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.
The idea that business is strictly a numbers affair has always struck me as preposterous. For one thing, I've never been particularly good at numbers, but I think I've done a reasonable job with feelings. And I'm convinced that it is feelings - and feelings alone - that account for the success of the Virgin brand in all of its myriad forms.
The single biggest reason companies fail is they overinvest in what is, as opposed to what might be.
A good idea for a new business tends not to occur in isolation, and often the window of opportunity is very small. So speed is of the essence.
As a company, we have to be very transparent. We are in a business very related to finance, and I want this company to last long, and I want this company to be audited by everyone.
Greatest risk is not development of new product, but development of customers and markets
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