The paper "Rivalry in Video Games" is an outstanding example of a management assignment. What are the key success factors in the video games hardware industry? Multi-functionality - the reason why Sony and Microsoft are making general-purpose video game console that can serve as entertainment and Internet device. High definition or HD display capability Hardware with superior processing power (speed) for hardcore games Attractive graphics with cinematic quality and realism Games with strong characters and storyline Speed of learning the game as in the case of Nintendo’ s Wii Q2: In what sense and for what reasons is this a “ winner takes all” industry? Whoever produced video game hardware with immense processing power wins the market as in the case of Xbox and PS3. Whoever wins the heart of male gamers aged 11 and 30 and the majority of hardcore games take over the market. Whoever is more functional, DVD playback, Internet connectivity, the number of titles available for playing, Wi-Fi, USB docks, and so on rules the market. Q3: What does the success of Nintendo’ s Wii tell us about the changing basis for competitive advantage in this industry?
Looking ahead, which companies will be most successful at capturing value in this market? The success of Nintendo’ s Wii was not due to hardware superiority.
In fact, it is significantly overpowered by PS3 and Xbox 360 in both processing speed and graphics quality. Gamers loved Nintendo’ s Wii for its game’ s mechanics simplicity, easy to learn than most competitors. Wii changes the traditional notion of “ winner takes all” based on hardware speed and multi-functionality and taught the industry that there is a big market for casual games out there. More importantly, it taught the industry that gaming is not just all about hardware or graphics but the simplicity of the game where users can enjoy without too much effort. As statistics of video games industry suggest, the population of gamers is rapidly increasing with the inclusion of older groups and female enthusiast.
Gamers prefer what is “ In” and “ Hot” and love titles that fit with their individual lifestyles. Moreover, sport-based games will retain its popularity over the years. The fact that the video games market in the near future includes the larger population of casual games (adults and females), Nintendo will be more successful.
This is considering that the business strategy and gaming idea that produced the Wii is very successful. Q4: In relation to the next generation of video game consoles, make strategy recommendations for Sony, Microsoft, Nintendo? Sony and Microsoft, in particular, should retain or further develop its superior hardware. They should probably continue adding more functionality. However, the best strategy is not to make too complicated games since the popularity of Wii is a reminder that the majority of gamers still prefer easy to understand games. The combination of superior hardware, attractive graphics, multi-functionality, lower price, and easy to play games is recommended for both.
Target the growing casual gamers. Although easy to play games attract a good number of gamers around the world, Nintendo should not be so contented with its success. For one thing, everybody loves cinematic effect, fast hardware, and realistic gaming. Nintendo already has the ingredient for success; why not spice it up with speed and realism. The recommendation is to combine processing power, realism, and easy to play games otherwise Sony and Microsoft (who already learned the secret) will dominate the market again. Manchester United: Preparing for Life without Ferguson Student Name/Number: Name. No. Tutorial Number, Tutor and Week Number Tut.
No. Tutor. Week No. Q1: What should Gill’ s strategic priorities be for Manchester United? In particular, should the primary focus be on financial performance or team performance? There is no doubt that Gill should focus on team performance rather than its financial activities. For one thing, the financial success of Manchester United came from its popularity as an excellent and competitive football team. Once Manchester United game performance plummets, it will take with it a significant number of fans around the world along with sponsors depending on their popularity or market pull.
Particularly in the possibility of Ferguson’ s retirement, the architect of the team’ s success, Gill should be concentrating on the team’ s future performance. After all, he is aware of the fact that as long as the team keep winning commercial revenues will flow. Coupled with developing raw but outstanding talents and establishing coordination between players, the team’ s functions as integrated individuals with common goals, trusting, complimenting each strength and weaknesses, and mutual support from all players. Q2: In terms of team capabilities, why has Manchester United been so successful on the pitch during the 14 years up to 2009?
What role has Ferguson’ s leadership played in this success? The most influential factors in United Manchester’ s success are rigorous training and team discipline. These include banning alcohol, strict attendance, punctuality, and effort. Players’ skills were acquired through repetitive practice or refinement where “ winning” skills becomes a habit. Ferguson is the architect of the team’ s unequalled discipline, tactics and strategy, sourcing of talents, strict training, and teamwork.
His team management style brought Manchester United to its unparalleled success in English football history since 1999. He developed the philosophy “ no player is bigger than the club” and never hesitates to sell players opposing his discipline and team management style. He is also the pioneer of “ squad rotation” and motivating approaches that include loyal support and sarcastic criticism. Q3: What determines team capability in European professional football (soccer)? First and foremost, team capability is determined by the club’ s performance in national leagues, national cup competition, and European Championship.
Second is the quality of players that make the team. Third, the ability to acquire players which is dependent on the club’ s financial resources or revenues for commercial activities and sales. Fourth, the cost of maintaining the club such as wages, salaries, and debts. Fifth, the sources of finance and sixth, the profitability of the club or the net profit (minus taxes, depreciation, and so on). Q4: In seeking to sustain Manchester United’ s position as a top-performing European club, what lessons should Gill draw from the strategies and organizational structures of other leading clubs such as Real Madrid, Barcelona, AC Milan, Bayern Munich, Chelsea, and Arsenal? Gill should consider Real Madrid and Chelsea’ s treatment on their star players but not too much.
Similarly, he should take into account the value of developing his own players as Ferguson did as well Barcelona, Arsenal, and Valencia training and selling players for revenues. He should consider the benefits of separating team management and commercial matters since it will likely result in intrusion and friction between the owner and team manager. Similarly, separate coaching from football club management to give the former more time to focus on the team.
Learn from the experiences of Chelsea and Newcastle and other Continental European Clubs. Q5: Assuming that Ferguson does retire at the end of the 2011-12 season, what advice would you give to Gill and the Manchester United board? First of all, Ferguson is a very talented man and his retirement will create a big hole in United Manchester’ s effective team management. At worse, it may also degrade the team’ s performance and the club’ s capability. While Ferguson is around, it may be best to hire his replacement so at least he could get some pointers from Ferguson who made United Manchester what is today.
Let Gill and the board be reminded that Ferguson’ s discipline, rigorous training, and pioneering efforts are unmistakably effective therefore it is more logical to keep his legacy intact. In Ferguson’ s retirement, only he will leave thus his replacement should never be allowed to make drastic changes particularly in the team’ s discipline and training. Rise and Fall of Finance and the End of the Society of Organizations Student Name/Number: Name. No. Tutorial Number, Tutor and Week Number Tut.
No. Tutor. Week No. Q1: What is the main message of the article, in your view? The message of the article is about the coming of post-industrialism in the United States where the labour force is no longer working on agriculture or manufacturing but largely in services. An era of unemployment particularly in the manufacturing and retail sectors due to offshoring and minimal labour requirements caused by modern technology. Moreover, the centrality of finance to people’ s lives changed their perception of society where they view education and socialization as investments. Q2: If you had to use a metaphor to describe the picture Davis paints of organisations, what metaphor would you use and why? “ Life is a wild and risky investment” – the society of organisations shaped the lives of people thus in its absence, we have no choice but to be a member of portfolio society as individual investors which lives are subject to the outcome of often erratic financial markets. Q3: Is Davis’ s narrative just hankering after times gone past or is it instructive for now? Davis’ s narrative is instructive in the sense that it is conveying knowledge or information about the existence of interconnected circumstance that might lead to the finance-centred economy.
For instance, he is connecting the global economic downturn and the shift from a society of organisations to portfolio organisations as a sign of upcoming finance-controlled society. Q4: Having read the article, what advice would you offer Davis? Also, what advice would you offer a businessman? If Davis really believes in the disintegration of the society of the organisation and its impact on our society then he should elaborate more why it will never come back as he mentioned on page 40.
Considering he also mentioned that inequalities and economic mobility can be fixed by regulation then why it is not possible. To the businessman, Davies has some good points particularly in the danger of financial view of the corporation to the economy. It may be the right time to think about and reflect on the consequences of business strategies as well as the large unemployment being created by minimal labour for-profit mentality.