Havovi Joshi and Samuel Tsang prepared this case under the supervision of Prof. Ali Farhoomand for class discussion. This case is not intended to show effective or ineffective handling of decision or business processes.
? 2009 by The Asia Case Research Centre, The University of Hong Kong. No part of this publication may be reproduced or transmitted in any form or by any means—electronic, mechanical, photocopying, recording, or otherwise (including the internet)—without the permission of The University of Hong Kong.
Ref. 09/428C
ALI FARHOOMAND
NINTENDO’S DISRUPTIVE STRATEGY:
IMPLICATIONS FOR THE VIDEO GAME
INDUSTRY
For some time we have believed the game industry is ready for disruption.
Not just from Nintendo, but from all game developers. It is what we all need
to expand our audience. It is what we all need to expand our imaginations.
- Satoru Iwata, president of Nintendo Co. Ltd 1
In the 2008 BusinessWeek–Boston Consulting Group ranking of the world’s most innovative companies, Nintendo Co. Ltd (“Nintendo”) was ranked seventh, up from 39th the previous
year.2
This recognised Nintendo’s significant transformation into an innovative design powerhouse that had challenged the prevailing business model of the video game industry.
In 2000, when Sony, Microsoft and Nintendo (the “big three” of the video game console manufacturers) released their latest products, Sony's PlayStation 2 (“PS2”) emerged as the clear winner, outselling Microsoft’s Xbox and Nintendo’s GameCube. In 2006, a new generation of video game consoles was introduced by these players, precipitating a new competitive battle in the industry. Microsoft and Sony continued with their previous strategies of increasing the computing power of their newest products and adding more impressive graphical interfaces. However, Satoru Iwata, president of Nintendo, believed that the video game industry had been focusing far too much on existing gamers and completely neglecting non-gamers. Armed with this insight, the company repositioned itself by developing a radically different console, the Wii (pronounced “we”). The Wii was a nifty machine that used a wand-like remote controller to detect players’ hand movements, allowing them to emulate the real-life gameplay of such games as tennis, bowling and boxing. 1
Iwata, S. (23 March 2006) “GDC Keynote Address”, Nintendo World Report ,
https://www.doczj.com/doc/024215966.html,/newsArt.cfm (accessed 31 July 2008). 2 McGregor, J. (17 April 2008) “The World’s Most Innovative Companies”, Business Week ,
https://www.doczj.com/doc/024215966.html,/magazine/content/08 (accessed 10 July 2008). HKU 814
The new console proved to be a runaway success. By September 2007, Nintendo had become Japan’s most valuable listed company after Toyota, and its market value had tripled since the launch of the Wii. In spite of this initial success, however, it was not clear whether Nintendo had really disrupted the industry and changed the name of the game.
History of Nintendo—1889 to 2002
Nintendo’s3 roots could be traced all the way back to 1889 in Kyoto, Japan, when Yamauchi, the founder of the company, started manufacturing playing cards. In 1907, the company began producing Western playing cards, and by 1951, it had become the Nintendo Playing Card Company. In 1959, it began making theme cards under a licensing agreement with Disney, and by 1963, the company had gone public and taken its current name.
During the period 1970 to 1985, Nintendo began focusing on the manufacture of electronic toys and entered the budding field of video games [see Exhibit 1].
Interestingly, 1991, the year when Nintendo launched the highly popular Super NES in the US, was also the year that saw Nintendo’s vision become Sony’s opportunity—and the creation of what could be described as Nintendo’s “greatest challenge” for over a decade — the Sony PlayStation (“PS”). Nintendo had wanted to incorporate CD-ROM into their Super NES, and Sony had agreed to create the PS for this purpose. However, over the next two years, conflicts of vision between Nintendo and Sony continued, and the two finally parted ways. Nintendo went ahead with Philips technology, 4and Sony was left with the PS, which the company decided to continue developing. Given Sony’s clout and resources, when the PS and its wide range of games were finally released in Japan in 1994, the console was an instant resounding success. In 1995, Sony released the PS in the US, totally uprooting Nintendo’s established name in the industry.
For many years, Nintendo had been a dominant player in the video game industry. It had sold more than two billion games since 1985. Its top-selling series included non-violent and easy-to-play games such as Super Mario Bros and The Legend of Zelda. The huge success of its games portfolio could be attributed to its appeal to all age groups across different cultures. The title of a book published in 1993 summed up Nintendo’s supremacy: “Game Over: How Nintendo Zapped an American Industry, Captured Your Dollars, and Enslaved Your Children”. Now it was no longer the leader of the video game industry.
Nintendo tried various strategies to counter Sony. However, competition continued to intensify, and the PS2 quickly captured a significant portion of the video game market, taking over the dominant position in the industry. In May 2001, Microsoft too entered the video game market by introducing the Xbox console, leaving Nintendo with an even smaller piece of the pie.
In 2002 Nintendo appointed Iwata5as president of the company to bring a change in the company’s senior leadership. It was hoped that, with his experience and deep insights into 3“Nintendo”, loosely translated from Japanese, means “leave luck to heaven”.
4Under this deal, Philips, one of Sony’s principal rivals, would produce an add-on device for Nintendo game players allowing them to use optical compact discs with greater storage capacities than game cartridges.
5 Iwata joined HAL Laboratories in 1982 and shortly after became the company’s co-ordinator for software production, where he helped create video games such as Kirby. In 1993, he became president of HAL, a post he held until 2000, when he joined Nintendo as head of the corporate planning division. When Yamauchi retired in 2002, Iwata became president of Nintendo.
how the market evolved, Iwata would help the company develop a brand-new vision and approach.6
The Video Game Industry
History
The video game industry was born in the 1970s. In the early days, notable players such as Atari from the US and Namco from Japan brought video games to teenagers in the form of arcade games found in malls and video game arcades. With the introduction of home consoles, video games began to make their way into households around the globe.
In the 1980s and early 1990s, many new players came to the market. With the increasing popularity of personal computers (“PCs”), gamers were no longer limited to playing their favourite video game titles on proprietary consoles. Although the market was impacted by the introduction of PCs, video game makers achieved steady growth.
Nevertheless, the target customer group of video game consoles was narrowly confined to teenagers. Armed with insightful targeting and positioning, image-conscious branding, and superb graphics technologies, Sony introduced the PS in the mid-1990s. The Japanese electronics giant revolutionised the perception of video game consoles and successfully captured new players, thereby helping the industry grow substantially. Video gaming suddenly became the new hype entertainment. It was especially well received by young adults, who were mostly male and in their late 20s or early 30s and had substantial disposable incomes. By the time Sony launched the PS2 in 2000, technology giant Microsoft realised that it could no longer ignore the runaway success of this product or the impact that the booming video game market may have on its traditional PC and software domains. Thus Microsoft’s video game console, the Xbox, was launched in 2001.
Since the early 2000s, the convergence of information technology, telecommunications, media and entertainment had brought about dramatic social and technological changes. With the new socio-technological movement and a wider audience base, the big video game console makers such as Sony and Microsoft began to realise that there were new opportunities for their video gaming and console product offerings, which would play a far greater role in people’s lives than mere entertainment.
Trends in the Industry
With the broad availability of broadband internet, increasing sophistication of high-definition (“HD”) video technologies and decreasing cost of hard-drive storage, video game console manufacturers saw that their products should no longer be for gaming only. In fact, many players such as Sony and Microsoft had envisioned their game consoles as becoming all-encompassing home entertainment centres. Further, given the increasing speed achieved by broadband connections, internet users were increasingly able to access large quantities of data files, especially those containing HD audio and video. Consequently, these console producers developed and offered online libraries as a new service enabling users to download and stream a variety of movies, music and television shows through their consoles.
As top-quality video materials became more easily available through HD broadcasting and internet downloads, a new recording medium with increased storage capacity was required.
6 Colbert, C. (2007) “Nintendo Co. Ltd”, Hoover's Company Information; Sanchanta, M. (26 September 2007) “Nintendo Market Cap Rockets”, Financial Times; The Economist (26 October 2006) “Playing a Different Game”.
Two formats, the Blu-ray format7 developed by a consortium led by Sony, and the HD-DVD format developed by a consortium led by Toshiba, were engaged in fierce competition in order to become the de facto standard in this area.
By offering online games based on new and existing titles, console makers could provide similar social-networking or virtual-world services to get online gamers to play, connect and form loyal communities. Such communities were expected to help create a perpetual demand for services and products created by the video game makers and their alliance partners. In fact, in-game advertising had already started and offered a new revenue stream to video game developers.
Nintendo—Innovation and the Launch of the Wii Traditionally, Sony, Microsoft and Nintendo would go into a new cycle or a new battle every five to six years, and in 2000, Sony’s PS2 had emerged as the clear winner.8 Since then, the focus of the industry had turned even more to the technological advancement of the console hardware, particularly in terms of faster processing speed, higher definition of video quality and increasing complexity of the games. The relentless pursuit of superior technologies became the convention that drove the industry’s dynamics.
However, the former leader in the video game industry, Nintendo, adopted a vastly different viewpoint about the future development of the industry. Some years before the battle that began in 2006, Iwata saw the potential threats facing the industry. He observed that the video game market in Japan was shrinking. Based on various market trends and data, the key cause for this reduction appeared to be the increasing complexity of video games, which required players to invest a significant amount of their time to learn and play these games using increasingly complicated controllers with combinations of buttons and joysticks. Consequently, occasional gamers with busy lives had stopped playing. Further, for novices and non-gamers, the time required to learn and play these games was a big deterrent for potential newcomers to join the camp. Iwata also saw that the video game industry had largely ignored non-gamers and was focused on the existing ones. Armed with these insights, Iwata decided to lead Nintendo down an unorthodox path by devising a radically new strategy.
The objective of this strategy was quite simply to reach out to non-gamers in order to create a bigger market. Iwata’s mandate was for simpler games to be developed, targeting all customers, irrespective of age, gender or gaming experience. These new games were to take no more than a few minutes to set up and play. In addition, they would require an easy-to-use controller. He also wanted the game scenarios to be largely based on real-life situations rather than fantasies.
In order to pilot Iwata’s idea, Nintendo first developed a new handheld gaming device called the DS, which stood for “double screen” and was launched in 2004. The DS was positioned as “the machine that enriches the owner’s daily life”.9 One of the key features of this device was a touch-screen that gamers could tap or write on with a stylus. This innovative design enabled gamers to play without using complicated sets of buttons or a mini-joystick. The company then launched the Nintendo Wi-Fi Connection, an innovative service that allowed DS system players to play with other users through a wireless network. Ever since its rollout, the DS had 7 Blu-ray was a new DVD format derived from the blue laser, which had a short wavelength of 405nm. Blu-ray Discs could store substantially more data than the DVD format, which was derived from red-laser (650 nm) technology.
8The PS2 had been updated since introduction and was available in a much smaller format than the original.
9 Nintendo (25 October 2007) “Consolidated Financial Statements for the six months ending 30 September 2007”,
https://www.doczj.com/doc/024215966.html,/corp/report/FY07FinancialResults.pdf (accessed 1 August 2008).
been a huge success and by April 2008, Nintendo had sold more than 70 million units worldwide.10
Among the many DS game titles, the most popular was Nintendogs, particularly among female gamers. Players of Nintendogs could interact with their virtual pets through the DS’s built-in microphone and “touch” them via the touch-screen. They could take these dogs for walks, teach them tricks and enter them into competitions. Another popular game was Brainage, which featured brain-training games that were basically puzzles.
Following the success of the DS, Nintendo rolled out the DS Lite in 2006. With its mature Game Boy and innovative DS systems, Nintendo remained the leader in the handheld console segment and continued to retain well over 90% of the handheld device market that it had captured since 1989.
However, the deciding factor for Nintendo’s success was the video game console segment. Since 2000, Nintendo had lost control of the fixed console market to Sony’s PS. With its new strategy to capture non-gamers and expand the market, coupled with the lessons learnt from the DS handheld device, Nintendo developed its new console, the Wii, which arrived about the same time as the rollout of Microsoft’s Xbox 360 and Sony’s PS3, and just in time for the 2006 holiday shopping season [see Exhibit 2 for a timeline of the video game console industry].
Our goal was to come up with a machine that moms would want—easy
to use, quick to start up, not a huge energy drain, and quiet while it was
running. Rather than just picking new technology, we thought
seriously about what a game console should be. Iwata wanted a
console that would play every Nintendo game ever made.
- Shigeru Miyamoto, member of the Wii development team11
The Wii was an impressive, well-designed and tiny machine controlled with a wand-like controller that resembled a TV remote control. Without an elaborate joypad and wire, gamers could navigate the system simply by moving the controller. Motion detectors would then translate the movement of the wand into on-screen action, enabling simultaion of real-life games such as tennis, bowling and even boxing. The games were sold on optical discs similar to DVDs. The Wii could also be connected to the internet for online news and weather updates and to access Nintendo’s classic game catalogue (eg, the Super Mario series), which could be downloaded from the web. To do this, players could access the Virtual Console service, whereby games originally released for the SNES and N64 could be downloaded from the Wii Shop Channel and accessed from the Wii.
Nintendo positioned the Wii as “a machine that puts smiles on surrounding people’s faces”, encouraging communication among family members as each of them found something personally relevant and were motivated to turn on the console every day in order to enjoy “the new life with Wii”. 12To promote the Wii, Nintendo adopted the same word-of-mouth strategy that had proved successful in promoting the DS. The company “recruited a handful of carefully chosen suburban housewives to spread the word among their friends that the Wii 10 Data sourced from https://www.doczj.com/doc/024215966.html, (week ending 5 April 2008) “Hardware Table”, https://www.doczj.com/doc/024215966.html, (accessed 1 August 2008).
11Hall, K. (16 November 2006) “The Big Ideas behind Nintendo’s Wii”, Business Week,
https://www.doczj.com/doc/024215966.html,/technolgy/content/nov2006 (accessed 25 June 2008).
12 Nintendo (25 October 2007) “Consolidated Financial Statements for the six months ending 30 September 2007”,
https://www.doczj.com/doc/024215966.html,/corp/report/FY07FinancialResults.pdf (accessed 1 August 2008).
was a gaming console the whole family could enjoy together”13. The Wii was also featured in the gamers’ self made video, which was then shared through YouTube and social networking sites. This once experimental approach had proven to be more effective than the traditional advertising or mass-media campaigns used by Sony and Microsoft.
In addition to becoming the home gaming system for the family, Wii also helped expand “exergaming”, which was the combination of on-screen action with physical exercise. The origins of exergaming could be traced back to 1989, when Nintendo released the Power Pad and Power Glove, two accessories for its gaming console. The Power Pad was a “large plastic platform that plugged into the console and contained pressure sensors on which gamers could step or jump to play sports games”14. The Power Glove was a “glove-like controller that translated various gestures into on-screen movements”15. However, these two accessories had not sold well. Now, with the introduction of the Wii into millions of households, boxing, tennis, bowling, golf and baseball games would require players to act out the physical movements involved in these sports. Consequently, it was predicted that the Wii would spawn a whole new generation of exergaming that would go far beyond the existing games that used dance mats or video cameras to detect players’ actions, as the Wii’s controller could detect more subtle movements and could be used to record and analyse these movements through intelligent software to determine the players’ physical fitness levels.16
The Wii proved to be a runaway success and, by September 2007, Nintendo became Japan’s most valuable listed company after Toyota, having zipped past US$72 billion in market value and almost tripling in value since the launch of the Wii the previous year [see Exhibit 3 and Exhibit 4].17
Key Players in the Video Game Industry
Video Game Hardware
Other than Nintendo, the video game hardware industry (essentially comprising the manufacture of consoles and devices) was dominated by Sony with its PS family and Microsoft with the Xbox 360.
Sony18
For decades, Sony had defined the leading edge in gadgetry, producing transistor radios in the 1950s, Trinitron TVs in the 1960s and the revolutionary Walkman in the 1970s.19
Similarly, when the company introduced the PS in Japan in March 1994 and in the US in 1995, it brought the technology of video gaming to a whole new level [see Exhibit 5]. With Sony’s strategy of attracting late teens and young adults (who had significantly more disposable income) by offering more sophisticated and often more violent games, the PS dominated the market.
13 The Economist (7 April 2007) “Building Buzz: Marketing” 383(8525), pp. 64.
14https://www.doczj.com/doc/024215966.html,/words/exergaming.asp?r=16.9423217396108&svr=9&lang=en_us& (accessed 1 August 2008)
15 Ibid
16 Colbert. C. (2007) “Nintendo Co. Ltd”, Hoover's Company Information; The Economist (8 March 2007) “Let’s Get Physical”.
17 Takenaka, K. (25 September 2007) “Nintendo Becomes Japan’s Second Most Valuable Company”, Reuters,
https://www.doczj.com/doc/024215966.html,/article/technology-media-telco (accessed 1 August 2008).
18 This chapter contains excerpts from: Farhoomand, A. and Tsang, S. (2006) “Microsoft’s Diversification Strategy”, Asia Case Research Centre, The University of Hong Kong.
19Stahl, L. (8 January 2006) “Sir Howard Stringer: Sony’s Savior”, CBS News 60 Minutes,
https://www.doczj.com/doc/024215966.html,/stories/2006/01/06/60minutes/main1183023_page3.shtml (accessed 25 June 2008).
In 2000, the PS2 was released and completely won over the video game market. The PS2 was not only backward-compatible with the PS, but could also be used to play CDs and DVDs. For most people who bought the PS2, it was their first DVD player. By July 2008, Sony had announced that worldwide PS2 console sales had exceeded 140 million.20 This would make the PS2 the best-selling console in history.
In order to compete against Nintendo, the ruler of the handheld video game market, Sony introduced the PlayStation Portable (“PSP”) in 2004.
In the meantime, Sony continued to release other electronics: such as Sony Connect, an online music service, Vaio Pocket, a portable music player designed to compete with Apple’s iPod, and Network Walkman, which was its first Walkman with a hard drive.
Although the PS product line dominated the market, the sales of Sony’s other electronics (eg, DVD recorders, TVs and computers) and music products dropped significantly. The consumer demand remained weak, there was a battle over prices, Apple’s iPod undermined the sales of Sony’s CD- and MiniDisc Walkmans, as well as their TV products. These challenges, in addition to the costs incurred in streamlining operations, had significantly decreased Sony’s market value and, in 2004, the company reported a loss. Sony, once acknowledged globally for its cutting-edge technological innovations, was coming to be perceived as a bureaucratic conglomerate.
In order to rectify the situation, in 2005, Sony brought in Sir Howard Stringer to replace Nobuyuki Idei as chairman and chief executive. Stringer was the first non-Japanese chief of the company and, prior to this post, had been the head of the company’s US and electronics divisions. After taking over, Stringer announced Project Nippon, a corporate restructuring plan designed to revamp Sony’s electronics business and foster better collaboration between the company’s divisions. His plan called for eliminating 10,000 jobs (the company had 150,000 employees) and closing 11 of Sony’s 65 factories. Stringer also revealed plans to for a concrete research-and-development (“R&D”) scheme with a focus on consumer demand, aiming to re-establish Sony’s leading presence in Japan. Sony’s emphasis became HD products for consumers and broadcasters and semiconductors that aimed to improve performance in the company’s products.
As one of the major weapons in Sir Stringer’s grand plan, Sony planned to introduce and leverage the PS3 to regain its position in the electronics industry. The PS3 was designed to be a multimedia entertainment hub. Thus, people would buy the PS3 to watch movies in addition to playing games. Its computing power would also allow users to chat online, listen to music and view high-quality animations. The machine would also be backward-compatible with games designed for previous PSs. Sony hoped that it would be able to utilize the Cell computer chip, jointly developed with IBM and Toshiba, in other products too, such as selling home servers broadband and high-definition television (“HDTV”) systems. This powerful chip would power the new PS3, whose games would also be the first mass utilisation of the Blu-ray format.21
In November 2006, after several delays, Sony’s PS3 was released nearly a year after Microsoft’s Xbox 360 and within a week of the debut of Nintendo’s Wii. However, the results were largely disappointing. Supply problems and the high price tag of the PS3 resulted in Sony losing its dominant position in the console market to Nintendo. To boost sales, the 20Nutall, C. (20 July 2008) “Sony Sets 150m Sales Target for PS3”, Financial Times, https://www.doczj.com/doc/024215966.html,/cms/s/0/1c46ad2e-5678 (accessed 14 August 2008).
21 Sony had joined Matsushita and Samsung, plus a few other companies, to jointly develop the Blu-ray Disc. The alliance formed in 2004 aimed to establish the new DVD format for optical storage media. In late 2004, Disney agreed to use the Blu-ray format.
company slashed the price of the PS3 in mid-2007. Around the same time, due to continuous setbacks in terms of delays and inability to ramp up production, Sony fired the chief architect of the PS product line, Ken Kutaragi.
In July 2008, 20 months after the release of the PS3, the console had barely achieved 10% of its target. Sales by the end of Sony’s fiscal year in March 2008 were 12.85 million, and the company expected to sell just about 10 million in the fiscal year ending March 2009.22 Sony’s more pressing need was to steer the PS3 to profitability, which was only estimated to happen by 2009 [see Exhibit 6 and Exhibit 7]. Given the shaky situation, Sony had no plans to cease development of games for the older PS2 system and planned to continue rolling out titles specificall y for it..23
Microsoft
Entering the video game business in 2001 was one of Microsoft’s diversification moves when the company recognised the remarkable success of Sony’s PS2 and the potential threat the video game market was posing to its stronghold in the PC market. The Xbox was the company’s first foray into the industry and was launched to compete directly with Sony’s PS2 and Nintendo’s GameCube. In November 2002, the company launched Xbox Live, allowing subscribers to play online Xbox games with other subscribers around the world. By mid-2005, the service had attracted about two million subscribers worldwide.
However, by May 2005, the software giant had sold only 21.3 million Xbox units, which put the company in a distant second place behind Sony’s PS2 (which had sold 83.5 million units) and slightly ahead of Nintendo’s GameCube (with sales of 18.3 million units).24 By August 2005, Microsoft’s Xbox division had cost the company US$4 billion.25 Soon after, production of the Xbox ceased in favour of the Xbox 360.
Microsoft was determined to capture the top spot in the market with the launch of the Xbox 360 in November 2005, several months ahead of its rivals (Sony’s PS3 appeared in the market in late 2006, about a week after Nintendo’s Wii). Some believed that the previous success of Sony’s PS2 was partly due to its advantage in reaching the market earlier than its rivals; thus, Microsoft had copied this marketing strategy by becoming the first game console in the new business cycle. Further, having learnt a hard lesson from the flop of the original Xbox in Japan, Microsoft had worked closely with the producers of Japanese games, hoping to neutralise the traditional advantages of its two main rivals. The company had also abandoned its previous approach of using off-the-shelf parts provided by Intel and Nvidia to build its consoles because, while such an approach was efficient, it lacked the flexibility that Microsoft’s rivals had enjoyed in reducing costs and increasing profit margins during a console’s lifetime.26 (For instance, Sony had gradually reduced the number of chips required by its PS2 without sacrificing its performance in its lifetime.) Subsequently, Microsoft adopted a new design for its Xbox 360, in the hope that this would achieve a new degree of 22Nutall, C. (20 July 2008) “Sony Sets 150m Sales Target for PS3”, Financial Times, https://www.doczj.com/doc/024215966.html,/cms/s/0/1c46ad2e-5678 (accessed 14 August 2008).
23 Colbert, C. (2007) “Nintendo Co. Ltd”, Hoover's Company Information.
24 Data sourced from https://www.doczj.com/doc/024215966.html, (28 May 2005) “Hardware Table”, https://www.doczj.com/doc/024215966.html, (accessed 30 July 2008).
25 Murphy, V. (13 September 2005) “Microsoft’s Midlife Crisis”, Forbes, https://www.doczj.com/doc/024215966.html,/2005/09/12 (accessed 1 August 2008).
26 Lifetime refers to the complete stages of the product’s life cycle: from conception, through design and production, to its service and finally disposal.
manufacturing flexibility that could help integrate various components and increase profitability in the future [see Exhibit 8].27
Video Game Software
The computer game industry, one of the biggest money-spinners in the global entertainment industry, routinely spent amounts ranging from US$12 million to US$20 millions in developing each game. As the consoles became more expensive, the cost of developing games for them also increased. However, Nintendo turned its lower-cost hardware into another competitive advantage. By focusing on characters rather than special effects, developing Wii games cost the company about half what its competition was expending on Xbox and PS games, and thus the expense could be recouped at much lower volumes of sales. Nintendo had also thrown in five simple but highly addictive games, Wii Sports, with each console so that the buyer was getting a ‘complete’ product at a great price. Sony and Microsoft, on the other hand, incurred losses on the consoles they sold, despite their high price tags. To compensate for these losses, they sold their games with high licensing royalties. As of July 2008, six of the 10 most popular games worldwide were for Nintendo consoles [see Exhibit 9]. Nintendo also focused on developing first-party titles. Nintendo had placed its top software designers at the helm of hardware design. Thus, while Sony and Microsoft relied heavily on third parties to develop titles, Nintendo’s consoles were designed to suit the concepts of the games that would run on them, allowing the creation of early first-party titles that really showcased the hardware, including low-profit and offbeat games like Brainage. Such games would have been impossible on another company’s hardware.28
The sales of hardware consoles, such as Wii, Xbox and PS, were seen to be highly correlated to the launch and sale of the video games that could be played on them. For instance, in March 2008, Nintendo launched its exclusive hit game Super Smash Bros Brawl for the Wii and, in that month, along with selling 2.7 million copies of the game, the company sold more video game consoles in the US than Sony and Microsoft combined.29
The Battle Had Begun
Until the launch of the Wii at the end of 2006, competition in the video game market had been straightforward. The leader was the company that introduced a wider array of games with high-quality graphics and increasingly complex gameplay. Then Microsoft introduced the Xbox 360 in November 2005, and Nintendo and Sony followed about a year later with the Wii and PS3. It was apparent that the rules of the game had changed.
Sony continued to claim success in selling the ageing PS2 console. Given its long history in the market, the PS2 had outsold both the Xbox 360 and the Wii. Microsoft too remained confident about its Xbox 360. As of May 2008, Microsoft announced its Xbox 360 game machine had beaten the Wii and PS3 to reach 10 million units in US sales.30 The head start of several months in selling the Xbox 360 had given Microsoft an edge over Sony’s PS3 and 27 This paragraph has been taken from: Farhoomand, A. and Tsang S. (2006) “Microsoft’s Diversification Strategy”, Asia Case Research Centre, The University of Hong Kong.
28Ehrenberg, R. (3 May 2007) “Game Console Wars II: Nintendo Shaves Off Profits, Leaving Competition Scruffy”, Seeking Alpha, https://www.doczj.com/doc/024215966.html,/article/34357-game-console-wars-ii-nintendo-shaves-off-profits-leaving-competition-scruffy (accessed 14 August 2008).
29McDougall, P. (18 April 2008) “Nintendo Wii Sales Trounce Xbox 360, Playstation 3”, Information Week,
https://www.doczj.com/doc/024215966.html,/news/hardware/ (accessed 15 July 2008).
30Wakabayashi, D. (15 May 2008) “Xbox 360 Sales Surpass Wii, PS3”, Reuters,
https://www.doczj.com/doc/024215966.html,/article/technologyNews (accessed 25 June 2008).
Nintendo’s Wii. The lead time had also helped Microsoft and its partners build a vast library of games, which was a major factor for consideration when gamers chose a particular console. However, within a month of Microsoft’s announcement of being the leader in the US console war, the June 2008 figures were released and it was evident that the Wii had usurped the Xbox 360 as the leader. A total of 10.9 million Wiis had sold in the US since its launch in November 2006, whereas a total of 10.4 million Xbox 360s had sold since its launch an entire year earlier.31 The PS3 came in a distant third with 4.8 million units sold. In the US, which was Nintendo’s largest market, 32 the Wii had taken off the fastest by selling 600,000 units in the first eight days, generating US$190 million in sales. 33 In fact, because of its high demand and market buzz, many consumers found it difficult to get their hands on the machine even months after the launch [see Exhibit 10]. The same story was being repeated in different parts of the world where the Wii had been launched, and it was Nintendo, the erstwhile third-ranker in the gaming industry, which had emerged as the clear month-on-month leader with the outstanding success of its new console [see Exhibit 11].
In terms of profitability, Nintendo was in an enviable position of making a profit on each Wii console sold from the first day [see Exhibit 12]. Sony, on the other hand, had already slashed the price of the PS3 by US$100 to US$499 to help boost sales of the console. This was still US$20 more than Microsoft’s most expensive version of the Xbox 360 and about twice the price of Nintendo’s Wii.34
It was becoming clear that, in this latest battle between the Xbox 360, PS3 and Wii, the Wii was the clear winner of the game.
Nintendo’s Disruptive Strategy
It was not just the video game industry that had felt the impact of the innovative Wii. With the December 2007 release of Wii Fit (an extension of the Wii for exercise activities utilising the Wii Balance Board peripheral), the potential for capturing yet another class of non-gamers was significantly increased. Wii Fit aimed to integrate health and entertainment and featured approximately 40 different activities, including yoga, push-ups and other exercises. It was described as a way to help get families to exercise together. Within six months of being released, the product had sold two million copies in Japan and had long queues waiting for its delivery in many parts of the world. Its impact on the health industry was already evident in these few months, with doctors and therapists recommending it for various purposes, such as body balance, strength training, keeping patients interested in performing repetitive and tedious exercises, and for the elderly to enjoy expanding their range of motion.
Nintendo’s business model was also exciting for small, independent software producers. In a strategic move in May 2008, Nintendo loosened its traditional tight control over content and WiiWare, an online channel for distributing downloadable games, was launched in the US and Europe. With WiiWare, users could download new games by independent developers..
31 Ricker, T. (18 July 2008) “NPD: Wii Usurps Xbox as Best Selling US Game Console, Pulling Away”, Engadget,
https://www.doczj.com/doc/024215966.html,/2008/07/18/npd-wii-usurps-xbox-360-as-best-selling-us-game-console (accessed 11 August 2008).
32 The US comprised 36% of Nintendo’s total sales for the year ending March 2007, followed by Japan with 34%.
33 Colbert. C. (2007) “Nintendo Co. Ltd”, Hoover's Company Information.
34 CNN (9 July 2007) “Sony Slashes PS3 Price Tag by About $100”,
https://www.doczj.com/doc/024215966.html,/2007/TECH/fun.games/07/09/sony.prie.reut/index (accessed 11 August 2008).
Independent developers armed with small budgets and big ideas will be
able to get their original games into the marketplace to see if we can
find the next smash hit. WiiWare brings new levels of creativity and
value to the ever-growing population of Wii owners.
- Reggis Fils-Aime, president of Nintendo of America35
While it was still too early to predict which way the competitors were headed, it seemed that Nintendo’s Wii had revolutionised and changed the name of the game, and interestingly, not just in the video-game industry alone. Would this disruptive transformation of the video game industry leave the competitors in the cold? What course of action was available to them?
35Mokey, N. (27 June 2007) “Nintendo Launches WiiWare Channel”, Digital Trends, https://www.doczj.com/doc/024215966.html,/news-article/13401/nintendo-launches-wiiware-channel (accessed 4 August 2008).
APPENDIX
Disruptive Technology
The term “disruptive technology” was coined by Clayton M. Christensen, a professor at the Harvard Business School. Christensen believed that leading companies, despite having followed all the right practices (ie, keeping a close watch on competition, listening to their customers and investing aggressively in new technologies), still lost their top positions when confronted with disruptive changes in technology and market structure. He suggested that, while keeping close to customers was critical for current success, it was paradoxically also the cause for companies’ failure to meet the technological demands of customers in the future.
To remain at the top of their industries, managers must first be able to spot
disruptive technologies. To pursue these technologies, managers must protect
them from the processes and incentives that are geared to serving
mainstream customers. And the only way to do that is to create organizations
that are completely independent of the mainstream business.36
Disruptive technology was described as an innovation that used a ‘disruptive strategy’ rather than a ‘sustaining’ strategy (one which improved the performance of an established product) or a ‘revolutionary’ strategy (one which introduced products with dramatically improved features). Christensen argued that following good business practices could ultimately weaken a great company; it had been observed that truly important and breakthrough technologies had been invariably rejected by mainstream customers because they could not immediately use them. Companies with a strong customer focus would thus reject those strategically important innovations. As a result, it was left to the more nimble, entrepreneurial companies to pursue those disruptive opportunities, which might result in worse product performance in the short term, but in the long run were of strategic importance in creating new markets and finding new customers for future products.
36Bower, J.L. and Christensen, C. (1 January 1995) “Disruptive Technologies: Catching the Wave” Harvard Business Review, https://www.doczj.com/doc/024215966.html,/b01/en/common/item_detail.jhtml (accessed 11 August 2008).
EXHIBIT 1: THE HISTORY OF NINTENDO – 1889 TO 2002
1889 Fusajiro Yamauchi, the founder of the company, began manufacturing and selling Japanese playing cards.
1902 The company began producing Western playing cards. 1951 It was named the Nintendo Playing Card Company Ltd.
1959 Nintendo began making theme cards under a licensing agreement with Disney.
1962-63 The company went public and took its current name.
1970 Nintendo began focusing on the manufacture of electronic toys and entered the budding field of video games by licensing Magnavox’s Pong technology.
1977 Nintendo developed its first home video game machines, TV Game 15 and TV Game 6.
1980 Nintendo established its US subsidiary, Nintendo of America. Developed and started selling the first portable LCD video games with a microprocessor.
1981 One of Nintendo’s most famous coin-operated games, Donkey Kong, appeared and was an instant hit in both the US and Japan.
1983 Nintendo decided to expand its product range from games and arcade machines to home consoles, and the company released Famicom, a technologically advanced home video game system, in Japan. With its high-quality sound and graphics, Famicom was a huge hit, dominating the Japanese market.
1985 Nintendo successfully launched Famicom in the US as the Nintendo Entertainment System (“NES”). The company then marketed a follow-up version of Super Mario Bros for the NES, and this classic game helped the NES become a resounding success.
1989 Nintendo released a new console, the Game Boy. The Game Boy was the first major product in the handheld game console industry and became immensely popular on account of its portability and accessibility.
1990-92 In 1990, Nintendo launched the Super Family Computer game system in Japan, which also did very well. A year later, the same product was launched as the Super NES in the US. In 1992, Super NES was released in Europe.
1994 Nintendo formed design alliances with companies such as Silicon Graphics. Released the Super Game Boy, a peripheral for the Super NES, which enabled Game Boy software to be played on the TV screen.
1995 Introduced a 32 bit Virtual Immersion System, known as the “Virtual Boy”.
1996 Nintendo launched its 64-bit N64 game system. It launched Pokémon on the Gameboy: the game involved trading and training virtual monsters and was the first in a hugely popular video-game series. The company also released another blockbuster video game, The Legend of Zelda: Ocarina of Time. In just six weeks, 2.5 million units of the game were sold.
1997 It introduces the innovative “Rumble Pak” attachment for the N64 controller, which enabled the gameplayers to feel vibrations while playing the game.
1998 Release of Game Boy Colour. Pokémon is introduced overseas, and becomes a smash hit.
2000 Nintendo acquired a 3% stake of convenience store operator Lawson in order to leverage Lawson’s online operations and network to sell video games.
2001 Launched the new version of the Game Boy, with a 32 bit CPU. Nintendo GameCube is launched in Japan and the US.
2002 GameCube is launched in the European and Australian markets. Source: Nintendo Co. Ltd (2008) “Annual Report”,
http://www.nintendo.co.jp/ir/pdf/2008/annual0803e.pdf (accessed 3 October 2008).
EXHIBIT 2: SIGNIFICANT MILESTONES IN THE VIDEO GAME CONSOLE INDUSTRY
1967 German engineer Baer and co-workers designed the first video game console and developed the first set of games, the Brown Box.
1972 Magnavox approved of the above ‘Brown Box’, and developed Magnavox Odyssey, the first commercial video game console.
1975 Atari, a company founded by Bushnell in 1972, had its first major hit with the arcade game Pong. Pong introduced at-home video games to the masses and Atari became hugely popular.
1977 With Warner Bros having bought Atari in 1976, the Atari VCS, a cartridge-based system that played multiple games, was developed and released, and became a resounding success.
1980 Mattel entered the market and released Intellivision, a console featuring synthesised voices.
1983-84 Unlicensed games flooded the market and, with many new home systems such as the Atari 5200, the video game industry crashed. Nintendo launched Famicom in Japan.
1985 Nintendo released the NES in the US.
1989 Nintendo released its second smash hit, the Game Boy.
1991 Nintendo released the Super NES in the US, a year after its launch in Japan.
1995 Sony launched the PS.
1996 The N64, the last mass-market system to use cartridges, was released by Nintendo.
2000 Sony released the PS2.
2001 Microsoft released the Xbox.
2002 Nintendo released the Game Boy Advance.
2004 Nintendo launched the DS.
2005 In early 2005, Sony released the PSP. November 2005 Microsoft released the Xbox 360.
November 2006 Nintendo launched the Wii. Sony launched the PS3.
Source: Time (2005) “Video Game Console Timeline—Video Game History—Xbox 360”, https://www.doczj.com/doc/024215966.html,/covers/1101050523/console_timeline/ (accessed 13 August 2008).
EXHIBIT 3: NINTENDO’S INCOME STATEMENT FROM 2006 TO 2008 (US$ MILLIONS)
31 March 2006 Restated 31 March
2007
Restated
31 March
2008
Revenues 4,736.08,988.815,553.5 Cost of Goods Sold 2,735.45,289.19,043.0
Gross Profit 2,000.63,699.76,510.6 Selling, General and
Administrative
Expenses
850.41,219.01,602.0
R&D Expenses 284.5350.7344.1
Depreciation 16.424.831.7 Other Operating
Expenses
1,151.31,594.41,977.8
OPERATING INCOME 849.32,105.24,532.8
Interest Expense 0.0----
Interest and Investment
Income
209.2316.1410.7
Currency Exchange
Gains
423.3239.4-858.8
Other Non-Operating
Income
22.328.716.5
Earnings Before Tax
(excluding unusual
items)
1,504.12,689.34,101.1
Gain on Sale of
Investments
32.8 5.2-101.2
Gain on Sale of Assets -0.2-1.234.1
Other Unusual Items,
Total
11.5----
Earnings Before Tax
(including unusual
items)
1,548.22,693.34,034.1 Income Tax Expense 633.71,072.71,641.7
Earnings from
Continuing Operations
914.91,620.92,393.3
NET INCOME 914.91,620.92,393.3
Source: Adapted from BusinessWeek (4 August 2008) “Financial Results for Nintendo Co.
Ltd”, https://www.doczj.com/doc/024215966.html,/research/stocks/financials (accessed 4 August 2008).
EXHIBIT 4: NINTENDO’S CONSOLIDATED SALES INFORMATION FOR THE SIX MONTHS ENDING 30 SEPTEMBER 2007 (US$ MILLIONS)
Year ending 31 March 2007
Six months
ending 30
September 2006
Six months
ending 30
September 2007
Hardware Handheld 3,2411,3491,827 Console 1,356331,741
Others 47079355
Total 5,0681,4613,923 Software Handheld 2,5301,0191,322 Console 71493719
Others 461044
Total 3,2891,1212,085 Total Electronic
Entertainment
Products Division 8,3572,5826,008 Others (playing
cards, etc) 19713 TOTAL 8,3762,5896,021 (US$1 = ￥115.4 on 31 March 2008)
Source: Nintendo Co. Ltd (25 October 2007) “Consolidated Financial Statements For The Six Months Ending 30 September 2007”, https://www.doczj.com/doc/024215966.html,/corp/report/FY07FinancialResults.pdf (accessed 1 August 2008).
EXHIBIT 5: EVOLUTION OF TECHNOLOGY IN THE VIDEO GAME CONSOLE
INDUSTRY’S WAR FOR SUPREMACY
First Generation
1972–1977
Simple gameplay and basic visuals, such as Atari’s Pong.
Second Generation 1977–1984 Consoles such as the Atari 2600 were launched. The 8-bit cartridge appeared. This era ended with the video game market crashing.
Third Generation 1983–1987 The 8-bit cartridge continued. The first console war took place between Nintendo’s NES and Sega’s Sega Master System, with Nintendo emerging as the leader. Games such as Super Mario Bros and Metal Gear were launched and became huge successes.
The handheld market, allowing mobility while playing games, was introduced with Nintendo’s Game Boy and Sega’s Game Gear.
Fourth Generation 1987–1996 The 16-bit cartridge arrived. Graphics became increasingly well-defined. Nintendo again won the war against Sega, with its SNES sales exceeding those of the Sega Mega Drive.
Fifth Generation 1995–2002 32-bit, 64-bit and 3D graphics were introduced. In this era, Sony launched the PS and the CD format arrived—two events that completely revolutionised the industry. In the format war of CD versus cartridge, the cartridge just did not have the capacity of the CD to store games, which were increasingly complex and featured high-quality graphics. Further, while there was a threat that the CD could easily be pirated, it had the advantage of being cheaper than the cartridge. Nintendo’s N64 was the last cartridge-based console to be produced.
Sixth Generation 1998–2004 The 128-bit era began. Sony launched the PS2, which used the DVD format, and got exclusive licences for games such as GTA and Metal Gear Solid 2, making it the winner of this round of competition. Microsoft launched the Xbox and took second place. Nintendo’s Game Cube trailed in third. Sega’s Dreamcast lagged at fourth place.
Seventh Generation 2004–2008 The Xbox 360 and the PS3 introduced HD gaming and graphics. The PS3 had now moved ahead from the DVD to the Blu-ray format, and this combination of HD and Blu-Ray implied far superior storage capacity and graphics. Nintendo’s Wii had motion sensors.
Source: Adapted from Lero, D. (14 November 2007) “A History of Gaming”
https://www.doczj.com/doc/024215966.html,/pages/unions/home.php?union_id=Contributions (accessed 13 August 2008).
EXHIBIT 6: SONY’S INCOME STATEMENT
FROM 2006 TO 2008 (US$ MILLION)
31 March 2006 31 March 2007 31 March 2008
Revenue 63,541.270,513.489,601.3 Cost of Goods Sold 43,786.954,652.468,885.3 Gross Profit 19,754.315,861.020,716.0
Gross Profit Margin 31.1%22.5%23.1%
Selling, General and
12,446.48,719.89,525.6 Administrative
Expenses
Depreciation 5,682.26,531.37,408.1 Operating Income 1,625.7609.93,782.3
Operating Margin 2.6%0.9% 4.2%
1,054.6489.31,159.1 Non-Operating
Income
246.5231.9231.6 Non-Operating
Expenses
Income Before
2,433.8867.34,709.8
Taxes
Income Taxes 1,500.4458.02,055.1
933.4409.32,654.7 Net Income After
Taxes
1,050.71,073.83,731.3 Continuing
Operations
Total Net Income 1,050.71,073.83,731.3
Net Profit Margin 1.7% 1.5% 4.2%
Source: Adapted from Colbert, C. (2008) “Sony Corporation”, Hoover’s Company
Information.
EXHIBIT 7: ANALYSIS OF SONY’S INCOME STATEMENT FOR THE YEAR ENDING 31
MARCH 2008
Sony’s increase in revenues was largely due to the group’s electronics segment, comprising televisions and digital cameras, among which there was an 8.9% increase in sales. The video game segment increased sales by 26.3% to US$12.2 billion, largely due to an increase in sales of the PS3. In all, 9.24 million PS3 units were sold in the year, an increase of 5.63 million units over the previous year. With Sony increasing software sales to 57.9 million units (from 44.6 million) and reducing hardware costs, the losses in the PS3 segment declined to US$1.18 billion from US$ 2.21 billion in the previous year.
PSP sales increased by 4.36 million units to 13.89 million, and PSP software sales rose by 0.8 million to 55.5 million units. PS2 sales declined by 0.98 million units to 13.73 million, with PSP software sales decreasing by 39.5 million units to 154 million.
For the year ending 31 March 2009, Sony expected game segment sales to decline and the PS2 business to shrink. However, the company was optimistic that profitability would increase with more titles available for the PS3 and reductions in hardware costs. There would be an estimated 22% reduction in profits, taking into account the one-off increase in March 2008’s financials due to property sales and the floating of the group’s financial services segment.
Source: Adapted from Jenkins, D. (14 May 2008) “Sony’s Game Division See 26% Sales Jump”, https://www.doczj.com/doc/024215966.html,/php-bin/news-index.php?story=18638 (accessed 11 August 2008).
EXHIBIT 8: MICROSOFT’S INCOME STATEMENT
FROM 2005 TO 2007 (US$ MILLION)
30 June 2005 30 June 2006 30 June 2007
Revenue 39,78844,28251,122 Cost of Goods Sold 6,2007,65010,693 Gross Profit 33,58836,63240,429
Gross Profit Margin 84.4%82.7%79.1%
18,17219,25720,465
Selling, General and
Administrative
Expenses
Depreciation 8559031,440 Operating Income 14,56116,47218,524
Operating Margin 36.6%37.2%36.2%
Non-Operating
2,0671,5721,577
Income
16,62818,26220,101 Income Before
Taxes
Income Taxes 4,3745,6636,036
Net Income After
12,25412,59914,065
Taxes
Net Profit Margin 30.8%28.5%27.5%
Source: Adapted from Shafer. S. (2008) “Microsoft Corporation”, Hoover’s Company Information.
Apr.01·2020 "Animal Crossing:New Horizons"—the getaway video game we all need right now While a deserted island is the setting for a shedload of games,none have ever tried very hard to live up to the"Desert Island Discs" dream that most of us have fantasised about at one time or another. But now along comes"Animal Crossing:New Horizons"to make BBC Radio4listeners purr with satisfaction. The premise of"New Horizons"is really not vastly different from that of previous titles in the series.You're a moon-faced human moving to a new place with a bunch of cutesy animal neighbours where you'll wile away your time catching bugs and fish,watering the plants,and designing your perfect home. Your first job is to plop down your tent and help your first two animal neighbours find a spot for theirs.The second is unique to "New Horizons":crafting.You'll have to do a lot of DIY if you want to survive on this island.If you want to collect every item in the game, then you're going to have to shake every tree,hit every rock,and do that every day. Encompassing everything from the humble beginnings to the extensive customisation options,"New Horizons"represents the
圣诞节手抄报
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任天堂将重夺游戏机市场领导地位 Strategy Analytics 联网家庭设备研究服务发布的最新研究报告《全球游戏 机市场预测报告》指出，任天堂将自2009 年以来首次重夺其在视频游戏机领 域的领导地位。2019 年，任天堂的Switch 全球销量将达到1730 万台，而索尼 的PS4 和PS4 Pro 销量将为1710 万台。微软将继续排名第三，其Xbox One 和Xbox One X 的销量将为1000 万台。整体游戏机市场在2018 年表现良好，全球总销量达到4610 万台，达到了2010 年以来的最高水平。 报告中的其它发现包括： 在游戏机用户使用量方面，索尼仍然是市场领导者; 它几乎占所有正在使 用的视频游戏机数量的一半，其中84％为PS4 或PS4 Pro 设备。 近年来，视频游戏机的所有权再次上升：45％的北美家庭和20％的西欧家 庭现在拥有至少一台游戏机。 S tra tegy Analytics 预估，2018 年游戏机全球零售额将达到154 亿美元，增幅为7.6％。 由于出货量和价格下降，预计2019 年的全球游戏机收益将下降10％。 到2023 年，由于PS5，Xbox 和Switch 更新等下一代系统的推出，游戏机 市场收益将恢复到2018 年的水平。 Strategy Analytics 总监David Watkins 评论说，“与一些预期相反，全球电视游戏机市场仍然健康。多年来，许多权威人士都认为游戏机市场将衰败，其原 因包括云游戏的出现、移动设备的主导地位以及VR 的到来。事实上，有一种 观点认为，已经进入第六个十年的电视游戏机的持久吸引力继续展示出那些替 代游戏平台的弱点和局限。” Strategy Analytics 的高级分析师Chirag Upadhyay 补充说：“索尼，微软和任
故事梗概: 太阳从东面升了起来,蘑菇城堡的一天又来了.公主从睡梦中醒来,公主一边梳洗打扮一边计划着新的一天:"今天干什么呢?老是和蘑菇们做那些游戏实在太没劲了.对了!做一个蛋糕吧--一个漂亮可口的大蛋糕,再请马里奥到城堡来一块品尝.好,就这么办!"于是,城堡中又忙碌开了.与此同时,世界的另一边, Bowser也在他的老巢里想着鬼主意...... 马里奥接到请柬,兴冲冲地来到城堡.但奇怪的是,他敲门却没人答应. 马里奥发现门没有锁就推门进了城堡.城堡里面空荡荡的,公主和蘑菇们不知道什么地方去了.突然,马里奥听到一阵阴森的笑声,一种不祥的预感涌上他的心头. 好不容易在一个角落里找到了一个蘑菇.蘑菇告诉马里奥,Bowser--果然又是他--绑架了公主,偷走了城堡的星星并用星星的力量创造了强大的军队!而蘑菇们也被软禁了起来. 真是太糟了,看来现在找回星星,救出公主就靠马里奥了...... 主要角色: 马里奥:Mario Mario ,男主角. 公主: Peach "Princess" Toadstool ,女主角,被Bowser藏起来了. 蘑菇: Toad Mushroom,可以告诉你很多事,帮上大忙. Bowser: Bowser,关底老板,绿壳,绿身体,邪恶的大蜥蜴,马里奥的宿敌. 和马里奥赛跑的乌龟:Koopa The Quick,疾风龟? 同他赛跑,比赢了可以得到星星. 红炮弹:友好的炮弹.游戏中,马里奥必须先找到他,让他打开大炮的开关,然后才能使用大炮. Yoshi:Yoshi,"很好"? 隐藏人物,可爱的绿色小恐龙. 操作: 1 A键--跳 2 B键--谈话,使用物品,攻击. 3 C PAD 方向键向上表示拉近视点(Zoom In),向下表示拉远(Zoom Out) 4 Z键--辅助键 5 R键--视角转换,有两种视角.一种是中远距离,典型的第三人称的视角,比较适合观察马里奥在周围环境中所处的位置;另一种是近距离,镜头在马里奥的脑后,适用于对准方向,比如通过很窄的木桥. 6 方向键--不用说了. 7 基本组合键 1)单跳--A 2)双跳--A,A.第一次起跳落地的同时在起跳.跳的比单跳高一些. 3)三跳(高跳)--A,A,A.(非常有用,因为跳的很高) 一个方向上连跳三下,前次落地的同时后一次起跳.跳的时候,同时要按住方向键不放;第一次起跳也可以不按,后两次必须. 4)踢墙跳--任何形式的跳跃碰到墙同时(你可以听到声音),A. 5)侧空翻--折返跑,A.向一个方向全速跑,突然向反方向跑(你可以看见一个明显的减速动作),这时按跳. 6)后空翻--Z,A. 7)爬--Z+方向键. 8)远跳--全速跑,Z,A. 9)前扑--全速跑,B.(可以用作攻击) 10)侧滑踢--全速跑,Z,B.(可以用作攻击) 11)组合拳(腿)--快速连按B,B,B.右一拳,左一拳,再踢一脚. 12)飞腿--A,B.
活动时间：20xx年xx月xx日 一、活动内容：《庆圣诞、迎新年》 二、活动目的 (一)通过亲子游戏增进幼儿与家长之间的情感交流。 (二)懂得团结合作，感受成功的喜悦。 (三)让幼儿能大胆地在集体面前表现自己，积极主动地参加集体活动。 (四)体验集体过节的愉快心情。 三、活动准备 (一)场地准备：教室 (二)材料准备：活动所需的音乐vcd、游戏所需的道具、活动奖品。 (三)教师准备：教师必须向家长介绍有关活动的具体流程，发放活动通知。 (四)家长准备：家长妥善安排好个人事情务必在xx年12月24日下午6:00准时到园参加活动。 四、人员安排：王老师负责活动的主持及幼儿和家长的管理和协调。 李老师负责协助王老师，放音乐及活动物品的准备。 卞老师负责协助主副班管理幼儿的饮水如厕及为幼儿提供充足的饮用水等。 五、当天活动流程： 上午活动：活动一认识圣诞节 活动二装饰圣诞树 下午活动：制作圣诞祝福卡 晚上活动：圣诞狂欢夜 六、活动流程: (一)家长入场：家长在本班教师的带领下跟着音乐有秩序地入场。 (二)幼儿入场：教师带领幼儿跟随音乐入场。 (三)集体游戏：《找朋友》 游戏：《传球》 (四)亲子游戏：《秀一秀》 (五)游戏(幸福转转转) (六)送礼物：播放音乐，圣诞老人分发礼物。《铃儿响叮当》 (七)歌表演：《新年好》 (八)活动在轻松愉快的音乐声中自然结束。 结束活动：致家长感谢信，播放共唱《happynewyear》。 活动目标： 1、了解圣诞老人、圣诞树的由来，感受圣诞节欢乐的气氛。 2、通过游戏、表演节目等活动体验节日的喜悦。 活动过程： 一、活动导入 1、聆听节奏乐《铃儿响叮当》。 2、请幼儿相互交流自己过圣诞节的经验，说说为什么喜欢圣诞节。 3、欣赏PPT《圣诞节的由来》，介绍圣诞节的由来。 二、游戏：你我同乐 1、雪花飞飞 2、圣诞老人送礼物
超级马里奥三代攻略 《第一世界》 1-1： 当然是上手关了，开始不久就能吃到变狸猫的叶子（操作：A跳，B尾巴攻击能打碎石块，跳起来连点A键能增 加在空中的停留时间，助跑后起跳然后连点A，能往上飞），如图，在此处飞到水管上下去后能吃 金币，到了关底碰一下不断闪动的小方块过关，收集3个一样的会有将命。（这有个窍门，站在下面，如果你想要得到星星的话看着方块闪动出现星星的一瞬见按跳，这样基本上得到的就是星星。） 1-2： 和前一关一样，没什么好说的，如图的位置，干掉食人花能进入水管。 1-3： 当心那个站着扔手斧的乌龟，如图1位置有个红色的音符方块，站在上面按住跳能跳到云上出金币。看图2，这个很重要，站在白色台阶上按住下能掉到背景后面，然后冲到关底（不要碰到敌人）能进入开宝箱的屋子，取得能选关的仙笛。 过关后下面的蘑菇屋是开宝箱的，以后在地图界面按“L”能选择自己想要成为的状态。 1-4： 这关是强制版面，有很多浮动的阶梯，抓紧跳，错过的话就惨了。注意要多撞撞石块，这关能撞出2条命。 过关后下面的有个老虎机一样的游戏，拼成图案的话回将命，星星可是将5条命哦！ 1-小城堡： 进入城堡，没什么难点，注意点饶铁球转的火球就行（是火球吗？？），骷髅乌龟打不死的，只能把它才趴下。第二版面上头有刺缓缓向下压来，不用害怕，一进入只管往前冲就行了。进入门后打BOSS，巨傻，踩3下头KO。当心，两下后他速度回加快。 这关过后前面的那个老虎机游戏会变成一个象神经衰弱的小游戏，但是比较BT，不给你看牌面，完全看凭你运气的…… 1-5： 没什么特别的一关，如果你是狸猫状态的话一开始利用那个滑坡能飞到最高的版面，这样就能快速过关了 1-6： 传统的高空平台关，很简单的。本关能吃到一个条命，在如图位置加速飞天，能在上面吃得金币。这关过了下面有宝箱开，往坐走地图上有个扔斧头的乌龟挡住了去路，和他单挑吧。最好看准时机顶它立足的那块石块，这样很快就能解决，另外用狸猫的尾巴攻击也能干掉它。如果你实在觉得苦手的话干脆直接变成无敌状态吧！ 1-大城堡： 第一世界的最后一关，船上有好多的炮台，躲闪不及的话很可能被打中。其实在如图位置利用导弹踮脚的话能跳到上面去，这样就安全多啦，反正后面没什么吃的。BOSS战，对方会用法杖发光波，很好躲，踩他3下头就解决了，第一世界通过！ 《第二世界》 2-1：
[任天堂宣布一款马里奥新手游意图让移动游戏收入翻倍]任天堂马里奥 任天堂正在推出一款名为《Dr. Mario World》的新游戏，意图将其移动游戏收入翻倍。 该公司上周五表示，它正在与消息应用程序Line和游戏开发商NHN Entertainment合作开发游戏，这是其《Dr. Mario World》拼图游戏系列的最新作品。 有关该游戏的详细信息很少，但该公司表示可以通过应用内购买免费下载，暗示用户可能必须购买附加组件，如果他们想要在游戏中获得某种特殊功能。 任天堂2016年的手机游戏《超级马里奥跑酷》也采用了类似的模式，侧向滚动游戏可以免费下载，但要求玩家支付额外的费用。当时这一举动得到了游戏玩家的好评，只有一小部分用户选择了付费游戏选项。 游戏研究公司Newzoo的内容撰稿人Rhys Elliott表示，任天堂与Line的合作是有道理的，因为即时通讯公司之前在移动游戏市场取得了成功，如Line Bubble 和迪士尼主题游戏《Line：Disney Tsum Tsum》。 任天堂选择推出Dr. Mario的游戏来参与市场并不奇怪。 Elliott通过电子邮件告诉CNBC。 如果它取得了成功，我们预计未来会与其他类型专家公司进行类似的合作。 任天堂表示，该游戏将在初夏时段为美国和日本等国家的Android和iOS用户提供。 这一消息是在日本游戏巨头的盈利报告之后公布的，该报告削减了对混合控制台Switch的销售预测。相反，该公司也提高了对Switch软件销售的指导。 为了最大限度地扩大已安装的基础，任天堂必须吸引外部软件开发人员。 Gartner高级研究主管Jon Erensen周四晚间通过电子邮件告诉CNBC，如果没有这种支持，它将限制平台的整体采用。 在任天堂与Line和NHN Entertainment合作之前，该公司与价值40亿美元的美国游戏初创公司Niantic合作开发了一款基于Pokemon Go的增强现实应用程序。 值得注意的是，任天堂的股价在游戏发行后获得了短暂的推动尽管它只持有Pokemon公司32%的股份因为投资者猜测它有可能成为移动游戏市场中越来越重要的参与者。 截至周五东京交易结束时，任天堂股价下跌9%，市场参与者对其Switch硬件销售目标的下调感到不安。 周日在日经指数上发布的一份报告声称，该公司计划推出一款较小版本的Switch，它优先考虑便携性，并削减一些功能以降低游戏机的价格。如果这是真的，此举可能有助于提升公司的硬件销售。 周五，任天堂还宣布将在日本开设首家官方商店。实体零售店将建在东京的一个新购物中心，并将展示该公司的游戏机、游戏和基于角色的商品。 任天堂在其日本本土的实体店面翻倍，也是该公司的合理举措。 Newzoo的Elliott告诉CNBC，Pokemon公司已经在实体店取得了巨大成功，其中目前在日本有11家分店。 该公司在东京设有一个专门销售Pokemon系列的大型商店，该商店已成为游戏玩家和特许经营粉丝的热门旅游打卡景点。 对于像马里奥、Yoshi，Link和大金刚这样极受欢迎的人物，任天堂可以同样利用其实体店的同人圈。
2020年名校经典MBA案例分析 1.腾讯代理任天堂SWITCH会带来哪些收益 SWITCH是当前很流行的游戏机，上镜率高。手机游戏盈利模式，免费下载游戏，在游戏进程中设置较难关卡，通过充值过关、变成人民币玩家。王者荣耀的皮肤。PC游戏盈利模式，一次性卖游戏，后期不收费，如暴雪。后期出现网络游戏跟手机模式相似。目前还有STEAM，TV游戏额外加入产品—主机。亏本卖主机，然后靠软件回本。SWITCH同时可以作为掌机和电视游戏机，18年财报显示售出1700万台。 腾讯更善于社交，也是做游戏的基因。WEGAME平台，充斥盗版，发展乏力。手机游戏遥遥领先。腾讯不缺有付费能力的客户，但缺资源。接着任天堂老牌的IP在国内主机市场发力。国内熟悉的主机很少有正版行货，水货充斥。2000任天堂发布N64，市场反响差。之后索尼、微软也在尝试打开主机市场，但过去习惯盗版软件、盗版游戏。数字版权的进步，优质渠道合作，应该会打开市场，互惠互利。 观点：流量的互通和快速的曝光度；技术合作，互联网，美工，游戏经验工程师。主机游戏空白，没人做主机游戏，发展潜力大。 观点：任天堂的产品适合一家人同乐，高质量的产品更能吸引消费者的忠诚度，同时也更易于被中国文化里的家长们所接受。 观点：跳出国内游戏千篇一律的市场，从任天堂老牌游戏厂商吸取先进游戏经验，合作创新研发。 结合VR，5G。 2.鹤岗房价跌成白菜价 房价与大众息息相关，很多人认为房价绑架了消费能力，房贷影响未来中国经济的不确定性，现在鹤岗的房价出现白菜价，如何看待3月，黑龙江鹤岗市的平均房价为1300每平，2000年左右周围人群讨论房价，上海的市中心8000-10000，内地二线省会城市则1000多。也就是说鹤岗的房价停留在20年前二线城市的水平。 鹤岗市矿业城市，发展依托矿产资源，有国内四大煤矿之一。大
超级玛丽游戏攻略 《超级玛丽》全名《超级马里奥兄弟》，是任天堂公司出品的著名横版过关游戏，最早在红白机上推出，有多款后续作品，迄今多个版本合共销量已突破4000万套。其中的主角马里奥、路易、桃子公主、蘑菇王子等等已成为任天堂的招牌人物。 有时其主角马里奥也被称为超级玛丽。{注：根据牛津英汉高阶词典（第六 版），Mario 的确是应该译为“马里奥”，而不是“马力欧”，更不是所谓“玛丽”。所以本文一般用游戏全名《超级马里奥兄弟》，本内容为了与词条名一致 故采用《超级玛丽》作为游戏名称。} 游戏攻略 第一大关 1-1.这关主要是入门，开始后第四个管道能进，但不要急着进，右边有个隐藏的加命蘑菇，然后再进管道。 1-2.这关有星星，隐掉小怪物就可以加命（以后有星都可类似加命）。
第一颗星星右侧冲刺蹲下划过去后有一朵隐藏的花。再右边一点可以顶金币。 向右走，坑的上边可以拿金币，然后在边沿顶开头上的墙，上面有个绿色加命蘑菇。要小心，蘑菇右边砖块不顶开就要追着它跑了。 向前走，第一个较矮的水管进去有隐藏金币，最右边砖块可以顶金币。 出场景的管道上边可以跳关，从向上移动的平台向右大跳即可。 注意上浮平台左侧的一排砖块最右边一个可以顶出一朵花。
1-3.主要会跳红杠，因为红杠会掉的。 1-4.难点是断崖，加速跳过去就行了，中间有6个隐藏的金币。注意躲避火球，最后打魔王，跳过去碰斧头让假库巴掉进岩浆，或者发五下子弹打死。 第二大关 2-1.主要说两点：1、刚开始拿完花后两个绿龟上边有隐藏砖块，踩上去上边有隐藏的绿蘑菇。向前走，注意第二层砖块有隐藏的星星。 拿完星星跳过管道，注意有颗升天蔓藤能顶出来。掉下来后左下角砖块能顶金币。
向任天堂学提高“附加价值”的两大策略 -CAL-FENGHAI-(2020YEAR-YICAI)_JINGBIAN
向任天堂学提高“附加价值”的两大策略 赛局理论提供了一般性的原则，让你不论面对商场或人生，都能分析出自己该怎么做。不过，赛局假设的是所有参与者能力一致，每个人都不知道参与者的胜算，但在现实中，参与双方的实力不一定对等，而一旦想把“谁占优势”算进赛局中，你就能更好的盘点自己还有什么策略可以施展。这里的优势，其实就是“附加价值”的高低。 《竞合策略》指出，想要计算自己在一赛局中的附加价值，就先看你和所有人一起参与赛局时，整块饼有多大。再来，观察自己不加入赛局的话，饼又有多大。最后，把前者减去后者，就等于你的附加价值。 1972年，游戏教父诺兰·布什内尔（Nolan Bushnell）和泰德·达布尼（Ted Dabney）创办雅达利公司（Atari），靠着桌球游戏《乓》，攻下电玩市场。1977年，推出家用游戏主机“雅达利2600”（Atari 2600），10年的时间内，就成功带起游戏产业成长，美国家庭电玩市场也从零成长到30亿美金。 此时，雅达利的附加价值等于整个游戏产业。因为只要没有雅达利2600，就不能玩游戏。不过，别人看到雅达利赚得多，也想分一杯羹。所以，市场开始出现盗版游戏，甚至盗版主机。而当时的雅达利，也不像今天索尼（Sony）的PS4（Play Station4）或任天堂NS（Nintendo Switch）有防盗版机制。 当民众和通路发现，想玩、卖游戏，不一定需要雅达利，它的附加价值就开始下降，1985年，销售额就跌破1亿美金。反过来说，想维持高附加价值，最好做到不可替代。一旦能让参与者想要某物，却只有几家公司，甚至只有你一个选择时，在谈判时提出任何条件，对方都会同意。 用限制供给、独家产品，突显自己的稀有性 雅达利的衰败，把游戏产业一起往下拉，直到任天堂进入市场才带来转机。1986年，任天堂先以100美元的低价销售游戏主机“红白机”，并搭配自家王牌设计师宫本茂推出的《超级玛利欧兄弟》《萨尔达传说》等热门游戏，使任天堂销量每季递增。 另外，任天堂不只在主机内部设置安全芯片，防止盗版光盘。还限定外部的游戏开发商每年开发的游戏数量，只能设计5款游戏，每一款都要符合任天堂标准，例如不能有暴力或性暗示内容。最后，还签订竞业条款，两年内同样游戏不能出现在其他主机平台上。 便宜的游戏机，加上独家游戏，吸引更多人想买；愈多人买，任天堂又有资本号召更多游戏商开发质量好的游戏，使任天堂的附加价值愈高，开启“良性循环”，压低其他业者附加价值，最后独霸赛局。 正面迎击对手优势，先抢攻他的延伸市场
小学圣诞节活动策划方案(2) 2016年小学圣诞节活动策划方案 八、活动内容 从知识性、趣味性、娱乐性等方面安排活动内容，注重学校对学生对家长的.人文关怀以体现弗朗特长学校“以人为本，一切为了学生”的办学方针，辅之成果展示、广告宣传等内容。 1.知识性圣诞节风俗讲解、英语句子学习、英语歌曲演唱 2.趣味性互动游戏、游园活动 3.娱乐性节目表演 4.人文关怀礼品派发、学校对学生的新年祝福，学生的新年愿望以及学生“给爸爸妈妈的话!”。 5.成果汇报、广宣手抄报、书写展、英语类节目表演、下期招生宣传。 九、时间安排 1.12月19日前各班完成书写手抄报收集、节目准备。 2.12月15日前完成邀请卡设计和印刷，12月21日前完成邀请卡发放。 3.12月22日完成手抄报和学生书写作品张贴。 4.活动时间安排： 时间地点项目
12月19日 (下午4:40-5:20)幸福小学阶梯教室 (1-3年级学生)1、讲解圣诞节节背景风俗、象征物。、 2、学唱歌曲“wewishyouamerrchristmas!” 3、游戏活动 4、礼品派发 12月20日 (下午4:40-5:20)幸福小学阶梯教室 (4-6年级学生)1、讲解圣诞节节背景风俗、象征物。、 2、学唱歌曲“wewishyouamerrchristmas!” 3、游戏活动 4、礼品派发 12月23日 (上午9:30-12:00)新北川文化馆表演厅1、圣诞节介绍 2、师生互动游戏 3、节目表演 4、礼物派发 5、学生游园活动 5.各班节目 班级教师节目类型节目名称 剑预上郑静歌曲applesong 剑预上郑静歌曲twinkle
酒店圣诞节活动方案 一、活动主题思想：〈飞天圣诞—Merry Christmas〉，酒店是以娱乐为龙头的娱乐性酒店，活动主题一定要具新意、创造性，内容独特、怪异。 二、活动时间：12月8日至1月1日 三、活动地点：二楼拉斯维加斯俱乐部、三楼体乐酒吧 四、活动内容：(注：由酒商提供活动所需费用赞助) A、12月18日—元月1日指定特惠啤酒专场(活动期间，二楼大厅40元/半打，三楼大厅一律60元/半打); B、策划部设计圣诞卡，由娱乐部派发。部分较为重要或与本酒店有长期消费协议的客户，(每张圣诞卡附送免KTV 房租券或者200元现金代用券壹张、具体客人名单由罗总统计上缴总办批阅后由业务部负责派发。附送新年台历，圣诞、新年活动的具体内容)增加与客人的沟通和交流，增进客人来江都消费的欲望。此券有效期为12月18至次年1月1日)(12月24、25、26、31、元月1日除外)。 C、12月24—25日平安夜收取门票(价格未定)元/人(圣诞礼品包一份)
背着礼物包包骑着鹿的圣诞老人从大厅从天而降，此时漫天雪花飞舞，《叮叮当》歌曲响起，圣诞老人降临，从包包里拿出圣诞糖果散向来宾，深深的祝福忙碌的人们及时享受幸福! D、圣诞福星评选活动： 时间：12月24日12：00; 地点：三楼体乐酒吧; 圣诞节当日，二、三楼门口设置圣诞服装售卖点，客人可自由购买，扮演圣诞老人，参加圣诞福星评选; 圣诞节当日，所有客人购买半打指定啤酒可获选票两张(五角星不干胶)以次类推，多买多得; 评选活动在12：00正式进行，参加评选的客人环绕全场，由现场客人评选，如果身上粘贴的五角星最多，即可成为当晚圣诞福星，可获由啤酒公司赞助的大奖一份(具体奖品未定)+指定啤酒一打; 此次评选圣诞福星活动可促进客人购买啤酒的高潮，建议设置大奖，增加吸引力; E、赠券：(XX年12月18—XX元月1日)(12月24、25、 26、31、元月1日除外)。
世界1——蘑菇世界 1-1 流程没什么好说的，一路走过很简单！加上前面说的吃大蘑菇法的话可以简单通过还可以奖励不少命！在吃巨大蘑菇的后面那两块砖上有隐藏的蔓藤，还有1UP ！ 金币1：巨大后一路跑过就可以直接拿到！ 金币2：不吃巨大蘑菇在出现蘑菇旗后面的水管里！ 金币3 ：同样就在路上！很明显可以看到！ 1-2 地下关，一样没有难度，有隐藏加命绿蘑菇，不过还算好找，就在最上面的砖块里！在最后的杠杆上跳到最上面，就可以开启隐藏道路后的蘑菇屋！ 金币1：路上很明显可以看到！ 金币2：同上！ 金币3：最后杠杆去到最上面过去可以找到！金币1金币2
1-3 天空关卡流程没什么多说的，金币拿法也不难！就不多说了！ 金币都可以在路上得到 1-小城 有个水管可以将马里奥打上去，那里有个门，进去后看到很多移动的砖块跳到最右边的那个空处之后就只有用乌龟装撞开砖块开启隐藏道路大炮转移点！本关的大炮转移到第5世界！对于小BOSS库巴踩三下即可过关！ 金币1：路上得到！ 金币2：同上！ 金币3：在大炮水管右边的那个针刺地带上！
进去跳关 1-4 流程比较简单！不过首次出现了迷你蘑菇，先习惯一下吧！出现蓝蘑菇的地方就有一个大金币！ 金币1：路上能够找到！ 金币2：中途一大片石头处，打掉石头后进入水管，下去后先别着急吃金币。在后面顶出一个P后踩下去将金币转换成砖块后获得。 金币3：第三枚需要回头走一段路，来到图中地点在大身情况下按下滑过去即可获得，小身情况下可以直接冲过去！
1-5 空中关卡，有很多弹跳蘑菇，本关的金币都需要弹跳蘑菇才可以得到！一路跳过去吧！不算难！ 金币1：路上可以找到！ 金币2：同上！ 金币3：将一个滑轮的左边放下，再重跳在高处的右边，跳上顶部的水管，那些小金币中间有大金币！
关于圣诞节的二年级高分作文5篇 圣诞节即将就要来临了，你们准备好以什么样的方式度过了吗?是和一群同学们一起过还是和爸爸妈妈一起过呢，下面就是小编给大家带来的议案in及圣诞节作文，希望能帮助到大家! 一年级圣诞节作文1 今天我们班级搞了一个欢快的活动来庆祝圣诞节。 教室里布置的非常漂亮。后面的黑板被几位妈妈的巧手布置的绚丽多彩，有洁白的雪花，有五颜六色的英文，还有几个可爱的圣诞老人被老师粘在那里——教室中两扇门都被挂上了五颜六色的彩带。 下午的第二课，我们的活动正式开始。我们一共有五个节目：第一个节目是"传铅笔袋";，音乐停下来的时候，铅笔袋在哪位同学手上，那个同学就要表演一个节目。第二个节目是"装扮圣诞老人的容颜";。第三个节目是"抢凳子";。第四个节目是"换礼物";。第五个节目是"报到号次的同学上讲台拿礼物";。每一个节目都很精彩，大家玩的很HAPPY。我们每个人都收到了礼物。 真是一个难忘的圣诞节。 一年级圣诞节作文2 今天，我折了三个爱心，有两个蓝色的、有一个红色的。我分别送给送给了唐斯佳、叶书尔、计芯如。 第一个爱心是送给唐斯佳同学的。当唐斯佳收到以后，用高兴的目光看了我一眼，一瞬间她就不见了。我折的第二个爱心想送给叶书尔。刚折完的时候，上课铃声响了，我飞快地跑过去，把爱心送给她。第三个爱心给谁呢?我心里在想：计芯如上次这么喜欢我折的爱心，我今天也要祝她圣诞节快乐嘛。可是当我折完的时候，上课铃声又响了。可是计芯如怎么会在走廊上呢?我看了一下功课表，原来是体育课呀!当我想把爱心给计芯如的时候，我问她："你要不要我折的爱心。";计芯如连声说："我要，我要，我当然要!"; 就这样，我把我折的爱心送给了三位同学。我希望大家圣诞快乐! 一年级圣诞节作文3 诞节到了，每个小朋友的家里都摆上了圣诞树，小红在学校里跟她最好的伙伴说"今天晚上可不可以到我家里来过圣诞节?";他们都说："好的";。 到了晚上，他们来了有：小强、小白、梅梅和小花，当他们推开门一看，"哇";的一声叫起来，"真漂亮啊!";，家里有一棵很大的圣诞树，上面挂满圣诞小礼物和彩色的灯，桌上有很多好吃的糖果和水果，地上还有很多玩具。接着她们坐在沙发上唱起了关于圣诞节的歌。玩了一会，小强一看，九点了，我们应该回家了，于是他们说"小红再见!";，就高高
《FGO》圣诞节二期全流程攻略圣诞节二期通关手册[pagesplitxx][pagetitle]活动介绍[/pagetitle] 在FGO中圣诞节二期即将上线，不少玩家也是期待很久了，本期将会出现弓凛和圣诞幼贞，可以说萌化了不少玩家的心，这里小编就给大家带来了圣诞节二期的通过流程攻略，有兴趣的玩家不妨先来看看吧。 这里依然是你们可爱的久美子酱~ 国服终于也要迎来全新的圣诞节了（B站公告已确定开启日期） 这次新圣诞活动不仅可以体验各种BOSS的亮点名字，还可以获得超卡哇伊的贞德酱哦！ 好啦，就让我们进入正题吧（对了，需要通关主线一章奥尔良才行哦~） 资料来源:FGONGA,FGOWIKI,日文WIKI,youtube 图表制作:黄前久美子? 视频资料:夕立 特别鸣谢:FateGo技术支持Ⅱ世 某久美子の香香香社团(特别ID篇)~ 敬上!
本期卡池~ 弓凛终于出场啦~ 限定从者,不过后面新年日替马上就会再次UP~你们抽不抽呀~,我反正不抽,全部身家给梅林~更多相关资讯攻略请关注：FateGo专题[pagesplitxx][pagetitle]加成礼装[/pagetitle]
本次卡池的加成礼装 加成对应的三种商店素材~ 因为这次有倍卡从者的存在,且三星礼装会送一张,友情池也能抽到~而五星和四星素材的商店并不是特别重要~ 再加上广大玩家肯定是会爆肝的,怎么都搬空了. 所以不抽弓凛的玩家,完全不需要抽本次卡池,最多丢几个呼符呗~
本次活动的赠送礼装，增加奖池袜子的掉落 商店可兑换四张，要满破必须去刷了 目前国服属性最强的礼装之一，请务必满破！有条件爆肝的玩家可以尝试刷两张满破！更多相关资讯攻略请关注：FateGo专题 [pagesplitxx][pagetitle]倍卡从者[/pagetitle]
活动目的：稳定已有客源拓展新的市场 活动时间：XX年12月24日25日 活动口号：xx酒吧平安圣诞狂欢夜 活动背景：本公司酒吧自8月20日开业以来，经营状况一直不容乐观，且管理层更换反复， 公司员工人心浮动,市场竞争日益激烈，想要在衡阳娱乐市场生存壮大，那么， 一句话，关健就是要创新，在管理上要创新，在营销上要创新，同时，在宣传 上也同样需要创新，而且重中之重、急中之急就是在宣传上要下决心进行创新， 要进行品牌化、良性化、规模化的宣传，必须从主流和根本上彻底改变酒吧在 衡阳人心中就是藏污纳诟的形象。 活动策划：伍志坚 1、主题文字 a、快乐圣诞，xx酒吧!圣诞特惠活动已经拉开序幕! b、要圣诞礼物的，就赶快来xx酒吧! c、美丽xx酒吧，让你的圣诞更浪漫! d、让寒冬热血沸腾起来，xx酒吧以“家”的名义! e、来xx酒吧还需要理由么?浪漫、温馨、激情，还有意外的圣诞礼物，神秘的圣诞老人更让你喜出望外! f、即日起，预定圣诞节卡座、包房，均可当即获赠精美礼物一份。 2.宣传媒体 a、衡阳晚报、公司网站， b、店外大型海报、横幅， c、店内pop、mc宣传， d、短信平台、营销网点展架。 3、活动装饰 a、以“圣诞节”为主线，以增添装饰物为手段，突出节日的欢欣氛围。 b、每个包间的门及各楼层的走道和台阶需标志“merrychristmas”、“圣诞快乐”。 c、酒吧门口、走道、大厅装饰突出圣诞节日气氛。 d、员工的服装可以不变，加以圣诞帽即可，但必须在服务质量上加强。 e、大型圣诞树营造店外节日氛围。
f、安排圣诞老人随机进入包间，派送礼物。 g、整体环境可播放圣诞歌曲，提高节日氛围，扩大企业知名度。 4、活动筹备 a、各类圣诞小礼物(现场发放客人) b、三位圣诞老人(安保人员) c、圣诞树(大、挂灯、店内外各一株) d、圣诞盒(可制作、标记“xx酒吧”印) e、圣诞帽(服务人员用) f、签名横幅、笔、便签(供客人签名) 5、活动流程 a、20日前完成所有市场宣传，完成所有活动所需物品的采购。 b、23日前完成舞台节目的一切编排。 6、活动费用 7、活动宗旨 一、活动名称：祝大家，快乐的圣诞节 二、活动目标 1、了解西方的传统节目——圣诞节。 2、体验与老师、父母在一起欢度节日的幸福和快乐。 3、培养幼儿能勇敢的在集体面前展示和表现自己。 4、训练幼儿的观察能力及动手的灵活性。 三、活动准备 1、装饰有节日气氛的活动室，睡眠室及“圣诞节”墙饰。 2、大圣诞树一棵，成人圣诞服装一套，幼儿圣诞帽每人一顶。幼儿礼物每人一份，包装好并编上号。小奖品若干，智锦盒一个，内装若干智力题卡片。 3、即时贴剪成的“红色圆形”、“黄色半月形”、“绿色小松树形”，幼儿最少每人一套。即时贴剪成的红色三角形、粉色五瓣花、绿色半圆形，家长每人一套。分散地藏放在睡眠室的各个地方。 四、活动过程 (一)活动导入 1、教师：圣诞节到啦，我们和家长一起来庆祝圣诞节好不好?今天，小丑姐姐(另一名教师扮演)还特意举办了一个圣诞舞会，想邀请大家一起去跳舞。但小丑姐姐要求你们先做一个“寻宝”的游戏。大家快来听听我要告诉你们这个游戏怎么玩。 2、示范讲解“寻宝”玩法： 出示范例,请幼儿观察“娃娃”脸上有什么?都是些什么形状?什么颜色? 老师：老师把这些小卡片都藏在了寝室的各个地方，你们进去后
大气层破解综合教程V8.1.2 准备工具：大于30G内存卡，（建议买正规卡。后续很多问题出现在sd卡上） 一根靠谱的Type-C数据线，usb读卡器。（建议买3.0读卡器）一台系统版本为5.1.0的switch, 短接器（可以自己制作，具体百度，建议9.9包邮买一个）， 一台usb口正常的windows电脑或者支持OTG的安卓手机。（部分安卓手机的OTG功能需要单独打开开关才能正常使用，并且需要自备OTG转接线） 准备文件：大气层整合SD卡文件，switch驱动文件，电脑发射软件或者手机发射软件，注入文件payload，（群文件有提供整合包）。 注意：此教程所有说明使用到的文件均来自826328415群的群文件，建议大家都从群文件下载来进行破解尽量避免出现本教程以外的问题。本教材只针对switch 5.1.0版本系统破解。（转载请注明出处，谢谢） 特此提醒：不要使用苹果的Mac系统格式化SD卡和拷贝文件，因为会出现格式不兼容的情况导致后面出现很多系统和游戏报错的问题。请大家使用windows系统。（不要使用windowsXP系统。） 第一步：在电脑上格式化SD卡为exFAT格式，分配单元大小为32K。（内存卡可用空间大小建议大于30G）或者直接把SD卡插入switch并开机，第一次插入系统会提示你升级格式化内存卡,请点击确认升级等待重启，开机后在switch系统设置里面能看到SD卡容量就可以正常使用了，完成后在switch 上删除所有已经链接的WIFI网络并关机不取卡。(如果是电脑格式化的记得把SD卡插入switch)
第二步：插入短接器(短接器可以自己制作，教程具体百度，短接器插到右手柄滑槽最底下，有些短接器很松，建议稳定好。），然后先按住音量+再点按一下电源键，1秒后NS没有开机一直黑屏就成功了（或者在Switch关机状态下按住音量加的同时插入数据线也可以）（成功后就可以取下短接器，没有成功之前不要用数据线链接电脑，不然会自动开机，一定要确定短接成功才能链接电脑）。 第三步：在电脑上安装NS驱动(群文件有提供，32位和64位通用，不要使用windowsXP系统。解压驱动包，选择最后一个程序安装。）建议把电脑关机重启，然后用可靠的Type-C数据线连接switch和电脑，打开解压好的电脑端发射器软件，发射器软件内显示绿色就表示连接 成功了。 第四步：选择中文版注入文件hekate4.0.bin（群文件有下载）（bin文件一定不要混用，不同的破解系统使用的bin文件不一样），然后发射，立刻查看switch上出现的大气层开机图片并马上按住音量减进入rcm菜单， 如果switch没有出现大气层开机图片，长按
《新超级马里奥兄弟Wii》完整流程攻略 1-1: 竹蜻蜓试用关卡, 先来尝试一下新道具的操作。没有难度可言, 按B一直帅气的跑到终点吧。 第2个大金币出口处绿蘑菇一个。 1-2: 洞穴关卡, 首次出现冰花和摇摇板铁桥, 同样是没甚么难度可言。 1-3: 耀西登场了, 骑行试用关卡。这里是堕入邪道的第一站, 在过了check point旗后不远处的隐藏洞穴口, 骑着耀西紧按2可以跳到上面, 然后一直奔驰入水管, 过版。过版后开出新路往下炮台方向。 两个连接的水管，用迷你马里奥通过，有绿蘑菇一个。 中间点过后，迷你马里奥能通过小水管进入隐藏，内有金币 本关隐藏很多大金币的区域，用耀西或者飞行帽向上跳，一直向右走，完成关卡，开启通往大陆5的炮台。 1-小城: 好吧, 回去1-1找只竹蜻蜓来过版吧, 别看冰花可以冰冻骨龟好像很爽。但是只要你拥有一只竹蜻蜓这关没技术含量可言。Boss战, 有竹蜻蜓就飞上去见头就钻吧, 把自己当成是红莲螺眼就可以了。没的话说回到原点, 踩呗, 小心波动拳。 快到第3个大金币时，隐藏的一个方块，顶开，绿蘑菇一个。 1-4: 潜水关卡, 推荐用冻花, 把鱼全冻结后前进。小心海胆, 冻结时间短而且会发难, 冻结后请迅速行动。 1-5: 实在没办法, 太简单了。官方提供竹蜻蜓, 基本上飞就是了, 虽然是旋转方块, 但落脚点很多, 所以没难度可言。 1-6: 飞天龟的世界, 官方赚送火炎花, 只要小心你就可以横行了。小心管子掉下的板栗仔, 你要知道, 双拳难敌四手。 1-大城: 有冰冻花的话, 你就可以享受冰冻骨龟的乐趣了。前段小心被齿轮夹死, 过了check point 后就要面对掉下来锯齿方块, 请小心通过。Boss战没甚么可以注意, 见到头就踩吧, 另外一点就是请时刻保持自己在高处。 如图，三齿轮转动地方，跳上上面齿轮后进入隐藏，奖品丰厚~
第一章、第二章 理解：什么是游戏？游戏的本质，游戏的特点，游戏循环，游戏的基本流程 1、游戏:就是按照一定规则进行的由人主动参与有明确目标以娱乐为目的的交互式行为” 2、游戏的本质：本身具有特定行为模式、规则条件、身心娱乐和 输赢胜负的一种行为表示 3、游戏的两个最基本的特性： （1）以直接获得快感（包括生理和心理的愉悦）为主要目的。（2）主体参与互动 交互性、娱乐性、规则性、平衡性、自发性 4、游戏循环 （1）初始化 （2）进入游戏循环 （3）查询用户输入状态 （4）执行游戏逻辑和AI 判断 （5）绘制图像 （6）循环 （7）退出 5、游戏的基本流程 从软件设计的角度来看，游戏的基本流程只是一个连续的循环，它不断地按照某种逻辑来绘制新的图像，并播放音乐 从系统实现的角度来看，游戏就是一个不断按照某种逻辑更新各种数据（画面、声音等）的过程 初始化 主菜单 载入 保存 Play 画面更新： ? 背景动画 ? 音乐，声效 输出到buffer 退出/循环 键盘 鼠标 游戏杆 执行Game play 逻辑 游戏逻辑： ? AI ? 碰撞检测 ? 运动 获得用户输入 1．内存分配 2．构建表格 3．载入文件 绘制到屏幕 内存 显示器 同步至大约以每秒30帧 否 是 主循环 6、主循环在游戏里干嘛：它不断地按照某种逻辑来绘制新的图像，并播放音乐
第三章游戏发展（了解：游戏平台发展史，游戏发展史，三维游戏重要人物） 1、世界上第一个电子游戏程序：麻省理工学院的格拉茨、拉塞尔等的《太空大战》 2、电子游戏的始祖--Atari（雅达利）。 3、游戏平台发展史 （1）硬件：专有游戏设备 街机(Arcade)：电脑空间 家用机(Console)：“Pong”，成为Atari的第一个家庭电视游戏产品 手掌机(Handheld)：GB，为Game Boy的缩写，它是任天堂8位掌上型游戏机 电脑(Personal Computer)：苹果公司制作的第一种普及的微电脑：Apple II 手机(Mobile Phone) （2）软件：著名的电子游戏：《太空大战》 4、游戏发展史： 计算机游戏的历史最早可追溯到，1961年运行于PDP-1上的“太空大战”，1978年TRS-80上的冒险岛(最早的PC游戏) 5、约翰·卡马克，开发了世界上第一款3D射击游戏并以此开启了3D游戏时代 第四章游戏分类 掌握：计算机游戏的流派和类型、计算机游戏的分类要素 了解：几种常见的游戏类型：RPG、FPS、实时策略游戏、回合制策略游戏、动作游戏等1、流派类型（面向开发人员）： （1）角色扮演类：RPG； （2）动作类游戏ACT; 1）第一视角射击游戏：FPS 2）格斗游戏（Fighting Game）FTG （3）回合制策略游戏TBS； （4）实时策略游戏RTS； （5）模拟游戏SLG（日式）或者SIM（美式）； （6）冒险游戏A VG; （7）体育类游戏SPT; （8）赛车游戏RAC; （9）益智类 2、分类要素：主题、故事情节、视觉风格和游戏机制* 3、几种常见的游戏类型： （1）角色扮演类RPG：游戏中，一般是以某一名人物作为主人公，以这名人物的生平为主线，所有故事都围绕这名主角展开，有相当明确的游戏主线索和非常充实的故事内容。 特点：RPG游戏最主要就是在强调人物的特性描写与它的背景故事表现，以达到角色扮演的目的。 （2）第一视角射击游戏FPS：融合了迷宫游戏和动作游戏的特点后，引入第一视角和三维图形，使得游戏的表现力得到了极大的提高。 （3）回合制策略游戏TBS ：早期计算机的计算能力无法在游戏中实现真正的实时对抗，于是回合制策略游戏就作为一种妥协方案被推出。 （4）动作类游戏（Action Game）ACT：乐趣就在于玩家通过不断的训练达到某种技巧上的娴熟，并培养出一定的条件反射。 第五章二维图像游戏基础 掌握：四种二维地图的基本思想、镂空图技术、精灵动画的算法步骤