That sounds like fun?
or
?
It's kinda irritating, since they didn't give us the week off, so we were supposed to still get work done, which is quite hard when all your machines are turned off, and you're an audio person.
Surely more is more in business? Theres always the desire to see bigger profits and larger market share than the year previous.
Anyway is there any chance you can comment on whether you guys work on gross margins or operational margins in the console business? I have always been interested in what costs are attributed to a console in terms of business related expenditure or whether the price of the console has more been determined by the gross margins or a cost + basis. I'd understand completely if you don't know or can't say however!
More _profit_ is good. Lets say we lowered our price by 25%, which lowered our profit by 75%, we'd have to sell 4 times as many devices to make the same profit. A 25% price break would not normally result in a 400% sales increase. We certainly want to increase our marketshare, since more console owners translates to more money over the long term, but we may not be willing to cannibalise current profits for potential future profits, especially if we've got good growth anyway. Also, as you move down in the price points, the customers you get are lower "quality" in terms of profit generation too. These are people who did not think the console was worth it at 199, they're probably not going to buy games at $60 a pop. They'll buy the classics at $20 and second hand games. Neither of which generate a lot of profit.
I'm not sure how they set the price of consoles. From what I've seen, the BOM only tangentially affects the final price, in that you don't want to lose too much money at the start. Retailers make very little on console hardware (IIRC, the $299 xbox used to cost a retailer around $275, no idea what it is now). The retail price is set by expectations and sales predictions. For instance, the Wii was incorrectly priced at launch, resulting in too much demand and not enough supply. The Kinect looks just about right, we sold every one we could manufacture, but there wasn't too much of a wii-like shortage.
The idea is not to pass savings on to the customer for as long as possible, so as to maximise your profit potential. If you're still selling everything you make as fast as you can make it, you don't need to lower the price. If your sales are flagging and production exceeds demand significantly (and ideally, if there is room in the wholesale-BOM cost), you lower the price.
Edit: Oh, and as far as I can tell from how our VPs talk, we don't have past losses held against us. So our division is concerned more about the profit being made now and future profit potential (i.e. growth) than "making up" for the development costs of the system. Microsoft is practically debt free, and our culture applauds "big bets" that may take 5-10 years to bear fruit, but have the potential to be a huge business (which the shareholders _really_ hate, but is a good way to future proof a company). So at a guess, when they talk profits for the hardware, they're probably talking sales-cost of sales (BOM + manufacturing + distribution) and not development.