Nintendos Disruptive Strategy Ali Farhoomand Havovi Joshi 2009
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I have been a long-time Nintendos fanboy and a huge fan of their Nintendo DS device. Their innovative gameplay and easy-to-use nature made Nintendo DS one of the most popular home gaming consoles in the market. It allowed players to take full advantage of their gaming system, with its diverse collection of games, from casual puzzles to more serious titles. That all changed in 2006. That’s when Nintendo shocked the world with the announcement of their DSi, a device
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Nintendos disruptive strategy can be interpreted as the company’s strategy in the video game industry. With the advent of online distribution channels in the gaming world, the traditional way of selling video games was changing. It was a major shift in the industry and was taking place because Nintendos did not have the means of doing the same. With the new online game streaming and downloads systems, Nintendos was left out, and they needed to innovate to stay relevant. Nintendos disruptive strategy was centered around a two-step process;
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I have been fascinated by the recent trends in the gaming industry since the late 1980s. Nintendo’s “Disruptive Strategy” or “Super Handheld” concept in 2003 has been quite fascinating for me. next page The concept of Super Handheld was first introduced at the E3 2003 Game Show in Los Angeles by the Japanese company Nintendo. This was one of the most fascinating and groundbreaking game concepts I have ever seen in my life. At first glance,
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Nintendos disruptive strategy was an aggressive move towards a world where players were losing their connection with traditional video games. I, an Nintendo enthusiast, was extremely passionate about the company’s approach. It started from 1983 when a young man named Shigeru Miyamoto, a game developer, started working on his game, “Donkey Kong.” The game, as he had hoped, would revolutionize the gaming industry. But the idea seemed to be in vain, until 1985, when Nintendo released
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In January 2009, we witnessed one of the most exciting and disruptive strategies in the history of Nintendo. It involved the first mobile games marketplace for handheld devices, called Nintendo DS, and its launch in the United States. The strategy was a perfect fusion of the brand-new technology (Nintendo’s portable DS console) and the company’s core business, the videogame industry. Nintendo DS would allow the gamer to enjoy their games offline with access to thousands of games from
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As you may have observed, the traditional marketing mix for a consumer products company was based on five essential elements: branding, differentiation, product innovation, distribution channels, and pricing. The disruptive innovator, Nintendo, went beyond the traditional approach to disrupt and challenge the entire industry through game design. The core innovation in this company was that they disrupted traditional methods of game design. By focusing on providing a great play experience, which included multi-player functionality and innovative game mechanics, Nintendos was able to achieve
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The text material is a summary of my case study on the Nintendo disruptive strategy of 2009. Nintendos 2009 strategy was to introduce three new game consoles with different features, a Wii, a DS, and a GameCube. This strategy aimed to break into the lucrative market by providing players with new innovative gaming products, cutting-edge technology, and a competitive pricing model. My analysis of this strategy is based on three primary factors. Firstly, the company’s target
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“I think there is no other way to make a big mark in the consumer market, rather than the traditional ones. And Nintendos disruptive strategy is the best way, to grab the attention of the consumers and to create the new paradigm. They have been doing it, by releasing innovative products and games. And their products have always been different and unique. They have always stood out from the rest. Even during the Game & Watch, which is considered to be the “gold standard” in the gaming world, the original concept was not