Case History, video game launch – DOA 2: Hardcore

Situation Analysis
Tecmo, Inc., a highly regarded but little known developer and publisher of arcade and platform games, was one of the few companies selected by Sony Computer Entertainment to provide launch games for the debut of the PlayStation®2 computer entertainment system. Tecmo's title, DOA2: Hardcore, would be a crowning technical and artistic achievement in the popular Dead or Alive martial arts/fighting series; this version contains not only superior graphics that take full advantage of the new graphics engine in the platform, but also contains new fighting environments, characters and costumes, and several hidden secrets. Tecmo's Dead or Alive rival, Namco's Tekken Tag Tournament, was also slated as a launch title. Namco, backed by big marketing dollars, bigger sales and a stronger fan following to date, had a distinct advantage to become the fighting launch title of choice for PS2 owners.

Objectives
Sell DOA2: Hardcore. Position this title as the number one fighting title for the PlayStation®2 computer entertainment system (a must-buy for PS2 owners). Create a huge fan base for DOA2: Hardcore that not only includes the existing DOA fan base, but loyal Tekken fans and new, adult gamers, as well. Make DOA2: Hardcore appealing to retailers, distributors and consumers.

Strategies
Capture a large percentage of Tekken's market share (persuade Tekken fans to purchase DOA2: Hardcore). Convince retailers and consumers of the superior performance and replay value of DOA2: Hardcore. Develop effective programs that help move DOA2: Hardcore off the shelves without the benefit of a large advertising budget.

Tactics
An onslaught of high profile coverage in every relevant media outlet; a public relations campaign focused on gaming and general consumer print and broadcast media. The campaign will define DOA2: Hardcore as a cutting edge, sexy fighting game of choice for PlayStation®2 purchasers. Initiate and conduct several online DOA2: Hardcore contests in both gaming and general consumer Web sites to sustain DOA2: Hardcore sales well beyond the launch date and help reach new potential purchasers.

Build excitement for the title on the retail side by cleverly documenting/publicizing the cutting-edge and bold Hardcore in-store marketing campaign and trade advertising via news briefs, articles, and photos on gaming Web sites and in game trade print publications. Re-engage and maintain the fan excitement and interest for Hardcore during the lucrative holiday season through widespread product exposure in consumer Christmas gift guides.

Results
PR efforts began a year before DOA2: Hardcore's arrival in stores and continued several months after launch, resulting in positive exposure in virtually every print and online gaming publication (previews, reviews, Q&A's, feature stories) and solid coverage in major daily newspapers, news magazines, and general interest publications. Notable gaming coverage included: numerous cover stories, including PlayStation Magazine during the launch cycle; multiple awards, including “Fighting Game of 2000” by Game Informer, “Editor's Choice Award – Best Fighting Game 2000” from IGN.com, and dozens of other best fighting game/best graphics accolades from online sources. Prominent coverage in general consumer media included: glowing reviews in the Los Angeles Times and USA Today; listed as "a game worth waiting for" in Newsweek Magazine; and a syndicated five-star review that appeared in over 50 newspapers nationwide.

The launch of Hardcore is, by many measures (sales, coverage, buzz, and longevity), one of Tecmo's most successful in the company's long history. Sales exceeded budgets (and expectations) and the title continues to sell long after the normal expected shelf life of fighting games.

Case History, Aura Systems - Interactor Vest:

Situation Analysis
Aura Systems, Inc., a former defense contractor with particular expertise in magnetics, was struggling with the massive slowdown in defense production. Like many defense contractors, it needed to turn to other markets to survive, i.e., missiles to plowshares. Its first consumer product, The Interactor Vest used magnetic actuator technology to turn the sound tracks from video games, videos, and even audio recordings, into vibrations that could be felt by the wearer. Aura had no track record in the crowded consumer electronics industry, had but a single product to offer, and the Interactor Vest needed a unique selling feature.

Objectives
Sell Interactors. Position Aura as a substantial company with the wherewithal to pull off this product introduction in a crowded field. Overcome the skepticism of retailers and distributors and make the vest appealing to consumers without over-promising.

Strategies
Define an initial (introductory) market for the vest as a video game peripheral (even though it could be used with virtually any audio producing product), test the vest with consumers and define the selling messages for both the channels and the consumers. Develop both pull-thru and push programs for getting the Vest into retailers and off the shelves without the benefit of a large advertising budget.

Tactics
Heavy pre-introductory public relations campaign in print and broadcast media (including on-air demonstrations by Aldrich & Associates personnel trained as Aura spokespersons) aimed at the retail industry and consumers, defining the Interactor Vest as the first affordable (under $100) virtual reality video game peripheral. Conduct affordable hands-on (sampling) programs to overcome initial resistance/skepticism via mall tours and co-op programs with movie theaters and video arcades. Conduct promotions at consumer electronics, video game and computer trade shows, including contests, press conferences, demonstrations and special events. Develop and conduct co-op and couponing programs with video game software manufacturers.



Results
Just prior to the Interactor's arrival on store, the public relations campaign resulted in millions of impressions on major TV shows (CBS This Morning, NBC Nightly News), high circulation consumer magazines (WIRED, POPULAR SCIENCE) and newspapers (CHICAGO TRIBUNE, LOS ANGELES TIMES), and thousands were able to try the product in malls and movie theaters, helping create a demand for the product that often pushed sometimes reluctant retailers to carry it. Total sales in 18 months: 3 million units.

Case History - Toshiba Consultant Liaison Program:

Channel Communications Toshiba America, Telecommunications Systems Division

Situation Analysis
Toshiba, already established as a leader in mid-priced electronic key system sales (top five) and entering the very competitive high-end PBX market in the United States for the first time, could no longer depend upon the normal distribution channels for sales. The long-established small system dealers were, for the most part, unprepared and unequipped to handle sales of PBX equipment. Larger dealers and new channels were needed; channels that would require significant value-added support from the manufacturer to support high-end sales.

Objectives
Establish new and reliable channels of distribution for sales of high-end Toshiba PBX telephone systems.

Tactics
Among others, Aldrich & Associates helped Toshiba establish a Consultant Liaison Program in recognition of the growing influence this group of independent consultants had over the sales of larger, high-end telecommunications systems and products to medium and large corporations. We authored the communications blueprint for Toshiba that included consistent and high quality communications with consultants. The program always attempted to recognize and promote the "independent role" of consultants while simultaneously co-opting top-of-mind for Toshiba and its products. The program, still in operation 12 years after its inception, includes a consultant newsletter and other written communications; tailored collateral, including videos, fact sheets and case-studies focusing on consultant-led installations that solved particular problems for customers; a consultant liaison hotline and full-time internal employee dedicated to maintaining contact with key consultants; and establishment of a consultant liaison advisory council to Toshiba.

Results
Toshiba's market share in high-end PBX sales increased from the "other" category to a clear number four in just three years from the product line's introduction.

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