Responding to the Wii Case Solution And Analysis, HBR Case Study Solution & Analysis of Harvard Case Studies

After several years of leadership game console industry, how to respond to the overwhelming success of Sony handy Wii Nintendo competitor of high-tech Sony PlayStation 3? It was August 2008, and Kazuo Hirai, chief executive of Sony Computer Entertainment Inc (SCEI), considered the questions of how Sony plans to respond to the Nintendo Wii console, which was significantly leading Sony PlayStation 3 and Microsoft Xbox 360 consoles in the market. Wii supremacy was particularly disconcerting Hirai, given that Sony dominated the game industry and largely determined his course in 1995. But the tables turned sharply in the current generation. Although the Wii has been far less technologically advanced than were PS3 and Xbox 360, the ease of Wii, use innovative motion sensitive controller, and simple but fun game console made a hit with all demographics, from nine to 65 years old, male and female. As a result, Nintendo has stolen a march on the two great rivals, referring to people who are traditionally not avid users of video games. Microsoft and Sony, more powerful machines have remained focused on traditional "gamer" audience of 18-to-65-year-old man. Hirai, it was determined that the restoration of the rule in this generation or the next. He knew that or not publicly defined strategy SCEI response to Wii, he had to find a way for his company to have to deal with the new order of the gaming industry that Nintendo created. In an effort to do so, Hirai could find a guide in the history of the industry, which was marked by rapid and frequent change of state. "Hide
by Andrew Haji, Hannah Halaburda Source: HBS Premier Case Collection 19 pages. Publication Date: 06 January 2009. Prod. #: 709448-PDF-ENG