Nintendo Market Analysis

Nintendo Market Analysis Introduction: The purpose of this assignment is to how do marketing research through analysis data of existing product, Nintendo Wii, competitors, and environment to achieve an increased understanding of the subject matter. Variety of marketing analysis tool, such as PEST, SWOT and Porter Five Force is illustrated in this report that evaluates marketing trend and future potential. Recommendation about Nintendo is given in the last chapter after identification key issue which includes customers, competitors and market place. Company background: Throughout its history in the home entertainment arena, Nintendo has created unique hardware and software as one integrated entertainment product, with software being the primary driver. Nowadays, Nintendo intends basic strategy that extends the worldwide gaming audience. For this purpose, Nintendo offers unique hardware and software to attract as many customers as possible around the world, which brings different experience to enjoy video game entertainment, regardless of their age, gender, language, culture background or gaming experience (Company Annul report, 2008). However, Sony usurps the pioneered static console market of Nintendo, even upstaged for a brief time by Microsoft, for years. It means that the GameCube console is not companys successful hope any more. In the same times, the console of choice for causal gamers the Wii falls short of convincing hardcore gamer that it is an essential purchase but with an estimated 3.5 million units sold in the UK, Nintendo will not be too concerned. (Mintel) Market summary The definition: The video games consoles market includes all video games used in conjunction with consoles and all associated hardware including consoles, peripherals and accessories such as gamepads, memory cards and cables. During in economical downturn, the global video game market maintains growth of 23.7% in 2008 to reach $ 49.6bn and expects to climb at a CAGR of 8.9% over the period 2008-2013, while the growth is slowly compared 2007. Console game dominates video game market as largest segment, however decreases from 54.1% in 2008 to 46.3% in 2013 by forecast. In 2008, the largest consuming market, EMEA (Europe, Middle East and Africa), occupies 35.3% of market share, which will reduce their market share in the total video gaming market by 2013. According to business insight forecast, Asia-Pacific will lead the video gaming market as the largest consumer. Nintendo, headquartered in Japan, is the largest video game publisher in the world. In the present, the majority of top 15 video game publisher exists in U.S. or Japan. There are three major players in console hardware market, Nintendo, Sony and Microsoft. Nintendo is the market leader in the console hardware field, with around 50% share in global video game market in 2009. PlayStation 3 (PS3) and Xbox owns similarly market share positioning at 2nd and 3rd respectively. Marco environment Macro environment is composed of broad environment factors which are considered the most general level environment. However, when many important changes take place in the environment, the organisation will be affected. PEST is illustrated to identify Nintendo future trends and determines the key drives of change. Porter five forces analysis is also used to understand how the competitive dynamics within and around the video game industry are changing from another point of view. PEST analysis PEST stands for the political and economic, social (including legal and cultural) and technological environment respectively. PEST analysis on video game industry is implemented on the followed context. Political Political environment consists of laws, government agencies, and pressure groups that influence and limit various organizations and individual. (Kotter, 2003, P174) There are many factors impact on video game industry, such as taxation policies, foreign trade regulations and social welfare policies. Due to video game play has associated as emotion of people which introverts some people to threat peace and law, therefore, government control the contents of video game with strong attitude. Another problem is copyright, which one of the recent products launched by company, Nintendo Wii, is in a controversy involving patent infringement. The company has been sued by Maryland-based Hillcrest Laboratories, which filed a case alleging a patent infringement against Nintendo. The lawsuit that is currently placed with the US International Trade Commission in Washington D.C. alleges the company of being guilty of infringement in four patents, particularly the technology used in handheld pointing device and also regarding the display interface system that manages graphic content. This allegation, if proved right, could cause the company to pay up heavily for the damages and could also result the company refraining to use the product further. The Wii console, launched in 2006, has been a huge hit and a judgement against the company could have a material impact on the company ( ). Economic During the global economical downturn, the video game industry still continues growing, driven by expansion of software sales and installed new generation of console hardware. Some places, U.S. and Japan, video game business contributes their GDP with huge dominated market. Nintendo distributes its product globally with overseas sales accounting for approximately 80% of total sales (annual report 2008). Therefore, interest rates have less influenced the video game business as they produce their own units. However, the video game business is depended on disposable income of customer. Nintendo grasps this opportunity with low manufacturing cost that increases sales volume towards normal price. The exchange rates is another majority condition to be considered that company holds a substantial amount of assets consisting on cash deposit denominated in foreign currencies without exchange contracts. When the exchange rate fluctuates, the company revaluated for earnings while foreign currencies are converted to Japanese yen. In other hands, Japanese yen appreciation against the U.S. dollar or Euro would have negative affect Nintendos profitability. Social The social factors impact on the video game industry from population demographics, income distribution, lifestyle changes, social mobility, attributes to work, level of education, consumerism, and consumer behaviour namely. Nintendo use the World of Nintendo showroom to attract and show interest to customers in order to affect customer through satisfaction their needs. Games also have magic to influence the culture of people, especially brings violent to children. These all elements will be exercised influence over the industry. Technological Focused on technological is giving Nintendo higher competitive advantage than normal video game console. The speed of technological innovation always restricts gaming industry developing. Nintendo has attributed the success of the Wii to idea of blue ocean strategy that reflects from price, movie playing, graphics, physics, fun, game library, and magic wand. Nintendo create new technologies both in game and console. For game, brain training of Nintendo DS Lite, and Wii sport brings new experience to players which they never played before. For console, it is the most distinguishing technology, Wii Remote, which contains motion sensing capability that allows the user to interact with and manipulate items on screen via gesture recognition and point through the use of accelerometer and optical sensor technology. At last, the online capability of Nintendo Wii is a major change in the technology of the video game industry. Micro environment In this part, porter five forces and SWOT analysis are illustrated to analyze micro environment. Porter five forces Michael Porter established five forces to identify the intrinsic long-run profit attractiveness of a market or market segment (Kotler, 2003) which base on analysis supplier, customer, substitute product and potential entrants. Porter five forces model is identified source of competition in video game industry to determine competitive advantage. Supplier The Power of Suppliers is very high as there are more suppliers available to a handful of companies in the video game industry. The suppliers are companies themselves that companies are developing their own video games. There are lots of products to innovate and develop may consist of CDs disk, hard disk, electronic components, softwares, game writers, packaging of the consoles, printing of manuals and additional features like graphics and so on for marking the game more acceptable and popular. Potential entrant Although Sony and Microsoft are strong competitors to Nintendo, industry rivalry exists in the strategic alliances, for instance straggling to control market. These huge players such as Nintendo, Sony and Microsoft, are already becoming tuff battle between companies to control market. This means that the threat of entrant into the industry can be ignored with existence of player during these big players. Customer The Power of Buyers in the video game industry is low as there are very few successful companies in the video game industry, therefore a small variety of video games available to the buyers. The individuals playing video games comprise an increasingly large and definition-defying group. According to the Entertainment Software Association, the average gamer is 35 years old and has been playing for 13 years. Today video players comes from different diverse segment of students, employees, military troops, seniors, mothers and fathers who have driven the evolution of games into new territory. When these first players grow up, their family will enjoy more fun during game with their children and parents. This is so called multiplying the pool of multi-generational gamers exponentially. As volume of player increasing, the market forces push the video game developed and bring new and diverse audience. Substitute product There are too many products, such as online game, PC game and mobile game; however, no product can replace console game. They have special fun during init, such as Wii Remote. Strengths Nintendo plays the important role of console hardware which is a market leader position. It means that the primary target is video game market instead of other product portfolios. This is considered to increase aggressiveness in bolstering sales through its existing formidable product line up. Nintendo also reduces the manufactory cost due to only focuses game function. As previously chapter, the console game depends on customer disposable income, which Nintendo low price strategy will reach an extensive number of loyal users transferring to customer expectation and demands into sales. Be worth mentioning, Wiis arsenal is totally different to its competitors, which innovates motion-sensitive controllers made for game. Weakness Nintendo is market leader in the moment, however still concentrates on remaining and expanding market share instead of developing new brand or games. Nintendo maintains profitability via extensive price competition. Designing new game requires large financial investment and research which cost numerous resources. That is why it depends on more existing brands rather new game. Nintendo abuses the strong censorship and restriction implement on new software game, which bound new game developer creative and innovation. For instance, Square Enix cooperates with Sony PlayStation for its Final Fantasy VI stand of Nintendo, owning to strictly censorship. Opportunities Online video game continuously grows and many of software sales also drive a growing base on console hardware and accessories. Nintendo also launch new product known as Touch generation DS, and Wii which expands new definition of video game industry. Specially, Wii promotes lots of fun via Wii Remote and accessories, conventional operation. Threats Development of hardware is complex and time consuming. With technology growing fast today, it is possible limitation factor if company may be unable to acquire necessary technology. It leads to delay hardware launched and lost market share. Cooperation with third party is also important element because third party manufactures key components and assemble final product. If some of these businesses are failed, Nintendo procures or manufactures its products difficultly. In addition, these elements, short of key components, quality of product and high base cost, causes margin decline and impairs the relationship between Nintendo and third party. Key issue Competitor analysis The major competitors of Nintendo are Sony and Microsoft. Microsofts Xbox 360 had been in market since November 2005 and Sonys next generation system, PlayStation 3, would to launch November 17, 2006. With a combined 93% existing market share, these industry behemoths shared a winning strategy: obsessing over the hardcore male gamer who invested tons of money and time into video gaming (Source: NPD, Sept. 2006). Sony: Sony has strong competitive advantage that Playstation 1 dominates 37% of the market and Playstation 2 (PS2) is even better, which only launch in the 4th quarter of 2000, shares 8% of the console market. Now, new generation product Playstation 3 (PS3) with improved technology controlled 21% market share for the latest generations of players in the U.S. in 2007. Sony still focuses 18-34 year old as target group, sophisticated video game consumers. Microsoft Xbox Live: Microsoft forays the console game industry that Xbox 360 has sold 2.4 million in UK by mid-2008 compared to around 2.3 million original Xbox console. Position somewhere between the hardcore players console that is the PS3 and the family-friendly Wii, the 360s main strength are its Xbox Live product and its exclusive games, such as Halo (Mintel). Xbox Live owns 12 million subscribers in worldwide, but less 3 million lives in Europe. Xbox is one of major online game provider. Market issue Global economical downturn influence too many areas, Japan, North American and Europe, which dominate Video gaming market. For example, Japans real GDP growth rate dropped from -0.7% in 2008 to -6.4% in 2009. Combination of unemployment and low wage of weight, customer purchases necessary goods instead of toy and video game. Wii launches into market until now to prove two strategies correct, which is low price of console and focuses family game. According to SWOT analysis, Wii markets issue is sub-standard software which means censorship. Fish Games CEO believes the Wii markets issue that have partly been the result of poor quality games that flooded the market, leaving consumers who had bad experience to spend money only on the key franchises. Nintendo relies on third party software developer and publisher, however the strictly censorship system leads to too many valuable and interesting game miscarried. Final Fantasy VI is good example of Nintendo censorship. It directly leads to limitation of game and loss aggressive to its competitors. As we known, the majority of players are made by male that are unable to accept childish and changeless game. They prefer more exciting game, such as activity game rather than Cook Mama female game. Nintendo attempts to create new market, home video game, overseas and expand the range of its product in the toy sector. In response this objective, the company is developing new characters other than Ben 10 and collaborating with overseas TV networks on their respective promotions (business inslight). Recommendation Nintendo should not only focus market share, but also develops variety of game to increase aggressive. Only depending on low price cannot win customer loyalty. PS3 and Xbox owns over 200 titles games attractive customers mind, whereas Nintendo Wii is only famous as Wii sport. Although there are a serve of sport games, customer do not satisfy monotonous games. They demand the more exciting, interesting and variable game. Nintendo works as global company, which do not only sale its products in several specific county or area. The company should develop more region as its market, such as China and Indian. Until now, there is no product sale in China, which loss lots of opportunity and margin as well. References Dibb, K. P. (1991). Marketing..Concept and Strategies European Edition. Houghton Mifflin. Doyle, P. (2002). Marketing Management and Strategy. Prentice Hall. Gerry Johnson, K. S. (2008 1st impression). Exploring Corporate Strategy. Pearsons education. Pettitt, F. B. (2000). Principles of Marketing. Prentice Hall (2nd edition). Philip Kotler, K. L. (2009). Marketing Management A South Asia Parspective. Pearson (Prentice Hall,13th edition). Raaij, G. A. (1998). Consumer Behaviour a European Perspective. John Wiley Sons Ltd. Scholes, G. J. (2008). Exploring Corporate Strategy. Prentice Hall. Barmazel S., (1993). Video Games: Asians in Canada say they Promote Hatered. Far Eastern Economic Review. Sept 3 p. 37. Cooper, Joel, Mackie, Diane. (1986) Video Games and Aggression in Children. Journal of Applied Social Psychology. v 16, n 8, 726-744. Crawford, Chris. (1984) The Art of Computer Game Design. California: Osborne/McGraw-Hill. Dietz, Tracy L. (1998) An examination of Violence and Gender Role Portrayals in Video Games: Implications for Gender Socialization and Aggressive Behavior. Sex Roles. v 38, n 5/6, 425-443. Emes, Craig E. Is Mr. (1997) Pac Man Eating Our Children? Candadian Journal of Psychiatry. v 42, 409-414. Funk, J.B. and Buchman, D.D. (1996). Playing Violent Video and Computer Games and Adolescent Self-Concept. Journal of Communication. V 26 n 2, 19-32. Jackson, D.S., (1999) A Room Full of Doom. Time. V24 n 20, 37. Loftus, Elizabeth and Geoffrey. (1983) Mind at Play. New York: Basic Books, Inc., Publishers. Provenzo, Eugene F. Jr. (1991) Video Kids: Making Sense of Nintento. Cambridge: Harvard University Press. Quittner, J., (1999). Are Video Games Really so Bad? Time. v 153 n 18, 30-34. Ward Gailey, Christine. (1993) Mediated Messages: Gender, Class, and Cosmos in Home Video Games. Journal of popular culture. v 27, n 1, 81-97. Web references The Video Gaming Market Outlook: Evolving business models, key players, new challenges and the future outlook (2009) Business Insights http://blog.royaltyuniverse.com www.money.cnn.com www.Nintendo System History.com www.revolutionportal.com www.businessweek.com www.gamespot.com www.mevuk.com www.ninetendowiifanboy.com www.nwiizone.com www.rpsite.net www.theesa.com/gamesindailylife/health.asp www.wii.com www.wiisworld.com

Developing an action plan Essay

The Utah Symphony has proven its ability to generate substantial sums of Revenue with both performance revenues and by securing large sums of income from governmental grants along with generous contributions from individuals, corporations and foundations. The Symphony’s ability to draw large crowds along with their demanding schedule length allows them to offer the community ample opportunities to participate. The Symphony provides sustainability for 83 full time musicians, and this allows them to concentrate on the goals of the Symphony without the worries of looking for other income opportunities. Mr. Lockhart is a very talented and experienced music director that has a personal commitment to his symphony. Mr. Lockhart’s role as the music director comes with many challenges, it is through these challenges that he has elevated the Utah Symphony to the status they enjoy today. The musicians and Mr. Lockhart have developed a relationship of trust and respect, Mr. Lockhart has publicly acknowledged how important they are to the overall success of the symphony and his success as a director. The Utah Symphony has a very demanding schedule and with it comes great expense; the symphony needs to look for cost cutting options to maintain operations. They are relying on generous governmental funding and other contributions that are simply not what the previously had been. The symphony will need to look towards the possibility of reducing its staff’s income and benefits, to overcome this shortfall, which is a hard situation to deal with. Mr. Lockhart will need to take a stronger leadership role and develop a plan to approach the musicians about the dire situation they are in and try to develop a strategy to cut cost, however his personal relationship with them present a challenge that is not easy to overcome. Another concern is Mr. Lockhart does not want be perceived as â€Å"playing second string† when it comes to his Symphony and will need to look at the bigger picture to see what is best for the Symphony. Anne will need to be as straight forward and honest as possible about the  realties that the symphony faces, with regards to budget management and cost saving techniques. She will need to gain the trust of the musicians much the same way Keith has by developing the understanding of the importance the musicians hold within the developing organization for the merger to be successful. She needs to develop a relationship with Keith and his position with the symphony that does not create tension within the merged organization. The Utah Opera has developed a business strategy that works. They are running a very profitable organization that utilizes effective methods for fundraising and obtaining other contribution resources. They have appropriated their budget to allow them to maximize what revenue they attain wisely; they will have very little reduction in governmental grants, and a projected increase in contributions for individuals, corporations and foundations in the year to come. They have a large inventory of costumes and productions sets and own the building and land they operate in. With Anne as the head of the UOC she has grown the budget from 1.5 million to almost 5 million; she’s an accomplished fund raiser for the UOC. Anne bring many talents to the UOC from stage director, to general director Anne is a very crucial part of the success of the UOC. The UOC faces a challenging future with the lack of performance revenues projected for the upcoming season and increase in production cost they may have to make adjustments to staff to maintain their level of security, however they have been running an impressive surplus of nearly half a million dollars. With the merger details made public they have had some staffing concerns and even the resignation of the Director of operations Leslie Petersen. Some members of the UOC staff feel they may be placed in the shadows of the Symphony and end up flipping the bill for the symphonies failures. Anne has undertaken a huge role within the merger of the organizations and she will need to make sure she doesn’t lose focus with the day to day operations of the UOC, since she is currently without a Director of operations. Anne has a proving record of running efficient organizations and may not be sensitive to the needs and desires of the employees from both the UOC and USO, due to her drive for efficiency. Anne needs to place a Director of operations for the UOC as soon as possible. She will need to talk with her current employees and provide the assurance they need in regards to the important role they play in a successful merger. She will want to assure that the organizations will work together as one and the UOC will not be left flipping the bills from the shadows. Anne will want to continue to meet the needs of the UOC to maintain it level of success. Analysis of Company scorecards Financially the goals of the USO and UOC are quite similar they both are concerned with financial stability with increased profitability. Fund raising is realized as being very important to maintain that profitability with the USO focused more on keeping ticket prices the same as last year and the UOC with increasing their endowment being a priority, which has one to think that the UOC is more concerned with money then the artistic exposure aspect that the USO has. Both organizations have goals of increasing profitability, with the USO planning on a significant increased goal, the UOC just wants to increase the reserve funding (there security blanket). Both organization have similar goals with respect to notoriety however due to the size and scope of the entertainment they provide, the USO has a more world vision on success with the UOC is focused on national and regional recognition. Both organizations realize their success depends on great performances and talented performers; they remain very similar in that aspect. The crowds say it all and both the UOC and USO know that feedback and attendance is very important, but they have different views on how to gauge this with the USO focused on feedback directly from exiting customer and the UOC judging this by the ability to producing sell out performances. The internal processes of the two organizations are quite different with the USO maintaining the staff of it musicians tear round, and the UOC gaining new performers for different performances, they face different sets of challenges they both negotiate salaries for the performers and talents with  profitability being a major tactic. They measure the success of the internal process differently as we with the USO depending on improving ticket sales and returning customers the UOC is depending on reviews and profitability measurements for success. With respect to learning and growth, the organizations differ slightly. They are concerned with increasing the amount of performances, with the USO focused more on gaining a younger crowd the UOC is just trying to keep sales growing. They both realize the importance of ticket sales to their success with the UOC again is concentrating on having the increase in bottom line, where as the USO wants greater returning audiences. The scorecard does address some of the strengths and weakness, I developed prior but should have a better focus on what the organizations can do to improve and assure they will be successful in the future. The balance score card may not align with all the strengths and weaknesses of an organization but it more approximately focuses on what direction the organization desires to go to meet its desired outcome. USO & UOC Balanced Scorecard Financial  ·Strategic Goal: Being Financially stable with increased profitability  ·Critical Success Factor: Maintaining highly successful fundraising efforts to maintain ticket prices and endowments.  ·Measure: Increase profits providing Surplus deficits. Customer  ·Strategic Goal: Providing Top notch performances and gain Notoriety  ·Critical Success Factor: Acquiring quality performers  ·Measure: Ticket sales and exit surveys Internal Process  ·Strategic Goal: Attracting top talent while improving profitability  ·Critical Success Factor: Negotiating contracts closely to assure profitability  ·Measure: Improved profitability, and ticket sales. Learning and Growth  ·Strategic Goal: Increase of productions to more appealing crowds  ·Critical Success Factor: Increased profitability with Larger demographic  ·Measure: Return sales and exit survey results The weakness of the merged organization with regards to the financial stability will be how to distribute the profits; they both have goals to increase profitability which is a good starting point, they will just need to develop a solid plan. With regards to the customer the organization wants to increase its overall notoriety and exposure to different demo graph’s and this is a great strength they share and can benefit from. With regards to Internal processes the current goals they share to maintain profitability while negotiating salaries is a weakness due to the inherently different classes of talents the organizations face and how they can balance that difference while maintaining peace. The organizations share the goal of increased growth and exposure to a varied age group while increasing production so this should be a strength that they both will benefit from and have little trouble adapting to. With the balance scorecard in place, the financial issue that could arise would be how the profitability of the organization should be allocated, whereas the UOC is more focused on maintaining its endowment the USO is more concerned with keeping ticket sales stagnate while keeping the musicians happy. The Humans resources department will be dealing with two very different groups of talent and with the USO musicians union to deal with they will have a very challenging task with the merger.  When dealing with customer satisfaction, due to the organizations producing very different types of productions they have a level of frustration and confusion with scheduling and production run times. The best way to educate customers on the performances will be through advertisements and customer interactions such as exit surveys and questionnaires. The new merged company executive will want to develop a detailed business strategy that will show how the organization will be able to maintain its level of profitability while achieving all the financial goals it has developed. The new executive must help the Human resources department understand their roles and assemble this department from both organizations to be successful. As with any company customer satisfactions should be a priority and by educating the public about the benefits of the newly merged company and the great performances you provide can greatly increase your exposure to a larger customer base.

The Key to Successful Science Free Essay Samples

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Apollo Lunar Surface Journal - Free Essay Example

Sample details Pages: 4 Words: 1189 Downloads: 6 Date added: 2019/08/15 Category Society Essay Level High school Topics: Apollo 11 Essay Did you like this example?   The Apollo Lunar Surface Journal is a record of the lunar surface operations conducted by the six pairs of astronauts who landed on the Moon from 1969 through 1972.i The Journal is intended as a resource for anyone wanting to know what happened during the missions and why. The astronauts from Apollo 11 were Neil Armstrong and Buzz Aldrin.ii The Astronauts from Apollo 12 were Charles Conrad Jr. and Alan Bean.iii The astronaut from Apollo 14 was Edgar Mitchell.iv The astronauts from Apollo 15 were David Scott and James Irwin.v The astronaut from Apollo 16 was Charles Duke.vi The astronauts from Apollo 17 were Eugene Cernan and Harrison Schmitt.vii  . Don’t waste time! Our writers will create an original "Apollo Lunar Surface Journal" essay for you Create order The Apollo 11 was the first space mission to land on the moon and the crew members consisted of Neil Armstrong, Buzz Aldrin, and Mike Collins. It took eighty six hours and five and a half lunar orbits to land.viii The whole Apollo 11 mission took 8 days, 3 hours, and 18 minutes.ix There were no seats in the LM, Armstrong and Aldrin were standing, held in place by elastic cords attached to the flooring.x After Apollo 12, scientific considerations were given considerable weight but, for the very first landing, the site was chosen entirely for operational reasons.xi During the Lunar Orbiter missions, the high resolution cameras had been focused on promising sites strung out along a 10-degree-wide band straddling the lunar equator.xii Equatorial sites were of interest because they could be reached with a minimal expenditure of fuel.xiii Sites were also sought at least 45 degrees west of the east limb of the Moon the right edge as seen from the northern hemisphere on Earth because the l anders were going to orbit from east to west and Houston was going to need several minutes of tracking data so that the landing computer could be updated prior to the descent.xiv Eighty six hours and five-and-a-half lunar orbits into the mission, the crew of Apollo 11 settled down for their last rest period before the landing. xv As Jack Schmitt relates in his Apollo 17 commentary, six hours of intermittent sleep in orbit can be as restful as six hours of uninterrupted sleep on Earth and, during the outbound trip from Earth, the Apollo 11 crew had been getting between 9 and 10 hours during each of the rest periods.xvi The final rest before the landing was necessarily a short one, but the three of them each got six hours of deep sleep.xvii When the wake-up call answered by a very groggy Mike Collins came at ninety-three hours into the mission, they were rested for the historic day ahead.xviiiFor sixteen minutes they looked out the windows and timed the passage of landmarks below them (across a scale marked on Armstrongs window) to confirm the tracking data that Houston was getting.xix With Houstons help, they also checked and double checked the health of the LM.xx   They finally successfully landed and crew described what they saw out the window on a radio back to Earth. In all directions, the land was West Texas flat.xxi The circular horizon was broken here and there by the subtle rims of distant craters.xxii In the middle distance, Armstrong and Aldrin could see boulders and ridges, some of the latter perhaps 20 or 30 feet high.xxiii Close at hand, a hodgepodge of craters pockmarked the surface; and there were small rocks and pebbles scattered everywhere.xxiv It was a flat, level site but, as with Australias Nullarbor (Latin for Treeless) Plain, small variations gave the surroundings a subtle beauty of its own.xxv And, of course, because this was the very first landing on the Moon, everything was of enormous interest.xxvi However, before Armstrong and Aldrin could pay much attention to the view or think about going outside themselves, they had to be sure that they had a healthy spacecraft and that the navigation computer was properly loaded wi th the information needed to get them back to orbit for a rendezvous with Collins.xxvii Finally, two hours after the landing, they and the NASA engineers were satisfied that the LM was ready to come home and, therefore, that it was safe to stay for a while. xxviii Six and a half hours after landing Armstrong took the first step outside of the spacecraft to make the well known one small step.xxix The soil was very fine grained and had a powdery appearance and, once he stepped down, his boot sank perhaps a couple of inches, making a sharply defined print.xxx Because of the Moons relatively weak gravity field (one-sixth as strong as Earths), Armstrongs total weight half astronaut, half suit and backpack was only about sixty pounds.xxxi Movement wasnt particularly tiring but because of the dramatic upward-shift in his center of mass caused by the backpack, he had to lean forward to keep his balance and it took a few minutes before he could walk comfortably.xxxii Aldrin joined Armstrong out on the surface about fifteen minutes later and for the next hour and forty minutes, the two of them examined the LM, moved the TV camera out about 50 feet, deployed a pair of scientific instruments, and collected more samples.xxxiii   For the first ha lf hour or so, neither Armstrong nor Aldrin did more than a shuffling walk as they went about their work and it was planned, after this initial period of familiarization, for Aldrin to try to take advantage of the one-sixth gravity and try to run.xxxiv Starting from near the LM, he first ran toward the TV camera, rolling from foot to foot in a loping or, as Jack Schmitt calls it, a cross-country skiing stride.xxxv Then as he turned and ran back toward the LM, he used the same gait again but twice changed direction by sticking a foot out to the side and pushing off of it, rather like an American football running back.xxxvi Coming back toward the camera for a second time, he tried a kangaroo hop but decided that it didnt give him as much fore/aft stability as he got with the loping gait.xxxvii The Apollo 11 Lunar Surface Journal can be believed because not only does it include written statements from the astronauts, but also photos taken on the moon and recordings and audio taken from the crew members during the flight, although many people would say that the moon landing was faked by the government.xxxviii Many things can be learned about the society that produced this journal. Nations got really competitive to put the first man on the moon. How much effort put into this journal and the enthusiasm felt through this journal can show how proud the nation felt about getting the first man on the moon. This journal is really important and interesting. It shows how much hard work and technological advances went into being able to go to the moon and how far the government is willing to take a competition using taxpayers money. This journal also highlights the differences between the first trip to the moon and space travel now.