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Nintendo V3
1. NINTENDO Competitive Analysis and Strategic Recommendations Prepared by Sudhish Subhash | Theron Korda | Mridul Katial | Sumit Deo M-290A EDGE : FTMBA10 - PaulMerage School of Business
2. Vision Current state BoD Employees Investors Recommendations Conclusion Corporate Vision Expand Gaming Audience Devotion to entertainment business Devotion towards employees Vision
7. Screen free - 3DTime 3D presentation techniques non bound by CONTENT – games, music, shows Compete against non-consumption Next?? Consumerism and Socializing Time Non-consumers or non-consumer context Vision Company improvement trajectory
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10. 63% of parents feel that video games were a positive addition (2008)Current State - Industry
11. Vision Current state BoD Employees Investors Recommendations Conclusion Opportunity Insights Competitors & Substitutes Mega Global Forces Consoles: PS3,Xbox360 PC Games Handheld: iphone, PSP, Gameboy, DS lite Social Gaming: MMORPG, Xbox live, PS network Home Entertainment: Movies, Songs, Netflix, Redbox Upcoming: Microsoft’s Project Natal, Health vault Interactive education: languages, architecture, environmental issues, exploration Health Virtual Shopping Social/interactive gaming Online dating Gesture based interaction Home entertainment E-readers, file management Current State - Industry
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13. Focused on what matters in having fun rather than what is looking or having cutting edge
14. Changed the way how game was played: from pushing buttons to moving body
15. Used game for something more than game such as fitness and family entertainment to make this other activity funValue Proposition
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18. Built a lot of brand equity over the past 30 years (sold 49 million Super Nintendo Entertainment System consoles in the 90s)
19. Captures a broader demographic than other console makers
20. Solely focused on gaming, unlike competitors Microsoft and SonyCurrent State - Nintendo
50. Position : Casual GamersAssumptions Realism – More effective representations and interactions in 3D Hardware-less controls Capabilities Strengths: Brand awareness, Loyalty, Presence Weaknesses: Manufacturing costs Competency: Operating Systems/ Computing Vision Current state BoD Employees Investors Recommendations Conclusion 4 Corner’s Analysis for Insurgent (Microsoft) Current State - Competitor
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52. Ensure that Nintendo 3DS (pipeline) is positioned correctly
55. Acquire smaller players with a potential to disrupt1UP Current State – Nintendo Vs Competitor
56. Partner with other companies Execute Execute Build in-house Vision Current state BoD Employees Investors Recommendations Conclusion ? SHORT-TERM STRATEGY A Y N Y N Strategy
57. Vision Current state BoD Employees Investors Recommendations Conclusion SHORT-TERM STRATEGY B Multi controller ? TouchscreenWii - One Controller, Multiple Uses Strategy
58. Vision Current state BoD Employees Investors Recommendations Conclusion SHORT-TERM STRATEGY C YOO can control your emotions EMOTION SENSING Strategy
59. Vision Current state BoD Employees Investors Recommendations Conclusion SHORT-TERM STRATEGY D Cater to a broader demographic From ages 5-95 yrs Strategy
60. Vision Current state BoD Employees Investors Recommendations Conclusion Milestones Strategy
61. Vision Current state BoD Employees Investors Recommendations Conclusion LONG-TERM STRATEGY Strategy
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63. Gaming Focus: Nintendo is dedicated to games, while competitors worry about broad high tech and electronic sectors.
64. Strength of Brand: Customers know that they can expect quality and creativity from Nintendo.
65. Scale: Nintendo has the capability to launch the next gaming revolution on a global scale.
66. Sustain: Nintendo must continue to build on its success to maintain market share Employees
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68. Knowledge Base: Key individuals that brought us Wii and Nintendo DS are assigned to the project.
69. Research & Development: Multiple R&D professionals will be summoned to experiment and collaborate on the project, and continue the rich development tradition of Nintendo.
70. Resources: The executive team is committed to providing the necessary capital, both human and monetary, to make the next gaming venture as successful as the last.Employees
75. Financial Support: Communicating value to ensure continued financial backing from investors and lending institutions is key.Employees
76. Vision Current state BoD Employees Investors Recommendations Conclusion Our Goal – You are the game
77. Vision Current state BoD Employees Investors Recommendations Conclusion Its perfect time to launch the next big innovation NINTENDO YOO!! Financial Health Analysis
78. Vision Current state BoD Employees Investors Recommendations Conclusion Nintendo transformed the game console market in 2007 with launch of Wii. Sales jumped 104% over an year. We have reclaimed our throne as #1 Console producer. Revenue Analysis - Retrospect
79. Vision Current state BoD Employees Investors Recommendations Conclusion 35% 40% Over 75% of our installed base for new products are in the US and Japan, with our diversification strategy we shall target emerging markets and markets withhigher disposable income for the simultaneous launch of Nintendo YOO Revenue Channel Analysis - Retrospect
80. Vision Current state BoD Employees Investors Recommendations Conclusion Even with conservative estimates (50% of Wii figures) accounting for saturation and increased competition we see a CAGR of 40% Revenue Forecast – Nintendo YOO
81. Vision Current state BoD Employees Investors Recommendations Conclusion is the Industry Leader in Console Manufacturing - Operating Margin of 23.4% Our Competitors lose about $150 to $300 per unit sold. They extend their revenue cycle over the sale of software, licensing and royalty Competitive Environment http://www.joystiq.com/2005/12/28/xbox-360-costs-715-to-make/http://en.wikipedia.org/wiki/PlayStation_3
82. Vision Current state BoD Employees Investors Recommendations Conclusion is the Industry Leader in Console Manufacturing - Operating Margin of 23.4% Our Competitors lose about $150 to $300 per unit sold. They extend their revenue cycle over the sale of software, licensing and royalty Competitive Environment http://www.joystiq.com/2005/12/28/xbox-360-costs-715-to-make/http://en.wikipedia.org/wiki/PlayStation_3
83. Vision Current state BoD Employees Investors Recommendations Conclusion Nintendo enjoys the lion’s share of the console market Strategic Advantage: Highest Installed Base will provide a huge advantage to convert Wii ‘Fan Base’ into YOO customers. Nintendo DS and Gameboy Advance – 42% of revenues Strategic Threat: Decline in sales of the Handheld account for 45% loss in revenues Threat: iPhone, iPad Competitive environment http://www.edge-online.com/news/ps3-takes-31-per-cent-market-share-in-q1-report
86. Timeline of >18 and <30 MonthsKEY FEATURES 1. Centralized team in each geography (to understand growing demographic trends) 2. Steering committee will assure delivery/termination (no premature swap ins/out) 3. Lucrative product lines will be adopted globally (Technology has no barriers) Innovation Model http://www.innovationtools.com/PDF/Integrated_Innovation_PLI.pdf
