https://ajouronline.com/index.php/AJBM en-US <ul><li>Papers must be submitted on the understanding that they have not been published elsewhere (except in the form of an abstract or as part of a published lecture, review, or thesis) and are not currently under consideration by another journal published by any other publisher.</li><li>It is also the authors responsibility to ensure that the articles emanating from a particular source are submitted with the necessary approval.</li><li>The authors<strong> </strong>warrant that the paper is original and that he/she is the author of the paper, except for material that is clearly identified as to its original source, with permission notices from the copyright owners where required.</li><li>The authors ensure that all the references carefully and they are accurate in the text as well as in the list of references (and vice versa).</li><li>Authors retain copyright and grant the journal right of first publication with the work simultaneously licensed under a <a href="http://creativecommons.org/licenses/by/3.0/" target="_new">Creative Commons Attribution License</a> that allows others to share the work with an acknowledgement of the work's authorship and initial publication in this journal.</li><li>Authors are able to enter into separate, additional contractual arrangements for the non-exclusive distribution of the journal's published version of the work (e.g., post it to an institutional repository or publish it in a book), with an acknowledgement of its initial publication in this journal.</li><li>Authors are permitted and encouraged to post their work online (e.g., in institutional repositories or on their website) prior to and during the submission process, as it can lead to productive exchanges, as well as earlier and greater citation of published work (See <a href="http://opcit.eprints.org/oacitation-biblio.html" target="_new">The Effect of Open Access</a>).</li><li>The journal/publisher is not responsible for subsequent uses of the work. It is the author's responsibility to bring an infringement action if so desired by the author.</li></ul> ajbm@ajouronline.com (Managing Editor) admin@ajouronline.com (Administrator) Sun, 08 Jan 2023 04:28:10 +0000 OJS 3.3.0.8 http://blogs.law.harvard.edu/tech/rss 60 https://ajouronline.com/index.php/AJBM/article/view/7132 <p>Since the release of its home console, the <em>"Wii,"</em> Nintendo had fought mostly successfully off the competition in the gaming market by using a blue ocean strategy. The blue ocean strategy is the idea to create new market space with no or minimal competition through differentiation, low cost, and innovation. It is the idea to not compete against the competition but to create new demand and make the competition irrelevant instead. Nintendo's first step in pursuing the blue ocean strategy was to get out of the Red Ocean, to create demand where there was none before, and making to competition primarily irrelevant. To do this, Nintendo needed to disrupt the market. This study intends to analyze Nintendo's journey from the Nintendo Wii's success to the less successful Nintendo Wii U, to its hybrid console Nintendo Switch's current triumph from the point of view of the blue ocean strategy. How it made innovative ideas, social gaming, health, and the simple but most important factor of gaming fun, its primary goal, often going against mainstream ideas, reinventing itself but still staying loyal to its core customers. These factors, a significant software catalog with a broad spectrum of available games, and targeting casual gamers contributed to Nintendo's success that brought it back to the gaming industry's top.</p> Murtaza Hussain Shaikh, Pashmina Soomro Copyright (c) 2023 Asian Journal of Business and Management http://creativecommons.org/licenses/by-nd/4.0 https://ajouronline.com/index.php/AJBM/article/view/7132 Sun, 08 Jan 2023 00:00:00 +0000 https://ajouronline.com/index.php/AJBM/article/view/7102 <p><em>This paper presentation is an attempt to understand the challenges and issues in protecting livelihood assets in relation to forest gathering of tribal communities in Kerala. The concept of protection of livelihood assets is one of the core concept of livelihood recovery processes necessitated basically in the event of calamities and other adverse events. The guidance note published by the UNDP on recovery processes is a detailed document on this topic. Forest gathering in Kerala is slowly dying out and is in a stage warranting immediate intervention for revival as if it is affected by adverse events. This study is therefore concentrated on identifying the livelihood assets based on Sustainable Livelihood Framework (SLF), which is a tool developed based on Sustainable Livelihood Approach (SLA) formulated by Chambers &amp; Conway, in 1991. The assets thus identified, in the broad classes of Human, Social, Natural Physical and Financial assets, are Skilled Human resources, Aboriginal Knowledge and Gathering Skills, Tribal Cooperatives and other self-help groups, Forest resources, Forest Dwelling Rights, other related Infrastructure Facilities and Cash Assistances. Each of this assets are discussed primarily based on hands-on experience and exposure of the paper presenter as an official associated with the operations of tribal cooperative sector in Kerala for a period of 5 years and wherever necessary historical data, related literatures and governmental reports are relied. Based on the discussions, reviews, and analysis of data, this paper put forth its findings and conclusions to the intended audience for necessary remedial steps and future studies.</em></p> Alexander T C, Anandanatarajan K., Rajan J Copyright (c) 2023 Asian Journal of Business and Management http://creativecommons.org/licenses/by-nd/4.0 https://ajouronline.com/index.php/AJBM/article/view/7102 Sun, 08 Jan 2023 00:00:00 +0000