"As of the end of April, Nintendo has sold 2.5 million Wii consoles in the United States, almost double PlayStation 3’s sales of 1.3 million and closing in on Xbox 360’s 5.4 million sales, according to the NPD Group, a market research firm.
What changed? The secretive company is coming out of its shell. It has made a concerted effort to woo other makers of game software as part of a broader change in strategy to dominate the newest generation of video game consoles."
I rolled my eyes when I saw the headline of this NY Times story on the Wii because it opened with the same tired stats on the Wii’s success we’ve been reading for the past seven months . It also asserts that reaching out to partners is a "new strategy" which of course can’t be true. But if you stick with the piece for a few paragraphs, something new pops out at you: part of the Wii’s success is because of Nintendo’s focus on getting third party developers on board.
I don’t think this is the only reason for the Wii’s success, for sure. Clearly the low price point of the Wii compared to competing consoles is a biggie, as well as its innovative controllers and simple interface. In its effort to uncover new ground, the Times story doesn’t mention these important aspects. But it’s clear that the story of the Wii is a story of disruptive innovation — using out-of-the-box thinking and cooperation with partners to defeat well-heeled incumbents.