Nintendo is a Japanese multinational corporation, founded in 1889, with a market value of $85 billion, focused on electronics and software, particularly in the gaming industry. The company has strengths in its innovative gaming model and family-oriented products, but faces challenges from competitors and a perception as catering to casual gamers. Its future strategies include expanding the gamer community and improving virtual experiences while navigating threats from mobile gaming and social media platforms.

1. Thomas COLLET – Aureline THOORIS Cohort B

2. • Japanese multinational corporation.
• Market proposition : electronics and
softwares
• Founded in 1889 by Fusajiro Yamauchi.
• Market value: $85 billion.
• Current capital : 10 065 400 000 yen.
• Headquarters : Kyoto, Japan.
• Currently the most valuable company in Japan, behind the automaker
Toyota Motor Corp and Mitsubishi Financial Group.

5. STRENGTH
• Low upfront costs
• World cultural icon
• Big experience in Video-
Games industry
• Shigeru Miyamoto is a
reference about Video-
games.
• Successful gaming
model with family
WEAKNESS
• Brand perceived as kid
toy or for casual gamer
• Limited selection of
hardcore video-games
• The power of console
• The lose of Shigeru
Miyamoto who is a
reference
OPPORTUNITES
• First company which
introduce motion
technology in video-
games
• A sector with lot of
innovation
• Variety of lot of gaming
platforms
• Design games for
beginner and casual
player as seniors or
adults
THREATS
• Apple which become
bigger thanks to
smartphone video-
games
• Facebook which
become bigger thanks
to social media video-
games for casual
players
• Loss of potential
customer due to limited
hardcore games

6. • First objectif of Nintendo is to distribute as much as possible its
consoles.
• Second strategy is to do minimal advertising in playing on its
reputation.
• Third strategy is to be focus on creativity.

7. Competitor
Playstation
Xbox
Microsoft
Pocket consol
Threat of New entry
Mobiles phones productors
Application (phone/tablette)
Buyer Power
Hypermarket
Multispecialists
Threat of substitution
Computer
Online video-games
Smartphone
Supplier power
Components from
Asia

8. • Launch in 2006.
• Simultaneous competitors’ products launched the same year :
• Launch of the PlayStation 3
• Launch of the Xbox 360

9. Price : Wii is 30-40% cheaper
CPU Power : Wii has low processor speed
Storage : Wii has no hard disk
Definition : Wii has low definition (+- PS2)
DVD : Wii is not compatible with DVD lecture.
Connectivity : Wii not possible to have online multiplayer
function (Xbox +)
Motion controllable : Wii ++ because of its innovation
motion control.
Unique gameplay : Wii unique experience.
Famility oriented : Only Wii is large public oriented.
Also, the Wii console create WiiWare, a download numeric
service that offer to its users a multitude of online
accessable instead of buying video games like for Xbox 360
or PS3.

10. Wii Xbox PS 3
Price - + +
CPU Power - + +
Storage - + +
Video definition - + +
DVD lecturer No Yes Yes
Online connectivity No Yes Yes
Motion controllable + - -
Unique gameplay + - -
Family oriented + - -
Online games + - -
Wii console breaks the codes by being at
every time different to its competitors.
Competitive advantages :
A console rethinking with new features
And a new way to consume video games
(Wii ware)
In order to create a unique real-virtual
experience
Open to all gamers either hardcore and
casual, non-gamers and new targets like
women and very young children.
(democratization of the video game
experience).

11. Ninento Microsoft Xbox Sony PlayStation
Past Total success of the Wii Xbox 360 was a success
for serious gamers.
PS2 was a success
but not PS3 was a
failure because it was
inappropriate .
Currently Expansion of the gamers
community.
Creation of the real-virtual
experience.
BLUE OCEAN
Own the serious gamers
segment.
Offer multiple games (8
per year)
Bad brand entity.
Bad communciation.
(vs Xbox 360)
Future PENETRATE TO THE BLUE OCEAN
Wii U, Wii X ..
Staying on the same
strategy
Improving the real-
virtual experience (no
controllers, series of
sensors).
Copying Nintendo
real-virtual
experience (new
devices/controller)

13. • Not a blue ocean strategy
• Did not create a new demand (only on gamer)
• The product did not attract gamers
• Misunderstood of the new console
• Sony and Microsoft present on the market

14. • Nintendo NX: a new platform alongside the DeNA venture
• Create games to play in groups (family, frinds)
• High visual quality

15. • The world's largest firm on the worldwide market, behind Activisition
Blizzard, Electronic Arts and Sony.