INTRODUCTION The “Microsoft’s Battle for the Living Room: The Trojan Horse-The Xbox” case talks about the well known Microsoft Corporation as a large organization ($32 billion revenue and $10 billion profits in fiscal year 2003) which is operating in the video game console industry, and also case provides information about video game console industry and Microsoft’s competitors Sony and Nintendo in that industry. The status of the company was examined in detail by the case and a number of problems
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CASE REPORT Executive Summary Our team recommends that Microsoft develop the software for non-gaming set-top boxes and partner with a hardware company. This option is likely to produce the greatest ROI for Microsoft because Microsoft’s core competency is developing operating software and this option carries the least amount of risk. Background The consumer demand for the ability to seamlessly integrate and connect devices and data that they use in their daily life is growing rapidly. The
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generations. (2) Respond to Wii onslaught by developing its previous generation console to include a low end offering that directly competes with Wii. (3) Partner with Nintendo and others to strengthen offerings in the gaming console space, eliminating Microsoft and creating a “co-opetition” I recommend a combination of (1) and (3) to ensure sustained dominance in the gaming console market. I would not look to option (2) since it undermines SCEI’s position as a focused differentiator (Exhibit 1 in appendix)
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MICROSOFT’S BATTLE FOR THE LIVING ROOM Teaching Note Case Overview Microsoft, a renowned software company found in 1975, is one of the largest corporations in the world. Since its inception, Microsoft not only established itself as a leader in the software industry, but also succeeded in diversifying into various software related businesses. Today, Microsoft is an eminent name in computer applications, multimedia, Internet service, and movie products. At the turn of the century, Microsoft decided
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Disruptive technology/ strategy is breaking the law of traditional industrial pattern and introducing a new arrangement focused on unserved and seemingly insignificant customers. When conventional business is focused on pushing limit of the existing technology’s performance to serve the mainstream market, disruptive technology focuses on different performance attributes and provides a product/ service beyond the market expectation. Disruptive technology is not necessarily technologically advance
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Game Consoles: The State of the Battle for Supremacy AUTHORS: Christian Kostadinov 29114042 Ivaylo Baldev 29114047 Sofia 2010 Competition in Video Game Consoles: The State of the Battle for Supremacy Objectives in front of the case study The main objective that stands in front of our project is to clarify the present situation on the market of video console games. To present the strategies of the three main rival firms-Sony, Nintendo and Microsoft, to see their advantages and disadvantages
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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
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monopolistic company often follows companies such as Microsoft, even when there are similar products in the market. Microsoft currently holds approximately 90% of market share, whereas competing firms like Macintosh and Linux are close in substitution. Although consumers have the option to purchase systems such as Linux and Macintosh, they seem to choose Microsoft. The article Microsoft's Aggressive New Pricing Strategy, describes an approach that Microsoft took recently in lowering their profit margin
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Executive Summary Apple Computer’s 30-year history is full of highs and lows, which is what we would expect in a highly innovative company. They evolved throughout the years into an organization that is very much a representation of its leader, Steven Jobs. Apple made several hugely successful product introductions over the years. They have also completely fallen on their face on several occasions. They struggled mightily while Jobs was not a part of the organization. Apple reached a point where
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hotspots allow customers to work, study, or play. The purchase of a $5 cup of coffee is soon forgotten as customers sit in soft living-room type furniture. Starbuck’s has come to distinguish itself through its high-end atmosphere and standardization. It’s quick service and good reputation for being environmentally friendly and for treating its employees well has won the battle for customer loyalty. It’s green logo and paper-bag brown colors has come to mean clean environmentally ethically friendly
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