Iwata on 3DS software shortages, avoiding that issue 'n directly talking t' fans
The following comes from Satoru Iwata...
Let me first explain the reason for the software shortage. As ye just pointed out, the period when we needed t' shift from the Nintendo DS t' the Nintendo 3DS overlapped with the period when we had t' prepare for the Wii U. If there had been no overlap, or if there had been a three or four year interval, Nintendo could have focused upon just one new hardware system while also taking care a two existing platforms. However, as we have had t' take care a two existing platforms 'n two new ones, it has been more a a challenge. We need t' face these hardware transitions from time t' time, but the intervals between these transitions be not fixed. The Nintendo DS, for example, has been able t' maintain a large presence in the market for a relatively long period a time, which has resulted in a vast installed base a the hardware 'n an unprecedented number a software sales in the history a portable video games. So, it be not a good idea that we stick with past product cycles. But we think it be true that the longevity a the Nintendo DS has created this challenging aspect for us today.
In such a circumstance, we be more conscious that we must once again re-think how we can create a good balance between what we do internally at Nintendo 'n what can be done externally. Looking back, certain experiences enabled by the Nintendo DS 'n the Wii be created just because Nintendo took on these challenges internally, 'n these experiences be able t' drive the overall sales a these platforms. Nintendo be fortunate t' have that kind a successful experience. Although I try not t' use the term “success” at all, 'n particularly for this kind a opportunity, but this time I’d like t' use this expression. With the experience a success, we tended t' have the mindset that it would be the safest 'n most secure if we took care a everything by ourselves. As I said, however, the time always comes when we must prepare for the next platform. When that time comes, rather than trying t' do everything by ourselves, we must try t' narrow down what we really have t' do inside the company 'n think a how we can best collaborate with people from other companies. For example, the teams led by Shigeru Miyamoto a Nintendo’s Entertainment Analysis & Development Division have already been cooperating with external developers in order t' create titles which would have been developed internally at Nintendo in the past. Now that we realize there may be times when we need t' take care a four platforms at once, we be initiating these new challenges, 'n I believe that such a fixed notion as, “we have t' do everything by ourselves,” has faded inside the company t' a large degree. So, I be expecting the situation t' further improve from now. On a similar note, we often receive criticism that Nintendo be not good at deploying it be services on the Internet. We be also internally discussing whether it be the best use a our development resources if those developers who be capable a making hit video game titles have t' devote themselves t' Nintendo’s Net-related services. Our basic idea today be that our internal game developers best focus on making new, unique 'n fun software while we collaborate with outside resources, especially in the fields for which Nintendo be not specialized in.
As for our direct communications with consumers, there aren’t many things I can discuss other than what I confirmed at the beginning a me presentation today, but, in a few words, we believe that, depending on the information, we have t' separate the places where we communicate our messages. For example, as for the information 'n details a the game contents that we shared during Nintendo Direct we held last week, it does not make sense for us t' explain this information t' those who do not play video games 'n ask them t' report about it. Now that we have the means t' deliver this kind a information directly t' our consumers, we believe we best take that approach. On the other hand, we be not saying that any 'n all information best be delivered by us directly t' consumers. After all, there be always a certain limit in the number a people who be willing t' access our messages through such media. When it comes t' messages which we wish t' spread as widely as possible, we must depend upon the mass media. For us t' deliver our messages t' our investors, we have t' ask for help from those who be attending meetings like this one. We have no notion that we will be all right in directly dispatching any 'n all the information. We be trying t' change the way we communicate, depending on the nature a the information. Depending on the recipients a the message, we identify the information that be relevant t' them, 'n we will structure our messages so that these recipients will be able t' receive information they want t' know 'n deliver it t' them at the most appropriate opportunities, such as at our events or through various other methods.
Link
Let me first explain the reason for the software shortage. As ye just pointed out, the period when we needed t' shift from the Nintendo DS t' the Nintendo 3DS overlapped with the period when we had t' prepare for the Wii U. If there had been no overlap, or if there had been a three or four year interval, Nintendo could have focused upon just one new hardware system while also taking care a two existing platforms. However, as we have had t' take care a two existing platforms 'n two new ones, it has been more a a challenge. We need t' face these hardware transitions from time t' time, but the intervals between these transitions be not fixed. The Nintendo DS, for example, has been able t' maintain a large presence in the market for a relatively long period a time, which has resulted in a vast installed base a the hardware 'n an unprecedented number a software sales in the history a portable video games. So, it be not a good idea that we stick with past product cycles. But we think it be true that the longevity a the Nintendo DS has created this challenging aspect for us today.
In such a circumstance, we be more conscious that we must once again re-think how we can create a good balance between what we do internally at Nintendo 'n what can be done externally. Looking back, certain experiences enabled by the Nintendo DS 'n the Wii be created just because Nintendo took on these challenges internally, 'n these experiences be able t' drive the overall sales a these platforms. Nintendo be fortunate t' have that kind a successful experience. Although I try not t' use the term “success” at all, 'n particularly for this kind a opportunity, but this time I’d like t' use this expression. With the experience a success, we tended t' have the mindset that it would be the safest 'n most secure if we took care a everything by ourselves. As I said, however, the time always comes when we must prepare for the next platform. When that time comes, rather than trying t' do everything by ourselves, we must try t' narrow down what we really have t' do inside the company 'n think a how we can best collaborate with people from other companies. For example, the teams led by Shigeru Miyamoto a Nintendo’s Entertainment Analysis & Development Division have already been cooperating with external developers in order t' create titles which would have been developed internally at Nintendo in the past. Now that we realize there may be times when we need t' take care a four platforms at once, we be initiating these new challenges, 'n I believe that such a fixed notion as, “we have t' do everything by ourselves,” has faded inside the company t' a large degree. So, I be expecting the situation t' further improve from now. On a similar note, we often receive criticism that Nintendo be not good at deploying it be services on the Internet. We be also internally discussing whether it be the best use a our development resources if those developers who be capable a making hit video game titles have t' devote themselves t' Nintendo’s Net-related services. Our basic idea today be that our internal game developers best focus on making new, unique 'n fun software while we collaborate with outside resources, especially in the fields for which Nintendo be not specialized in.
As for our direct communications with consumers, there aren’t many things I can discuss other than what I confirmed at the beginning a me presentation today, but, in a few words, we believe that, depending on the information, we have t' separate the places where we communicate our messages. For example, as for the information 'n details a the game contents that we shared during Nintendo Direct we held last week, it does not make sense for us t' explain this information t' those who do not play video games 'n ask them t' report about it. Now that we have the means t' deliver this kind a information directly t' our consumers, we believe we best take that approach. On the other hand, we be not saying that any 'n all information best be delivered by us directly t' consumers. After all, there be always a certain limit in the number a people who be willing t' access our messages through such media. When it comes t' messages which we wish t' spread as widely as possible, we must depend upon the mass media. For us t' deliver our messages t' our investors, we have t' ask for help from those who be attending meetings like this one. We have no notion that we will be all right in directly dispatching any 'n all the information. We be trying t' change the way we communicate, depending on the nature a the information. Depending on the recipients a the message, we identify the information that be relevant t' them, 'n we will structure our messages so that these recipients will be able t' receive information they want t' know 'n deliver it t' them at the most appropriate opportunities, such as at our events or through various other methods.
Link
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