...XBOX 360 Marketing Plan Marketing February 20th, 2010 Mark Lundberg Table of Contents: Part 1: Executive Summary Part 2: Company Description * I: History of the Company * II: Current Objectives Part 3: Situation Analysis * Internal Analysis * Environmental Analysis * Customer Analysis * Competitive analysis Part 4: SWOT Analysis * SWOT Analysis * Porter’s Five Forces Model Part 5: Marketing Objectives & Strategies Part 6: Marketing Strategies * Primary target market & Marketing Mix * Secondary markets Part 7: Marketing Implementation Part 8: Summary & Conclusions Part 1: Executive Summary: The Xbox 360 is a gaming console made by Microsoft, Inc. It is in the middle of its product life, being 4 ½ years old at the time of this marketing plan. The success of the original Xbox made the Xbox 360 a likely success for Microsoft, and it has paid off. With millions of units sold around the world, it has become a huge success. This marketing plan will go over where Microsoft currently is in its marketing efforts with the Xbox 360, and what they plan to do to conquer new markets, reach out to new customers, and expand their product line. Part 2: Company Description I: Brief history of the Company Microsoft was founded in 1975 by Bill Gates and Paul Allen. They started off with selling BASIC, which was one of the first computer language programs. Their first customer was MITS Computer. From there...
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...| Company Write-up: Xbox 360 | Built for Fun | | Michele Herriman | Principles of MarketingDr. Dennis Pedrick | 4/18/2011 | | Company History The Microsoft Corporation, as many people know, is one of the world’s leading computer software manufacturers. Headquartered in Redmond, Washington, the company is known for developing, manufacturing, licensing, and supporting a range of software products and services for various computing devices worldwide. Established in 1975 by Paul Allen and Bill Gates, Microsoft began developing interpreters for microcomputers. By 1980, Microsoft entered the operating system business after signing a contract with IBM, which resulted in the branding and ownership rights of MS-DOS. By 1984 Microsoft had developed its first version of the operating system Microsoft Windows, and by March of 1986, the company had gone public with its stock. Today Microsoft has expanded to much more than just the familiar Windows Operating Systems, such as Windows 7 and Windows Vista. The company also provides enterprise consulting and product support services, training and certification to developers and information technology professionals. The company offers online information products, such as Bing and MSN, and an online advertising platform for publishers and advertisers. More recent products include the Windows Phone and the Zune digital music and entertainment platform, and application software for Apple’s Macintosh computers...
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...Market Our target product chosen is the Xbox 360+Kinect gaming console. Launched in November 2010, it held the Guinness World Record for being the fastest selling consumer electronics device from 2010 to 2012 (BBC 2012). This is a good indicator of how the Xbox 360 + Kinect has captured its target market in a growing games industry which promotes family bonding through entertainment. 1.1 Market Share and size of market Currently, Xbox 360 holds 47% share of the overall current-generation console market, with Kinect sales accounting for 19 out of 67 million copies of Xbox consoles sold (Microsoft Corporation 2012). Enabling Microsoft to achieve 13.3% of the current market share in the gaming console industry with the Xbox 360+Kinect. Figure 1. Market share of Xbox 360 + Kinect in the industry. Source: (Microsoft 2012) 1.2 Market Position The following graph depicts year on year sales of the Xbox 360 console against competitors since its inception in 2005. Undoubtedly, the Xbox 360 has garnered the most sales in 2012, characterized by steady growth over the seven years (Microsoft 2012). Figure 2. Console Hardware sales in the US. Source: (Microsoft 2012) 1.3 Company’s principal product in terms of features and benefits Other than the Xbox 360, Microsoft has launched products, which were equal or even more representative of the company. Being the most popular platform, with a 10-year old history, Windows XP Operating System is thus considered to be the principal...
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...Technology Atari (from a Japanese verb meaning “to hit the target”) is a brand name owned by several different entities since its inception in 1972. Founded by Nolan Bushnell and Ted Dabney in 1972 Atari, Inc. was pioneer in arcade games, home video game consoles, and computers. The products such as Pong and the Atari 2600 assisted defining the electronic entertainment industry from the 1970’s to the mid-1980. In 1984, Atari Inc. was split, and the arcade division was turned into Atari Games Inc. Atari Games receive the rights to the original 1972-1984 arcade hardware properties, as well as the rights to use the logo and brand name with appended text “Games” on arcade games. Atari Consumer Electronic Division properties were in turn sold to Jack Tramiel’s Tramel Technology Ltd., which renames itself to Atari Corporation. On June 27, 1972 Atari, Inc. hired Al Alcorn as their first design engineer. Al Alcorn produces an arcade version of the Magnavox Odyssey’s Tennis game, which became Pong. In Japanese when a prediction comes true or when someone wins the lottery the word “Atari” is used. A project came up to design a successor to the 2600 started as soon as the system shipped. The original development team estimated that the 2600 had a lifespan of about 3 years, so they decided to build the most powerful machine they could, given that time frame. Mid-way through that time-frame, the home computer revolution was taking off, so the new machines were adapted, with the addition...
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...Gregory Passani Economics 106T Professor Board December 2, 2010 Nintendo: Horizontal Differentiation in an Oligopoly “The game has changed, ... and the way the game is played has to be changed.” —Satoru Iwata, president of Nintendo Co. Ltd (Malstrom) Nintendo has been a major player in the technology and gaming industry ever since entering into electronics in 1970. While for years it dominated the market for virtual gaming, a rise in competition within the industry presented serious challenges for the company. After struggling for the first five years of the new millennia, Nintendo made an exceptional comeback with its innovative products, the Wii and the DS, that shook the market and brought in a whole new set of customers. Their new strategy was so successful it allowed the company to be ranked the second most valuable Japanese firm after Toyota in 2007 (Farhoomand 6 ). Despite its recent success, Nintendo must look ahead and act strategically as its competitors begin to adapt to the new market trends. Market Background The Birth of Gaming The electronic gaming industry began with a few very basic games in the 1970s. At first, they appeared in the form of coin-operated machines in public places, with games like Pac Man and Donkey Kong before moving to home entertainment with hits like Atari’s Pong (Vaughan 13). A major shift in the quality of in-home gaming came with Nintendo’s release of Famicon in Japan and the Nintendo Entertainment System (NES) in the United States...
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...Nintendo, but from all game developers. It is what we all need to expand our audience. It is what we all need to expand our imaginations. - Satoru Iwata, president of Nintendo Co. Ltd1 In the 2008 BusinessWeek–Boston Consulting Group ranking of the world’s most innovative companies, Nintendo Co. Ltd (“Nintendo”) was ranked seventh, up from 39th the previous year. 2 This recognised Nintendo’s significant transformation into an innovative design powerhouse that had challenged the prevailing business model of the video game industry. In 2000, when Sony, Microsoft and Nintendo (the “big three” of the video game console manufacturers) released their latest products, Sony's PlayStation 2 (“PS2”) emerged as the clear winner, outselling Microsoft’s Xbox and Nintendo’s GameCube. In 2006, a new generation of video game consoles was introduced by these players, precipitating a new competitive battle in the industry. Microsoft and Sony continued with their previous strategies of increasing the computing power of their newest products and adding more impressive graphical interfaces. However, Satoru Iwata, president of Nintendo, believed that the video game industry had been focusing far too much on existing gamers and completely neglecting non-gamers. Armed with this insight, the company repositioned itself by developing a radically different console, the Wii (pronounced “we”). The Wii was a nifty machine that used a wand-like remote controller to detect players’ hand movements...
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...practices, still lost their top positions when confronted with disruptive changes in technology and market structure. – Failure to meet the technological demands of customers in the future – An innovation that used a “disruptive strategy’ rather than a “sustaining strategy” or revolutionary strategy KEY PLAYERS IN THE VIDEO GAME INDUSTRY Sony (Playstation), Nintendo (Wii) and Microsoft (Xbox) SONY – introduced Playstation (PS), attracted late teens and young adults with disposable income, offered more sophisticated and more violent games; backward compatibility (PS1, PS2 and PS3), can also play CDs and DVDs. Also launched Playstation Portable (PSP) 1. PS3 – a multimedia entertainment hub; allows users to chat online, listen to music, view HD animations 2. results were disappointing because of Supply problems and the high price tag SONY produced 40% of its components in-house. Massive costs of investing in the game console equipped with Blu-ray and Cell chip MICROSOFT – a diversification move, addressing a potential threat the video game market was posing in the PC market. 1. Xbox – compete directly with PS2 and Gamecube DISRUPTIVE STRATEGY: INNOVATIONS THAT CAPTURED NON-GAMERS/ REVOLUTIONIZED THE NAME OF THE GAME AND IMPACTED OTHER INDUSTRIES AS WELL Wii – a nifty machine that used a wand-like remote controller to...
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...TRADIGITAL MARKETING Submitted by: Rahul Singh Shubhankar Som Shivi Shrivastava Sathya Saurabh Sharma Saurabh Tirpude WHAT IS MARKETING? Marketing is the process of planning, designing, pricing and distributing ideas, goods and services in order to satisfy customer needs and generate revenue and make profit. To quote the American Marketing Association's definition, it is "an organizational function and a set of processes for creating, communicating and delivering value to customers and for managing customer relationships in ways that benefit the organization and its stakeholders" Diluting all the verbosity, it melts down to one simple word “SELLING”!! This is the prime purpose behind any kind of marketing. The "selling" is accelerated with the help of properly chalked out plans called marketing strategies. With "selling" as the ultimate goal, marketing strategies are influenced by two basic factors: 1) Acquisition of customers; 2) Retention of the acquired customers. So every other strategy that is laid out will focus on the above two. A Company has to work closely towards achieving these two to attain the desired cutting edge over its competitors. There are also a few other objectives like creating awareness (informational and educational) about the product, brand-building and accelerating sales. CONCEPT OF TRADITIONAL MARKETING: With the world changing at every nanosecond, marketing is also...
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...THE INTERNET’S FIRST SUBARU ENTHUSIAST AND LIFESTYLE E-ZINE WWW.THEMONKEYSTRUNK.COM THEMONKEY’STRUNK From the demented minds that brought you TMT IS STILL 100% FREE CONTENTS WWW.THEMONKEYSTRUNK.COM THEMONKEY’STRUNK 11th Heaven -STAFFManaging Editor Richard Pena Senior Editor Stephen Meade Assistant Editor Ted Cooper Visual Editor/Layout Jeff Boggess Tale of Two Scoobies Advanced Turbo Choices Public Relations Donald Shrum Contributors Michael Motoda Charlie Clay Louis Zhao Ron Schunck John Jordan Special Thanks to Rodney Wills (HPI) Andrew Hillman (HPI) Warren Caswell(Sparco) NASIOC.COM Cover Model Amy Tran The Monkey’s Trunk Creators Nick Catalfamo Richard Pena Jeff Boggess Forza Motorsports 2 Reviewed TMT/NASIOC.COM Project car The Blue Bomber Super Taikyu Twins Miss TMT July ‘07 Amy Tran Scotland Subaru Owners The Monkey’s Meets Primate Picks The Gallery All content on this site is property of “The Monkey’s Trunk” and is not to be re-distributed or re-created without legal consent. The Monkey’s Trunk is in no manner affiliated with Subaru of America or Fuji Heavy Industries. Subaru, Impreza, WRX, Legacy and STI are trademarks of Fuji Heavy Industries and are used for identification purposes only. The Monkey’s Rant NEW 08 WRX! Love it or hate it, you’ll learn to live with it With the April announcement of the new world bound 4-door hatch WRX and the stateside-only sedan iteration there were many “ewws” and “AAAAAAAHHHs”...
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...thomas a . meyer How Great companies Get Started in terrible times Innovate! Innovate! How Great Companies Get Started in Terrible Times THOMAS A. MEYER John Wiley & Sons, Inc. Copyright © 2010 by Thomas A. Meyer. All rights reserved. Published by John Wiley & Sons, Inc., Hoboken, New Jersey. Published simultaneously in Canada. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, (978) 750-8400, fax (978) 646-8600, or on the web at www.copyright.com. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, (201) 748-6011, fax (201) 748-6008, or online at http://www.wiley.com/go/permissions. Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose...
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...Learning with Cases INTRODUCTION The case study method of teaching used in management education is quite different from most of the methods of teaching used at the school and undergraduate course levels. Unlike traditional lecture-based teaching where student participation in the classroom is minimal, the case method is an active learning method, which requires participation and involvement from the student in the classroom. For students who have been exposed only to the traditional teaching methods, this calls for a major change in their approach to learning. This introduction is intended to provide students with some basic information about the case method, and guidelines about what they must do to gain the maximum benefit from the method. We begin by taking a brief look at what case studies are, and how they are used in the classroom. Then we discuss what the student needs to do to prepare for a class, and what she can expect during the case discussion. We also explain how student performance is evaluated in a case study based course. Finally, we describe the benefits a student of management can expect to gain through the use of the case method. WHAT IS A CASE STUDY? There is no universally accepted definition for a case study, and the case method means different things to different people. Consequently, all case studies are not structured similarly, and variations abound in terms of style, structure and approach. Case material ranges from small caselets (a few paragraphs...
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...ACCOUNT CLASSIFICATION AND PRESENTATION Account Title Accounts Payable Accounts Receivable Accumulated Depreciation—Buildings Accumulated Depreciation—Equipment Advertising Expense Allowance for Doubtful Accounts Amortization Expense Bad Debt Expense Bonds Payable Buildings Cash Common Stock Copyrights Cost of Goods Sold Debt Investments Depreciation Expense Discount on Bonds Payable Dividend Revenue Dividends Dividends Payable Equipment Freight-Out Gain on Disposal of Plant Assets Goodwill Income Summary Income Tax Expense Income Taxes Payable Insurance Expense Interest Expense Interest Payable Interest Receivable Interest Revenue Inventory Classification A Current Liability Current Asset Plant Asset—Contra Plant Asset—Contra Operating Expense Current Asset—Contra Operating Expense Financial Statement Balance Sheet Balance Sheet Balance Sheet Balance Sheet Income Statement Balance Sheet Income Statement Income Statement Balance Sheet Balance Sheet Normal Balance Credit Debit Credit Credit Debit Credit Debit Debit Credit Debit Debit Credit Debit Debit Debit Debit Debit Credit Debit Credit Debit Debit Credit Debit (1) Debit Credit Debit Debit Credit Debit Credit Debit B Operating Expense Long-Term Liability Plant Asset C Current Asset Stockholders' Equity Intangible Asset Cost of Goods Sold Balance Sheet Balance Sheet Balance Sheet Income Statement Balance Sheet Income Statement Balance Sheet Income Statement Retained Earnings Statement Balance Sheet Balance...
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...THE PLAYER Good game design is player-centric. That means that above all else, the player and her desires are truly considered. Rather than demanding that she do something via the rules, the gameplay itself should inherently motivate the player in the direction the designer wants her to go. Telling players they must travel around the board or advance to the next level is one thing. If they don’t have a reason and a desire to do it, then it becomes torture. In creating a game, designers take a step back and think from the player’s viewpoint: What’s this game about? How do I play? How do I win? Why do I want to play? What things do I need to do? MEANINGFUL DECISIONS Distilled down to its essence, game design is about creating opportunities for players to make meaningful decisions that affect the outcome of the game. Consider a game like a boxing match. So many decisions lead up to the ultimate victory. How long will I train? Will I block or will I swing? What is my opponent going to do? Where is his weakness? Jab left or right? Even those few, brief questions don’t come close to the myriad decisions a fighter must make as he progresses through a match. Games invite players into similar mental spaces. Games like Tetris and Chess keep our minds busy by forcing us to consider which one of several possible moves we want to take next. In taking these paths, we know that we may be prolonging or completely screwing up our entire game. The Sims games and those in...
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...Best Global Brands 2013 Table of Contents JEZ Leadership is evolving. It must now be shared. CEOs, CMOs, and consumers all have the power to drive brand value. Brands are where business strategy meets reality. GINNI The New Rules of Brand Leadership 2 From Information to Intelligence 82 Best Global Brands 2013 Sector Leadership 86 BISH 10 Creative Leadership 70 Methodology 120 China’s New Brand Leaders 74 Contributors 126 Corporate Citizenship 2.0 78 MARK CHIEKO The New Rules of Brand Leadership By Jez Frampton In our globalized, hyperconnected age, one question persists in boardrooms, corner offices, business schools, and conferences all over the world: What is leadership and how has it changed in the 21st century? Driven by rapid technological advancement, the digitization of nearly everything, and the ever more intricate interdependencies of the global market, the business landscape has transformed over the past two decades. Operating in a bewildering new environment in which little is certain, the pace is quicker and the dynamics more complex. Those who lead today’s brands can no longer rely on once immutable truths or principles of leadership honored in times past. It is a new world. And as purchasing increasingly shifts from a physical experience to a virtual one and transaction-based interactions between brands and consumers shift to relationship-based interactions, new skills and sensibilities are needed. Leadership...
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...Best Global Brands 2013 Table of Contents JEZ Leadership is evolving. It must now be shared. CEOs, CMOs, and consumers all have the power to drive brand value. Brands are where business strategy meets reality. GINNI The New Rules of Brand Leadership 2 From Information to Intelligence 82 Sector Leadership Best Global Brands 2013 10 86 BISH Methodology Creative Leadership 70 120 Contributors China’s New Brand Leaders 74 126 Corporate Citizenship 2.0 78 MARK CHIEKO The New Rules of Brand Leadership By Jez Frampton In our globalized, hyperconnected age, one question persists in boardrooms, corner offices, business schools, and conferences all over the world: What is leadership and how has it changed in the 21st century? Driven by rapid technological advancement, the digitization of nearly everything, and the ever more intricate interdependencies of the global market, the business landscape has transformed over the past two decades. Operating in a bewildering new environment in which little is certain, the pace is quicker and the dynamics more complex. Those who lead today’s brands can no longer rely on once immutable truths or principles of leadership honored in times past. It is a new world. And as purchasing increasingly shifts from a physical experience to a virtual one and transaction-based interactions between brands and consumers shift to relationship-based interactions, new skills and sensibilities are needed. Leadership roles...
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