Nintendo Case

Nintendo Case

Drew Blazsik

1. Situation Analysis

(A) Problem Definition

The defined problem within the Nintendo case needs to be defined by impacts on the market of video games. From this problem, definition analysis needs to have a cohesive analytical approach to the situation that Nintendo finds itself during a time when market conditions have seen a dramatic decline.

On the 18th of November 2012, Nintendo released the Wii U in North America. As mentioned earlier, there was a declining market that set out challenges with to create a demand for a new innovation in the video game market. The first problem that needs to be defined is how can Nintendo take a new concept in video games to a tough environment in the market? Will the public adapt to this new innovation? So a definition to this problem is at what price should this new product be at? Nintendo needs to have a strategic planning for analysis on changing customer wants. So the first problem that needs to be defined is how Nintendo should market its new product to the market and will the market adapt to the new innovation of Nintendo’s Wii U mobility.

The increased competition that Nintendo faces is from Microsoft and Sony. The increase and competitive nature in the market during a down turn displays many challenges for Nintendo, and hence, creates unknown competitive effects and responses to the new innovation of the Wii U.

The initial problem definition of introducing a new change in technology for the average gamer produces a second response at what price should Nintendo introduce their product at. They have two challenges before answering this problem, first is how should Nintendo market their product and to what segment, and how is Nintendo different to their direct competitors in the market, Sony PlayStation and Microsoft Xbox. From defining that question Nintendo can gather more information from their difference to come up with a solution on how they will market their product and at...