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A newly published case study builds on the chapter “BLU-RAYs and NETFLIX” in Innovation and Marketing in the Video Game Industry: Avoiding the Performance TrapAt the time of the book’s publication, Netflix was riding high on the success of its partnerships with Microsoft and Sony to deliver streaming video content to game consoles. In a new case study titled Netflix Inc.: Streaming Away from DVDs, by Luis Alfonso Dau and David Wesley, founder Reed Hastings attempts to take the next logical step and move to a streaming only service.

Summary:

This case examines two of the leading video rental services in the United States, Blockbuster and Netflix, and how each adapted to changing technology and market forces. At the end of the case, Blockbuster has declared bankruptcy and Netflix has seen its first decline in subscribers since its founding in 1997. Netflix also faces a number of new threats, including illegal file sharing, rental kiosks and new low cost video-on-demand (VOD) services. Netflix responds to these threats by announcing that it will split the company in two. Netflix will focus exclusively on streaming content, while a new subsidiary called Qwikster will be restricted to providing DVDs by mail. Customers overwhelmingly react negatively to the announcement, and Netflix’s stock price plunges by more than 50 per cent.

The case can be used in courses on marketing strategy, generating profit from new technology, and crisis management. It can also be used to conduct a simple SWOT analysis and to examine the impact of disruptive technologies.

Netflix Inc.: Streaming Away from DVDs joins the best-selling case study The Wii: Nintendo’s Video Game Revolution, and other top selling cases in technology marketing, includingThe Launch of the Sony PlayStation 3 and Brand in the Hand: Mobile Marketing at Adidas.

To obtain copies of any of the aforementioned cases, please contact Ivey Publishing. Qualified academic instructors may obtain sample copies at no cost by registering with the publisher.

Web Site:
www.iveycases.com

Email:
cases@ivey.uwo.ca

Fax:
(519) 661-3882

Telephone:
Canada and United States:
1-800-649-6355
Outside North America:
(519) 661-3208

Mail:
Ivey Publishing
Richard Ivey School of Business
The University of Western Ontario
London, Ontario, Canada
N6A 3K7

Today the Wall Street Journal reported that Nintendo’s fiscal year loss for 2011 was three times greater than the company projected, coming in at $836 million.  For those who have been following this blog, Nintendo’s rapid fall from grace should come as no surprise. Back in 2009, at a time when Nintendo could do no wrong, we praised the company for its innovation and ability to broaden the appeal of video games, but we also warned that new products like Kinect (then known as Project Natal) would likely pose a threat (see “Disrupting the Disruptor” – Jan. 2010).

To counter this threat, we recommended that Nintendo launch an HD version of the Wii and drop its existing console price to below $100 to appeal to late adopters. Although Nintendo is finally undertaking such changes, it is far too little and far too late. Then Nintendo made matters worse by launching its 3DS at $100 higher than previous handheld launches, all but killing the goodwill it gained from extensive and favorable press coverage.

Finally, consumers are currently reluctant to purchase new Wii consoles in anticipation of the Wii U, set for launch later this year. Although the Wii U may provide Nintendo with a short rebound, I cannot see how it will be able to reverse the company’s overall decline.

In 2009, we predicted that cloud gaming would eventually reshape the gaming landscape. At the time, an early Beta version of the OnLive gaming service had just been announced. OnLive uses cloud computing to allow people to play system-intensive games on Internet terminals, older PCs, and even some smartphones.

We wrote:

Even if OnLive doesn’t work, similar services will eventually negate the need for anything more powerful than a standard Internet terminal. In time, it might become possible to play games like Crysis directly on Internet-equipped television sets, such as Sony’s Bravia line of HDTVs. Once that happens, gamers won’t even need a console to play advanced games. (See Innovation and Marketing in the Video Game Industry p. 77)

In a recent edition of Maximum PC, reviews editor Michael Brown described one of the first TVs to incorporate cloud gaming. Calling it a “Must see TV”, he writes,

Vizio demonstrated new entries in its VIA Plus series of LCD HDTVs at CES that integrate the cloud-based OnLive Gaming System—no console required. The company is also bucking the active-shutter-glasses trend with a line of LED-backlit LCD TVs that utilize circularly polarized filters on the display along with passive 3D glasses. (see Maximum PC March 2011 p. 10)

It could be some time before cloud gaming becomes ubiquitous, but the popularity of tablet PCs and Internet enabled TVs will surely facilitate the adoption of cloud gaming services.

Yesterday, Nintendo posted disappointing earnings that sent the Nikkei into a tailspin, despite an announcement that it would reveal a new HD home gaming console at the upcoming E3 conference in Los Angeles. According to the New York Times

Video game industry analysts said they don’t expect Microsoft and Sony, makers of the Xbox 360 and PlayStation 3, respectively, to upgrade their own consoles until 2014, potentially giving Nintendo a chance to dig into their market of harder-core gamers.

However, it is unlikely that the new Wii will appeal to the “market of harder-core gamers,” given Nintendo’s strategy of focusing on family and casual entertainment and the traditional lead that Sony and Microsoft have enjoyed in this market for more than a decade. Moreover, as developers continue to tap into the potential of the PlayStation 3′s multicore Cell processor, it would be a mistake for Sony to launch a new console so soon. In addition, Microsoft’s Kinect is viewed by many as a platform renewal in and of itself, allowing Microsoft to both extend the life of the Xbox 360 and tap into the casual and late adopter markets.

A scenario not likely to be repeated

Nintendo CEO Satoru Iwata claims that the Wii’s woes can be traced to a failure to establish marketing alliances.

I now regret that we didn’t tie up with someone outside the company to market the Wii. If we had done that, the fate of the Wii might have been different. Now I am aware that we should not rely too much on ourselves. You will see what I mean by this when we market the 3DS and the Wii in the future.

However, it is unlikely that marketing alliances alone could have forestalled the Wii’s fate. In fact, for some time we have predicted that Nintendo would lose its first place standing in home console sales unless it dropped the price of the Wii considerably to appeal to late adopters or launched an HD version of the Wii. Now it appears that Nintendo is poised to do both, although it may be too late as Microsoft solidifies its lead both in the core gaming and casual markets. Meanwhile, Sony continues to make gains in its multimedia entertainment strategy, having established media partnerships with Hulu, Disney and others.

Nintendo’s announcement could accelerate the Wii’s decline now that the Wii HD has been announced, as early adopters will likely refrain from purchasing any Nintendo home consoles until late 2012 when the new console finally hits store shelves. To stem the decline of its home console, Nintendo needs to act fast and aggressively, lowering the price to under $100, which would break a key psychological barrier for many late adopter consumers, who make up a considerable percentage of the total market for video game hardware.

Instead, Nintendo will likely drop the price of the Wii to $150 next month. That may give Nintendo a temporary boost before the Wii continues its downward slide. Unfortunately, Nintendo’s timid approach to competitive market pressures suggests that the company may not drop the price of the Wii below $100 until next year (if ever), thereby allowing Microsoft to continue to build a substantial lead in the late adopter and casual gaming segments.

Meanwhile, Iwata also revealed that the 3DS failed to meet the company’s sales projections. Last year we praised the innovative design of the 3DS, but cautioned that pricing needed to remain near Nintendo’s historical average for new handheld devices — around $150. As such, Nintendo may have hurt sales by pricing the console at $250, even though it only costs $15 more to make than previous generation consoles that were priced at $130.

As Nintendo continues to lose market share to Microsoft and Sony, we highlight some of the predictable causes of the company’s latest decline. When I was writing the manuscript for Innovation and Marketing in the Video Game Industry in early 2009, I observed that “Nintendo could quickly lose its standing as an innovator” if it did not renew its value proposition (p.224). However, I never imagined that Nintendo would abandon some of the very key success factors that we praised in the book.

In the mid-1990s, Nintendo refused to adapt to a rapidly changing market for video games. In Innovation and Marketing in the Video Game Industry, we highlighted a number of factors that led to Nintendo’s decline, such as its refusal to move from cartridges to CDs, its lack of support for third party developers, and its lack of understanding of US consumers (see Chapter 2: Nintendo’s Dark Age). When the company launched its DS and Wii consoles, it approached the market in an entirely new way, focusing more on consumer needs than on product features and performance. However, I also cautioned that Nintendo would need to adapt to a rapidly changing market that included new competitors like Kinect (then known as Project Natal). If not, Nintendo could find itself in the same position as it was in in the mid-1990s, with rapidly eroding market share.

We offered several ideas that would allow Nintendo to continue leading the market, such as dynamic pricing, platform renewal, and the continued use of societal marketing. Instead, Nintendo abandoned some of the key success factors that we praised in the book when it began offering its Wii and DS consoles in a bewildering array of configurations and refused to adapt its offering to appeal to late adopters.

Therefore, it comes as no surprise that Wii sales have fallen behind competitors in all its major markets and will likely continue to decline. In response, Nintendo has hinted that it might drop the price of the Wii, but we have previously argued that Nintendo reacted too slowly to reach late adopters.

Gloria Barczak, co-author of Innovation and Marketing in the Video Game Industry: Avoiding the Performance Trap, will head Northeastern University’s Institute for Global Innovation Management (IGIM). Current IGIM director, Prof. Henry W. Lane decided to step down after being appointed Acting Dean of the College of Business Administration last month.

Founded in 2003 by Northeastern University’s College of Business Administration, School of Law and Center for Labor Market Studies, the Institute is an internationally recognized research center for developing effective approaches and solutions to global innovation management and for the development and dissemination of teaching materials concerning the global challenges facing technology intensive companies.

In addition to being a founding member of IGIM, Gloria Barczak serves as Group Coordinator for the Marketing Department. Prof. Barczak has an international reputation for her work in new product development, including the open innovation model, the role of customers as co-creators in the innovation process, and the role of virtual teams in collaborative global product development.  She is the author of more than 25 refereed papers and her work has been cited more than 600 times.  Professor Barczak was recently ranked as one of the “Top 25 Innovation Management Scholars in the world” by the Journal of Product Innovation Management

Since its publication, Innovation and Marketing in the Video Game Industry has been available in a number of different electronic formats, including PDF and Google Books. Readers can now purchase the Kindle Edition directly from their PC or Kindle and have it delivered wirelessly across multiple devices via Amazon Whispernet.

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