Chapter 4 Customer-Driven Analysis

DOI: 10.4324/9781003206347-5

During the holiday season of 2005, Microsoft’s Xbox released their new Xbox 360 console. For an entire year, the new video game system enjoyed an uncontested market. If a gamer wanted the newest games with the best graphics, the only option was the Xbox 360. Where was Sony and their new PlayStation console? Was Sony delayed because they were perfecting new graphics technologies that would delight their customers and leave Microsoft in the dust? No. Sony ran into manufacturing issues when a five-cent component needed to play Blu-ray disks became impossible to source [1]. Sony was so convinced that buyers of the new PlayStation 3 (PS3) console wanted, demanded, and expected integrated ...

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