“Square Enix Reboots and Awakens: 3 Years of Foundation-Laying for Long-Term Growth” Así lo ha llamado Square. Cambiar de cantidad a calidad, estrategia multiplataforma agresiva y más. Square Enix has announced the establishment of a new medium-term business plan covering the fiscal year ending March 31, 2025 through the fiscal year ending March 31, 2027, which it calls “Square Enix Reboots and Awakens: 3 Years of Foundation-Laying for Long-Term Growth.” The goal of this business plan is to overcome the challenges faced in its previous medium-term business plan, including low profitability of its high-definition games sub-segment, a slowdown in the games for smart devices and PC browsers sub-segment, insufficient franchise-by-franchise portfolio management , and some gaps in Square Enix’s management infrastructure. The four pillars of its new business plan are as follows: PillarInitiative (1) Enhance productivity by optimizing the development footprint in the Digital Entertainment (DE) segment.Focus on development of titles delivering “Fun” that only the Group can create and build the development structure. (2) Diversify earnings opportunities by strengthening customer contact points.Shift to a multiplatform strategy. Building continuous customer contact points of our titles by stepping up digital sales. Create the interaction with customers by increasing sophistication of publishing function. Generating the opportunity of new revenue by offering IP across a range of entertainment experiences. (3) Roll out initiatives to create additional foundational stability.Rebuild overseas business divisions from the ground up. Introducing policies on organization and human resource allocation in Japan. Enhance business infrastructure by implementing PDCA cycle in a timely and appropriate manner. (4) Strike a balance between shareholder return and growth investment when allocating capital.Earmarks a maximum of ¥100 billion for total strategic investments over a three-year period (¥20 billion earmarked for share buybacks for the next one year). By driving a new medium-term business plan, we will shift from quantity to quality and evolve to deliver a variety of contents that ensure “Fun” all over the world. The full breakdown of each pillar is as follows: (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 * 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 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 * Shift to a multiplatform strategy * 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 * 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 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. https://www.gematsu.com/2024/05/square-enix-announces-new-medium-term-business-plan-square-enix-reboots-and-awakens-3-years-of-foundation-laying-for-long-term-growth

Lo del multiplataforma mientras venga un señor y les pague por exclusividad no se lo creen ni ellos. Que es muy bonito eso de pensar que por sacar algo en xbox dia 1 te van a dar los números, y luego ves que en vez de vender 10 copias entre PS/PC pasas a vender 11 y sin ver la pasta de la exclusividad temporal o total.

LaForge No van por incluir a Xbox, si no a Nintendo

LaForge creo que sobrestimais la cantidad que pone Sony sobre la mesa a la hora de pagar por exclusividades. Nintendo debió de pagar 7-8 millones por la exclusiva de un año de MHRise y MHStories 2. Salvo que enseñen cifras yo no espero que Sony haya pagado muchísimo más (y no como para pagar el desarrollo, como he llegado a leer). Obviar a Nintendo en Japón a la hora de sacar un producto para Square hoy en día es pegarse un tiro al pié. No sacarlo en PC para el resto del mundo es pegarse un disparo en el otro.

Desgarro Yo directamente lo sacaba todo en Xbox en exclusiva.

rgnthm Si es por la parte de Nintendo bien, pero entonces nos vamos a la parte de a ver que tipo de juegos hacen. Imagino que con una inminente Switch 2 podremos ver multis que se vean medianamente bien en todas las máquinas.

EchelonSiren estrategia multiplataforma agresiva Sony se queda sin exclusifffs lololol

Me alegra la parte multiplataforma y espero que sea verdad. Y lo que tienen que hacer, sobre todo con sagas ya creadas, es no abandonarlas. Sigo pensando, sobre todo si tienen en cuenta lo primero, que juegos como Dissidia venderían bastante bien si te abres al PC y por ejemplo una futura Switch 2. Eso si, currando y haciendo como los primeros que salieron (Dissidia y Dissidia 012). Incluso con algo más de presupuesto, TWEWY y SaGa podrían tener su hueco (es muy triste que ambos tengan sistemas jugables de combate muy interesantes y que por otras razones, se hundan en la miseria). Por lo demás ya no espero nada de Final Fantasy pero si que espero que Kingdom Hearts 4 este al nivel de los anteriores (y que incluyan de primeras el modo Maestro). No entiendo porque se dejan la chicha en las ediciones Final Mix cuando puedes presentar de inicio ese material y así evitar la mala primera impresión que se llevo el juego. Tienen que cuidar mucho eso.

Desgarro Obviar a Nintendo en Japón a la hora de sacar un producto para Square hoy en día es pegarse un tiro al pié. No sacarlo en PC para el resto del mundo es pegarse un disparo en el otro. Ni más ni menos.

Bueno....por fin vamos a ver las tetas de tifa y cringe en su más máxima expresión hasta en las pantallas del metro.... Un saludo

Square Enix anuncia su plan de negocios a medio terminio.

Morde

rgnthm No van por incluir a Xbox, si no a Nintendo

Sale Xbox REFORZADA con este movimiento?

Dios

Morde La que sale reforzada es sony de perder todas sus exclusivas sisi

Zakon

A la única que tiene sentido es excluir es Xbox, espero que todo lo demas salga en PS5, Switch 2 y PC día uno.

Dios

Zakon For HD titles, the Group will aggressively pursue a multiplatform strategy that includes Nintendo platforms, PlayStation, Xbox, and PCs

Square dice que los sacara en XBOX

Morde

Dios

TRUE EXCLUSIVES

Te invito a hablar con propiedad

Desgarro

Dios algo que no debería pillar de sorpresa cuando el año pasado hubo un anuncio junto a Spencer relacionado con el tema después del informe fiscal post-FFXVI

GameOver

Si no sacaban en Nintendo es porque literalmente no pueden, a ver como metes Rebirth en una Switch.

Con la nueva máquina será otra historia por fin.

bluefields

Cloud lo van a intentar también con el Mana nuevo, que espero que salga bien (y al menos sale en varias plataformas).

Juegos que necesitan algo de dinero aunque sea para la promoción y que no se queden en tierra de nadie como ha pasado con Neo TWEWY o los propios SaGa, que conocemos cuatro.

Con Kingdom Hearts necesitan librarse ya de que salga en un sitio o dos y por ejemplo en PC, quitarse la losa de Epic (no tiene ningún sentido que esté solo en esa tienda, y por si acaso no digo que se quiten si no que también salga en otros sitios como Steam).

Daseor

Que saquen un port del Dissidia Duodecim y se los vuelvo a comprar y meter 500h

AgumonDX

Hemos pasado de reboots de sagas a reboots de compañías.

De algún modo, en este reboot la gran ganadora es Valve.

bluefields

AgumonDX en este caso, y bueno otros, fallan justamente las empresas y no los juegos.

El caso más sonado como es Final Fantasy nunca ha tenido problemas. Es la cabezonería de Square Enix de transformar la saga en miles de cosas cuando ya funcionaba por si sola. Una saga que se sabía como era ha pasado a que no sepas nada sobre ella porque depende de la moda del momento.

Otras sagas, con mejor o peor acierto, son conscientes de lo que son.

AgumonDX

bluefields Para mi la dirección a seguir con FF es lo que están planteando en el proyecto del remake, un híbrido acción-turnos, al menos en lo tocante al sistema de combate.

Won

AgumonDX La verdad es que pienso que es el camino también, es divertido y una pasada dominarlo.

Una pena que Rebirth no esté vendiendo casi, porque me lo estoy pasando de puta madre con él. Espero que el cheque de Sony haya llegado para hacer la parte final al menos.

Druida

Square no ha trabajado para que sus sagas sean apreciadas en otros sistemas y algunas llevan a cuestas la tira de entregas. Han preferido recoger el cheque y claro ahora con desarrollos larguísimos y caros se encuentran que con ese cheque ahora no da.

A estas alturas ya se pueden volver multiplataforma que no van a recoger lo que sembró Capcom, From Software o Sega en su día.

Cloud

Druida Me ganó de mano @LaForge, pero al leer tu mensaje iba a decir justo lo que ponen en ese tweet.

Tu post es una película que no se condice con la realidad, y es que la gran mayoría de los juegos de Square Enix son multiplataforma.

Con la nueva política no va a haber un cambio tan grande en ese sentido, el más significativo podría ser que los FF principales comiencen a salir en consolas de Nintendo, algo que no ocurre desde 1994 (siempre hablando de títulos nuevos).

EchelonSiren

Más despidos.

EL_CHIDO

Supongo que su esperanza es Switch 2, a menos que metan tijeretazo del tamaño de las que usan los jardineros para sacarla en la actual, cosa que dudo, porque si se van a limitar a PC y Xbox, van a seguir en las mismas, viendo como se vendieron 5 copias en XBOX, y como los PCERDOS los piratean a los 30 segundos de salir.

Davidlie

Solo lmaginar ffXVI con la jugabilidad de FFVII y madre mía... pero claro tenían que hacer el machacabotones ( alguien ha fallado algún qte de las cinemáticas?)

En fin. Por decir algo bueno de FFXVI. Espero que lo del "active time lore" lo copien en todos los lados

LaForge

Rafster

El titulo quien lo tradujo, Chat GPT?

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