Playstation 3 - Marketing Plan

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Submitted by to the category Business and Industry on 07/07/2012 12:38 AM

Kungliga Tekniska Högskolan

Carl-Axel Engdahl

Semester 2006/2007

Period 3

Marketing Management IT (6B3401)

Marketing Plan – Sony PlayStation 3

[pic]

Authors: Daniel Ling

Person-Nr.: 820610-0292

Sandhamnsgatan 10, 115 40 Stockholm

Patrick Wild

Person-Nr.: 811226-A758

Vasagatan 9 - 233, 17267 Sundbyberg

Delivery: 27.02.2007

Executive Summary

The video game console market is a fast growing market. Sony’s PlayStation 3 competes together with Nintendo’s Wii and Microsoft’s Xbox 360 for the market leader position. Compared with these competitors, Sony’s PS3 includes the newest technologies and provides the highest variety of functionalities. Therefore, Sony’s strategy is to target customers who focus on high technologies and multimedia-entertainment. However, this involves that the PS3 competes not only with console manufacturers, but also with other multimedia producers such as PC manufacturers. Due to the fact, that the Sony’s PS3 will be quite expensive, the console will be available in a premium edition and in a cheaper basic edition.

Considering the distribution of its PS3 games, Sony tries to change its traditional supply chain by providing an Internet platform, where users can download games. This results in saving costs and a faster distribution.

Furthermore, the most important marketing tool is the Internet for promoting the PlayStation 3. Blogs, MySpace, YouTube and other kind of websites enable an area-wide promotion of the game console and especially, it is done by consumers. Another important tool is the official website, which offers among others information about the console and about available games.

Additionally, Sony promotes its PlayStation 3 together with a meaningful slogan, which differs between Europe (This is living) and U.S. (Play Beyond).

Finally, Sony’s financing objectives are to sell 15 million exemplars in the first-year and to achieve total sales revenue of $8.25...

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