On my business card, I am a corporate president. In my mind, I am a game developer. But in my heart, I am a gamer.
Satoru IwataRead
I never think in terms of how we can compete against the other companies; rather, our primary focus is to make consumers feel the uniqueness and attractiveness of our products.
Interpretation
Focusing on the uniqueness of products fosters consumer appreciation instead of merely competing.
Satoru Iwata emphasizes the importance of prioritizing the unique qualities of products over that of competitors in the business landscape. This approach encourages companies to cultivate a distinct identity that resonates with consumers, ultimately leading to deeper brand loyalty and satisfaction.
In practice
During a marketing meeting focused on product differentiation.
On my business card, I am a corporate president. In my mind, I am a game developer. But in my heart, I am a gamer.
If we don't take an approach that looks holistically at the form a video-game platform should take in the future, then we're not able to sustain Nintendo 10 years down the road.
I do not like to use the term 'Free-to-play.' I have come to realize that there is a degree of insincerity to consumers with this terminology, since so-called 'Free-to-play' should be referred to more accurately as 'Free-to-start.'
I always and strictly tell Nintendo employees never to use the term 'success' to describe our own performance.
Video games are meant to be just one thing: Fun! Fun for everyone.
If we reduce the number of employees for better short-term financial results, employee morale will decrease. I sincerely doubt employees who fear that they may be laid off will be able to develop software titles that could impress people around the world.
Customers first, employees second, and shareholders third.
When you're thinking about your next product or current product and wondering how to make it different so you don't have competition, understand the job the customer needs to get done.
When we first started our internet company, 'China Pages', in 1995, and we were just making home pages for a lot of Chinese companies. We went to the big owners, the big companies, and they didn't want to do it. We go to state-owned companies, and they didn't want to do it. Only the small and medium companies really want to do it.
What makes us so often discontented with those who transact business for us is that they almost always abandon the interest of their friends for the interest of the business, because they wish to have the honor of succeeding in that which they have undertaken.
When I read about young designers selling 51 percent of their company to someone else, I cringe. I want to say, 'Don't do it - call me first.'
The key to branding, especially for smaller firms, is to focus on a limited number of issue areas and develop superb expertise in those areas.
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