Economic Benefits of Strategic Choices by Leading Gaming Companies: A Case Study of Nintendo

Haodong Wei ()
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Haodong Wei: Hangzhou No.14 High School of Zhe Jiang Province

A chapter in Proceedings of the 2025 International Conference on Financial Risk and Investment Management (ICFRIM 2025), 2025, pp 115-123 from Springer

Abstract: Abstract With the development of electronic and information technology, video games have gradually become one of the primary forms of entertainment for people. The video game market has continuously expanded, attracting more and more investors who recognize the value of the industry. Companies specializing in video games have been established one after another, and various digital giants are seeking to enter the gaming business. In such a fiercely competitive environment, whether strategic decisions can generate economic benefits becomes the key to success. Nintendo has stood out among gaming companies and become one of the industry’s leaders, thanks to its excellent strategic decisions. This paper takes Nintendo as an example to analyze its outstanding strategies in product development, game resources, pricing, and marketing, while also examining the company’s current situation and challenges. This study finds that the success of a gaming company’s strategic decisions depends on whether these strategies facilitate the creation of high-quality game content. High-quality game content is not only the core competitiveness of a gaming company but also the key to achieving economic benefits. Nintendo recognized this early in the development of the video game industry and has crafted its strategic decisions around this principle, achieving remarkable success. This approach provides valuable lessons for other gaming companies to learn from. Based on these findings, this paper offers recommendations for gaming companies to improve their strategic planning and decision-making.

Keywords: Economic Benefits; Strategic Choices; Leading Gaming Companies; Nintendo (search for similar items in EconPapers)
Date: 2025
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DOI: 10.2991/978-94-6463-748-9_14

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