Marketing Plan
Madison Rich, Chris Tomaselli, Zach Boriack, Bridget Beliveau, and Jennifer Donegan
Table of Contents Executive Summary
2
Company description
3
Company Description outline of strategic focus
product description
4
situation analysis
5-10
overview
5
strengths
6
weaknesses
6
opportunities
7
threats
7
competitive analysis
8
customer analysis
9
trends and technology
10
Marketing program
11-14
Product
11
price
12
place
12
promotion
13-14
implementation
14
works cited
15-16
Executive Summary
Personal mobile gaming is a rapidly growing field, rooted in the video gaming console industry. With technology continuously advancing, video game companies must constantly be evolving to keep up with the newest technological trends that appeal to their market. Some of these new trends include virtual reality, eSports, and the implementation of social media. Nintendo, one of the world’s largest producers of video gaming consoles, has established its market presence with a competitive edge by taking advantage of new developments and social trends. Nintendo offers its products at a competitive price to teenagers and young adults worldwide. The company released its newest product, the Nintendo 3DS XL, in February of 2015 as an updated version of the previous model, the Nintendo 3DS. An established brand name allows Nintendo to thrive in the market. Nintendo currently has no head-to-head competitors threatening its product position, as the new Nintendo 3DS XL tripled the sales of its closest competitors, Sony and Microsoft. Nintendo needs to continue their marketing efforts such as reinvesting 10% of all revenue back into advertising and creating life-sized promotion of games. They also need to continue to run 3DS commercials that include games and characters exclusive to the Nintendo brand as well as continuing to implement teen YouTube stars into their commercials. While Nintendo is the leader in the personal video gaming console industry, there is a huge potential for growth as gaming moves to more mobile forms, like smartphones and tablets. In order to remain a dominant force in the personal and mobile video gaming industry, Nintendo should: • Differentiate the Nintendo 3DS XL from the previous system, the 3DS, so users experience less cognitive dissonance with their purchase. • Create an advertising campaign centered around the idea of connecting with your “inner child” targeted towards adults who, at one point, had a Nintendo device. • Continue offering the device at a variety of online and in-store outlets. • Rework its pricing strategy to further differentiate itself from the competition and ensure users that the product they are receiving is reliable.
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Company Description Company Description The Nintendo Corporation is a Japanese multinational company founded in Tokyo in 1889. The company started out selling handmade trading cards until the 1970s when they entered the video game industry (Nintendo History). Nintendo is currently Japan’s third most valuable company in terms of market share and is valued at $22 billion (Nintendo Company Statistics). The Nintendo Corporation is currently headquartered in Kyoto, while their U.S. subsidiary, Nintendo of America Inc., is headquartered in Redmond, Washington (Nintendo History). Based on its 2014 revenue of nearly $4.6 billion, Nintendo is the world’s largest publicly traded video gaming company (Nintendo Company Statistics). For the first time since 2012, Nintendo reversed its trend of net losses in 2015. According to its annual report, 75.4 percent of the company’s sales come from outside of Japan (Nintendo Co. Corporate Statistics). Nintendo’s largest competitors are Microsoft and Sony as well as the emerging mobile gaming market. Nintendo’s success can be attributed to its products’ sturdiness, long battery life, and reasonable cost. They currently compete in the in-home console, handheld console, and software industry. Corporate social responsibility is at the forefront of Nintendo’s decision making process. In their own words, it is Nintendo’s aim to “put smiles on the faces of everyone Nintendo touches.” For example, Hiroshi Yamauchi, Nintendo’s former chairman, purchased the Seattle Mariners in 1992 to keep them from moving to Tampa Bay. He viewed this as a goodwill effort to keep baseball in Seattle, where Nintendo of America is headquartered. Yamauchi’s legacy, as a primary representative of Nintendo, also extended with his role in providing Japanese baseball players with the opportunity to play in the US. In these ways, among others, Nintendo has made a substantial impact on society through its emphasis on corporate social responsibility (Nintendo Co. Corporate Statistics).
Outline of Strategic Focus Committed to quality assurance, Nintendo thoroughly tests its products with contractors. The company’s Business Mission is to ensure this through first-rate research and development. Nintendo also strives for superior customer service, treating customers with the utmost respect in the event when they may have a problem with a product or service. They are not only in the business of developing electronic gaming devices, but also providing entertainment to their users through the most innovative and advanced technology. By empowering their employees to work hard and provide the best service possible, Nintendo believes they can provide the best service in the video gaming industry. The company has announced that they will expand into the phone application and health and lifestyle market in the near future. Nintendo plans on evolving with new technology and markets as they become popular with the population (Corporate Social Responsibility Report).
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Product Description The Nintendo 3DS XL is considered a specialty product only purchased by consumers, which means that this product must be worth the relatively high price to the consumer. Perhaps the most valuable aspect of the 3DS XL is the trademarked Nintendo brand that backs it up. Because Nintendo has been an established brand since the 1970s, when it began developing video gaming consoles, they have a recognizable name and brand. They are arguably the most well known name in the video gaming industry. Though the product was just released on February 13, 2015, the 3DS XL has already passed through the introductory phase and is now into its growth phase. This is because the product is an update of a similar previous product, therefore product and brand awareness was already high when it was released. The 3DS reached its growth stage more quickly than other products because Nintendo is an established brand in its maturity phase (Company Profile: Nintendo Co.). Though Nintendo has not yet released numbers on the 3DS XL, the company has released that the products that fall under the 3DS name, the 3DS, the 3DS XL, and the 2DS, have sold over 15 million units since June of 2015. It is likely that once the 3DS XL reaches the maturity phase of the product life cycle, Nintendo will begin developing a new system, like it did with its previous systems. The Nintendo 3DS XL is an elite gaming device. It not only has cutting-edge gaming technology, but also possesses the essential features of a personal tablet. This console features a dual screen for expanded views of gaming and easier web browsing. Users can access the Internet using the 3DS XL anywhere with wireless Internet access. This enables users to interact with other gamers through online game sharing. Users can also browse the Internet, stream videos, and download games directly from their gaming console. Unlike other gaming systems, the 3DS XL is compatible with games made for Nintendo’s older devices, such as the 3DS or DS. The Parental Control feature gives parents the ability to control what their child views and how much they may use their device. New product features include 3D viewing with face tracking abilities to enhance gaming, without the use of 3D glasses. The new camera offers high quality graphics and allows users to take 3D photos and videos. All necessary accessories, like the Nintendo 3DS XL hardware, stylus, 4GB microSDHC Memory Card and 6 AR cards, are included with purchase of the 3DS XL console. AR cards are unique to the new Nintendo system. When the user looks through their Nintendo 3DS Camera when the AR Card is placed on a flat surface and while the built-in AR Games™ application is launched, they can view characters and game content appearing virtually in the environment around them. The console also has new controls for improved gaming, including the new circle pad which allows precise 360 degree control, and the improved touch screen, which has improved touch senses using a stylus. Other improvements include the new C stick, which allows for subtle motions, and the ZL/ZR and L/R buttons which offer more gaming control options. The physical unit is currently available in red and black in the U.S. while other color and style variations are available internationally. The Nintendo 3DS XL is available on Nintendo’s website for $199.99, and is available at most major retailers, physical and online, including Amazon, Best Buy, Target, Walmart, GameStop and Toys“R”Us. Most games are also available for download online directly from the console (Nintendo Company Statistic).
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Situation analysis
overview Strengths
Weaknesses
Opportunities
Threats
- Widely available (games and console) - Reliability - Financial resources - Established fan base - Brand recognition on a global scale - Only 3D handheld device - Owns popular games (Super Mario bros., Donkey Kong) - Nintendo customer service - Large game portfolio - Longest warranty for electronics - Easy to use - Increased popularity of video game console market - Increased popularity of mobile gaming market - Technological advances allowing WiFi on different devices - Growth in the global economy - Increased birthrate
- Lack of presence across multiple platforms - Global operations (possibility that one step in supply chain will fail or change) - Unnecessary software upgrades (according to users) - Separately sold charger for a higher price - Cannibalization (products competing with each other)
- Economic downturn - Growing use of smartphones and tablets for gaming - Change in strength of currencies in different countries - Studies released about children using technology too much
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Situation Analysis Strengths One of Nintendo’s biggest strengths is that they are an established company, as they have been developing gaming consoles since 1977. Nintendo has very high brand recognition on a global scale and is also widely available. “Established brand name gives it a first mover advantage over its competitors and provides it with a strong bargaining power apart from facilitating easy customer recall” (Nintendo Co., Ltd. SWOT Analysis). Nintendo also has extensive financial resources and is currently worth over $22 billion, which allows the company to continue research and development to expand their brand portfolio (The World’s Biggest Public Companies: Nintendo). Nintendo also has a large geographic presence and operates in the Americas, Japan, and Europe. Nintendo also owns a large portfolio of games that are widely recognizable, which leads further credibility to the company name. Many of these games are old fan favorites such as Mario Brothers, but Nintendo continues to add games to their portfolio. When it comes to Nintendo’s new video gaming console, it is the first in its class to offer 3D technology without glasses. Nintendo’s established fan base and brand recognition allows for greater revenue and market share. Customers can download games online, therefore eliminating the need to go to a store, which increasings the brand’s availability. Nintendo products are available for purchase online from every major country worldwide. Nintendo prides itself on excellent customer service that can be reached 24/7 via the Internet or over the phone and offers a 12 month warranty, which is one of the longest warranties in the gaming industry (Nintendo Customer Service).
Weaknesses One of the biggest weaknesses associated with Nintendo is that it is a company very stuck in its ways. Nintendo has a very traditional business plan that focuses on selling gaming consoles and other gaming software and hardware. The company has not yet transitioned to establish a gaming presence on two of the largest growing gaming platforms, mobile and tablets (Nintendo Co., Ltd. SWOT Analysis). Nintendo also depends on outside manufacturers to supply some of its key components and assemble them. Many of these suppliers and manufacturers are located overseas, and any product or supply interruptions could negatively impact Nintendo’s wide distribution of in-demand products (Nintendo Co., Ltd. SWOT Analysis). According to many customer reviews on Amazon, some of the 3DS XL’s new upgrades could be seen as unnecessary, meaning that there are very few significant upgrades that separate this new product with the old one. Therefore, this new product’s features could be seen as not significant enough to make people that already have a Nintendo video gaming device want to buy this new upgraded one. Because Nintendo has a large budget and focus on research and development and new products are continuously being released, many of its products eventually cannibalize one another because they are simply upgrades of a previous version, such as the Nintendo 3DS and the Nintendo 3DS XL (Nintendo Co., Ltd. SWOT Analysis).
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situation analysis opportunities The video gaming console has grown since its introduction, and has grown even more rapidly in the past decade. According to estimates from 2015, video gaming consoles account for about 42% of the $65 billion video gaming market. Estimates suggest that the video console industry will reach $55 billion by the end of 2015 and account for about 50% of the global video gaming industry (Parfitt). The mobile gaming market is also growing, and over half of Americans report that they play games on their smartphones or tablets each week, giving Nintendo a huge opportunity to expand their gaming portfolio (Mobile Gaming - US - October 2013). Technological advances allowing WiFi on different devices would allow Nintendo to further incorporate their games into devices that are not currently used as a gaming platform or in conjunction with a gaming platform. An increased birthrate of 1% in 2014 means that in the relatively near future, the target market for Nintendo will grow from what it is now and sales will increase (Sanburn).
threats As a multinational corporation, change in the strength of currencies around the world may make Nintendo products less desirable to import because of the cost to import them relative to the other country’s currency. A change in currency may make producing Nintendo’s products more expensive, changing their profit margins and/or their prices. The growing use of smartphones and tablets for gaming threatens the market for consoles specifically meant for gaming. The convenience and utility of having one product, like a smartphone or tablet, rather than multiple devices for different uses gives the smartphones and tablets an advantage. If a study or article gains publicity about children using electronic devices too much and that it is unhealthy for them, parents and guardians may not be willing to buy as many games and consoles for their children (Summers).
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Situation Analysis competitive analysis Nintendo is an established leader in the mobile gaming market. The Nintendo 3DS XL has outperformed its competitors in sales since its release in 2011. Other companies have released similar products, but there are no head-to-head competitors at this time. According to data collected at the end of 2014 by company filings, Nintendo’s 3DS XL has tripled the sales totals of its closest competitor, Sony. Distinguished as the first company to create the mobile gaming industry, Nintendo is a reputable brand in the eyes of consumers. Nintendo been perfecting the art of mobile gaming longer than any other brand and for that reason, they have a plethora of resources at their disposal. Nintendo’s resources range from subsidiaries to partnerships who assist in the process producing the best products in the mobile gaming market. Their access to capital allows them to implement cutting edge technology into Nintendo’s products. Apart from production and branding advantages, Nintendo also has created a product with tremendous value. The five top competing mobile consoles include the Sony Vita ($199), NVIDIA Shield ($199), Razer Edge Pro ($999), Apple iPad Mini ($399), and GCW Zero ($149). The pricing strategy of the 3DS XL one of the lowest of its five top competitors at $199 while still delivering a gaming experience of superior quality.
competitor breakdown Company Name
Product Name
Release Date
Price
Sony
Vita
May 2014
$199
NVIDIA
Shield
July 2015
$199
NVIDIA
Wikipad
June 2013
$199
Razer
Edge Pro
2013
$999
Apple
iPad Mini
November 2012
$399
GCW
Zero
May 2015
$149
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Situation analysis customer analysis Historically, Nintendo has targeted its gaming consoles toward children. Games were created with graphics appealing to children and the maneuvers to control the game were simple and easy to remember. Characters were created with children in mind, such as the infamous Mario gang. However, when Sony came into the picture as Nintendo’s biggest competition in 1994, Nintendo began to realize how outdated their graphics and systems were, thus the company was considered childish. By 2005, experts in the field deemed Nintendo as a “has been.” In order to revamp their image, Nintendo wanted to appeal to serious gamers rather than to children, as Sony PlayStation and Windows Xbox did, so they switched their target to young adults in order to sell more gaming units (Nintendo DS Targets Teens, Young Adults). Nintendo has continued to market to young adults and teens in order to sell more units. Young adults are not only more inclined to use a Nintendo 3DS XL, but they are also more likely to actively seek out and purchase Nintendo products. Young adults and teens have annual incomes of a little over $3,000, and they are more likely to spend their money on a product that they really want and know a lot about. More than 95% of teens are on the Internet, while only about 50% of children actively use the Internet. Unlike children, most young adults and teens have the ability to go out and purchase the product, whether it be in a store or on the Internet. Because young men grew up during the technology age, they view technology as a necessity and a social bargaining tool, rather than a toy to experiment with. Males are more likely to spend their money on video games or save it than any other demographic group. According to Mintel research, about 72% of teen males choose to spend their money on video games over any other product (Spending Habits of the Teen Consumer). In order to continue Nintendo’s high market sales, Nintendo needs to continue to target its 3DS XL to teens and young adults, especially male young adults who continue to show high interests in the video gaming industry. Though Nintendo segments its target market to focus on teen boys, it should not exclude other areas of the market such as older or younger people or females. Nintendo needs to make the product easily accessible to these teens since some of them may not be able to drive to pick up the product, and they also need to make the product easy to use so teens do not give up on the product.
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Situation Analysis Trends and Technology
- Quick turnaround; new product every year - Health and fitness - First person shooters - Fantasy/RPG/ open world - Early access - Updates, in game add-ons - Social media - Spectator experience - Indie games - Player control - eSports - Crowdfunding - Virtual/augmented reality - Average age of gamer is increasing - Bringing figures/ outside items into gameplay
As the video game industry grows, more and more individuals are entering the rapidly changing market. With mobile devices becoming more like computers, and the influence of social media, the mobile console video game industry has faced many challenges. As a result, consumer trends are changing on a daily basis. Today, partly due to the cell phone industry, consumers are always looking for the newest products. Consumers are becoming more expectant of new products every year. In response to this trend, and in an effort to keep customers and increase revenue, the video game industry has added options such as early access, beta testing, updates, and in-game add ons. Another trend the industry has experienced is the increasing age of the average gamer (Lofgren, Krista). Not surprisingly, the types of video games have also changed. Recently, first person shooters have dominated the industry. Fantasy, role playing games, and free roam type games have also seen a significant increase in popularity (Loomis, Melissa). The increasing use of the Internet and social media have not only played a role in changing trends, but also in the evolution of technology. Consumers are now able to voice their wants, concerns, and opinions more easily. Even though first person shooters have dominated and will continue to dominate the industry, consumers are showing an increased interest in something different (Stuart, Keith). Over the past few years, independent, or indie, games have made a name for themselves. Indie games are video games made by smaller, lesser known companies (Lofgren). And, because of the Internet, indie games are becoming more popular due to the ease of online crowd funding. Another growing trend in society is the health and fitness craze. Although a relatively new trend, video game companies have already started tapping into the market. There is a lot of opportunity in this market, as companies are only just starting to integrate fitness and movement into games. Many companies have also discussed creating mobile devices focused on personal health although no companies have officially announced a product (Stuart). Consumers are looking for a change of pace and for something to do in every aspect of the experience. Players have shown that they do not want to follow a set of rules. Rather, they would like to be more in control of what they experience in gameplay. Virtual reality and augmented reality have been increasing as a result, where players are even more immersed in the game. Three dimensional gaming, motion recognition, and the ability to bring outside objects into the game, have all come about because of this. As mentioned before, all aspects of video games are part of the experience. A lot of video games used to be multiplayer games, but this too is changing. Today, more and more games are single player. This leaves a lot of people as spectators. Now, consumers are not only looking for games that they enjoy, but also games that would be fun to watch (Stuart). eSports have been big in China and are starting to make their way into the United States. eSports are like any sporting event except it is for video games. Thousands of people will gather in arenas to watch player compete (Lofgren).
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marketing program product Though Nintendo and the 3DS XL have been successful so far, there are several product strategies that Nintendo should implement in order to continue the product’s success. While most users give the product four stars or above on Amazon, the customers who do have negative comments share consistent frustrations. Many gamers believe that the high cost of the unit, which currently sits at $199.99, was not worth the purchase because it is extremely similar to the previous unit, the 3DS, which is currently $129.99. The complaints allege that the 3DS XL is of lesser quality than the 3DS because the system shuts down while in use deeming the 3D capability as unreliable. Users also complain that the system requires a tedious number of updates that deem the product unusable for several hours, and many say they do not notice a difference in the software. In order to gain more support for the 3DS XL, there are two strategies that Nintendo can use. The first is to lower the price of the unit so it is comparable to the 3DS, but this option may lead to the cannibalization of both units, resulting in lower sales for each. If this strategy is implemented, Nintendo must have first exhausted all research and development possibilities that would further differentiate the 3DS and the 3DS XL. Nintendo must also offer style differentiation for the newer 3DS XL so even if the systems are similar, the outside of the console looks more appealing than an old system. This could be achieved by adding more colors or allowing users to customize their own unit, which is similar to options that companies like Bose Headphones offer. This would also allow Nintendo to charge a higher rate for personalization and satisfy the user’s need to feel as if they are owning an entirely different product as compared to their last system. The second option is to further develop the 3DS XL so it is more reliable and advanced, but this could cost Nintendo a lot of money. This option would also require a large amount of research and development, which could be costly to the company, but would reduce the amount of cognitive dissonance gamers feel when they purchase a new console. Along with this, Nintendo should also explain how software updates will change the system for the better to justify the number of system updates and convince users that the time that they will not be able to use their console is worth the wait. Finally, sers are also upset that the charger is not included with a new unit, and websites that sell the unit do not explicitly state that the charger is sold separately, for a fee of $9.99. Because this is such a small fraction of the cost of the unit, Nintendo should include the charger with the new unit, which would stop a lot of the customer pushback. Overall, Nintendo needs to increase the differentiation between the Nintendo 3DS and the Nintendo 3DS XL so users do not feel as if they are purchasing the same unit for a higher price.
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marketing program price For the 3DS XL, Nintendo uses a base price for the total good. On their website, they charge a flat rate of $199.99. However, retailers who buy wholesale will receive price breaks. Different retailers are allowed to charge different prices based upon their target margins. These prices are heavily influenced by the geodemographics of different markets. On the retail level, competitors can also alter the pricing of these units. Some retailers offer financing plans to customers who wish to purchase the 3DS XL, but do not have the initial monetary means to. Additionally, some retailers buy lightly-used consoles back from customers to refurbish and resell to new customers at a discount from the purchasing price. For example, Gamestop ran a promotional deal in which customers received a $100 discount towards the purchase of a Nintendo 3DS XL if they traded in an older model of the Nintendo handheld console. Demand typically fluctuates in congruence with economic shifts in different demographic markets. Like any other business, Nintendo cannot predict the future, and therefore must base their pricing off of the demand they project will be present while their product is on the market. However, Nintendo can adapt their pricing model to align with shifts in demand. For example, six months following the release of the Nintendo 3DS in 2011, Nintendo’s sales fell short of their expectations. Because of this lack of demand, Nintendo chose to reduce their price from $249 to $169. Following this price reduction, Nintendo observed a steep increase in sales, proving that they should base their pricing on demand rather than cost. In order to oust competitors in the market, Nintendo would benefit from running flash sales periodically throughout the year. It would be prudent for Nintendo to do so at times when they see a downtrend in demand rather than running them at peak online shopping holidays such as Cyber Monday. If Nintendo produces a limited edition color or design and prices the product at $149, they can influence the demand which was once under market control. Pricing at $149 will help Nintendo remain competitive without sacrificing their reputation for quality. Additionally, the price of $149 is psychologically more appealing than the price of $150 to consumers. This strategy will be effective because customers will jump at the opportunity for such a low price, especially after realizing that they have the opportunity to purchase a Nintendo 3DS XL which may grow in value as a collectible.
place The 3DS XL is sold in large superstores like Target and Walmart as well as specialty stores like Gamestop. Nintendo is targeting a large population of kids and young adults who like the convenience of shopping at stores nearby for their gaming products. The wide availability of the 3DS XL has a positive effect on sales and resonates positively with the consumer. Making Nintendo products like the 3DS XL more exclusive, in terms of where they are sold, would kill sales and anger customers who are used to Nintendo products being easily accessible to purchase. This may lead to customers purchasing competitors’ products instead. Nintendo’s current sales distribution model is ideal for their intended target market and their product.
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marketing program promotion 18-35 year olds: “Throwback to childhood”
To target this selected audience, Nintendo’s advertisements should be implemented through online channels, such as various social media sites (Twitter, Facebook and Instagram). One of the biggest strengths for Nintendo is the brand name and consumer recognition. With that being said, many adults aged 18 to 34 at one point owned an old version of a Nintendo device, such as the Game Boy. Therefore, for this target audience, Nintendo should position the 3DS XL as the product that connects you to your “inner child.” This can be done by showing both the old Nintendo devices and the 3DS XL. The goal of these advertisements should be to connect the audience with the fun times they use to have when they once played on a Nintendo device.
7-17 year olds: Let the games promote the device
The majority of these kids and teens have a smartphone, therefore it is very important to set this product apart from just playing APP-store games on their iPhone or smartphone. For this target audience, it is important to not only display the range of features the product has, such as the portability of the device, but also show its superiority of the gaming on this device versus on a smartphone. It is also important to emphasizing the range and status of the Nintendo games (So many games to choose from). Because the majority of this target audience spends a lot of their time on the Internet and social media, the ads should be located on social media sites, such as Facebook. To draw interest to these advertisements on Facebook, the ads should be interactive. They could do this by making the ad a game. Nintendo can interest the audience to play the game by offering promotions such as “Win this game and get 3 Nintendo games FREE with the purchase of a new 3DS XL.”
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marketing program “The Gamers”
These are the people that stand in line overnight for the newest video games and the newest technology. They are always at the forefront of new innovation when it comes to anything video game related. They are the innovators. To reach this target audience, Nintendo should implement promotional booths at conventions such as E3 (Electronic Entertainment Exposition). They should also create in-store ads at appropriate retailers, along with in-store test models or store demonstrations. Since these “Gamers” spend a good amount of their free time on the Internet or in front of the TV playing games, ads that reach these channels are very important, such as advergaming. In these ads it is important to display all the new features this device offers while also showing the classic Nintendo games being played. Finally, it is important to show off that the 3DS XL can download new games straight to the device without having to go into a store to buy them. This will show the on-the-go portability of the device. Therefore it is not competing with at-home video game consoles. The best sales promotion for this target audience is through contests and sweepstakes, in which the people that try out the game at their local game store or at a convention are put into a drawing to win a FREE 3DS XL.
implementation Moving forward, Nintendo needs to direct its efforts towards an integrated marketing campaign that will allow the company to occupy a unique position in the video gaming console industry. In order to achieve this objective, Nintendo should: • Product: Further differentiate the Nintendo 3DS XL from the earlier 3DS by offering more customizable style options for the physical unit and making software updates more noticeable to the user’s eye. • Price: Implement flash sales of a small supply of a limited edition 3DS XL at the price point of $149. Execute this strategy at periods during the year when demand is at its lowest. • Place: Nintendo products are sold in a wide variety of outlets online and physical, which caters to its target market. Nintendo should continue with their current method of distribution with no changes. • Promotion: Target young adults to buy the Nintendo 3DS XL because it will connect them with their inner child. These promotions should mostly be done through social media advertisement (see example below).
Connect
with your inner child
d r chil ur inne
u To: Yo -old yo 8-year From:
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works cited “Annual Report 2014.” Nintendo Co., Ltd., 31 Mar. 2014. Web. 5 Dec. 2015. Brian. “Nintendo Spent 10% on Advertising During Last Fiscal Year.”Nintendo Everything. Game Revolution, 05 Sept. 2015. Web. 05 Dec. 2015. “Corporate Social Responsibility Report (CSR).” Nintendo. N.p., n.d. Web. 05 Dec. 2015. Erwina, Ika. Mobile Gaming - US - October 2013. Rep. Web. Hamilton, Kirk. “Nintendo’s Plan To Make The 3DS Stand Out From The IPhone.” Kotaku. N.p., 23 Apr. 13. Web. 05 Nov. 2015. Holloway,D., Green, L. and Livingstone, S. (2013). Zero to eight. Young children and their internet use. LSE, London: EU Kids Online Kinsley, John. “Nintendo Ramps Up Its Marketing: Spent 10% of Its Revenue on Ads Last Quarter.” Wii U Daily. Disqus, 6 Sept. 2015. Web. 10 Nov. 2015. Lofgren, Krista. “2015 Video Game Statistics & Trends Who’s Playing What & Why?” Big Fish. Big Fish Games, Inc., 3 Mar. 2015. Web. 23 Oct. 2015. Loomis, Melissa. “Video Game Trends by Decade: Games That Reigned In the 80s, 90s, 00s.” Game Rant. Disqus, 27 May 2015. Web. 23 Oct. 2015. Makuch, Eddie. “How to Buy a New 3DS XL for $100.” GameSpot. Gamespot, 14 Jan. 2015. Web. 5 Dec. 2015. Makuch, Eddie. “3DS Has “Fundamentally Different” Strategy than PS Vita, Says Nintendo.” GameSpot. CBS Interactive, Inc., 29 Aug. 2013. Web. 07 Nov. 2015. Nintendo Co. Annual Report. Rep. N.p., 2015. Web. Nintendo Co. “Corporate Info.” Nintendo. N.p., n.d. Web. 05 Dec. 2015. “Nintendo Co., Ltd. SWOT Analysis.” Nintendo Co., Ltd. SWOT Analysis (2015): 1-8. Business Source Complete. Web. 5 Dec. 2015. “Nintendo Company Statistics.” Statistic Brain. N.p., 20 Sept. 2015. Web. 05 Dec. 2015. “Nintendo DS Targets Teens, Young Adults.” NBC News. N.p., 15 Nov. 2004. Web. 5 Dec. 2015. “Nintendo History.” Nintendo of Europe. N.p., n.d. Web. 05 Dec. 2015.
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works cited Parfitt, Ben. “Microsoft: Console Still Accounts for 42% of the Total Video Games Market.” MCV UK. N.p., 20 May 2013. Web. 07 Dec. 2015. Roether, Julia, and Eileen Tanner. “Nintendo Rewards Its Customers with New Loyalty Program; Three-Tiered Online Program Lets Nintendo Customers’ Voices Be Heard.” Business Wire. N.p., 10 Dec. 2003. Web. 05 Dec. 2015. Sanburn, Josh. “Rising Birth Rates a Good Sign for the Economy.” Time. Time, 17 June 2015. Web. 05 Dec. 2015. Schroeder, Stan. “Nintendo 3DS Price Cut to $169 Amid Disappointing Sales.” Mashable. Mashable, 28 July 2011. Web. 5 Dec. 2015. “Sony Trumps Nintendo in Shrinking Console Market.” Statista, 31 Mar. 2014. Web. 5 Dec. 2015. Spending Habits of the Teen Consumer - US - August 2011. Rep. Mintel, 2011. Web. 5 Dec. 2015. Stuart, Keith, and Jordan Erica Webber. “16 Trends That Will Determine the Future of Video Games.” The Guardian. Guardian News and Media Limited, 23 July 2015. Web. 22 Oct. 2015. Summers, Nick. “Handheld Gaming To Lose Even More Market Share To IOS/ Android.” TNW Network All Stories RSS. N.p., 12 June 2013. Web. 05 Dec. 2015. “The Best Handheld Game Consoles of 2016 | Top Ten Reviews.” TopTenREVIEWS. Top Ten Reviews. Web. 5 Dec. 2015. “The World’s Biggest Public Companies: Nintendo.” Forbes. Forbes Magazine, n.d. Web. 05 Dec. 2015. Thier, David. “Nintendo’s 3DS Has Sold 15 Million Units In The US Alone.” Forbes. Forbes Magazine, 11 July 2015. Web. 5 Dec. 2015.
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