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Post by Ex on May 10, 2024 10:06:58 GMT -5
Shining Resonance, that Valkyria Chronicles spin-off. My guess is you're going to say that you own the later for PS4 but haven't tried it yet, but I thought I'd give it a shot. I own both of those games ( Shining Resonance Refrain and Valkyria Revolution) physically within my PS4 library. And no I have not tried them yet. ( Blade Arcus Rebellion from Shining never got localized, sadly.) They both looked fun from a distance, so I snagged them for a "Someday Isle" play (someday I'll).
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Post by Xeogred on May 10, 2024 10:10:55 GMT -5
Yeah, aren't we like 10+ years into "Look at how paper thin it is!" with hardware tech? It's reached the point of parody and isn't even ideal now. I have to imagine these things are fragile, easy to lose, awkward to hold, etc.
I think because of how much Xbox and Sony have ticked me off this last week or two, now I'm disgusted as an iphone owner and should probably escape sooner than later. I've never liked Apple products outside of using them for phones.
Back to videogames, Valkyrie Chronicles was great stuff. I'll check the sequels out sometime.
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Post by Ex on May 10, 2024 10:20:21 GMT -5
I have always been an Android user for phones, and have never regretted it. I don't care for anything Apple has done beyond the Apple II. The Apple II was was a great computer.
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Post by Xeogred on May 10, 2024 10:25:14 GMT -5
Are there good alternatives to iCloud? The one time I do like a cloud service, it's like $1-5 a month. I'm pretty sure Apple forced my hand a bit though and I had to pay for it for some reason. It's been awhile...
I imagine Android has all the apps I could need. Overcast is my go to for podcasts thesedays. They probably have alternatives to Maps. I can't really think of anything iphone specific I use.
If it's easier in 2024 to transfer ones phone number and contacts over to an Android it could be tempting to jump ship.
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Post by Ex on May 10, 2024 10:48:20 GMT -5
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Post by Ex on May 13, 2024 9:47:18 GMT -5
SQEX has released their "New Medium-term Business Plan (FY2025/3-FY2027/"tdnet-pdf.kabutan.jp/20240513/140120240513592661.pdfReading over that, you can see why they've shit their pants recently. Lot of sales and profits forecasts not met, among other things. Pillars of their new plan: (1) Enhance productivity by optimizing the development footprint in the Digital Entertainment (DE) segment
(2) Diversify earnings opportunities by strengthening customer contact points
(3) Roll out initiatives to create additional foundational stability
(4) Allocate capital giving consideration to the balance between growth investments and shareholder returns
(1) Enhance productivity by optimizing the development footprint in the Digital Entertainment (DE) segment
Shift from quantity to quality (shouldn't this be obvious to any publisher?) The Group (Square Enix) will pursue a shift from quantity to quality as its medium- to long-term philosophy regarding the DE segment’s portfolio. To that end, it will first work to establish the optimal portfolio, striking a balance between a “product-out” approach that reflects the imaginations of its employees to the utmost, and a “market-in” approach that leverages customers’ voices and data to inform development efforts. It will strive for a regular launch cadence, focusing its development efforts and investments on titles with substantial potential to be loved by customers for years.
Focus on development of titles delivering “Fun” that only the Group can create (how does one quantify "fun"?) With the goal of developing titles that deliver unforgettable experiences to customers and ensure excitement, the Group intends to focus on the following points. First, mindful of the need to launch HD titles that help attract additional fans to the Group, the Group will regularly release AAA titles in its major franchises to maintain and build upon its fan base. In addition, the Group will strive to increase its success rate in SD games by launching a carefully curated selection of titles. It will additionally explore ways to leverage its rich library of IP. Establish an internal development footprint that brings “Fun” that only the Group can create The Group will retire its business unit-based organizational design and strive to establish an operationally integrated organization with the goal of revamping its internal title development footprint and bringing more capabilities in-house. In addition, while keeping balance between the creativity of its individual employees and the management centered on the organization, the Group will transition to a project management structure. To that end, the Group will redefine the mission for producers and other related employees and organize its internal supporting structure. Also, the Group will improve its development investment efficiency, by reviewing the overall management process of title development.
(2) Diversify earnings opportunities by strengthening customer contact points (influencers?)
Shift to a multiplatform strategy (no more PS5 "exclusives") For HD titles, the Group will aggressively pursue a multiplatform strategy that includes Nintendo platforms, PlayStation, Xbox, and PCs. Especially, in regards to major franchises and AAA titles including catalog titles, it will build an environment where more customers can enjoy our titles. In addition, it will also devise a platform strategy for SD titles that includes not only iOS and Android, but also the possibility of PC launches. Furthermore, the Group will strive to maximize the acquisition of new users when launching a title and that of recurring users after starting management of game operation. Building continuous customer contact points of our titles by stepping up digital sales The Group will strengthen user flow of digital sales of new titles at the time of launch regarding the initiatives of promotion. In addition, it will generate the opportunity of generating revenue in our rich catalog titles’ line-up, which leads to strengthen its earnings base by expanding sales of catalog titles. Moreover, the Group will engage in initiatives which focus on the acquisition of PC users. Create the interaction with customers by increasing sophistication of publishing function The Group will pursue integrated sales & marketing operations in Japan and make efficiency of publishing by consolidating the marketing functions that were previously spread across creative business units, expanding shared knowledge, and eliminating duplicate functions. Also, it creates a new reporting line in order to enhance collaboration between sales and marketing functions. It will also address the increasing sophistication of marketing by leveraging first-party data, including through the utilization of CRM solutions and data analytics, when developing an ad campaign for HD and SD titles. Generating the opportunity of new revenue by offering IP across a range of entertainment experiences The Group will pursue a cross-media strategy capable of approaching new markets. Specifically, it will expand area of license business by establishing a new department focusing on IP business development at global markets. In addition, it will build an organization which makes more active use of its IP by offering it across all media formats. The Group also hopes to generate synergies by integrating the organizations affiliated with its Merchandising segment.
(3) Roll out initiatives that create greater foundational stability
Rebuild overseas business divisions from the ground up (lot of layoffs coming for USA/Europe divisions) The Group has begun optimizing costs at its European and American offices via structural reforms. It will also promote intra-Group collaboration in Japan and abroad and strengthen the functions of its London development site. For example, the Group intends to work to strengthen the close collaboration between its divisions in Japan (creative studios and publishing) and to enable greater mobility of talent between them and the Group’s publishing functions overseas. Revamp policies on human resource allocation & investment to balance both “creativity and productivity” in Japan The Group will build its flat organization by increasing opportunities of promotion by selection in order to pursue a new talent at our company and streamlining the process of decision-making. Specifically, it will roll out a new human resources system in line with integrated management of development functions, building a new system for hiring, promotion, and appointment of management. Moreover, the Group will rebuild training system for new graduates and introduce internal education programs to enhance capabilities of junior and mid-level employees. Enhance business infrastructure by implementing PDCA cycle in a timely and appropriate manner The Group will pursue refining its management accounting system that enables greater visibility into business activities. In addition, the Group will not only make infrastructure enhancements that maximize the productivity of its employees under hybrid-working system, but also build its attractive office environment that helps unleash creativity for its development teams.
(4) Allocate capital giving consideration to the balance between growth investments and shareholder returns (stop shorting shareholders)
The Group has formulated a capital allocation policy that gives consideration to the balance between growth investment and shareholder return, earmarking a maximum of ¥100 billion for total strategic investments (growth investments or shareholder returns) over a three-year period.
As regards growth investments, the Group will carefully select investment opportunities that contribute to the enhancement of corporate value and will utilize insights from its own businesses. It will explore the possibility of undertaking inorganic investments designed to expand its business domains and create greater stability.
Meanwhile, to reward its shareholders, the Group will issue regular dividends based on a basic policy of achieving a dividend payout ratio of 30%. In addition, in a change from its previous approach to capital allocation, the Group has set aside ¥20 billion for the funding of potential repurchases of its own shares to be executed flexibly between May 14, 2024 and May 13, 2025 based on consideration of factors including strategic investment opportunities, the Group’s financial position, and its share price. The firm has also revised the breakdown of its per-share dividends (interim dividend and year-end dividend). Through these initiatives, the Group will strive to further enhance its corporate value.
This is a company in considerable trouble. But they have the IPs and assets to turn it around, with proper management.
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Post by Xeogred on May 13, 2024 12:39:33 GMT -5
Beat me to it. It’s getting wild how justified I feel switching to PC in recent years. Capcom last week was just talking about their 7 year financial boom and we all know how well From has been killing it on PC. Namco and Sega have done well too. Square has only themselves to blame when others have been doing well multi platform for the last decade or so.
So now we know, no those Sony paychecks weren’t worth a damn. I wonder if the third FF7R game is locked into a contract though.
I’ll put it like this, my loyalty is always with the games. This hurts Sony and continues to make them and Xbox look super irrelevant going forward. I don’t want Square to fall off or get bought up, so I’m seeing this as good news for them. As Ex said with some of the new leadership coming in it’s time to steer this ship back into the light!
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