not sure where you've been, but anyone who was around for that E3 2005 PS3 event and compares it to what they ended up with can certainly call Sony's plans arrogant. They literally acted as if they "won" before they even knew the capabilities of their own machine while simutaniously blasting the 360 in both design and function. Oh and the Wii? That was, to paraphrase, "of no concern". These statements were from representatives of Sony who were clearly of the mind that they were impervious.
That's bluster though. If Sony were terrified of Wii, they'd say to the public 'it's no problem'. You wouldn't expect that to be different from any company. What they say in public doesn't necessarily have any bearing on how they are internally!
TheChefO said:
I'll tell you what isn't wise; thinking you can sell a product for twice what your competition is doing with less content and in many cases, inferior content, while coming to market a year later.
Right, I can agree with that if that is what the decision makers at Sony went with. However, a lot rests on this point...
The investment priority switch wasn't a question of should it be done, but when. IMO, as soon as Sony knew they likely would have difficulty shipping next to MS (~6mo) and knew their msrp would have to be quite high with BRD (early), they had two choices, either dump BRD, or fully switch dev priority to ps3.
What if PS3 had launched at $400? Would you say BRD was a bad choice then? Although they wouldn't have a strong software presence, their software presence would have been no worse than is normal. As you've said, it's the fault of several shortcomings
along with the high price that are so bad for Sony. So if the price was reasonable, you wouldn't have a complaint with their software choices, accepting that the PS2 and PSP developments were sensible to offset the very costly burden of PS3?
Now what if $400 was Sony's launch-price target, from 2000 up to late 2005, and it was only closer to launch (12 months) that the high cost became known for sure? Prior to that let's say forecasts went from 'we can comfortably hit $400' to 'we are confident to hit $400' to 'well we are having issues, but we should be able to work this out' and finally to '65nm just isn't happening, and these damned blue diodes are a pig. Sorry but we can't make $400. More like $600.' This isn't an unlikely situation. Sony would then have their existing software and development choices already in play based on prior forecasts. 12 months isn't enough time to jump from PS2 to PS3, so wouldn't it make sense to finish those titles and get back the returns? I'm not saying that's the only choice either, but it's not a stupid choice. I'd also like to see some real evidence that they were withholding investment in PS3. You've said you can't provide it, but looking at release titles, it's been very much PS3 rather than PS2 from Sony, no?
You perspective seems to be that Sony knew well enough in advance that they were going to hit problems but didn't put in enough effort to avoid them, being overconfident that they could plan to launch a $600 machine and still be success, and had plenty of forewarning. My perspective is that Sony's choices weren't so blinkered and that the situation they found themselves in is totally not the one they wanted, and they didn't have enough forewarning to do something about it as they were waiting on technologies. The actual release date of XB360 wasn't known until Sep '05, announced 2 months before availability. Sony could well have been planning to launch 6 months after that as they kept suggesting, but then had to keep stalling because the technologies just weren't being delivered. And we don't know if their forecasts were in 2005 'we can't launch until 2006 at $600' or in 2005 'we can launch at $400 in '06' followed by 'we'll be 3 months late' in mid '05 followed by 'we'll be 3 months later' 3months after that, and so on. If Sony were given a revised hard-target update early enough, they could have done something about it. If what they had was a moving target, they couldn't make any concrete choices. If they had pulled BRD from PS3 3 months before launch, only for it to become viable for inclusion 3 months later, they'd have been kicking themselves! Plus having invested in BRD drive production principally for the PS3, as there's no need for millions of those for HD players yet, PS3 would be essential for the ROI on that.
Without access to the actual reports and back-room chatter we can't ever know what the decision making process was, but given how other projects are handled in lots of fields, I would rate the chances of setbacks without clear time-lines and resolutions as highly plausible. for those who think Sony should have had a good fall-back contingency plan that they could quickly have switched to, can you provide any comparable examples from other fields? I can't recall any. All the stories I can think of are products launching and bombing, with no contingencies at all. I expect pretty much all businessmen will back an idea 100% after having reviewed it and deciding they were confident of it, rather than spread resources over alternative options 'just in case'. I can't recall any 'just in case' business strategies, let alone any for high-tech devices.