One of the reasons that drove them was because Japan’s demographics were declining, causing profits not to be as good as the previous year.
While this year has been a pretty good year for Square Enix, it looks like the results they are getting are not entirely satisfying. Through Annual financial report which has just been released, they have begun to devise a number of strategies to address the challenges in the years to come.
Much has been revealed about future plans and efforts, ranging from no longer using Japan as a benchmark for success. game they ripen again game for the global market, in response to “Blockchain Entertainment”, which will be the key factor for their growth.
The reason Square Enix is no longer focused on the Japanese market is because of the declining demographic factor. Not only that, with the high production cost of a game, Square Enix doubts it can survive if it doesn’t compete more all out in the global market.
They also blocked the proceeds from the sale of a number of game in financial statements, particularly in global markets, such as the Kingdom Hearts series (36 million copies), Dragon Quest (85 million copies) and Final Fantasy (173 million copies). Three franchising Square Enix is very popular in Japan, but sadly only the Final Fantasy series is able to compete in the global market, compared to the other two titles.
Game Final Fantasy has always managed to grab the attention of the community, because it constantly features a variety of games game with good quality. The latest series of franchising this, that is Final Fantasy XVIalso slated for release in mid-2023.
One of the efforts they have made is the divestment or divestment of assets. This year, Square Enix sold 3 studios, namely Crystal Dynamics, Eidos-Montréal and Square Enix Montréal. These three studies (along with a number of IP game such as Tomb Raider, Deus Ex, Thief, Legacy of Kain and 50 other IPs) sold for around $ 300 million or around Rp. Hugger Group.
Square Enix’s reasons for this move were to maintain growth through the selection and concentration of corporate resources, in order to align their overseas editorial function with the Tokyo organization and change the corporate group portfolio. .
