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Technology and its impact on business
Technology and its impact on business
The impact of technology on business
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Brief Synopsis of Nintendo Case Lynch (2012) asserts that it is necessary for an organization to carry out an analysis of its resources and capabilities as it help it in identifying the places where value can be added by the organization. This also helps the company in finding out ways to gain competitive advantage in the market. The given case on Nintendo showed that by 2005, Nintendo appeared to be heading towards an end as its rivals Microsoft and Sony has captured the market through Xbox 360 and PlayStation 3 respectively. In this scenario, Nintendo innovated Wii which changed the market scenario in 2007. The case showed that innovative new strategy by Nintendo with its Wii games machine has transformed the industry and revived the profitability of the company. Since the release of the Wii, Nintendo is the leader in the video game industry. By introducing a totally new, one of a kind console, Nintendo has set clearly its goal and objectives, i.e. to reach an unexplored market share by introducing new gaming experiences, and therefore being the leader over its two main competitors, Sony and Microsoft. The case thus highlights the need to take a resource based view of the capabilities of the company so that such resources can be exploited to generate higher value for the firm. The case study highlighted that the new game Wii introduced by the company had the ability to attract individuals considered non-gamers or casual gamers. The Wii was not as powerful or technologically advanced as the Xbox 360 and the PS3, but its success lies in its ability to provide a new means of playing video games. The innovative design of the Wii’s controller, which had built in motion sensors, created a whole new gaming experience for users - on... ... middle of paper ... ...ive Advantage," Journal of Management, 17 (1): 99-120. Hansen M., Nohria N., and Tierney T. (1999), “What’s your Strategy for Managing Knowledge?,” Harvard Business Review (March 1999), 106–16. Johnson, G., Scholes, K. & Whittington, R. (2008), Exploring Corporate Strategy: Text & Cases, 8th ed. Prentice Hall Kay, J. (1993), "The structure of strategy," Business Strategy Review, 4, 17-37 Lynch, R. (2012), Strategic Management, 6th Edition, FT Prentice Hall. Microsoft (2013), Company information, mission, vision and strategy, available online at http://www.microsoft.com/about/companyinformation/ourbusinesses/business.mspx, retrieved on December 10, 2013 Prahalad, C.K. and Hamel, G. (1990), The core competence of the corporation, Harvard Business Review, Vol.68 (3), 79–91. Warren, K (2008), Strategic Management Dynamics, John Wiley & Sons Ltd: Chichester
The structure of the Video Gaming Industry is comprised of several stages. The first stage is the Development Stage. (3) Currently there are three giants in the gaming world. Microsoft’s Xbox 360, Sony’s PlayStation 3 and, Nintendo’s Wii. For these consoles, there are companies that make agreements to release exclusive games. For example, one company can make games solely for Xbox 360. Another company can make games for a particular series offered by the Platform, such as Mario for the Wii. The most common companies are the ones that create games for all consoles, and have no agreement with any particular console.
IBM has been a global leader in taking the initiative to bring about change. Structured by firm public policy, they have been recognized for their achievements in going above and beyond, while dragging those expectations on to their suppliers as well as internal departments. With IBM’s four major points of public policy being environmental, supply chain, employee well-being and political issues, they have carved the way to being one of the largest and most successful companies in the world.
Gamers play primarily on smartphones, tablets, and computers (Gamers and Gaming - US - 2014). Following “Gamers and Gaming US” in Mintel, gamers often play different platform: 59% any platform, 25% mobile devices, and 17% gaming console, 11% computers. Console gamers spend more than 10 hours a week playing. The older millennial age group (25-44 years old) will explore new brands and are willing to update to newer technologies.
The first is that the video game consol industry is an oligopoly and has to deal with the game theory. It is an oligopoly because it has high barriers to entry such as hardware subsidies and very fierce competition amongst already established firms (Scevek, 2001) Also there are only three major producers of video game consoles: Sony, Nintendo, and the recently Microsoft. Because these three all have personal interests the game theory applies quickly. The most recent example is the releases of the Playstaion 2 by Sony, the Nintendo GameCube, and Microsoft’s X-box. Early in the year of 2001 Sony released its latest Playstation 2 and its profits surged. They had increased 3.1% to 24.8 billion Yen, and 22.t million units sent world wide in the first fiscal year (IGN, 2002). Microsoft and Nintendo however had a different story. They decided to hold off sending of their product until the holiday season of 2001, a well-known purchasing time for consumers. However this induced competition for personal interests and both ended up worse off. While the Xbox had sold 1.4 million units, and Gamecube 1.3 million, Sony had 1.4 million units sold in its fourth quarter (Weintraub, 2002). That 1.4 million was in addition to the millions sold before hand. This unwise release is catching up with Microsoft as the profits for the X-box had halved to 190 million in 2003 compared to the loss of 60 million the year before (Yabedo, 2003), and it may soon be forced to leave the gaming industry. As it stands now the current owning of systems in households is 75% own a Playstation 2, 12% own a X-box, and13% own a Gamecube (yabedo, 2003). While the figures may be small Nintendo is building up slow but steady steam with its big name titles, and domination of the hand-held industry. Its recent release the Gameboy Advance has caused a make up for the loss by GameCube. It had so...
To conclude, Nintendo’s core competencies are: create video games that cost the people less as it did with Wii, it depends more on innovations and creativity instead of advanced technology, and it targets new segments of people such as; the elderly and women. The company has to worry about two main things. The first one is that the firm should create some video games with technology and graphics to attract people who like technology. The second thing is that the company should open stores that only sell Nintendo's games to give more choices for people who like its games. These two ways could help Nintendo to increase its sales and its profits.
In 1984 the video game industry was reeling from a market saturation crash. During the 1970’s and the beginning of the 1980’s the main form for video game entertainment was to go to a local arcade with a roll of quarters and wait your turn. The home gaming console was still getting off the ground with a handful of proprietary systems. Atari and Intellivision controlled 80% of the market, an estimated 2 billion dollar market(1). These home systems where building up market share but had a problem because the demand was not big enough for the supply. The personal computer was also fighting for the same type of consumer. The release of the Apple 2, the Commodore 64 and TI 99 started a price war dropping the cost of personal computers. These factors
Wii U offers personal relevance, values, and needs. However, they choose the wrong target market. The reason is because children do not have the ability to buy the game. While hardly will parents buy them a game instead of a book. On the other hand, the teenager is more likely to have an ability to buy a game. Plus, they are easier to spend money on the game than an adult. Wii U needs to create more advertisement. They need to remind and inform the consumer about how great the product is. The consumer is not willing to buy if they don’t know the benefit of an exchange. They should also come up with the plan that will keep the customer engage. For example, they should develop new features or a new game at least three times a year. If the consumer has a goal or a game to look forward to, the distraction will not be the factor that affects consumer’s
Back in the day, the common household paraded around Nintendo’s latest gaming console, and goggled at every E3 unveiling. Shingeru Miyamoto, a once major gaming producer, had dominance over any other company, and ran competitors into the ground. Twelve years ago, Playstation stood no chance against the empire Nintendo built. Even when the Nintendo Wii entered market, Sony’s Playstation 3 and Microsoft’s Xbox360 initially lost profits while Nintendo raised millions (Kuchera). Nowadays, however, when comparing Nintendo to other gaming kings, the general public favors anything non-Nintendo. Some people attribute their profit loss to the rise of Apple and iPhone apps, others argue Nintendo’s products attract soft-core gamers, and the rest assume Nintendo’s current failure stems from faulty hardware. In reality, the reasoning for Nintendo’s blunder does not depend on one aspect alone, as most people argue, but rather all three together in a process of elimination.
Our group decided to research why Sony’s gaming industry seemed to be falling behind in today’s economy. When we first faced the issue, we thought that it might be the networking issues or some of the features that were offered with the gaming consoles sold by Sony. Sony’s “mission” statement, if you will, stated that “our mission is to become a leading global provider of networked consumer electronics, entertainment, and services.” By searching online throughout articles and Sony’s website we found some evidence that dealt with networking issues and the types of consoles that Sony offers with the ability to connect digitally to other consoles (Sony Annual Report). We soon realized however, that the real issue Sony faced was in marketing.
Microsoft is one of the leading software companies in the world and it controls substantial shares of computer operating systems. A part from operating systems, Microsoft supplies the world with other products, such as the video game console Xbox, Office Software, digital music players, server storage software, CRM applications, and Zune. In the modern world, Microsoft has embraced the idea of globalization while it has exploited current technology to increase its global competitiveness. Therefore, this paper examines how globalization and technology have influenced Microsoft Company. Moreover, the paper applies industrial organization model and resource based model to assess if Microsoft could earn high returns. Finally, the paper does an assessment of the vision and mission statements and concludes how the stakeholders influence the success of Microsoft.
Video games have been around about 50 years and they contribute a big part of the U.S. economy. People interact with video games every day throughout different ways, such as cell phone devices, computers, consoles or whatever which has a screen on it. In fact, it has always affected people’s lives. However, not so many people understand the benefits of video games. With video games, people can not only relieve themselves from stress and suffering, but it also improves people’s social experiences while they are exchanging and absorbing knowledge with other people; more than that, people can learn many other things from video games which can help them to achieve great things in lives.
In most organizations, effective utilization of knowledge increases productivity, creates competitive advantage and, ultimately, improves profits.
Management theories help managers succeed in advancing the company goals. Knowledge management is one of the theories. Knowledge management is the management of corporate knowledge and intellectual assets; furthermore, knowledge management adds value to an organization by enabling an enterprise to act more intelligently (Gupta et al., 2002). Koenig, (2012), defines knowledge management theory as a “discipline that promotes an integrated approach to identifying, capturing, evaluating, retrieving, and sharing all of an enterprise's information assets”. He goes on to say, “these assets may include databases, documents, policies, procedures, and previously un-captured expertise and experience in individual workers" (Koenig, 2012, para 4).
Nonaka, I. & Konno, N. (1998). The concept of "Ba": building a foundation for knowledge creation. California Management Review, 40(3): 40-50.
From my point of view, Knowledge Management is defined as a learning process of human through collecting information and data from various resources such as experience and books. That information will effect on people’s thinking, attitude, action, and behavior toward something. This field also examined about how people utilize their intangible asset like knowledge and cognitive ability in order to achieve their own goal.