Documente Academic
Documente Profesional
Documente Cultură
Syndicate Group 1
1. Adyansyah Patonangi 29116352
2. Marilyn P.R.L. 29116429
3. Pradipto Swatias Haryono 29116406
4. Aglentia Dwi Fitri 29116503
5. Kharima Noer Hazar 29116002
2. Problem
Nintendo is a video game company with the big competitors included Sony and
Microsoft. In 2000, when Sony, Microsoft and Nintendo (the “big three” of the video game
console manufacturers) released their latest products, Sony’s PlayStation 2 (PS2) emerged as the
clear winner, outselling Microsoft’s XBOX and Nintendo’s GameCube. Nintendo was struggling
compete with Sony’s PlayStation (PS2) and Microsoft XBOX, but in the end the competition
continued to intensify and the PS2 also captured a significant portion of the video game market,
maintaining a dominant position in the Industry with XBOX in the second place. In 2004,
Nintendo DS was launched as a portable game and the DS was the huge success in market. But
then Sony uses the Nintendo’s strategy by making the portable game called PSP, then PSP stole
the spotlight as the market leader.
Since 2000, Nintendo had lost control of the fixed console market to Sony’s PS, with a
strategy to capture non-gamers and expand the market, coupled with the lessons learned from the
DS handled device, Nintendo developed its new console Wii, which arrived about the same time
as the rollout of Microsoft XBOX 360 and Sony’s PS3. However, it was the Wii that turned the
market upside down with its disruptive nature. How Nintendo can maintain its position in the
market as a market leader after releasing a new video game console Wii.
a. Tangible Resources
- Financial Resources
When the console became more expensive, Nintendo turned its hardware to a lower cost
by focusing on characters rather than special effects, developing Wii games needs cost about half
of its competitor was spending on XBOX and PS. This expense could be reached with much
lower sales of volume. Nintendo also equip each console with five simple and addictive games,
so the buyer would think because of the numbers of the games in one console, the product is at a
great price.
- Organizational Resources
The founder of the company is Fusajuri Yamauchi in 1889, the second president is
Sekiryo Yamauchi in 1929 and the third president is Hiroshi Yamauchi in 1949. After the
company had experienced some ups and down, in 2002 Nintendo appointed Satoru Iwata as a
president of the company with hope that Iwata would help the company to develop a brand new
vision and approach.
- Physical Resources
Nintendo had manufactory that located in Kyoto, Japan.
- Technological Resources
Nintendo got a lot of unique technologies from its various products such as in Nintendo
DS that equipped with touch screen and stylus. Nintendo also launched console and handheld
products, along with provided high quality graphics of games.
3.1 Intangible Resources
- Human Resources
Nintendo recruited a handful of carefully chosen suburban housewives to promote
Nintendo Wii use word-of-mouth strategy to their friends. Besides, as a big company Nintendo
has more than 5000 employees (2017).
- Innovative Resources
Nintendo has so much innovative resources such as ‘Rumble Rak’ feature in N64
controller, touch screen features in handheld gaming products, Wi-Fi connection, and movement
detector in Nintendo Wii.
- Reputational Resources
Nintendo has been known as a video game company which the game is simple and easy
to play. In one product, Nintendo has various games that can be played by whole family member.
3.2 Capabilities
Capabilities are purposely integrated to achieve specific task. Capabilities are divided
into three classifications:
a. Adaptive capability
Adaptive capability is the capability to identify and re-respond the opportunity also
allocating resource to marketing activities. Nintendo has adaptive capability when Iwata
observed the video game market in Japan was shrinking. The key factor causing this reduction is
the increasing complexity of video games which required the player to learn and play them using
complicated controllers with combinations of button and joystick. This problem became
opportunity for Nintendo to make product that easy-to-use, quick to start up, and without an
elaborate joystick and wire.
b. Absorptive capability
Absorptive capability is used to evaluate and use the outside capabilities. Nintendo Wii
has a feature gamers’ self-made video, which can be share through YouTube and social
networking sites. This online feature was adopted from Sony and Microsoft features. Microsoft
had been launched XBOX Live, which it allows subscribers to play online XBOX games with
other subscribers around the world. While Sony also have PS3 which allows users to chat online.
c. Innovative capability
Innovative capability is the capability to develop new product or service. When Nintendo
launched N64 game system, Nintendo attached ‘Rumble Rak’ innovation for the N64 controller,
which enables the game players to feel vibrations while playing the game. In Nintendo DS, they
provided touch screen and Wi-Fi connection, an innovative service that allowed DS systems
players to play with other user through wireless network. When Nintendo Wii was launched,
they set the game scenarios to be based on real life situation, they made the controller easy to
hold like remote TV, then they provided such as baseball and tennis games which make the
player can feel the real life exercises/games using the controller.
3.3 Core Competencies
Core competency is a business term used to describe the core advantages a company has
over their competitors. Core competency helps a firm develop competitive advantage by
focusing on the unique features or abilities of the firm that competitors find hard to copy, usually
by expertise and experience. There are two tools that firms use to identify and build on their core
competencies, which are :
a. VRIN Framework (Four Specific Criteria of Sustainable Competitive Advantage)
There are four criteria of sustainable competitive advantage. The criteria are Valuable
(V), Rare (R), Inimitability (I), and Non-substitutable (N).
- Valuable Capability
Nintendo can create a bigger market by reaching out non-gamers’ customers. Nintendo
has created various gaming which also suitable for non-gamers’ customers. By doing that,
Nintendo can reach out women and other family members who didn’t like playing game before.
They also use an easy-to-use controller like handheld controller which easy to use and increase
the experience appeal.
- Rarity
Nintendo offers capabilities with their own uniqueness that no other competitor used. The
capabilities is exergaming system, which was the combination of on-screen action with physical
exercise. This exergaming was introduced first in 1989 when Nintendo released the Power Pad
and Power Glove, but those accessories hadn’t sold well. Then Nintendo launched Wii which
introduced a whole new generation of exergaming.
- Inimitability
Nintendo have top software designers at the helm of hardware design. Nintendo’s console
were designed to suit the concepts of the games that would run on them, allowing creation of
early first-party titles that really showcased the hardware. This situation has a low chance to
imitate because it run with first-party titles.
- Non-Substitutable
Nintendo has non-substitutable capabilities, which is easy-to-use controller without
complicated combinations of button and joystick. Those capabilities define the value of
Nintendo.
- Operations
Nintendo had a vertical integration, each company had own division. All
companies formed as the strong supply chain which able to ensure the delivery process
consistently for domestic and foreign markets, and also keeping the high inventories.
- Outbound Logistics
From each DC, product goes directly to the customers. Because of the spreading
distribution centers, the outbound logistics cost take less cost than the inbound logistics.
- Service
Nintendo doesn’t have any service center. There is no specific outlet or stores that
they establish to sell their product either. However, Nintendo has websites and customer
line service to take customers’ suggestions, complains and problems
- Support Activities
- Firm Infrastructures
Nintendo’s infrastructure is based on vertical integration. It has assembly factor in
every destination the products are shipped such as the United States. The sub-assembly is
manufactured in Japan. Therefore, Nintendo doesn’t have to import the parts from other
company.
- Technology Development
Nintendo launched console and handheld products. Nintendo also helped to
expand the “exergaming” which is a combination of gaming and exercising.
- Procurement
Nintendo doesn’t rely on the third party games developer. In fact they relied on
the first party game developer and make a game which is focusing on characters rather
than special effect. They also develop a simple but highly addictive game.
b. Economic
Even though the economic environment is not on the great position, but it’s not
too affected the video games industry at that time. People are still willing to spend their
money on video games.
c. Political/Legal
The political and legal environment is not too affected the video games industry,
besides there’s no a special political/legal environment for the video games industry.
d. Sociocultural
People tend to form a loyal community, like to share their daily lives into internet
and people tend to make a healthier life with exercise and other things. That’s why there
is a new socio technological movement, which means a console product offering a greater
role in people lives than mere entertainment.
e. Technological
The first is technological advancement of the hardware console, particularly in
terms of faster processing speed, higher definition of video quality, and complexity
increasing of the games have become major improvement. The second is the availability
of broadband internet with its speed increasing, access into large quantities of data and
the sophistication increasing of HD video technologies have become major improvement
in technology.
f. Global
The outsourcing parts of console or the third party game developer are easier to
find around the world. Besides, the distribution is easier now with the improvement of the
internet system.
g. Physical Environment
The video game company uses a lot of plastic and metal resources for its
hardfware. Nowadays majority of people are environmentally aware. It’s important to
make a go green environment in a company.
4.2 Industry Environment
The industry environment is set of factors directly influencing. It is relate to Porter’s 5
Forces.
e. Intensity of Rivalry
It is known that Nintendo, Sony and Microsoft are the “big three” of the video game
console market and they have been trying to be the leader in console gaming industry. Therefore,
they will do all they can to be the leader in the console gaming industry.
Figure 5: Two main competitors of Nintendo Wii, Sony PlayStation and Microsoft XBOX
Nintendo first launched the Wii in 2006 as a strategy for Nintendo against Sony PS3 and
Microsoft XBOX 360. One generation before Nintendo Wii, they already famous with Nintendo
DS that was launched in 2004. Nintendo DS or we can say as “double screen” is the first
Nintendo’s developed new handheld gaming device with touch-screen that gamers could tap or
write with stylus feature. Other feature is Nintendo DS had Wi-Fi built in that allowed users play
with other users through a wireless connection. The innovative design also enabled gamers to
play without using complicated sets of buttons or a mini-joystick. This Nintendo DS is a prove
that Nintendo really care about company innovation.
Back in 1970s video game industry in a form of arcade games was popular among
teenagers. This was bought from players such as Atari and Namco. In the 1980s and early 1990s
new players increasing popularity of PC (personal computer), although the market was affected
by the introduction of PC video game makers achieved steady growth.
Target customer of video game consoles was narrowly confined to teenagers. Sony with
PlayStation in 1990s revolutionized the perception of video game consoles and successfully
captured new players. Video gaming suddenly became the new popular entertainment. It was
especially well received by young adults, mostly males in their late 20s or early 30s.
In 2000 Sony launched the PS2 when Microsoft started to release the first video game
console in 2001 called XBOX. With the new socio-technological movement and a wider
audience base, the big video game console markers such as Sony and Microsoft began to realize
that there were new opportunities for their video gaming and console product offering.
Below is the explanation of each video gaming companies before the release of Wii :
- SONY
When the company first introduced the PlayStation in 1994-1995, it brought the
technology of video gaming to a whole new level. With Sony’s strategy of attracting
older teenagers and young adults by offering more sophisticated and often more violent
games, the PlayStation dominated the market. PlayStation2 was released in 2000 and
completely won over the video game market. For most people who bought the PS2, it
was their first DVD player. In order to compete against Nintendo, the ruler of the
handheld video game market Sony introduced the PSP (PlayStation Portable).
- MICROSOFT
Microsoft released the XBOX in 2001 when they recognized the remarkable
success of Sony’s PS2. This Microsoft XBOX was launched to compete directly with
Sony’s PS2 and Nintendo’s GameCube. The previous success of Sony’s PS2 was partly
due to its advantage in reaching the market earlier than its rivals.
- NINTENDO
b. Threats
- Other competitor can imitate Nintendo strategy.
- The threat of other substitute of gaming console which can target the non-gamers
customer.
- Nintendo strategy to focusing on character rather than special effect may make some
gamers do not want to buy the product.
a. Geographic Segmentation
Geographic segmentation calls for dividing the market into different geographical units
such as nations, states, regions, counties or neighborhoods. The geographic segmentation of
Nintendo is actually all around the world across nations and the major markets for Nintendo are
in United States and Japan.
b. Demographic Segmentation
Demographic segmentation is divided into groups on the basis variables such as age,
family size, family life cycle, gender, income, occupation, education, religion, race, generation,
nationality and social class. The demographic segmentation of Nintendo are based on age, family
life cycle where the whole family can enjoy the game, gender and people who is non-gamers or
existent gamers.
c. Psychographic Segmentation
Psychographic segmentation is divided into different groups on the basis of lifestyle or
personality or values. The psychographic segmentation of Nintendo are the people with busy life
or not, people who want games who is easy or hard to play and people who want games that
based on real life situation or fantasy.
d. Behavioral Segmentation
Behavioral segmentation is divided into groups on the basis of their knowledge of,
attitude toward, use of, or response to a product. The behavioral segmentation of Nintendo are
the people who like to play alone or with other people.
5.2 Targeting
Based on Nintendo’s segmentation, Nintendo’s targeting are :
- All age
- All gender
- Existing players and non-gamers
- Young, adults and all family members
- Active, social people, looking to do things with friends or family
- People who don’t like complicated games
- People who want games that based on real life situation
5.3 Positioning
Actually Nintendo positioned Wii as “A machine that puts smiles on surrounding
people’s face”. Nintendo make Wii as a gaming console that can be play by everyone and
together, as a machine that easy to set up and to play and as a gaming console the whole family
could enjoy together. Besides, Nintendo positioned Wii as “A device to do some physical
exercise”. Nintendo make Wii as gaming console that largely based on real life situation.
6 Value Proposition
Nintendo addresses needs by putting forth a value proposition, which is a set of benefits
they offer to customers to satisfy their needs. Nintendo’s value propositions are:
- Easy to use anytime (portable)
- Easy to play by everyone
- Games that bring the whole family together
- Games that support movement and exercise
- Games that can only be played on Wii
7 SWOT Analysis
7.1 SWOT and TOWS Analysis
TOTAL 2.15
Weakness
Left behind from 0.22 4 0.88
their competitor in
terms of technology
and the graphical
interface.
Nintendo tight 0.10 2 0.2
control over game
content making it
hard to develop fresh
new idea.
Smaller game 0.10 2 0.2
selection than
competitors.
TOTAL 1.28
Additional information on internal factor rating :
4 : Major strength
3 : Minor strength
2 : Minor weakness
1 : Major weakness
b. Coordinates Analysis
Internal Analysis Coordinates = Total Score of Strength – Total Score of Weakness
AXIS X = 2.15 – 1.28
= 0.87
Opportunity
II I
Stability Growth
Weakness Strength
III IV
Restructuring Diversification
Threat
Reduce Create
•Price •Motion Detectors
•Graphic and Resolution •Character Customization
•Complexity of Game •Self-made Video
Figure 10 : The Four Actions Framework of Blue Ocean Strategy in Wii Gaming Systems
a. Eliminate (What factors should be eliminated that the consumers don’t require?)
Nintendo eliminates the most expensive elements which are DVD/HD-DVD Playback
components that also have the connection with reducing the price.
b. Raise (What factors should be raised well beyond the industry standard?)
More than a year after the Wii launch, Wii expand “exergaming,” which was the
combination of on-screen action with physical exercise. Nintendo released the simulator games
for fitness and sport which called Wii Fit with additional hardware accessories (Power Pad and
Power Glove) for its gaming console. Now, with introduction of the Wii into millions of
households, boxing, tennis, bowling, golf and baseball games would require players to act out the
physical movements involved in these sport. Some games are specially designed to interact with
the board, thus also driving game revenue.
Besides, Nintendo positioned the Wii as a social gaming that can puts smiles on
surrounding people’s faces, encouraging communication among family members as each of them
found something personally relevant and were motivated to turn on the console every day in
order to enjoy “the new life with Wii.” The Wii could also be connected to the internet for
online news and weather updates and to access Nintendo’s classic game catalogue which could
be downloaded from the Web.
c. Reduce (Which factors should be reduces well below the industry standard?)
Nintendo reduce the complexity of video game that required players to invest significant
amount of their time to learn and play them using complicated controllers with combinations of
buttons and joysticks by create the motion detectors would then translate the movement of the
wand into on-screen action (without an elaborate joystick and wire), enabling simulation of real-
life games such as tennis, bowling and boxing. Besides, Nintendo focus on reducing the price by
eliminating some expensive elements.
d. Create (What factors should be created that the industry has never offered?)
The motion detectors makes hardware much more necessary at the Wii platform than any
of its competitors; and the accessories (driving wheel, sword, blaster, fishing rod) become the
new experience for the gamers. The Wii could also be connected to the internet for online news
and weather updates and to access Nintendo’s classic game catalogue which could be
downloaded from the Web and invite friends to share their customized characters. Besides, the
Wii could also featured in the gamers’ self-made video, which was then shared through YouTube
and social networking sites. This once experimental approach was more effective than the
traditional advertising or mass-media campaigns used by Sony and Microsoft. The Wii could
also be connected to the internet for online news and weather updates and to access Nintendo’s
classic game catalogue which could be downloaded from the Web and invite friends to share
their customized characters and be in constant contact, which could be downloaded from the
Web.
Wii was able finally to implement their blue ocean strategy because their strategy is fit
the situation in the market at those times, they are able to make value innovation that attract the
non gamers people that haven’t been able to attracted to the video games industry. Even
successfully to affect several industries as a whole that have not been attracted to video games
before.
One of the example is like the family market, as previous video games only attract the
teenager because of the violent and hardness of playing the video games, because of the easiness
in playing Nintendo’s Wii and the ability to become console that can unite the family as a whole,
then many parents bought the Wii, even the marketing strategy that Nintendo Wii uses is a
mouth-to-mouth strategy from a suburban housewives.
Other industries that have been attracted by Nintendo Wii are health industry and small,
independent software producers, etc. these industries actually did not able to attracted to video
games before, but with Nintendo Wii value innovation and their improvement to make video
games easy to use and have a utility for fitness too, then these industries finally use the video
games too and complement their value in the industry. these new industries that Nintendo have
been able to attracted, become Nintendo Wii greatest factor to successfully implement the blue
ocean strategy through value innovation.
10 Disruptive Strategy
The Blue Ocean Strategy that Nintendo use to implement for Wii is disruptive strategy
which results in Disruptive Technology. The term “disruptive technology” was made because for
some leading companies despite having followed all the right practices (i.e. keeping a close
watch on competition, listening to their customer, and investing aggressively in new technology),
they still lost their top position when confronted with disruptive changes in technology and
market structure. While keeping close to customers was critical for current success, it was
paradoxically also the cause for company’s failure to meet the technological demands of
customer in the future. To remain at the top of their industries, managers must be able to spot
disruptive technologies. To pursue these technologies, managers must protect them from the
processes and incentives that are geared to serving mainstream customers. And the only way to
do that is to create organizations that are completely independent of the mainstream business.
Nintendo disruptive strategy affects several industries which had not correlated each
other before:
1. In December 2007 Nintendo released Wii Fit (an extension of the Wii for exercise
activities utilizing the Wii Balances Board peripheral). Wii fit aimed to integrate
health and entertainment and featured approximately 40 different activities. It was
described as a way to help get families to exercise together. Its effect on the health
industry was already evident, with doctors and therapists recommencing it for various
purposes. Such as body balance, strength training, keeping patients interested in
performing repetitive and tedious exercises, and for the elderly to enjoy expanding
their ranges of motion. Then Nintendo made a new gaming market that target people
in health industry, also the customer that can not only be reach by the previous
technology provided by the competitors. Within six months of being released, the
product had sold two million copies in Japan and had long queues waiting for its
delivery in many parts of the world.
2. In May 2008, Nintendo made the strategic move of loosening its traditionally tight
control over content by launching WiiWare in the United States and Europe,
capturing potentially a new market for small, independent software producers.
WiiWare is an online channel for distributing downloadable games, enabled users to
download new games by independent developers.
Nintendo’s Wii disruptive strategy by using disruptive technology had revolutionized and
changed the nature competition, and not just in the video game industry. Nintendo disruptive
technology also capturing other industry which before did not correlated each other, like the
health industry and also capturing small, independent software producers.
11 Implementation
Microsoft introduced the XBOX 360 in November 2005, and Nintendo also Sony
followed about a year later with the Wii and PS3. In May 2008, Microsoft announced that its
XBOX 360 game machine had beaten the Wii and PS3 to reach 10 million units in US sales.
This happened due to the selling of Microsoft’s XBOX that started first, the head start of several
months in selling the XBOX 360 gave Microsoft an edge over Sony’s PS3 and Nintendo’s Wii.
The lead time also helped Microsoft and its partners build a vast library of games, which was a
major factor for consideration when gamers chose a particular console.
However, within a month of Microsoft’s announcement that it was the leader in the US
console war, in June 2008 figure were released and it was evident that the Wii had usurped the
XBOX 360 as the leader. This situation matched exactly about how the disruptive strategy is
implemented, as in the short run the strategy seems might result in bad performance, but in the
long run as times goes by the strategy started to give good result.
A total of 10.9 million Wiis were sold in the US since its launch in November 2006,
whereas a total of 10.4 million of XBOX 360 were sold since its launch a year earlier. The PS3
came in a distant third with 4.8 million units sold. In US which were Nintendo’s largest market,
the Wii had taken off the fastest by selling 600.000 units in the first eight days, generating
US$190 million in sales. In fact, because of its high demand and market buzz, many consumers
found it difficult to get their hands on the machine even months after the launch. The same story
about demand existed in other parts of the world, and Nintendo emerged as the clear month-on-
month leader with the outstanding success of its new console.
In terms of profitability, Nintendo was in an enviable position of making a profit on each
Wii console sold from the first day. Sony on the other hand, had already slashed the price of PS3
by US$100 to US$499 to help boost sales of the console. This was still US$20 more than
Microsoft’s most expensive version of the XBOX 360 and about twice the price of Nintendo’s
Wii. From the income statement of Nintendo, it can be seen that after the release of Nintendo
Wii, Nintendo revenue growth is almost increasing 300% compare to the Nintendo’s revenue
before the released of Nintendo Wii. The stat is more marvelous when seeing the gross profit
growth of Nintendo that above 300%. Lastly the net income growth of Nintendo is just above
150%. These stats proved that the disruptive strategy of Wii console helped Nintendo to reach a
very great growth rate of the company, and proved that Nintendo Wii is a very successful
console that helped Nintendo as a company to achieve a very high growth rate.
It was becoming clear that, in this latest battle between the XBOX 360, Sony’s PS3 and
Nintendo’s Wii, Nintendo with their disruptive strategy was the clear winner of the game console
wars.
Table 4 : Sales Figure of Wii, PS3, and XBOX 360 in Worldwide
Month XBOX 360 Nintendo Wii Sony PS2 Sony PS3
Sep-06 446 0 859 0
Oct-06 431 0 793 0
Nov-06 1263 1068 2016 516
Dec-06 2028 2418 3282 843
Jan-07 692 1308 981 546
Feb-07 648 1315 954 389
Mar-07 438 900 708 954
Apr-07 395 1060 648 530
May-07 482 1522 746 418
Jun-07 392 1245 647 298
Jul-07 350 1371 735 419
Aug-07 636 1612 882 609
Sep-07 837 1149 754 428
Oct-07 1007 1234 699 632
Nov-07 1516 2698 1334 1525
Dec-07 2215 4267 2456 2389
Jan-08 1064 2961 1271 1480
Feb-08 648 1606 830 948
Mar-08 710 1730 765 929
Apr-08 886 2545 668 1189
May-08 796 2331 488 939
Jun-08 618 1921 499 995
Total 18498 35596 23015 15981
Table 5 : Sales Figure of Wii, PS3, and XBOX 360 in the United States
Month XBOX 360 Nintendo Wii Sony PS2 Sony PS3
Sep-06 259 0 300 0
Oct-06 217 0 235 0
Nov-06 511 476 664 197
Dec-06 1132 604 1400 491
Jan-07 294 436 299 244
Feb-07 228 335 295 127
Mar-07 199 259 280 130
Apr-07 174 360 194 82
May-07 155 338 188 82
Jun-07 198 382 270 95
Jul-07 170 425 222 159
Aug-07 277 404 202 131
Sep-07 528 501 215 119
Oct-07 366 519 184 121
Nov-07 770 981 496 466
Dec-07 1260 1350 1100 798
Jan-08 230 274 264 269
Feb-08 254 432 352 281
Mar-08 262 721 216 257
Apr-08 188 714 124 187
May-08 187 675 133 209
Jun-08 220 667 189 406
Total 8079 10853 7822 4851
Table 6 : Nintendo's Selected Income Statement from 31 March 2006 until 31 March 2008
March 31, 2006 March 31, 2007 March 31, 2008
Revenues 4736 8988.8 15553.5
Gross Profit 2000.6 3699.7 6510.6
Operating Income 849.3 2105.2 4532.8
Net Income 914.9 1620.9 2393.3
Nintendo Wii
600
Sony PS2
400
200 Sony PS3
0
Mar-06
-200 Oct-06 Apr-07 Nov-07 Jun-08 Dec-08
Month
Figure 11 : US Consoles Sales Month to Month Line Chart
US Console Sales Month-to-Month
1600
1400
1200
1000
800
600
400
200
0
Jul-06 Oct-06 Jan-07 Apr-07 Aug-07 Nov-07 Feb-08 Jun-08 Sep-08
US Market Share
15%
26%
25%
34%
12000 10853
10000
8079 7822
8000
6000 4851
4000
2000
0
Xbox 360 Nintendo Wii Sony PS2 Sony PS3
Figure 14 : US total console sales bar chart after the release of Wii
18% 20%
24%
38%
40000 36261
35000
30000
23015
25000
18498
16976
20000
15000
10000
5000
0
Xbox 360 Nintendo Wii Sony PS2 Sony PS3
Reference :
Joshi, Havovi Samuel Tsang. Case 28 Nintendo’s Disruptive Strategy : Implications for the
Video Game Industry. The University of Hong Kong, Asia Case Research Centre