Brief synopsis of Nintendo CaseLynch (2012) states that it is necessary for an organization to carry out an analysis of its resources and capabilities as it helps it identify places where value can be added by part of the organization. This also helps the company find ways to gain a competitive advantage in the market. The case of Nintendo demonstrated that in 2005 Nintendo seemed to be headed towards the end as its rivals Microsoft and Sony had captured the market through Xbox 360 and PlayStation 3 respectively. In this scenario, Nintendo innovated Wii, changing the market scenario in 2007. The case demonstrated that Nintendo's new innovative strategy with its Wii console transformed the industry and revived the company's profitability. Since the release of the Wii, Nintendo has been a leader in the video game industry. By presenting a totally new and one-of-a-kind console, Nintendo has clearly set its goal and objectives, namely to reach an unexplored market share by introducing new gaming experiences, and thus be a leader over its two main competitors, Sony and Microsoft. The case therefore highlights the need to adopt a resource-based view of the company's capabilities so that those resources can be leveraged to generate greater value for the company. The case study highlighted that the new Wii game introduced by the company had the ability to attract individuals who were considered non-gamers or casual gamers. The Wii was not as powerful or technologically advanced as the Xbox 360 and PS3, but its success lay in its ability to provide a new means of playing video games. The innovative design of the Wii controller, which incorporated motion sensors, created an entirely new gaming experience for users - on...half of the paper...ive Advantage,” Journal of Management, 17 ( 1): 99 -120.Hansen M., Nohria N. and Tierney T. (1999), “What's Your Knowledge Management Strategy?”, Harvard Business Review (March 1999), 106–16.Johnson, G., Scholes , K. & Whittington, R. (2008), Exploring Corporate Strategy:Text & Cases, 8th ed. Prentice HallKay, J. (1993), "The Structure of Strategy", Business Strategy Review, 4, 17-37Lynch, R . (2012), Strategic Management, 6th edition, FT Prentice Hall. Microsoft (2013), Corporate information, mission, vision and strategy, available online at http://www.microsoft.com/about/companyinformation/ourbusinesses/ business .mspx, retrieved 10 December 2013 Prahalad, C.K. and Hamel, G. (1990), The corecompetence of the corporation, Harvard Business Review, Vol.68 (3), 79–91.Warren, K (2008), Strategic Management Dynamics, John Wiley & Sons Ltd: Chichester