Nippon Games

What I built

I built a resale business for Japanese retro games aimed at European collectors. The idea was simple: buy games in Tokyo that are either exclusive to Japan or much cheaper there, bring them to Europe, and sell them through Vinted and Wallapop. But behind that simplicity was a full operation: sourcing inventory in hidden game shops, managing international logistics, building sales channels, analyzing buyer behavior, and tracking every euro in and out.

The MVP validated demand and revealed strategic opportunities for operational optimization. With 36 items in inventory, I sold 24 units with a 60.3% gross margin. The median time to sale was 20 days, and 79.2% of units sold as bundles rather than individually. These metrics revealed clear patterns for scaling the operation.

The process

Sourcing in Japan

I spent time in Tokyo hunting for retro games in specialized shops. I learned pricing patterns, built relationships with sellers, and tried to identify titles that would resonate with European buyers. The goal was to find games that were either exclusive to Japan or significantly cheaper than European market prices.

One thing became clear fast: not all platforms perform equally. Nintendo DS, Super Famicom, and PS2 showed strong rotation (72.7%, 63.6% sell-through). But Nintendo 64? It accumulated slow-moving inventory despite having the most units in stock. That's capital sitting there, doing nothing.

Logistics and operations

I brought the inventory from Japan to Spain personally, which eliminated shipping costs but required careful planning. I documented everything in Excel: purchase costs, final sale prices, inventory tracking. I wanted to know exactly where the money was going. I handled all the packaging, prepared shipments, managed communication with buyers, and ran post-purchase surveys to understand what worked.

I also organized a survey targeting retro game stores across Europe to gather sector data and understand pricing patterns, demand trends, and competitive positioning. My initial margin calculations were incomplete. That 60.3% gross margin didn't account for packaging materials, returns, or the cost of unsold inventory tying up capital (€26.56 in dead stock). This exercise revealed the complete cost structure needed for sustainable growth.

Market analysis

I ran a market survey and analyzed buyer conversations to understand what people actually wanted beyond "I want to play this game." Four buyer personas emerged pretty clearly:

1. The Collector-Player: Buys to play and collect. Values original hardware and Japanese box art.
2. The Reseller: Buys bundles at good prices to flip for profit.
3. The Modder: Buys broken games for components to create reproductions.
4. The Nostalgic: Impulse buyer seeking a lost childhood game.

Geography also mattered. Spain and Italy accounted for nearly 80% of revenue, driven by the dominance of Vinted and Wallapop in those markets. But that introduced a bias toward price-sensitive buyers rather than premium collectors. If I wanted to reach higher-margin segments in France, Germany, or the UK, I'd need different channels.

Market research survey

I took the initiative to survey European retro game retailers on sourcing strategies, inventory composition, sales channels, and pricing models. I received responses and extracted valuable insights. The data remains confidential, but here are the questions I asked:

The bundle strategy

Bundles became the real engine of the business. 76.4% of revenue came from multi-game packs with an average ticket of €14.90 (vs. €7.36 for individual sales). Three bundle types emerged: "Hook + Complement" (2 units), "Saga/Platform Pack" (3-4 units), and "Liquidation Pack" (5+ units). Bundles increased rotation and average ticket, but compressed margins.

What I learned

The numbers

Top platforms by profitability:

• PS2: 75.1% margin, €4.94 avg profit/unit (most profitable)
• Super Famicom: 51.8% margin, €3.35 avg profit/unit (highest volume)
• Nintendo 64: 59.1% margin, but 37.5% sell-through (capital risk)

Geographic breakdown:

• Spain: 47.8% of revenue
• Italy: 31.4% of revenue
• Netherlands: 14.4% of revenue

What's next

The project is at a decision point. The MVP validated demand but exposed the need for operational rigor: complete cost accounting, a dual-market inventory strategy (curated vs. volume), and diversified sales channels to access premium buyer segments.

This project taught me that building a product business isn't just about finding demand. It's about building systems that make profitability sustainable at scale.