You're conflating a number of different concepts and making a lot of assumptions. Let's look at the basis of what you were saying in the previous post, and see how it's supposed to apply to China today. You said that Nintendo doesn't have to do anything to cater to the Chinese market because the Wii was successful in Korea despite not doing so. However, why was the Wii successful? It should be relatively obvious that it was successful there for the same reason that it was successful everywhere - accessibility.
However, there's little to suggest that Nintendo's products are going to have the kind of universal appeal that the Wii had, so your argument seems weak.
There are plenty of 'accessible' products, and they don't inherently guarantee sales success, so the only weak argument is your implication that hardware somehow makes software irrelevant to the conversation.
In the video game industry, good hardware must be matched with desirable software. So arguing Wii's hardware somehow magically erased this necessity is ridiculous, since you were making an argument about software and the need to tailor it to foreign markets to find success, yet tried to use the Wii as an exception to the rule, like it would have sold without software that was palatable to consumers that (get this) didn't need to be re-engineered for foreign markets to still be appealing to them, as your original line of thinking suggested was required.
Again, you moved the goalpost, and quite terribly, I might add. The only weak argument to be had is the one you're trying to make (as a misdirection, I might add) that Wii would have sold anywhere regardless of its software output after arguing that such a thing would not be the case because it didn't tailor software exclusively to the market they entered.
Furthermore, you said that I was describing standard business practice, and I was - for companies other than Nintendo that is.
OH, so this is a "because Nintendo" fallacy. Gotcha.
What happened when Nintendo saw a bit of hardship in Asia - they retreated. This kind of practice isn't going to endear themselves with China.
Where exactly did they "retreat"? They downscaled their employee count in Korea and closed a division in Taiwan to restructure their non-mainland Chinese operations to Hong Kong. Business restructuring =/= "retreat".
On what do you base this on?
I pretty clearly outlined what I base this on, but considering it has no relevance to the discussion you were actually trying to engage in that software output has to be tailored to a foreign audience to achieve success, I don't really see a need to help you wiggle out of addressing the actual discussion with this distraction.