market. The result was that

    each console cost so much that its maker sold it at a loss, and hoped to make money from the royalties

    collected on software sales and from selling accessories.

    Effectively, each new generation of consoles delivered outstanding technological performance, images

    that were more lifelike than those from previous generations, and appealed to core gamers. Each new

    generation was also more complex than previous generations and many games took hours, if not days,

    to play. Virtual violence also became more common with each generation. Moreover, playing many ofthese games required players to master complicated combinations of buttons on each consoles

    complex controls, and lots of gaming know-how and expertise.4 Each new generation of consoles

    rendered the previous generation technologically obsolete and out of style as far as core gamers were

    concerned. Additionally, most games developed for new consoles often rendered previous games

    obsolete. The product cycle timethe time from when the first product in a new generation was

    introduced to the time when the first product in the next generation was introducedwas also

    decreasing.

    The Wii

    Nintendo introduced its Wii video console in the Americas on November 19, 2006, only about a week

    after Sony had introduced its PS3 console on November 11, but one year after Microsoft had introducedits Xbox 360. The Wii had a simpler design than the Xbox 360 and PS3 to appeal to the casual or lapsed

    gamer, or noncore gamers who had neither the time (hours or days) to dedicate to a game, nor the

    expertise to handle the complexity of existing console controls and games.5 It had easy-to-use controls

    and its games sought to offer reallife, rather than escapist scenarios. According to Jeffrey M. OBrien of

    Fortune, the Wii differed from the Xbox 360 and PS3 in other ways:

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    Business Innovation Strategy

    Case study

    4 | P a g e