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Nintendo 64 revitalizes slumping video-game market

Article Abstract:

Nintendo America Inc's $199 Nintendo 64 video-game player is the surprise best-seller of the 1996 holiday season. The popularity of Nintendo 64 is revitalizing the video-game industry, whose sales are expected to rise to $3.6 billion. Nintendo 64, which entered the market in Sep 1996, is based on a 3D chip from Silicon Graphics. Nintendo's system allows players to experience reality-based activities such as jumping, flying, and swimming. These activities are done in a realm of 3D fantasy that can be viewed from several angles. Nintendo 64's cartridge format makes the action faster than other CD-ROM games. Nintendo reports that within eight weeks on the market, one million Nintendo 64 game players were sold. The company also maintains that it plans to keep 60% of the 62% market share it captured as of Nov 1 through the end of 1996. Nintendo expects to sell 1.5 million players in 1996, which will place the company on top of the market.

Product description/specification, Product information, Market share, Video game industry, Video games industry, Product market share, Nintendo of America Inc.

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IBM and Blockbuster are dismantling electronic music distribution venture

Article Abstract:

IBM and Blockbuster Entertainment Corp are discontinuing the development of a joint venture that was intended to change the way that music is distributed by retailers. The apparent dismantling of the operation is a result of opposition from major label record companies. The two companies announced their plans in late 1993 to develop an electronic distribution system that would allow music stores to sell a wider variety of compact disks without being required to keep a large inventory in-store. The system would be able to transmit thousands of musical recordings over telephone networks to retailers who have the equipment to receive the music and then produce a CD on demand. Record companies were opposed to the idea because it would have evened out competition between the major companies and new competitors by bypassing conventional distribution channels.

Prepackaged software, Applications Software NEC (ex Micro), Management, Joint ventures, International Business Machines Corp., IBM, Music industry, Blockbuster Inc., BBEC, New Leaf Entertainment Corp.

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Short circuit; how Philips flubbed its U.S. introduction of electronic product; launching CD-Interactive, Dutch giant showed it didn't know the market; a half-hour demonstration

Article Abstract:

Philips Electronics' fall 1991 introduction of its CD-i computer-based entertainment system failed to capture the imagination of US consumers, and the product has sold only 400,000 units since its release. CD-i has suffered from the emergence of multimedia PCs and advanced gaming systems from Sony and Sega, and analysts project that Philips may have lost at least $1 billion on the product. The failure of CD-i demonstrates the inability of Philips to understand the US market and the precarious nature of investing in quickly-changing markets. CD-i lacked the performance speed with which many consumers had become accustomed, was expensively priced and was backed by a questionable and confusing marketing campaign.

Marketing, Equipment and supplies, Consumer electronics industry, Koninklijke Philips Electronics N.V., Company marketing practices, Philips CD-I (Computer-based entertainment system)

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