Sony, Microsoft and Nintendo in Video Game Industry - Literature review Example

An Analysis of the Video Game Industry TABLE OF CONTENTS Executive Summary ………………………………………….……..……………. 2 Background Introduction ………………………………………..….…………… 2 Analyzing the Video Gaming Sector – Micro Environment …………………... 4 Micro Environment Analysis from other Perspectives ……………………..…. 7 Analyzing the Video Gaming Sector – Macro Environment ……………….…. 9 Macro Environment Analysis from other Perspectives ……………………… 11 Review of the Industry ………………………………………………………….. 12 Conclusion ……………………………………………………………………….. 13 References ………………………………………………………………..……… 17 FIGURES AND TABLES FIGURES Figure 1 - The Strategy Process …………………………………….…………… 3 Figure 2 – Strategic Management Scenario Planning …………………………. 4 Figure 3 – Porter’s Five Forces that Shape Industry Competition ……………. 5 Figure 4 – Deliberate and Emergent Strategies ………………………….…… 14 TABLES Table 1 - SWOT Analysis of Video Console Sector …………………………….. 8 Executive Summary In delving into the fierce competition in the video game industry, the key underlying factors that were considered in the use of varied points were the impacts of strategic management as represented by the paths taken by the major companies in the sector. The foregoing foundation was based on where the industry is, where it is going, the moves made by competitors, and the threats facing the industry segment. The recent global recession impacted the industry as well as aided competitive products as represented by tablet devices, online and PC gaming as well as smartphone applications due to their cheaper price and/or multi-use frameworks. Despite the popularity of these formats they lack the sophistication, rich detail gaming environment offered by dedicated video game consoles and the games designed for them. This report took into consideration the information offered by varied management tools such as a SWOT, PESTLE, along with a macro and micro-study of Sony’s PS3, Microsoft’s Xbox 360 and Nintendo’s Wii as the means to analyze the sector. It found that whilst new gaming formats have gained popularity, their inroads have been based on cost and utility as opposed to matching or duplicating the rich gaming experience only offered by video games in a console format. At present, Nintendo has captured the lead in unit placements, but over the long haul, if it cannot increase its number of titles, the financial clout of Microsoft and Sony under their more expensive console and games will wrest market share away. Background Introduction In terms of understanding how the varied tools referred to in this report fit together De Wit and Meyer (2010, p. 52) advise the strategy process includes strategic thinking, strategy formulation as well as strategic change. The deductions made herein come from the Grant (2010) case study and other sources were made from the analysis of corporate actions and findings. According to Wit and Meyer (2010, p. 75), firms rarely if ever publish their formulated strategies due to competitive reasons thus the deductions made were a result of an analysis of many factors. As brought forth herein, the following represent the strategic process companies generally employ: Figure 1 - The Strategy Process (De Wit and Meyer, 2010, p. 77)   In looking into the varied tools used to analyze the video game industry in this report, it must be remembered that these all fall under the auspices of strategic management as represented by the decisions and paths taken by the three companies discussed. In defining Strategic Management the Small Business Advancement National Centre (2010) advises it “… entails three ongoing processes: analysis, decisions, and actions”. In furthering the understanding of the term Burgelman et al (2008, pp. 21-28) tell us that it represents the analysis of varied strategies goals such as mission, vision, and objectives as well as the analysis of the organisation’s internal and external environments. The variables and considerations that managers utilise in making strategic decisions manifest itself in the future performance of a company and thus explains why some firms outperform others (Volberda et al, 2010, pp. 76-81). Successful managers utilise strategic management to ascertain the variables of the competitive market and trends for the future under a process that looks visually like the following:   Figure 2 – Strategic Management Scenario Planning (Hill and Jones, 2008, p. 25) In elaborating further Hill and Jones (2008, p. 26) advise that “The formal strategic planning model has been characterized as the fit model of strategy making because it attempts to achieve a fit between the internal resources and capabilities of an organisation and the external opportunities and threats in the industry environment”. This report brings this forth through the analysis of the actions of Sony, and Microsoft that opted for a high technology approach in their latest console models, whereas Nintendo choose a user-friendly less sophisticated approach. Whilst Nintendo’s fiscal position necessitated the preceding, its management considered the ramifications of a broader market appeal outside of the traditional gamers as represented by young males, to include young adults and females (Grant, 2010). As shall be shown herein, this wider appeal base resulted in Nintendo assuming the market lead in console units sold as a result of the aforementioned and simplified controller operations and a lower price (Grant (2010). Analyzing the Video Gaming Sector – Micro Environment The microenvironment represents considerations inside the industry as represented by suppliers, distributors, customers as well as competitors (Hemlin et al, 2004, pp. 12-16). Porter’s Competitive Five Forces utilises the understanding that the “… competition for profits goes beyond established industry rivals to include four other competitive forces as well: customers, suppliers, potential entrants, and substitute products” (Porter, 2008). Visually, the foregoing looks as follows:   Figure 3 – Porter’s Five Forces that Shape Industry Competition (Porter, 2008) In terms of the threat of new entrants, the extremely high developmental costs for a new game console means that only those companies with a large cash hoard and footprint in the sector would even consider venturing into this very competitive field (Grant, 2010). The corresponding software, which is the real profit generator for the console makers, has an average developmental and completion costs of $28,000,000 for first class A games, and $12,000,000 on average overall for normal games (Crossley, 2010). The consolidation that has occurred in the industry as a result of Sega dropping out of the console sector leaves the field in the hands of Sony’s PS3, Microsoft’s Xbox 360, and Nintendo’s Wii (Divens, 2010).   With regard to the bargaining power of suppliers, which in this instance represents software game companies, the power still rests with the console makers as a result of exposure and number of consoles sold and being placed (Grant, 2010). Whilst the console platforms and popularity of the platforms represent the foundation for potential game exposure, the creativity and power of the software suppliers has and is increasing as this represents the profit segment of the business (Grant, 2010). However, amidst this power orientation that favours console makers who broker the deals for game development, one supplier, Electronic Arts, holds 19% of the game segment pointing to a possible evening out of power in the future that seems some ways off however (Grant, 2010). Buyers represent the bargaining power in that there are just three console makers in the segment who control the lion’s share of the market (Savitz, 2011). The significance and importance of the bargaining power of buyers are clearly illustrated in the shifting of video game console sales in the seventh generation that saw third place Nintendo outsells Sony and Microsoft (Patterson, 2011). The shift represented the lower pricing of Nintendo units to the technology-laden Sony PS3, and Microsoft Xbox 360 and their late delivery shipments (Grant, 2010). Buyers are the focal point in the video gaming sector that depends heavily on the success of its titles as a driver of future success, thus they control the segment (Matthews, 2012). The engrained popularity of games and the engaging action and new 3D developments and virtual reality capacities of consoles and games means the threat of a suitable substitute product is extremely low (Snider, 2011). The increased sophistication of the capabilities of video consoles as represented by 3D, higher graphics, faster processing speeds, and complex games means has distanced the segment from the threat of substitute products ( Majere, 2011) as these units occupy 60 percent of all households in the U.S. (Takahashi, 2009).   The final segment of Porter’s Five Forces Model entails the rivalry between the competitors in the video game console segment. Grant’s (2010) article pointed out the intense developmental costs and stakes faced by the segment’s big three to lure gamers to their new platforms. Whilst Sony and Microsoft gambled on enhanced features, Nintendo, lacking the financial reserves, settled in on ease of use and cost, a strategy that won them more unit sales and converts (Grant, 2010). The rivalry in the segment is intense in that the sale of consoles sets the stage for the lucrative games, which are the profit segment of the industry (Grant, 2010). Micro Environment Analysis from other Perspectives In understanding the direction that Sony and Microsoft took in the planning of their new systems, it represented a war of technological advances deemed as necessary to woe gamers to the next generation (Grant, 2010). Mintzberg, 1994, pp. 36-37) terms this as the core design school model, which is also referred to as SWOT. Mintzberg, 1994, p. 36) prefers his designation, design school model, in that he states it is built upon “… the belief that strategy formulation is the process of conception …” that entails the utilisation of a few core ideas as the foundation to design strategy.   In utilising a SWOT analysis of the video console sector it looks at its Strengths, Weaknesses, Opportunities, and Threats (Yuksel and Dagdeyiren, 2007, pp. 3215-3217). In reviewing the three major players in the market, the complexity of the analysis has been approached using a comparative Table:   Table 1 - SWOT Analysis of Video Console Sector SWOT Areas Xbox 360 PS3 Wii Strength Has the capability to integrate with the next generation of DVD players and has High Definition technology. In addition to being compatible with prior Xbox versions, it is a first of its kind technology wise. The price is lower than the PS3 but higher than the Wii. Integrates next generation of DVD plays and has backward compatibility with the PS2, and includes a high free online content ratio. The unique motion detection system has endeared the Wii to all types of gamers. This combined with its low entry cost and lower priced games has induced trial as well as new converts. All of the above are aided by the ease of learning how to play with the system. Weakness The hardware, as well as games, are expensive, and the Xbox suffers in direct competition with the Wii due to the large similar customer base. The hardware, as well as games, are expensive and the system has suffered a recent profit decline. Limited software selection represents a key weakness. Opportunities The opportunities offered by partnerships with Hollywood studies is seen as a major coup for the Xbox. This is due to the monetary power of Microsoft as a corporation. The opportunities for partnership with Hollywood is strengthened by its newly acquired movie division. The lower entry price has opened up broader markets in Europe, the United States as well as Asia. The ease of learning in terms of its console platform has opened up the Wii to a larger market segment. Threats The lower priced competition from the Wii means that potential customers for the Xbox are being lured away. Microsoft still has issues in the European market due to antitrust. The hardware is complex and difficult for non-tech savvy gamers to operate.   The lower cost competition from Nintendo has been and is a threat that delays in launch production by Sony aided. The company’s frequent strategy changes have not aided in consumer market stability. The Wii has the potential to lose a customer in the future as a result of its small library of titles as compared against the PS# and Xbox. The games offered by competitors are more sophisticated as a result of the advanced hardware capabilities. In all three instances, the threat of the mobile gaming segment represented by smartphones and tablet devices is viable to some degree. This area is projected to grow by 50% by 2013 from 2010 to $32.6 billion (Kjetland, 2011). Online gaming using PC’s and tablet devices has also grown dramatically as well. Activision’s World of Warcraft has in excess of 11 million players, and Facebook offerings such as Farmville from Zynga are strong competitors in another segment (Kjetland, 2011). The bigger threat is represented by tablet devices such as the iPad, which are multifunctional and thus offer more appeal to the older segment of gamers (Kjetland, 2011). Console makers are concerned with the threats offered by this portability, which includes smartphones, in that their market growth is stagnating (Kjetland, 2011). Digitising and tablet devices, along with high definition Wi-Fi connections are a threat in that the device offers gamers connection to televisions and eliminates the single platform limitation posed by the three companies. The preceding represents a major threat for all three companies. Analyzing the Video Gaming Sector – Macro Environment In terms of the macro and microenvironments in the video console gaming segment, the first (macro) represents the analysis of broad environmental factors that have impacts on an industry segment or organisation (Hemlin et al, 2004, pp. 12-16). A PESTLE Analysis of the video game console industry represents a macro-environmental exercise of external factors acting on the segment. The following represents the PESTLE Analysis of the video console segment utilising Political, Economic, Social, Technological, and Environmental factors. In employing strategic management with regard to external factors impacting their businesses it represents a simplified tool for management that is easy to use as an aid to understanding the business environment to encourage strategy development (Henry, 2008, pp. 302-338). Additionally, the use of a PESTLE Analysis aids management in formulating strategic approaches to future and present threats as well as understanding and spotting new opportunities to be exploited (Henry, 2008, pp. 302-338). As is the case with any tool, there are also downsides or disadvantages that occur in the use of a PESTLE Analysis. One of the dangers to its use under strategic management is that a PESTLE Analysis can oversimplify the data utilised thus making it potentially possible to miss important information (Henry, 2008, pp. 302-338). As business conditions can and do change rapidly, the PESTLE Analysis needs to be updated on a regular basis in order to be effective and should be conducted by individuals from different departments and backgrounds as a means to obtain differing perspectives (Henry, 2008, pp. 302-338). In order to construct a PESTLE Analysis, considerable time needs to be devoted to the information and data gathering process in that this is a primary stage data process whereby corporations are in the throes of new influences and information requirements thus making the task more difficult (Henry, 2008, pp. 302-338). As a result of the preceding, much of the data and information gathered and or used is on an assumption basis (Henry, 2008, pp. 302-338). In terms of the video console industry, the Political forces identified represent taxation policies along with the impact of foreign trade regulations as well as social welfare policies that recently have focused on violent content (Stadtler, 2010, pp. 1-14). The latter is a result of the fact that games have the tendency to utilise the emotions of players that could if engaged improperly, could threaten peace as well as law (Stadtler, 2010, pp. 1-14). The Political structure of the industry is relatively stable; however, the violence in games is under tight scrutiny. Under Economic, the video game industry is highly lucrative and contributes to the Gross Domestic Product of the United States and Japan primarily, and more recently Europe’s via its software developers (Stadtler, 2010, pp. 1-14). The state of a nation’s economy has a direct impact on the industry in that it affects consumer disposable income as the recent slowdown in buying has revealed (Stadtler, 2010, pp. 1-14). Nintendo’s pricing strategy as a result of its lowered developmental costs compared to Sony and Microsoft has enabled it to gain the top position in units sold despite the fewer games in its inventory. From the Technological standpoint, both Sony and Microsoft have more sophisticated console units compared to Nintendo but at a cost premium (Stadtler, 2010, pp. 1-14). The added technology benefits are at present a double-edged sword in that the threat of digital game and online/mobile formats means that consumers have other cost alternatives that are cheaper. From this standpoint, Nintendo’s low price strategy might prove more beneficial in the long run. In addition, the online capabilities built into the Nintendo system provides it an advantage over its rivals and represents a strategic change Sony and Microsoft missed the boat on (Grant, 2010).   Under Environmental factors, the industry utilises a large quality of plastics in its consoles that the industry has not formulated a disposal plan for. In addition, consoles interact with televisions and consume a large amount of power. The newer Nintendo units have a lower power consumption than the technology-laden Sony and Microsoft consoles, a direction that these companies will need to take in consideration of global warming and greener technology (Haberberg and Rieple, 2008, pp. 103-109). Macro Environment Analysis from other Perspectives In looking at the three competitors in this segment from the Corporate Survival Model Perspective Duffle et al (2006, pp. 635-665) advise that the model represents the use of a number of analysis tools. The foregoing enables management to understand negative factors in its operational landscape to understand, avoid and plan against. In providing specifics Macmillan et al (2001, pp. 32-44) advise that Porter’s Five Competitive Forces minus rivalries, plus four other areas represent the analysis factors for the Corporate Survival Model. One of these is Government Ideology and Policy that in the case of the video gaming market is under an important initial assault by the Supreme Court of California (Mears, 2011). Whilst that Court rejected the preceding under the free speech rights amendment it indicates potential future government involvement and actions. Lobby Groups represent another Corporate Survival Model area that the industry spent an estimated 5 million USD on in 2009 to promote its ends (Takahashi, 2009). The Entertainment Software Association that acts in behalf of console manufacturers and software maintain a presence in Washington D.C. to lobby in favour of their interests as well as court contacts that might serve them in the future (Takahashi, 2009). The other two of the additional four additions to Porter’s Five Forces Model represent Complementors along with Fashion and Fickleness (Macmillan et al, 2001, pp. 32-44). The former Complementors represents a loss of support among consumers for the product, which in the face of the growth of the industry and new titles is not a factor (Grant, 2010). In terms of Fashion and Fickleness, the video gaming segment is not a trend. It is an established entertainment segment that through new titles and formats such as interactive games, dancing, and fitness titles is appealing to larger demographic groups outside of the 12 through 17 male core (Grant, 2010). Review of the Industry The video gaming industry, even in the face of the global recession and pullback in consumer spending, enjoyed a good year in 2010 – 2011. Sales were up from $67 billion to $74 billion that represented a gain of 10.4 percent (Zacks Equity Research, 2011). The gaming software segment in 2011 will come in at approximately $44.7 billion that represents an approximate 60.4 percent of total spending in the segment (Zacks Equity Research, 2011). The forecasts indicate the software side of the video gaming industry, which is its profit generator, will continue in its dominance of consumer spending over the next five years as represented by 2012 through 2017 (Zacks Equity Research, 2011). In terms of spending, the above means spending in video gaming hardware and software segment is anticipated to reach $112.0 billion in 2015, with software representing 50.4%, or $56.5 billion (Zacks Equity Research, 2011).   This estimate was confirmed by Bilton (2011) in quoting Gartner Research that projects the mobile gaming segment will increase from the 15% growth in 2010 to 20% growth in 2015. The report by Gartner Research indicated the mobile gaming segment that consists of handheld consoles that include Nintendo, as well as Sony, will slow as smartphone games increase with the addition of more powerful processors in these units (Soh and Tan, 2008, pp. 35-51). The report by Gartner Research also added that the increased utility and power of smartphone processors and game sophistication could see these devices cutting into video game consoles to a modest degree (Zacks Equity Research, 2011). The foregoing threats to the console gaming segment were covered under the SWOT analysis that revealed the portability of smartphones and tablet devices represent options for consumers in multifunctional devices that do other things as well. John Riccitiello, chief executive officer of Electronic Arts, in summarizing this threat has stated "The massive growth in the industry right now is in online, mobile, social" platforms (Kjetland, 2011). This same analysis was made by Zack’s Equity Research (2011) that stated in its analysis that the gaming industry is in a transitional state that is moving toward digital as well as online gaming.   In elaborating on this, Zack’s Research (2011) report stated the rapid growth of online gaming is expected to be a major revenue driver for software companies such as Activision and Electronic Arts. In this regard, the Electronic Entertainment Expo found that all video game publishers are moving in the direction to digitize their offerings (Zacks Equity Research, 2011). In fact, Heiko Hubertz, the CEO of Bigpoint GmbH, one of the largest online game companies in Europe, stated the future sees tablet devices as replacing consoles in the future (Kjetland, 2011). He added that this transition is being aided by high definition Wi-Fi connections as represented by tablets and televisions to provide the console experience and thus offer gamers a wider variety of choices without committing to a singular game platform (Kjetland, 2011). Adding to these woes are the large diversified media companies such as Walt Disney, Time Warner, Fox, and Viacom who are all expanding their efforts in software publishing (Zacks Equity Research, 2011). Conclusion In looking at the different paths taken by Sony, Microsoft and Nintendo with regard to their seventh generation consoles, Senge (1990, p. 41) tells us “Leverage often comes from new ways of thinking”. The core of the preceding is contained in the fact that in many organisations, particularly those involved in heated competition, have potential leverage that they fail to utilise in that they are too intent on focusing on internal decisions as opposed to understanding the nuances of their market (Senge, 1990, p. 41). This in effect blinded Sony and Microsoft who saw each other as the main competition and embarked on a technological assault on the market whereby they spend on new features to the determent of consumer considerations of pricing and usability (Grant, 2010). In looking at the approach of Nintendo, their relative positioning with regard to funds as opposed to Sony and Microsoft resulted in it using what Mintzberg et al (2003, p. 3) terms as an emergent strategy:   Figure 4 – Deliberate and Emergent Strategies (Mintzberg et al, 2003, p. 3)   In terms of Sony and Microsoft, their approach was deliberate. The threat as posed by Heiko Hubertz of Bigpoint GmbH that tablet devices will replace consoles has some flaws in that controller devices need to be added to the tablet costs, and that tablets are pricey as well. Technology is moving toward multi-functionality as well as dedicated devices with gaming being an area onto itself. The above points have been brought forth as a means to tie together the wealth of information uncovered herein and how strategic management was involved in the above. In understanding the direction that Sony and Microsoft took in the planning of their new systems, such represented a war of technological advances deemed as necessary to woe gamers to the next generation (Grant, 2010). Mintzberg, 1994, pp. 36-37) terms this as the core design school model, which is also referred to as SWOT. Mintzberg, 1994, p. 36) prefers his designation, design school model, in that he states it is built upon “… the belief that strategy formulation is the process of conception …” that entails the utilisation of a few core ideas as the foundation to design strategy. In consideration of the business level strategy concerning threats from other gaming platforms and approaches as represented by tablet devices, smartphones, and PC gaming the foregoing are strategic threats faced by Sony, Microsoft, and Nintendo that need to respond to as well as address. In terms of business level strategies these firms will need to build on their core advantages as represented by 3D gaming, the unique higher cost sophisticated game environments they develop, plot lines and features that digitized versions cannot replicate (Smith, 2011). Online gaming and digitized versions do not have these capabilities, thus the true gaming experience still remains an advantage of the video console segment. In addition, the controllers connected to consoles offer unique gameplay action (Smith, 2011). New developments in the industry that builds on its unique position are represented by the new Nintendo system 3DS that permits 3D gameplay (Smith, 2011).   In looking at the threats, the video console segment needs to concentrate on its strengths as presented by the above as opposed to the different gaming experience offered by online digital formats, smartphone limited action and tablet devices. Whilst these alternatives are cheaper in terms of price and units, their gaming experience in terms of highly rich environments represented by detail, experience, visual and related factors does not compare. In addressing the preceding positive facets of the video console and gaming segment of the market, strategic management needs to utilise a resource-based view as a building point (Helfat and Peterat, 2003, pp. 997-1010). This seeks to capitalise on the advantages inherent in a firm’s products in the face of external competition as a means to create distance as well as distinguish a product in the mind of consumers (Helfat and Peterat, 2003, pp. 997-1010). The above areas represent such an approach. This also entails the use of market positioning. Regardless of the benefits of digital gaming formats and lower cost, they cannot duplicate the highly detailed gaming environment offered by consoles. Characteristics involved in the resource-based view entail ascertaining the valuable resource(s) that are nonsubstitutable as well as potentially specific to the industry (Hoopes et al, 2003, pp. 889-902). The understanding of the specific inherent resources and differences of the industry versus its threats are the sources of developing strategic management approaches. References Crossley, R. (2010) Study: Average dev costs as high as $28m. Accessed on 17 January 2012 from http://www.develop-online.net/news/33625/Study-Average-dev-cost-as-high-as-28m Bilton, N. (2011) Video Game Industry Continues Major Growth, Gartner Says. 5 July. The New York Times. Burgelman, R., Christensen, C., Wheelwright, S. (2008) Strategic Management of Innovation. New York. McGraw-Hill/Irwin. pp. 21-28 De Wit, B., Meyer, R. (2004) Strategy Process, Content, Context: An International Perspective. London. Thomson Learning. p. 52 Divens, Z. 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