Focused on the current competition in the global video game market house, which is estimated to exceed $ 15 billion by 1999 in the United States and Japan alone. Describes how Sega Enterprises rework their software development processes and the creation of the revolutionary 128-bit game console (called Dreamcast). After losing its leadership in accelerating the company's market Sony Playstation console, Sega is trying to regain its former position through aggressive strategies for the Japanese market. An integral part of this strategy is the ability to bring its Dreamcast console to the market faster and manage their relationships with independent game developers. Focused on: 1) the hardware and software for game development, 2) the role of the market share in terms of increased economic returns, and 3) The dynamics of market entry strategies, depending on the development opportunities and competitive responses "Hide
By Stefan Thomke, Andrew Robertson Source: Harvard Business School 20 pages. Publication Date: Sep 09, 1999. Prod. #: 600028-PDF-ENG
Related Case Solutions & Analyses:
Greater Minneapolis-St. Paul: Building on a Diversified Base
Baltic Beverages Holding: Competing in a Globalizing World (A)
Managing Your Portfolio of Connections
Note on Chinas Information Technology Industry
Note on Money and Monetary Policy
MFN
Explaining the Decline of the British Economy
Second Bank of the United States: Banks and Banking Before the Second Bank of the United States
Managing Inventories
Merck & Co. Inc.: Addressing Third-World Needs (A)
