(The Nintendo Wii: A 'Revolution' in Gaming - Case Study Example

According to Kanter (1995) such an action will not constitute an adequate response. This is so because success is based on an organisation’s ability to create, rather than predict the future by developing those products that will literally transform the way the world thinks and view it self and the needs (Kanter 1995:71). Within the context of today’s global competition, businesses and firms no-longer compete as individual companies but try to corporate with other businesses in their activities (Wu & Chien 2007:2).

These researchers went further to argue that, this strategy has become quite common in many businesses including the retail clothing chain stores. The conventional vertical integrated company based business model is gradually being replaced by collaborative relationship between many fragmented, but complementary and specialized value stars and constellation (Wu & Chien: 1). This paper attempts an analysis of the case Nintendo. The first part of the paper presents an analysis of the activities of the company mention in the case, the second part of the paper looks at existing literature on Blue Ocean strategy, the third part of the paper examines whether the new Nintendo Wii represents a blue strategy.

The last part of the paper presents the conclusion and recommendation. Blue Ocean Strategy is a management strategic concept that challenges companies to break out of existing competition while taking advantage of uncontested market that the authors framed the “Blue Ocean”. To the researchers, existing markets represent a red Ocean. Nintendo is a company that is headquartered in Kyoto, Japan (Company’s Report 2008). Nintendo engages in the leisure equipment business having two segments.

According to the Company’s Report (2008). The Leisure Equipment segment is engaged in the development, manufacturing and sale of portable and home