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This case was written with publicly available information about Nintendo.

In the 1980s and 1990s, Nintendo dominated the video game industry with a market share of 90%. In 2020, Nintendo’s market share dropped to nearly 31%. This case examines a 40-year history of Nintendo, including its core strategy of video game and video game console development and its growth strategy using its intellectual property. Throughout its history, Nintendo has faced and continues to face stiff competition from Sony, Microsoft and new emerging technologies like virtual reality video games. Nintendo has the challenge of competing in a rapidly changing industry with changing customer preferences where it once had a dominant market share. Can Nintendo continue competing, relying on its core competency of developing new video games and consoles? Or moving forward, should it further define itself more broadly by continuing to leverage its intellectual property in the entertainment industry?

This case is suitable for undergraduate courses in marketing, marketing management and business strategy, or where an instructor focuses on strategic decision-making. This case will provide valuable in-class discussions on the importance of defining what a business should do and how it should grow. Additionally, this case will be useful for courses that include advanced discussions on tradeoffs between focusing on core competencies and growth by expanding into other opportunities that are not necessarily part of a business’s core strategy. A portion of this case was tested in an undergraduate marketing strategy and marketing principles course. The case created an excellent environment for critical thinking and analysis.

Describes Nintendo's rise to dominance in the home video game industry in the late 1980s. Then presents the challenges Nintendo faced in 1990 as 16-bit processors entered the market against the 8-bit Nintendo Entertainment System.

The purpose with this article is to analyze the “Blue Ocean” phenomenon in depth. The goal is to better understand the underlying dynamic strategies in the form of interactions between theory and management practices.

Single case study, Nintendo, which strategy is being confronted with the strategies of the two competitors, Sony and Microsoft. This is done in order to distinguish the value propositions of the three players in the game console industry

The main finding is that even if a company can create a Blue Ocean very fast with the right value proposition at the right time, it may be short-termed and may be transformed into a Red Ocean again within 1-2 years, unless the company's competitiveness is safe-guarded.

The results show, that Nintendo started out with a Red Ocean around 2005 with their GameCube. Then they turned it into a Blue Ocean with their introduction of “Wii” in November 2006. But Nintendo could not prevent Sony and Microsoft in turning it back to a Red Ocean, with their introduction of similar product features (motion controls), but at better quality. If Nintendo will be able to reestablish the Blue Ocean with their introduction of the “Wii U” in November 2012 is questionable.

There is constantly a need for reformulating the strategy through a dynamic and creative process, in order not to turn the Blue Ocean into a Red Ocean again.

The USA is facing an obesity crisis so large that for the first time in history, this generation of children may have a life span that does not exceed that of its parents. Simultaneously, the gaming industry has introduced a form of video gaming (e.g. Nintendo Wii) that requires the participant to be physically involved in the game. For example, a live player will have a tennis racquet that he/she swings to compete with a virtual opponent on screen. This form of entertainment has been termed “exergaming.” People are buying these games for the purpose of entertainment. However, this paper aims to propose that there are possible unanticipated physical benefits of this new gaming technology.

A survey method is used to examine attitudes about exercise, video gaming and exergaming.

Results indicate a positive attitude toward exergaming, particularly with the more self‐identified sedentary respondents.

This topic would benefit from a longitudinal study examining the adoption rate of this technology by previously inactive individuals and how its use translates into increased physical activity both with the video game system and other outside fitness activities.

The findings support exergaming as one way to get children to exercise.

The exercise potential of new gaming technology, i.e. “exergaming” is researched.

In the 1980s and 1990s, Nintendo was dominating the video game industry with a market share of 90 per cent. Since that time, market share has dropped substantially with new competitors, new technology and changing consumer preferences. This case examines the history of Nintendo including its loss of market share in a rapidly changing industry.

This case is suitable for undergraduate courses in strategic management where an instructor’s focus is on strategic decision-making.

This paper looks at the phenomenon of Nintendo Kids and presents findings from academic studies, Europe‐wide research projects and academic market and trend researchers. Mental characteristics are analysed and essential marketing and communication conclusions are drawn.

The process by which a new shirt sponsorship was struck between SEGA Europe and Arsenal FC is described through a case study. The circumstances leading both organizations to seek out a sponsorship partner are identified. SEGA Europe was preparing to launch its new Dreamcast video console in Europe and wished to create a high-impact marketing program. Arsenal was looking for a company to replace its former shirt sponsor JVC. The case study also provides information about the sponsorship deal, the first 18 months of the partnership, and draws out some some more general lessons.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

This research paper concentrates on forming a model according to which companies can explore their own disruptive potential, rather than merely waiting for outside disruption to arrive. The example of Nintendo’s Wii demonstrates how disruptive innovation can be deliberately planned.

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

This paper aims to investigate a high‐profile marketing stratagem staged by a robot manufacturer.

The exhibition, press release and video are described. The relevant technical details of the KUKA robot and controller are presented, followed by those of the Nintendo Wii remote control device and its Bluetooth communications technology. The experimental set‐up used in the video is then explained.

This advertising exercise created a lot of interest, but was rather misleading and of questionable value in its stated aim of encouraging the trickle‐down of robots to the consumer market.

This paper highlights the power and availability of the Nintendo Wii controller and Bluetooth communications, and KUKA's drive to appeal to non‐engineers.