was like judgement day. The positive reception from the audience showed that we had worked hard and that we had made the best choices.
What’s been the low point? When working in this industry there are a lot of hard times and I try my best to forget about them. [Laughs.]
How do you see the way games are consumed changing over the next few years? What are you doing to remain competitive? This will be a combination of my previous answers. We are a developer focused company, where each team has its own strengths, and each brand can create the games that they’re best at. We create games that players can enjoy and look
forward to. The games markets are constantly changing and we will continue to create games for these audiences.
Japanese audience first. Ryza had the potential – and helped us to realise the potential - to reach more people in the world. For Ryza 3, we targeted a more global launch.
Koei Tecmo seems to be steadily growing and thriving, as opposed to the shrinking, consolidation and redundancies taking place in much of the industry at the minute. To what do you attribute the company’s apparent ability to weather the storms that the industry often faces? Koei Tecmo is a very developer centric company. Our value as a company is in the way we develop games here. We use the strengths and skills of people already here and see what we can do. We build skills, which helps us maintain a stable way to develop games.
Do you think Koei Tecmo is risk-averse? We can’t exactly say that. We work on and focus on our strengths to make games that the audience can be looking forward to and be happy about. We make sure to use our strengths the best we can.
What’s been the highlight of your time at Koei Tecmo? The most memorable would be the release day of Nioh. It was a game we’d spent a long time working on and one that was going to show our strengths. Release day
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