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Compact case
Published by:
INSEAD (2013)
Version:
02.2014
Revision date:
13-Mar-2014
Length:
4 pages
Data source:
Published sources

Abstract

This case illustrates that if companies wish to tap into latent demand and create organic growth, they must learn from non-customers. The case demonstrates that if Nintendo attempted to compete head-to-head against its Sony and Microsoft rivals they would be further marginalized in the game console industry. The case comes with supplementary video and lecture slides for educators (link in ‘Extra information’ section).

Topics

Blue Ocean Strategy; Value innovation; Gaming; Video game; Nintendo; Wii; Sony; Microsoft; Non-customers; Strategy; Competition

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