Factors affecting competitive strategies choice of global companies in the video games console industry by the example of Nintendo in Japan and the USA

Processes. The processes were similar in all three companies. These corporations are in technology intensive industry, therefore R&D departments are vital for them. The big difference is in the values of the companies.

Values. In 2006 Satoru Iwata said something that defined value proposition of Nintendo “For some time we have believed the game industry is ready for disruption. Not just from Nintendo, but from all game developers. It is what we all need to expand our audience. It is what we all need to expand our imaginations.” Unfortunately, Nintendo is the only company that is constantly trying to reach new customers and try new things. Sony and Microsoft tried to expand their audiences with the motion controllers, but because of lack of support they failed, and focused on being home media centers with excessive hardware capabilities.

3.2 Limitations and further research

An interview with management of the Nintendo would be highly beneficial for this work. It would help to outline new factors that are just invisible to the spectator outside of the company and would help to enhance understanding on how strategy related choices are made in the company, and in the industry as a whole.

Further research must analyze the next generations of the consoles, to watch the industry trends and how companies respond to them. Whether Nintendo will continue to stay in its Blue Ocean, or it will be pushed out of it again, and will have to create the new one. Or maybe it will enter the red ocean by its own choice, and will try to compete there.

Conclusion

The Master Thesis focused on the issue of choosing a competitive strategy, taking into account the different factors that affect the choice.

The master's thesis covered theoretical aspects of the subject by studying existing literature and research on competitive strategies and various factors affecting ones choice. It also looked at the experience of global companies in the video games console industry in terms of their competitive strategies.

The second chapter of the study presented a comprehensive type of research on the global video game console industry exemplified by Nintendo in comparison to Sony and Microsoft. The competitive strategies and various factors affecting the choice of them have been thoroughly investigated in this part and the research has provided some basic pillars for further study and analysis of the subject.

The findings described the decision-making factors and the most frequently utilized competitive strategies used by Nintendo, Sony and Microsoft. The paper carried out an external and internal environmental analysis and identified possible factors that shaped the strategy 's choice.

There are some limitations to the work that could be formulated as the analysis provided an overview of the companies and did not explore a deeper understanding of the particular factors.

The aim of the study is achieved as the factors affecting the choice and the competitive strategies have been addressed.

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