This document discusses Blue Ocean Strategy and how Nintendo applied it with the Wii gaming console. Blue Ocean Strategy involves creating new market space rather than competing head-to-head in existing markets. Nintendo saw declining sales in 2004 and faced pressure from competitors. With the Wii, Nintendo targeted a new demographic by making gaming accessible and social. The Wii was successful due to its innovative and simple gameplay, affordable price point, and brand partnerships in marketing. However, threats included competition from other devices and economic uncertainty. The document recommends partnerships and improved customer relationship management for Nintendo.
Blue Ocean Strategy - Summary and ExamplesKhai Biau Yip
This is a workshop presentation developed by KB Yip and YS Lieu for a Learning Institution. It can be easily customized to suit the needs for other organizations. Please contact KB Yip (ymike27@hotmail.com) if you need to get a copy of this presentation.
Blue Ocean Strategy was developed by W. Chan Kim and Renée Mauborgne. They observed that companies tend to engage in head-to-head competition in search of sustained profitable growth. Yet in today’s overcrowded industries competing head-on results in nothing but a bloody red ocean of rivals fighting over a shrinking profit pool. Lasting success increasingly comes, not from battling competitors, but from creating blue oceans of untapped new market spaces ripe for growth.
Blue Ocean Strategy challenges everything you thought you knew about strategic success and provides a systematic approach to making the competition irrelevant.
This document outlines the milestones and history of Sony from its founding in 1946 to present day. It discusses Sony's early innovations including the transistor radio and Walkman, as well as its expansion globally and into new industries like movies and gaming. The document also analyzes Sony's strategies, strengths, weaknesses, and competition compared to rivals like Microsoft and Apple. It recommends that Sony continue innovating while also paying closer attention to customer and market preferences to avoid failures like Betamax.
A comprehensive strategic analysis on Nintendo's software division in interaction to its hardware business and its competitiveness in the face of disruptive technologies and industry competitors.
SAMSUNG: Comprehensive Strategic Analysis from International Business Managem...Aziza Zaldarriaga Sadain
Provides a comprehensive strategic analysis from the perspective of international business management in regards with Samsung.
The outline is written below:
Overview: Current Global Performance of Samsung and Business Models
Comprehensive Strategy Formulation (Input Stage)
Comprehensive Strategy Formulation (Matching Stage)
Comprehensive Strategy Formulation (Decision Stage)
Analysis of Business Strategy: Organizational Culture
Politics of Strategy Choice & Governance Issues; Current Challenges
Conclusion
Market Segmentation and Targeting with BMWPankaj Chauhan
BMW is one of the best Luxury car Brand available throughout the globe. BMW target only selective segments. This PPT is about different types of Segments available in a genrel market and how BMW has target few of them
Please visit here for voice over presentation https://www.youtube.com/watch?v=_Ha614-Daug
Disclaimer: Lot of material is taken up from Internet. I was not able to give acknowledgment as i lost the track of sources. In case any copyright material used please let me know. Thank You
This document discusses Blue Ocean Strategy and how Nintendo applied it with the Wii gaming console. Blue Ocean Strategy involves creating new market space rather than competing head-to-head in existing markets. Nintendo saw declining sales in 2004 and faced pressure from competitors. With the Wii, Nintendo targeted a new demographic by making gaming accessible and social. The Wii was successful due to its innovative and simple gameplay, affordable price point, and brand partnerships in marketing. However, threats included competition from other devices and economic uncertainty. The document recommends partnerships and improved customer relationship management for Nintendo.
Blue Ocean Strategy - Summary and ExamplesKhai Biau Yip
This is a workshop presentation developed by KB Yip and YS Lieu for a Learning Institution. It can be easily customized to suit the needs for other organizations. Please contact KB Yip (ymike27@hotmail.com) if you need to get a copy of this presentation.
Blue Ocean Strategy was developed by W. Chan Kim and Renée Mauborgne. They observed that companies tend to engage in head-to-head competition in search of sustained profitable growth. Yet in today’s overcrowded industries competing head-on results in nothing but a bloody red ocean of rivals fighting over a shrinking profit pool. Lasting success increasingly comes, not from battling competitors, but from creating blue oceans of untapped new market spaces ripe for growth.
Blue Ocean Strategy challenges everything you thought you knew about strategic success and provides a systematic approach to making the competition irrelevant.
This document outlines the milestones and history of Sony from its founding in 1946 to present day. It discusses Sony's early innovations including the transistor radio and Walkman, as well as its expansion globally and into new industries like movies and gaming. The document also analyzes Sony's strategies, strengths, weaknesses, and competition compared to rivals like Microsoft and Apple. It recommends that Sony continue innovating while also paying closer attention to customer and market preferences to avoid failures like Betamax.
A comprehensive strategic analysis on Nintendo's software division in interaction to its hardware business and its competitiveness in the face of disruptive technologies and industry competitors.
SAMSUNG: Comprehensive Strategic Analysis from International Business Managem...Aziza Zaldarriaga Sadain
Provides a comprehensive strategic analysis from the perspective of international business management in regards with Samsung.
The outline is written below:
Overview: Current Global Performance of Samsung and Business Models
Comprehensive Strategy Formulation (Input Stage)
Comprehensive Strategy Formulation (Matching Stage)
Comprehensive Strategy Formulation (Decision Stage)
Analysis of Business Strategy: Organizational Culture
Politics of Strategy Choice & Governance Issues; Current Challenges
Conclusion
Market Segmentation and Targeting with BMWPankaj Chauhan
BMW is one of the best Luxury car Brand available throughout the globe. BMW target only selective segments. This PPT is about different types of Segments available in a genrel market and how BMW has target few of them
Please visit here for voice over presentation https://www.youtube.com/watch?v=_Ha614-Daug
Disclaimer: Lot of material is taken up from Internet. I was not able to give acknowledgment as i lost the track of sources. In case any copyright material used please let me know. Thank You
This document provides an overview of Lego's business including its mission, values, history, and various strategic analyses. It includes 10 slides covering different strategic models like PESTLE, Porter's Five Forces, market life cycle, value chain and more. The document analyzes Lego's strengths, weaknesses and provides a SWOT analysis. It also includes confrontation matrices comparing Lego to opportunities like Asia, logistics partners, and threats like trends and competition. The document proposes an international strategy and includes Ansoff's strategic diagnosis model. It concludes with strategic recommendations like expanding into emerging markets and product lines.
Samsung was founded in 1938 in Korea and initially traded dried fish and vegetables. It has since expanded into many industries including electronics, machinery, chemicals and financial services. Samsung Electronics, established in 1969, is now a global leader in mobile phones, TVs, displays and semiconductors. Through innovation, partnerships, pricing strategies and a large R&D budget, Samsung has become one of the largest multinational conglomerates in the world.
Analysis Samsung with Five-Force Model and Protein Model chencheng0614
Samsung started as a small trading company in 1938 in South Korea and over decades expanded into various industries such as shipbuilding, heavy industry, chemicals, and consumer electronics. It founded its electronics division, Samsung Electronics, in 1969. Through periods of financial crisis, management changes, and global expansion, Samsung grew to become a leading multinational technology company and the world's largest manufacturer of smartphones, memory chips, and televisions. It holds the top global market share for smartphone sales and is consistently highly profitable despite fierce competition from rivals like Apple.
Cosmetic giants segment the global cosmetic marketSuman Bhattarai
this case is about the market segmentation of great market leader for the cosmetic product; they are targeting emerging market of the world. This case study also analyse which marketing strategies they used and how they survive and win the market.
A case for change for Nintendo: switch to consumer focus or lose your audience.
This was an individual research project done for the Strategy & Innovation module of Hyper Island's Digital Media Management course.
The document discusses the expanded edition of Blue Ocean Strategy by W. Chan Kim and Renée Mauborgne. The expanded edition addresses questions that organizations have faced in implementing Blue Ocean Strategy, such as aligning activities around the strategy and avoiding "red ocean traps" when pursuing a blue ocean strategy. It adds new chapters, case studies, and examples to help organizations overcome challenges in creating new market space. The expanded edition builds on the success of the original book, which has sold over 3.5 million copies worldwide and introduced the concept of "blue ocean" strategy into business practice.
What is Blue Ocean Strategy?
Why Blue Ocean?
Cirque du Soleil, one of Canada’s largest cultural exports.
Cirque du Soleil did not compete with Ringling Bros. and Barnum & Bailey.
It created uncontested new market space that made the competition irrelevant.
Between 1975 and 1995, 60% of Fortune 500 companies were replaced, showing that markets and competitors are constantly changing. Industries and companies continuously rise and fall, so there are no permanently dominant players. Strategic moves that continuously create new value for customers allow companies to stay at the top. Value innovation aims to substantially raise customer value rather than focus only on new technologies. By identifying and serving overall customer needs through an unparalleled value proposition, companies can dominate their market.
Samsung is a South Korean multinational electronics company founded in 1938. It initially manufactured electronic appliances but later expanded into smartphones. Samsung launched its first Android-based smartphone, the Galaxy Nexus, to compete in the growing smartphone market. In India, Samsung focuses on diversifying its product range, continuous innovation, and understanding consumer needs. It appoints Aamir Khan as its brand ambassador and aims to launch 3-4 new phones monthly to strengthen its portfolio. Samsung has a large distribution and retail network in India. Its strengths include its brand reputation and product variety, though it faces threats from competitors and potential oversupply.
This document provides an overview of Tesla's current market situation and brand strategy. It discusses Tesla's small but growing market share in the luxury sedan segment, outlines Tesla's three-stage plan to transition to mass market electric vehicles, and identifies Tesla's key challenge of generating more sales of the Model S to fund continued growth and expansion toward its long term goals.
[Case Study] Launching Innocent + Developing a new product for the teeth whit...Riri Kusumarani
Two chapters as group discussion. The first is about new product development for Teeth Whitening product. The second is about launching new product of Juice called Innocent. Group members : Tumenast Erdenbold,Edwin Opare and Riri Kusumarani.
PVR Limited is a major film exhibitor and distributor in India. It operates multiplex cinemas across the country and has a film distribution subsidiary called PVR Pictures. PVR Pictures both produces and distributes Indian and foreign films. It aims to distribute independent and regional films alongside major commercial releases. PVR cinemas exhibit films across various price points, from value theaters to luxury screens, to serve different audience demographics. All films shown are rated by India's Central Board of Film Certification which designates ratings based on content.
I brief analysis of Netflix's business strategy. I have covered here SOWT, environment, and industry analysis. The financial analysis is also a crucial part here.
This is the PowerPoint presentation of a Marketing/Business Plan me and four of my classmates made for Sony\'s consumer electronics market for our Marketing Management class.
Blue ocean strategy is a concept developed by W. Chan Kim and Renée Mauborgne that involves creating new market space and breaking away from competition. It is based on a decade of research on over 150 strategic moves spanning 30 industries. The goal is not to outperform competitors but to make them irrelevant by creating new demand in uncontested market space. Key aspects include focus, divergence from competitors, compelling taglines, and tools and frameworks to systematically create blue oceans. Examples include Canon creating the desktop copier market by targeting individual users instead of corporate purchasers.
Lenovo Case Study - The raise to the global #1 PC manufacturerOliver Gottschalk
- History of Lenovo and overview of the global PC market
- Lenovo's acquisition of IBM: Match made in heaven
- Lenovo's further M&A's and globalization strategy
This document provides an overview of Sony's evolution and growth over time from 1946 to present day. Some key points:
- Sony established the company in 1946 and created the first magnetic tape and tape recorder. They would go on to develop many other innovations in video and audio technology.
- Major milestones include developing the Trinitron color television system in 1950, creating the first portable television in 1960, and establishing Sony Computer Entertainment in 1993.
- Sony has expanded through acquisitions such as Columbia Pictures Entertainment in 1991 and continued advancing video technology with innovations like Blu-ray discs.
The “Blue Ocean” approach is a strategic tool that helps innovation strategists’ asses current and desired future strategic states whereas..Red Ocean is a current state.
The document discusses red ocean strategy versus blue ocean strategy. It defines traditional red ocean strategy as competing within an existing market space, while blue ocean strategy creates a new uncontested market space to make competition irrelevant. It provides key points about blue ocean strategy, noting that it is based on data, pursues differentiation and low cost, and creates new industry boundaries. It also offers tools and frameworks to help break from competition and create new market space.
This document provides an overview of Lego's business including its mission, values, history, and various strategic analyses. It includes 10 slides covering different strategic models like PESTLE, Porter's Five Forces, market life cycle, value chain and more. The document analyzes Lego's strengths, weaknesses and provides a SWOT analysis. It also includes confrontation matrices comparing Lego to opportunities like Asia, logistics partners, and threats like trends and competition. The document proposes an international strategy and includes Ansoff's strategic diagnosis model. It concludes with strategic recommendations like expanding into emerging markets and product lines.
Samsung was founded in 1938 in Korea and initially traded dried fish and vegetables. It has since expanded into many industries including electronics, machinery, chemicals and financial services. Samsung Electronics, established in 1969, is now a global leader in mobile phones, TVs, displays and semiconductors. Through innovation, partnerships, pricing strategies and a large R&D budget, Samsung has become one of the largest multinational conglomerates in the world.
Analysis Samsung with Five-Force Model and Protein Model chencheng0614
Samsung started as a small trading company in 1938 in South Korea and over decades expanded into various industries such as shipbuilding, heavy industry, chemicals, and consumer electronics. It founded its electronics division, Samsung Electronics, in 1969. Through periods of financial crisis, management changes, and global expansion, Samsung grew to become a leading multinational technology company and the world's largest manufacturer of smartphones, memory chips, and televisions. It holds the top global market share for smartphone sales and is consistently highly profitable despite fierce competition from rivals like Apple.
Cosmetic giants segment the global cosmetic marketSuman Bhattarai
this case is about the market segmentation of great market leader for the cosmetic product; they are targeting emerging market of the world. This case study also analyse which marketing strategies they used and how they survive and win the market.
A case for change for Nintendo: switch to consumer focus or lose your audience.
This was an individual research project done for the Strategy & Innovation module of Hyper Island's Digital Media Management course.
The document discusses the expanded edition of Blue Ocean Strategy by W. Chan Kim and Renée Mauborgne. The expanded edition addresses questions that organizations have faced in implementing Blue Ocean Strategy, such as aligning activities around the strategy and avoiding "red ocean traps" when pursuing a blue ocean strategy. It adds new chapters, case studies, and examples to help organizations overcome challenges in creating new market space. The expanded edition builds on the success of the original book, which has sold over 3.5 million copies worldwide and introduced the concept of "blue ocean" strategy into business practice.
What is Blue Ocean Strategy?
Why Blue Ocean?
Cirque du Soleil, one of Canada’s largest cultural exports.
Cirque du Soleil did not compete with Ringling Bros. and Barnum & Bailey.
It created uncontested new market space that made the competition irrelevant.
Between 1975 and 1995, 60% of Fortune 500 companies were replaced, showing that markets and competitors are constantly changing. Industries and companies continuously rise and fall, so there are no permanently dominant players. Strategic moves that continuously create new value for customers allow companies to stay at the top. Value innovation aims to substantially raise customer value rather than focus only on new technologies. By identifying and serving overall customer needs through an unparalleled value proposition, companies can dominate their market.
Samsung is a South Korean multinational electronics company founded in 1938. It initially manufactured electronic appliances but later expanded into smartphones. Samsung launched its first Android-based smartphone, the Galaxy Nexus, to compete in the growing smartphone market. In India, Samsung focuses on diversifying its product range, continuous innovation, and understanding consumer needs. It appoints Aamir Khan as its brand ambassador and aims to launch 3-4 new phones monthly to strengthen its portfolio. Samsung has a large distribution and retail network in India. Its strengths include its brand reputation and product variety, though it faces threats from competitors and potential oversupply.
This document provides an overview of Tesla's current market situation and brand strategy. It discusses Tesla's small but growing market share in the luxury sedan segment, outlines Tesla's three-stage plan to transition to mass market electric vehicles, and identifies Tesla's key challenge of generating more sales of the Model S to fund continued growth and expansion toward its long term goals.
[Case Study] Launching Innocent + Developing a new product for the teeth whit...Riri Kusumarani
Two chapters as group discussion. The first is about new product development for Teeth Whitening product. The second is about launching new product of Juice called Innocent. Group members : Tumenast Erdenbold,Edwin Opare and Riri Kusumarani.
PVR Limited is a major film exhibitor and distributor in India. It operates multiplex cinemas across the country and has a film distribution subsidiary called PVR Pictures. PVR Pictures both produces and distributes Indian and foreign films. It aims to distribute independent and regional films alongside major commercial releases. PVR cinemas exhibit films across various price points, from value theaters to luxury screens, to serve different audience demographics. All films shown are rated by India's Central Board of Film Certification which designates ratings based on content.
I brief analysis of Netflix's business strategy. I have covered here SOWT, environment, and industry analysis. The financial analysis is also a crucial part here.
This is the PowerPoint presentation of a Marketing/Business Plan me and four of my classmates made for Sony\'s consumer electronics market for our Marketing Management class.
Blue ocean strategy is a concept developed by W. Chan Kim and Renée Mauborgne that involves creating new market space and breaking away from competition. It is based on a decade of research on over 150 strategic moves spanning 30 industries. The goal is not to outperform competitors but to make them irrelevant by creating new demand in uncontested market space. Key aspects include focus, divergence from competitors, compelling taglines, and tools and frameworks to systematically create blue oceans. Examples include Canon creating the desktop copier market by targeting individual users instead of corporate purchasers.
Lenovo Case Study - The raise to the global #1 PC manufacturerOliver Gottschalk
- History of Lenovo and overview of the global PC market
- Lenovo's acquisition of IBM: Match made in heaven
- Lenovo's further M&A's and globalization strategy
This document provides an overview of Sony's evolution and growth over time from 1946 to present day. Some key points:
- Sony established the company in 1946 and created the first magnetic tape and tape recorder. They would go on to develop many other innovations in video and audio technology.
- Major milestones include developing the Trinitron color television system in 1950, creating the first portable television in 1960, and establishing Sony Computer Entertainment in 1993.
- Sony has expanded through acquisitions such as Columbia Pictures Entertainment in 1991 and continued advancing video technology with innovations like Blu-ray discs.
The “Blue Ocean” approach is a strategic tool that helps innovation strategists’ asses current and desired future strategic states whereas..Red Ocean is a current state.
The document discusses red ocean strategy versus blue ocean strategy. It defines traditional red ocean strategy as competing within an existing market space, while blue ocean strategy creates a new uncontested market space to make competition irrelevant. It provides key points about blue ocean strategy, noting that it is based on data, pursues differentiation and low cost, and creates new industry boundaries. It also offers tools and frameworks to help break from competition and create new market space.
This document outlines various offensive and defensive business strategies. Defensive strategies include position defense, mobile defense, flanking defense, counter-offensive defense, and contraction defense, which are used to protect market share. Offensive strategies aim to improve one's own position by taking market share from competitors, and include frontal attack, flank attack, encirclement attack, bypass attack, and guerilla attack. Both offensive and defensive strategies are used to gain competitive advantages and either retain or expand a company's market position.
This document discusses red ocean traps that can prevent companies from pursuing market-creating strategies. The four main traps are: 1) Seeing customer-oriented approaches as market-creating when the focus should be on non-customers, 2) Treating market-creation as niche strategies when they are often broader, 3) Confusing technology innovation with market-creation when new markets are created through simplicity, and 4) Equating market-creation with low-cost strategies alone when new markets can be high-end. To avoid these traps, managers must surface and challenge the mental models that anchor them in existing competitive spaces rather than exploring new blue oceans.
Blue Ocean Strategy - Creating Value Innovationsmelanie_ernst
Why still bothering what the competition is doing? Can you really win the battle? Or wouldn’t it be much nicer to get out and create your own market, where YOU are the only supplier. Blue Ocean Strategy leads you to uncontested market space, making the competition irrelevant by creating and capturing new demand, breaking the value-cost-trade off and aligning the whole system of a firm's activities in pursuit of differentiation and low cost.
This document outlines the five stages of an industry life cycle: embryonic, growth, shakeout, maturity, and decline. It describes the characteristics of each stage, including how competitive forces change as industries evolve. Strategic managers must understand how their industry is progressing through the life cycle and adapt their strategies accordingly, such as preparing for intense competition during the shakeout stage or focusing on cost minimization as the industry reaches maturity. Recognizing the current stage is important for developing strategies that consider future changes in competitive dynamics.
The document discusses key concepts from Blue Ocean Strategy, including:
1. Value innovation is created by favorably affecting both cost structure and value proposition to buyers. Costs are reduced by eliminating competition factors while buyer value is increased by offering new elements.
2. Blue ocean strategy aims to create new market space by breaking the value-cost tradeoff, while red ocean strategy involves competing in existing market space on factors like cost or differentiation.
3. Tools for developing blue ocean strategy include the strategy canvas, four actions framework, buyer utility map, and analyzing the buyer experience cycle. The strategic sequence and evaluating ideas on utility, price, cost and adoption are also discussed.
Defensive Strategies in Strategic Management - Karim ViraniKarim Virani
This document discusses defensive strategies that companies can use to protect themselves from competitors. It outlines two approaches to defensive strategies - active approaches that aim to block competitors through tactics like expanding the company or innovating new products, and passive approaches that focus on reconnecting with old customers. The advantages of defensive strategies are that they typically involve less risk than offensive strategies and can increase marketing to enhance products/services. However, disadvantages are that the business may not understand its target market well and defensive strategies could inhibit innovation and product development. The document stresses that defensive strategies require planning and that focusing on defense is important when the core business is struggling.
The document discusses various offensive and defensive competitive strategies that multinational companies use. Offensive strategies include direct attacks, end-runs, and preemptive strikes aimed at competitors' weaknesses. Defensive strategies seek to lessen risk of attack and blunt any attacks by blocking avenues of offense and preparing strong counterattacks. Both types of strategies aim to achieve or maintain competitive advantage in the market.
Always On: Building Highly Available Applications on CassandraRobbie Strickland
Cassandra was built from the ground up to enable linearly scalable, always-on applications. But the path to high availability has many land mines that can mean failure for the inexperienced user. In this talk, I will offer practical advice on how to achieve 100% uptime on millions of transactions per second. I'll address all aspects of the topic, including deployment, configuration, application design, and operations.
Business ethics deals with applying principles of morality to business activities and maintaining harmonious relationships with society and groups. It provides a framework for distinguishing right from wrong conduct in business. Adhering to business ethics can help curb malpractices, improve consumer confidence, make businesses more socially responsible, protect consumer rights, and create a good public image for businesses. It advises avoiding the exploitation of consumers, unfair trade practices, ensuring fair treatment of employees, and accepting social responsibility. Upholding business ethics provides advantages to businesses, consumers and society, employees, and the government.
The Boston Consulting Group Matrix is a portfolio planning model that classifies businesses into four categories based on their relative market share and the market growth of the industry they operate in. These categories are stars, question marks, cash cows, and dogs. Stars are high market share businesses in high growth industries that require heavy investment. Cash cows have high market share in low growth industries and generate cash. Question marks have low market share but operate in high growth industries, requiring investment to potentially become stars. Dogs have low market share and operate in low growth industries, acting as cash traps. The matrix is used to assess business profiles, cash demands, resource allocation, and identify investment and divestment opportunities.
An environmental threat and opportunity profile (ETOP) describes external factors that can impact an organization. It helps identify opportunities and threats, consolidate strengths, provide strategic information, and formulate strategies. Developing an ETOP involves identifying major environmental factors like economic, political, social, technological, competitive, and geographical factors. These are analyzed to determine weaknesses/strengths and their favorable, unfavorable, or neutral impact.
The Ansoff Matrix outlines four strategic options for business growth: market penetration, market development, product development, and diversification. These options differ in their levels of risk based on whether a company operates in existing or new markets and sells existing or new products. Market penetration carries the lowest risk by selling more of existing products in current markets, while diversification poses the highest risk as it involves entering unrelated markets with new products. The matrix provides a framework for managers to evaluate growth opportunities and associated risks.
Value chain analysis identifies a firm's primary and support activities that add value to its products. The value chain contains primary activities like operations and logistics that directly create customer value, as well as support activities like procurement and infrastructure that facilitate the primary activities. Analyzing the value chain allows firms to reduce costs or increase differentiation by examining how each activity contributes to relative cost position or customer willingness to pay.
Corporate social responsibility (CSR) refers to how businesses negotiate their role in society, while business ethics examines morally appropriate behaviors. While related, CSR does not guarantee ethical behavior. Interest in CSR is growing as companies are increasingly rated on social criteria. Companies engage in CSR to meet public expectations, hire and retain employees, and improve performance. Activities range from profit-maximizing to integrating social objectives into business goals. Businesses are developing global ethics through codes of conduct, certification, and following global standards to create consistent rules and reduce uncertainties in interconnected markets. Challenges include rules reflecting powerful interests and inhibiting innovation and adaptation to globalization.
The document discusses grand strategies that provide overall direction for strategic actions of firms operating in multiple industries or business areas. It outlines four main grand strategy alternatives: stability, growth, combination, and retrenchment. Stability involves remaining the same size or growing slowly, while growth can involve internal expansion or external diversification. Combination uses different strategies for different units, and retrenchment shrinks or sells off businesses. The document also presents a grand strategy matrix based on market growth and competitive position, outlining suitable strategies for each quadrant, such as market penetration, product development, or divestiture. It further defines various strategies like forward integration, divestiture, liquidation, and conglomerate diversification.
Establishing the strategic control ppt (Stratergic Management)Babasab Patil
The document discusses strategic control, which involves tracking a strategy as it is implemented to detect problems, make necessary adjustments, and guide action. There are four main types of strategic control: premise control checks assumptions, strategic surveillance broadly monitors for relevant information, special alert control triggers reassessments due to unexpected events, and implementation control assesses strategy based on incremental actions taken. Monitoring involves asking if direction, timing, and strategy need adjustment based on conditions.
This is book review on 'MARKETING WARFARE', a Marketing Bestseller by Al Ries and Jack Trout the duo authors of book 'Positioning'. This book explains how 'Marketing is also a war played on the battlefield of 'Customer's minds'.
This document discusses the concepts of blue ocean strategy and red ocean strategy. Blue ocean strategy involves creating new market space and making competition irrelevant by focusing on factors that the industry has never offered. It uses tools like the strategy canvas and four action framework to eliminate, reduce, raise or create new factors. Red ocean strategy involves competing in existing market space by beating competition. The document outlines six principles for formulating a blue ocean strategy, including reconstructing market boundaries and focusing on reaching beyond existing demand. It also discusses overcoming key organizational hurdles and building execution into strategy for successfully executing blue ocean strategy.
Presentation of a hypothetical/ possible intercultural PR campaign for Sony's Playstation branch. This includes a brief history, a look at their demographics, and how one can use the mass interest in video games to be a better corporate citizen (Corporate social responsibility). This was prepared for Dr. Byrum's Public Relations practice course at Bloomsburg University.
Casinos: The New Gold Rush For Developers? | Darion LowensteinJessica Tams
Delivered at Casual Connect Europe 2017. Casinos have been fighting an age crisis: 21-45 year olds generally do not gamble. Gamblit Gaming has been leading the charge to bring mobile and arcade style games onto the floor with products that appeal to them. With announcements like Jetpack Joyride, Into The Dead, and Catapult King, Gamblit CMO and gaming industry vet Darion Lowenstein will discuss the benefits and difficulties of taking hit mobile games into the casino world in this honest, developer-targeted talk.
The document discusses the gaming industry and the game Assassin's Creed III: Liberation. It was originally released exclusively for the PlayStation Vita in 2012. Ubisoft developed the game alongside Assassin's Creed III for consoles. The game was later released in HD versions for additional consoles and platforms in 2014. The document examines the game's marketing through trailers and discusses aspects of its production, distribution, and circulation across different markets.
This document discusses video gaming systems and compares the three main consoles: Xbox One, PlayStation 4, and Nintendo Wii. It provides information on the size and revenue of the console market, pricing of the systems from $130-500, and distribution through electronic stores and retailers both online and offline. Marketing efforts for the consoles include movies, TV commercials, and celebrity endorsements. Side-by-side comparisons then rate the Xbox One and PlayStation 4 on aesthetics, ease of use, controllers, popularity, variety of games, and marketing effectiveness. The document ends with a gaming trivia quiz comparing details of Sony and Microsoft's consoles.
Here are a few key points from the article:
- Aveline de Grandpré is one of the first prominent black female protagonists in a major video game.
- The developers wanted to create a believable mixed-race character for 18th century New Orleans and researched historical tropes around race at the time.
- They avoided trying to represent the entire black experience through one character, instead showing different perspectives through other characters she interacts with.
- It was important to the developers to create a strong female protagonist who was not defined by her gender or race alone.
So in summary, the developers took a thoughtful approach to representation by grounding Aveline's character in historical context but avoiding
Nintendo is a Japanese video game company founded in 1889. In 1983, Nintendo transitioned to focus solely on video games, becoming one of the longest-running and most influential video game companies. Nintendo differentiates itself by targeting non-gamers and families with casual games through unique and innovative console controllers and technologies.
GDC China 2014 Slides: Unlocking World Game Markets From ChinaCharlie Moseley
What makes 95% of games developed in China unable to find success overseas? Learn the secret to unlocking worldwide markets from China in this session delivered by the Creative Director of one of China’s most successful game developers, Tap4Fun.
From game design and production, to localization and marketing, this is a comprehensive overview of the necessary ingredients you’ll need to overcome China’s cultural borders and take on the world.
Casinos: The New Gold Rush For Developers? | Darion LowensteinJessica Tams
Delivered at Casual Connect Tel Aviv 2016. Casinos have been fighting an age crisis: 21-45 year olds generally do not gamble. Gamblit Gaming has been leading the charge to bring mobile and arcade style games onto the floor with products that appeal to them. With announcements like Jetpack Joyride, Into The Dead, and Catapult King, Gamblit CMO and gaming industry vet Darion Lowenstein will discuss the benefits and difficulties of taking hit mobile games into the casino world in this honest, developer-targeted talk.
This document provides an overview of video games including their history, evolution, genres, major companies and consoles. It discusses how video games have grown from early systems like the Brown Box and Magnavox Odyssey to modern consoles. Key points covered include the major companies that have dominated the market like Nintendo, Sony and Microsoft, as well as popular game genres and franchises. Career opportunities in the video game industry are also briefly touched on.
This document provides an overview of video games including their history, evolution as an industry, genres, major consoles and developers. It discusses how video games have grown from early systems like the Brown Box and Magnavox Odyssey to modern consoles. Key points covered include the major companies that have shaped the industry like Nintendo, Sony, and Microsoft, as well as popular game franchises and the skills required for game design.
Gaming a blast to technology, economy and globalization Soumo Dhali
Gaming a blast to technology, economy and globalization .
Gaming, this part of the technology been a part of our life, even before we get to know the word “Technology”. So as our group presentation, we decided to highlight the point of technology that always been here.
Emotiv Systems is launching their Brain Computer Interface technology called EPOC, which reads brain signals through a headset. They must decide whether to launch EPOC on PCs or integrate it with gaming consoles from Microsoft, Nintendo, or Sony. While consoles offer a huge market, association may be difficult. The PC market would give Emotiv more control, but is smaller. Emotiv believes Sony may be the best console partner due to the PlayStation 3's success with motion games and internal gaming division.
Video games, by the numbers - Michael Pachter, Wedbush SecuritiesLondonGamesConference
Slides from Michael Pachter's keynote at November 2013's London Games Conference.
Michael, Research Analyst at Wedbush Securities shares insights and analysis on both the state of the video games market and where the opportunities are
This document introduces a video game studio called ATD Game Studio and their upcoming survival game set in a post-apocalyptic world. It provides information on the global video game industry's rapid growth in recent years. The studio is seeking $250,000 in investment for staffing, development costs, marketing, and other expenses to develop their game further using an early access business model. They believe their genre has strong audience interest and that additional resources can help reduce the game's development time.
The document discusses the major players in the games industry, including console manufacturers Nintendo, Sony, and Microsoft. It then analyzes the strengths and weaknesses of each company's consoles - the Wii, Xbox 360, and PlayStation 3. Finally, it covers trends in the industry like downloadable content (DLC) and different strategies around DLC, online gaming, and expanding the market.
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1. Nintendo Wii
Case Study 4.1
International Marketing
Bryan Witt
David Zaki
2. History and background
• A video game console is just a
computer that is made only.
To Play games.
• These systems started to gain
popularity in the 1970s with consoles
that played only Pong.
• Current console success started in
1985 with Nintendo’s super Smash
Brothers.
3. History and background
• A video game console is just a
computer that is made only.
To Play games.
• These systems started to gain
popularity in the 1970s with consoles
that played only Pong.
• Current console success started in
1985 with Nintendo’s super Smash
Brothers.
4. History and background
• A video game console is just a
computer that is made only.
To Play games.
• These systems started to gain
popularity in the 1970s with consoles
that played only Pong.
• Current console success started in
1985 with Nintendo’s super Smash
Brothers.
5. Marketing
The strategy for marketing consoles is
based on:
– Better technologies/graphics
Ex: HD, Blue Ray and 3D
– Better games
Ex: FIFA, Halo and Mario
6. Production
• Production started in the US then
moved to China and Japan.
• Development is expensive but the
consoles cost little to produce.
• The longer a product is sold the more
profitable each sale.
7. Competition
• As the market became more
profitable:
• Computer companies began investing
in the market.
• Sony created it’s famous PlayStation
• Microsoft introduced the Xbox and
Xbox live.
9. Red Ocean Blue Ocean
“Bloody competition “Why compete
to take a larger share when you don’t
in the market” have to ?”
10. Red Ocean
§ Basis of competition is trying to get a
bigger share in the same defined
market.
§ Boundaries are defined and accepted.
§ Competitive rules of the game are
well-known and predefined.
§ example.
11. Blue Ocean
§ All the industries not in existence
today.
§ You create the demand rather than
fight over it.
§ You define the rules for competition.
§ You are the ONLY player in such a
market.
14. How Nintendo applied Blue
Ocean Strategy
§ Unusual Gender for the market-Females
§ Unexpected age – Elders
§ Different target group - Families
§ Different way of playing - Motion
§ It’s no longer about controllers
§ They simply jumped in another ocean
by changing the whole game console
market
15. How Nintendo applied Blue
Ocean Strategy
§ Unusual Gender for the market-Females
§ Unexpected age – Elders
§ Different target group - Families
§ Different way of playing - Motion
§ It’s no longer about controllers
§ They simply jumped in another ocean
by changing the whole game console
market
16. How Nintendo applied Blue
Ocean Strategy
§ Unusual Gender for the market-Females
§ Unexpected age – Elders
§ Different target group - Families
§ Different way of playing - Motion
§ It’s no longer about controllers
§ They simply jumped in another ocean
by changing the whole game console
market
17. How Nintendo applied Blue
Ocean Strategy
§ Unusual Gender for the market-Females
§ Unexpected age – Elders
§ Different target group - Families
§ Different way of playing - Motion
§ It’s no longer about controllers
§ They simply jumped in another ocean
by changing the whole game console
market
18. How Nintendo applied Blue
Ocean Strategy
§ Unusual Gender for the market-Females
§ Unexpected age – Elders
§ Different target group - Families
§ Different way of playing - Motion
§ It’s no longer about controllers
§ They simply jumped in another ocean
by changing the whole game console
market
19. How Nintendo applied Blue
Ocean Strategy
§ Unusual Gender for the market-Females
§ Unexpected age – Elders
§ Different target group - Families
§ Different way of playing - Motion
§ It’s no longer about controllers
§ They simply jumped into another ocean
by changing the whole game console
market
21. Competitors’ Strategies
• Microsoft’s Xbox 360
- Target the ‘serious’ gamer: young males
- Better graphics, live internet gaming
• Sony’s PlayStation 3
- Bigger but less focused target group
23. The future
• The market is trending towards
motion controls and special
recognition.
• This was shown by the success for
Nintendo’s Wii.
• However the market also favors more
powerful systems.
24. Conclusion
• Sony’s PS3 has developed wand
controls for motion recognition.
• Microsoft has also developed the
Kinect for spatial recognition.
• This shows that a Blue Ocean never
stays Blue. Competition often turns it
into a Red Ocean and the cycle goes
on.
25. New Blue Oceans
Sony creates Blue Ray
more data storage on a disc
Success is unsure at this point