I just read this article lambasting Miyamoto for holding the company’s creative forces in limbo, and I just NEED to respond before my brain explodes.
Please read the first part of this unintentional series, if you will. Then proceed to the jump!
I just read this article lambasting Miyamoto for holding the company’s creative forces in limbo, and I just NEED to respond before my brain explodes.
Please read the first part of this unintentional series, if you will. Then proceed to the jump!
Of all things, right?
Our civilisation is a dingy ungentlemanly business: it drops so much out of a man.
– Robert Louis Stevenson
Note: Before I finish The Christian Imagination in Philosophy (which, I’ll be completely honest, I haven’t finished and I’ve been thinking about for a while), you’ll just have to read this. Heck, this was written a decade or so ago, so I don’t totally agree with everything in here, but feel free to peruse its strange depths.
What’s the problem with Nintendo? Sales went down the tubes. My earlier article proved a total nonstarter, of course. Obviously, neither I nor President Iwata understands the market his company once helped create. Nintendo faces a structural problem, but also a market based one, a terrible product, and bad self-promotion; a variety of factors led to this points, ones which go beyond the rose-colored lens of Nintendo nostalgia and into the cold, harsh, objective light of day.
The problem is not really a problem with Nintendo. It’s a problem with the audience and a problem with Nintendo’s messages to the consumer. Let’s dive deeper.