Nintendo Wii U: Lessons Learned for New Strategic Directions Harvard Case Solution & Analysis

Founded in 1889 in Kyoto, Japan, Nintendo has always operated in the entertainment business, starting with in the 1970s and, playing cards, entering the electronics and video game industry with a little handheld console. By investing in initiation to ensure continuing delivery of new recreational encounters, Nintendo was dominant until the mid-1990s when the market was entered by the two multinational giants, Sony and Microsoft, with investment capital and promotional campaigns that are big. Nintendo competed with these brand new challengers, but its Wii U and 3DS systems, started in November 2012, met with little success.

In 2014, the firm faces many questions as it propects to move forward. Were 2014's 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 grow into other new markets and other new business areas - successfully revive the standard dominant position of Nintendo in the game industry? Should it pursue mergers and acquisitions or strategic alliances to obtain required resources and competencies from external to put money into market and product diversification?

PUBLICATION DATE: February 09, 2015 PRODUCT #: W14682-PDF-ENG

This is just an excerpt. This case is about STRATEGY & EXECUTION

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