Founded in 1889 in Kyoto, Japan, Nintendo has always operated in the entertainment business, beginning with playing cards and, in the 1970s, entering the electronics and video game industry with a small handheld console. By investing in innovation to ensure continuing delivery of new recreational experiences, Nintendo was dominant until the mid-1990s when the two multinational giants, Sony and Microsoft, entered the market with large investment capital and promotional campaigns. Nintendo competed with these new challengers, but its Wii U and 3DS systems, launched in November 2012, met with little success. In 2014, the company faces many questions as it looks to move forward. Has it lost its innovative edge? Were its strengths in human resources and research and development not being leveraged to their full potential? Can the new strategic directions - to revitalize existing products, take advantage of smart devices, actively utilize existing character IPs and expand into other new markets and other new business areas - successfully revive the traditional dominant position of Nintendo in the game industry? Should it pursue strategic alliances or mergers and acquisitions to acquire required resources and competencies from outside to invest in product and market diversification? Wiboon Kittilaksanawong is affiliated with Nagoya University of Commerce & Business.

【書誌情報】

ページ数：17ページ

サイズ：A4

商品番号：HBSP-W14682

発行日：2015/2/9

登録日：2020/9/10