<?xml version="1.0" encoding="ISO-8859-1"?><article xmlns:mml="http://www.w3.org/1998/Math/MathML" xmlns:xlink="http://www.w3.org/1999/xlink" xmlns:xsi="http://www.w3.org/2001/XMLSchema-instance">
<front>
<journal-meta>
<journal-id>2594-0163</journal-id>
<journal-title><![CDATA[Mercados y negocios]]></journal-title>
<abbrev-journal-title><![CDATA[Merc. negocios]]></abbrev-journal-title>
<issn>2594-0163</issn>
<publisher>
<publisher-name><![CDATA[Universidad de Guadalajara, Centro Universitario de Ciencias Económico Administrativas]]></publisher-name>
</publisher>
</journal-meta>
<article-meta>
<article-id>S2594-01632025000200083</article-id>
<article-id pub-id-type="doi">10.32870/myn.vi55.7813</article-id>
<title-group>
<article-title xml:lang="en"><![CDATA[Nintendo and the Blue Ocean Strategy: Designing the Four Actions Matrix]]></article-title>
<article-title xml:lang="es"><![CDATA[Nintendo y la estrategia del océano azul: diseño de la matriz de cuatro acciones]]></article-title>
</title-group>
<contrib-group>
<contrib contrib-type="author">
<name>
<surname><![CDATA[Flores Flores]]></surname>
<given-names><![CDATA[Adan Jacinto]]></given-names>
</name>
<xref ref-type="aff" rid="Aff"/>
</contrib>
</contrib-group>
<aff id="Af1">
<institution><![CDATA[,Universidad Autónoma de Tamaulipas  ]]></institution>
<addr-line><![CDATA[ ]]></addr-line>
<country>Mexico</country>
</aff>
<pub-date pub-type="pub">
<day>00</day>
<month>08</month>
<year>2025</year>
</pub-date>
<pub-date pub-type="epub">
<day>00</day>
<month>08</month>
<year>2025</year>
</pub-date>
<volume>26</volume>
<numero>55</numero>
<fpage>83</fpage>
<lpage>106</lpage>
<copyright-statement/>
<copyright-year/>
<self-uri xlink:href="http://www.scielo.org.mx/scielo.php?script=sci_arttext&amp;pid=S2594-01632025000200083&amp;lng=en&amp;nrm=iso"></self-uri><self-uri xlink:href="http://www.scielo.org.mx/scielo.php?script=sci_abstract&amp;pid=S2594-01632025000200083&amp;lng=en&amp;nrm=iso"></self-uri><self-uri xlink:href="http://www.scielo.org.mx/scielo.php?script=sci_pdf&amp;pid=S2594-01632025000200083&amp;lng=en&amp;nrm=iso"></self-uri><abstract abstract-type="short" xml:lang="en"><p><![CDATA[ABSTRACT The purpose of this article is to analyze the strategies adopted by Nintendo within the framework of the four-action matrix of the BOS (i.e., eliminate, reduce, increase, and create). Documentary research was implemented by scrutinizing the scientific bases of information accessible in electronic media (e.g., Web of Science and Scopus). For each of the four actions of the matrix, the following factors were identified: 1. eliminate the expensive face-to-face conferences; 2. reduce the graphic power of the video game console, the budgets, and the deadlines in the development of video games; 3. increase: the brand extension; and 4. create: nostalgic feeling. This study offers valuable lessons and insights for organizational strategists to consider when designing strategies that leverage distinctive characteristics to create competitive advantages that satisfy both established objectives and customer desires and expectations. Furthermore, the work can serve as a reference framework for subsequent empirical research.]]></p></abstract>
<abstract abstract-type="short" xml:lang="es"><p><![CDATA[RESUMEN El presente artículo tiene como objetivo analizar las estrategias adoptadas por Nintendo en el marco de la matriz de cuatro acciones de la EOA (i.e. eliminar, reducir, incrementar, y crear). Se implementó una investigación documental a partir del escrutinio de las bases científicas de información accesibles en los medios electrónicos (e.g., Web of Science y Scopus). Para cada una de las cuatro acciones de la matriz, se identificaron los siguientes factores: 1. eliminar: las costosas conferencias presenciales; 2. reducir: la potencia grafica de la videoconsola, los presupuestos, y los plazos en el desarrollo de videojuegos; 3. incrementar: la extensión de marca; y 4. crear: el sentimiento nostálgico. Este estudio brinda lecciones y enseñanzas a considerar por los estrategas organizacionales al momento de diseñar las estrategias que potencialicen las características distintivas en ventajas competitivas que satisfagan, tanto los objetivos establecidos, como los deseos y expectativas de los clientes. Asimismo, el trabajo efectuado puede ser utilizado de encuadre referencial en subsecuentes investigaciones empíricas.]]></p></abstract>
<kwd-group>
<kwd lng="en"><![CDATA[blue ocean strategy]]></kwd>
<kwd lng="en"><![CDATA[Nintendo]]></kwd>
<kwd lng="en"><![CDATA[video game industry]]></kwd>
<kwd lng="en"><![CDATA[competitiveness]]></kwd>
<kwd lng="en"><![CDATA[M10]]></kwd>
<kwd lng="es"><![CDATA[estrategia océano azul]]></kwd>
<kwd lng="es"><![CDATA[Nintendo]]></kwd>
<kwd lng="es"><![CDATA[industria de los videojuegos]]></kwd>
<kwd lng="es"><![CDATA[competitividad]]></kwd>
<kwd lng="es"><![CDATA[M10]]></kwd>
</kwd-group>
</article-meta>
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