From day one our next generation system will run all our exsisting software - so that gives us a head start.

We'll look at the japanese launch as a model and aspire to have things go as well as they did over there.

The way companies hang on to their marketshare is by being scared.

And initially, a lot of companies avoid trying to make a really radical new kind of title for a new system, because that would involve learning a new machine and learning how to make the new title at the same time.

No matter what I tend to be doing, generally people always think I'm crazy, first of all, because I'm always talking about things in the future that haven't happened yet, and people have a hard time believing what's gonna happen. Secondly, I'm almost always a contrarian, whatever direction everybody else is going in, I'm probably figuring out a way to go in a completely opposite direction.

I thought, 'Okay, what's going to be my edge, and how am I going to define what I'm doing differently?' Once I had that key idea of the software developer as an artist, once I had that idea, a whole bunch of other ideas flowed from that, because I realized that I need to go study the music industry, I need to study the book publishing and Hollywood and figure out how they do things, why they do them that way, and then I need to borrow, and rearrange, the things that they're doing to fit my industry so that I can invent and create this new industry.

We also had good software in the key categories and more focus on the gameplaying capability, so more of the marketing effort was targeted at game customers.