How does a company that openly prioritizes «fun» over technology convince investors, partners, and the market to take it seriously?
What is the actual business logic behind releasing hardware that is weaker and cheaper than the competition, and why does that keep working?
Nintendo has failed spectacularly more than once. So why do those failures not seem to stick the way they would at other companies?
If your company decided to stop competing on the same terms as your competitors and just play a completely different game, where would you even start?
For our Watch & Talk sessions, this video sparks discussion around brand strategy, creative risk-taking, business resilience, the economics of entertainment, and what it means to compete differently.
Watch the video here (but it’s always more interesting to talk about it 😉):
