Sony games division

Tbh, I think it's kinda bs. I really don't think they plan or have 5 billion open to use for acquisitions unless they're trying to buy SE lmao.

It's not bs at all, it's a fact that they drew down 18 billion I didn't know SPE had mobile games worth a billion sitting around collecting dust in their portfolio. Sony owns several different businesses and investments all over the world.

I remember hearing about their insurance division in Japan years back. Not sure if it is still around but their other business branches are savvy. I didn't realise Sony owned the GSN.

When I was younger, I enjoyd playing online while the shows were on. I knew Sony was involved with that canceled America Says game show. Sony made their money back for the Crunchyroll acquisition. Industry Mobile variety. The story is too old to be commented. Profchaos 87d ago Sony pictures so probably not going into games Agree 27 Disagree TheDoomedGuy 86d ago I hope not for more acquisitions.

Agree 1 Disagree Agree 30 Disagree 4. Agree 24 Disagree 5. Now what's interesting is Ms has a really great partnership with Sega Agree 3 Disagree 5. Hofstaderman 86d ago neutralgamer Agree 2 Disagree 0. Agree 1 Disagree 1. Sayai jin 86d ago Neutral, I think these companies are playing the "long game". Agree 0 Disagree 2. Sayai jin 86d ago Smh Agree 7 Disagree 9. Classy lol Agree 6 Disagree 9. Sayai jin 86d ago SullyCigar, huh?

Agree 3 Disagree 4. Sayai jin 86d ago Againx4, you are correct. Agree 2 Disagree 3. SullysCigar 86d ago Lmao you were literally online when I replied. Agree 0 Disagree 0. Sayai jin 85d ago SullysCigar, Reading and comprehension is fundamental. Teflon02 86d ago Not sure if true, but apparently Sony has about billion they can use on acquisitions at any point they like. Agree 2 Disagree 2. IRetrouk 86d ago Edited 86d ago It's not bs at all, it's a fact that they drew down 18 billion BrainSyphoned 86d ago I didn't know SPE had mobile games worth a billion sitting around collecting dust in their portfolio.

Agree 9 Disagree 3. TheColbertinator 86d ago Sony owns several different businesses and investments all over the world. Enter your email address. Frankly I'm not surprised by any of these numbers. With the XBox and Wii almost completely saturated in the market, the only console most gamers still don't own is the PS3. Unfortunately for PS, it may be too little too late. Many of the cross-platform games have already been dominated by XBox , and without excellent marketing of some of PS3s best exclusives there's little reason for gamers to buy a PS3 at this point.

We've still got quite a ways to go before any saturation points are hit. I will say I'm very surprised that Sony voluntary stated that the games segment of the Networked Products and Services division was flat when the whole division had a profit. It should equally focus on releasing a new generation of video games with unique, highly interactive features that will increase the market demand for its products Rysman, I would recommend Sony to consider shifting its current differentiation strategy and adopting a focus differentiation strategy.

A focused differentiation strategy, however, will ensure that Sony only targets a smaller fraction of the market and presents highly effective products and services that no other industry player will manage to emulate. Nintendo pursues a differentiation and low cost strategies within the video game industry. The strategies have helped it to break the value-cost trade-off significantly Hollensen, While producing unique video games in the market, Nintendo has succeeded to eliminate the threat of high cost products in the market that would discourage consumers from buying.

Instead, the firm has continued to attract high market demand because of the unique nature of its video games. Nintendo has focused on ensuring that all its products fulfill exceptional buyer utility within affordable limits. The firm concentrates on tackling possible hurdles of its product idea in advance by conducting wide range research that has resulted in highly interactive and effective video games. The pricing strategy adopted at Nintendo equally ensures that the firm is able to attain its cost target compared to profits.

Nintendo could more likely maintain its enhancement efforts on the brand power and sustain the current sales power, which is the highest in the video game industry.

Additionally, the firm is likely to continue with the production and release of new game consoles with highly improved functionality and interaction. The greatest weakness of Nintendo is its production of multiple game accessories that are incompatible with each other.

It means that customers are required to buy a whole setup of hardware and software to interact with new games. This could result in customers buying other games manufactured by the rival firms, such as Microsoft and Sony. The video game industry is characterized by high rivalry amongst the well-established industry players. This has resulted in a saturated market, whose profitability is likely to remain less lucrative. Nintendo should consider forming partnerships with other third party industry players, such as software and hardware developers, to enhance the creativity performance.

An effort to form partnerships with other industry players, particularly suppliers and consultants, will result in combined technology that will make Nintendo video games highly efficient in a highly competitive market. Nintendo should consider continuing with its current strategy to ensure it retains its competitive performance and market leadership.

The current strategy performance is focused on producing unique products with higher functionality and interactivity. This has helped in raising huge revenues for the firm through higher sales performance.

Additionally, Nintendo has perfected its global marketing efforts that have seen it achieve greater market awareness results on a worldwide scale. The video game industry is characterized by intensive rivalry among the leading manufacturers, who are well established. Both Nintendo and Sony pursue the differentiation strategy for their respective video game products to provide unique products to their consumers.

This could influence a mass exodus of its consumers to other video games manufactured by the rival companies. Hollensen, S. The blue ocean that disappeared — the case of Nintendo Wii. The Journal of Business Strategy, 34 5 , Rysman, M.