Christian Phillips still remembers the most amazing moment he experienced at PlayStation Vita - and that's something It was never actually released for the console.
Phillips is a former Sony CEO who recalls experiencing a stunning technical demo that will likely eventually end up playing Days Gone on the console. It became PlayStation 4. Shortly after the release of Uncharted: Golden Abyss for the Vita console, Bend Studios showed the high potential of the Vita console by showing a technical demo that resembled the famous Jerusalem scene in World War Z.PlayStation Vita. "What I'm going to say is 100% my guess," says Phillips. What seems to have happened is that Studio Band's goal was to really push the PlayStation Vita hardware forward with this work, but at the same time work on the PlayStation 4 console has begun. "Then we all agreed to support PlayStation 4. Developing a game for PlayStation 4 with a remarkable effect and a Days Gone-scale game would take a long time, and that probably shifted the focus of the studio from Vita."
Sony has been working on the PlayStation Vita since 2007 and in the middle of the console life cycle Portable PlayStation (PSP) has started. Given the success of PSP, the company saw a significant opportunity in the handheld console market and realized that a good strategy for them in this area was to provide quality games for handheld consoles. Sony wanted to go this route with PSP, but the software development kit was hacked, and Sony never had the chance to develop some PC games the way it wanted.
When it comes to game development It turns out that developers are looking at things like the number of owners of a piece of hardware, affiliate software, and various earning opportunities. The number of PSP console owners was very significant, so the first of these three conditions is met, but this is not the case for the next two. In particular, the hacking of the Vita Development Kit raised fears that the studios would lose money because players could easily experience their games being hacked.
As a result, Vita was considered a good opportunity. It was possible to offer quality console games to players on a portable console outside the home, and when they got home, they would continue their fun with home consoles. While this may be their prototype, Vita eventually became known for other things like Remote Play and the incredible collection of standalone games.
ahead of time <
Vita was ahead of its time in many ways. "We built Vita's features based on that in mind," says John Koller, Sony's former vice president of marketing. The PlayStation Vita, for example, has an OLED display that was spectacular at the time. "We have only recently seen the use of this screen on today's television." He also adds about the idea of "play anywhere": "This is where Vita was ahead of its time. "The idea has been used since the Vita by the Xbox Series X, Google Studio and most mobile phones." In addition, Nintendo Switch took advantage of the concept and made it more popular than ever.
Sony also saw the Vita launch as a good opportunity to continue its handheld console business. This goes back to the days of the PlayStation 3, Xbox 360 and Nintendo Wii, and Sony at the time wanted to link its handheld and home consoles to the "experience of console games wherever you want" strategy. However, despite the fact that Vita allowed such experiences, there were many highlights that prevented this from happening. Sony thought the 3G Vita would help make that happen, but it turned out that audiences preferred the Wi-Fi model because of its convenience and especially its lower cost. As a result, Sony switched to a Wi-Fi-based business model, which ultimately limited the company's goals for the system. It also changed the way publishers interact for the platform.
The reason why Vita could not The success of the PSYP lies in the fact that the situation had to change, because both the overall vision of the technology and the demand of the audience were changing rapidly. Although it is difficult to determine the exact sales of the PSP, it is estimated that the console managed to sell just over 80 million units. This is despite the fact that Vita has barely managed to sell only 16 million units in its lifetime. Of course, at the time, sales of the Nintendo 3DS were also significantly lower than those of the DS, but sales of the 3DS were still very high, and in that sense it was a successful console.
One of the biggest things Sony ignored it and misunderstood the impact of smartphones on the video game industry. At the time, there was an idea within Sony that smartphone games were just good enough to fill your time while making coffee or waiting at the airport. Phillips points out that this attitude was very pervasive in the gaming industry at the time: "Tablets were really what we looked at when it came to what is now known as mobile gaming. We felt that tablets were a more direct potential competitor because they had more processing power. "They had a screen and all the touch capabilities."
Sony has realized that the technology used in iPhones and iPads will soon surpass that of the Xbox 360. However, this was not included in Vita's strategic planning. "As a result, I think the PlayStation Vita, despite being a lot ahead of its time and having a lot of features and functions, came out at the right time in terms of market opportunity," explains Cooler.console market since launching the Gimboo console in 1989. When developing the Vita, it was clear that Sony was concerned about competing with the 3DS and its huge popularity and audience. In terms of price, the 3DS was less expensive, and of course its game set was very different from Sony. Although they were worried about Nintendo for these reasons, Sony also had its benefits. The 3DS, for example, had less support for third-party companies, and its audience was often younger. Nintendo was also heavily involved in the development of its proprietary games, and both Sony and other publishers were aware of this.
There was a chance for everyone to win
Philips also thinks that Nintendo handheld consoles are great devices to enter the world of portable games and handheld consoles. However, like home consoles, there was still room for consoles like the PlayStation Portable and the PlayStation Vita. "There was an opportunity for everyone to win, but what [Sony] could offer was a very unique game that could not be experienced on a phone or a Nintendo 3D," says Phillips.
Several The source also says that Sony had to fight with the advent of digital distribution of games. Internet bandwidth had begun to grow but had not yet developed in many parts of the world. In addition, physical retailers lost control of the audience and games became more complex. It all started with the release of the Vita.
The Portable PlayStation console used Universal Media Disc (UMD) for its games and other media. However, Vita supported cartridges and a select number of PC games that could be played digitally on the console. When it came to what Vita would use to store games, Sony looked at a few options. The PlayStation Network marketing and operations team firmly believed that the Vita should be a 100% digital console. This may be a logical decision in 2021, as we saw with the PlayStation 5 and Xbox S Series consoles, but it certainly was not possible in 2012. The incompatibility of global bandwidth at that time and the long download time of the games made this decision not very popular with the audience.
Contrary to this view, Sony intended to use a purely physical model that required consumers to go to stores to download content or purchase game cartridges. This completely physical approach to buying games was not popular with the audience in the same way, and it is natural that some were not comfortable with it, so this method was abandoned.
There is also the possibility of reusing UMD. But publishers were concerned about their mere operating costs. Umayyads were expensive and had a limited capacity. If Sony wanted to re-adopt this approach, it would either have to raise the price of the games or ask the publishers to accept the high cost. Obviously, the former was not good for the consumer and the latter was not popular with publishers, leading to a reduction in the number of games available for the device. There were physical cartridges and digital sales of games. Having both methods allowed the audience to choose whichever way they wished, reducing costs for publishers, thus making game development more desirable for the console and ultimately still keeping retailers in the game sales cycle. This was the best decision available at the time, and it seemed to be in the future.
One of the strategies discussed internally on PlayStation was the use of dedicated memory cards in the Vita . This was one of the most controversial aspects of the device because its memory cards were so expensive. At the time, there was considerable concern about the status of PC games and the large PlayStation Network hack in 2011.
These events affected some of Vita's strategic plans, particularly in the area of content protection and security. This was the reason why various options were considered in relation to physical content, downloadable or memory card. After the PC hacking and network hacking events, third-party companies wanted to make sure that if they were to create content for the platform, that content would be well protected.
Sony at the time relied on technology ideas Exclusive was the ownership and possession of all factors of production. They mainly did not want to be burdened by shortages and market fluctuations that would seriously hurt trade. Dedicated memory cards were expensive, but Sony tried to reduce the negative impact with various bundles and promotions and retail discounts.
The path to becoming an audience-oriented company
John Cooler explains: I lead in all areas of PlayStation, and I basically shared the view that a shift to an approach that prioritizes gamers could have a very positive impact on the business. "This came true with the release of PlayStation, and the results were clear."
that prioritizes the audience and can lead to the company's future success, the marketing leader needs to address these issues as well. An example of this is the PlayStation Vita TV, also known as the PlayStation TV, which was actually a non-manual (or unbearable) micro-console of the PlayStation Vita. It could play most of the games on the console via an HDMI cable on a TV screen, but it was not as well-received as expected because it was not a fan request. The success of integrating it into marketing is over. PlayStation Vita TV goes back to the last days of this failed approach. The device was not needed by the audience and they did not have much demand for it. "It all happened in the background because PlayStation Vita TV was born from the last remnants of the ideals, thoughts, hopes and dreams of the network engineering and operations team," Cooler continues. This was a manifestation of the forced entry of a product into the market that did not necessarily demand the product. "We were able to launch it and sell as much as we could, but it was supposed to be a product that would save marketing creativity in any area where it was going to be launched and perform well."
Difference between Sony and Nintendo
In 2021, Nintendo Switch was able to achieve much better than what Vita wanted to achieve. This hybrid device has a very good performance in sales and has several important advantages that Sony's PlayStation console lacked. First of all, Nintendo Switch entered a world in 2017 where the Internet bandwidth had increased a lot and it had more influence in our lives, making it easier to download without any problems and the online gameplay experience easier.
The second difference was the high level of commitment, commitment and importance that Nintendo attaches to its exclusive studio-exclusive Switch games. PlayStation sought to create challenging concepts such as cross-platform gaming and cross-save save between consoles and mobile phones, and even tried to mimic or bring home console games to Vita. Realize the "moving console gaming experience". However, Nintendo realized that it could make "console" games on the switch that are deep, rich, and fun, but do not necessarily require an expensive device to enjoy.
John Cooler explains:" Given this, [Nintendo] had a broad corporate commitment to developing outstanding patent games for its handheld consoles, which I personally believe PlayStation lacked in relation to the Vita. I never felt that PlayStation's in-house studios would fully invest in the development of Vita Games. "They wanted to make games for the PlayStation 4 instead, and the Vita was almost a secondary console, which was unfortunate." To offer. It's not just about the financial aspects, it's more important than the fact that PlayStation 4 naturally required huge investments, so PlayStation's in-house studios definitely had to work to support and develop the game.
he He also thinks that Sony is somewhat satisfied with Vita's performance. Outside of Sony's walls, consumers may have misunderstood it because the handheld console did not match the size of the Sony home console at all. "I think in the end, the talk was, 'Well, now we have to make sure the PlayStation 4 succeeds,' so this is where the in-house studios have to focus their resources," he says.The last difference between Nintendo and PlayStation was that Nintendo was very clearly determined to make the switch a success. To send. The secret to any console release is that the first six months after release are crucial. Two things need to be established immediately: high acceleration in hardware sales and high game delivery rates. These two factors greatly influence the decisions of game publishers and developers to continue investing in game development on a platform over a long period of time.
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Source: The Verge