Professional Documents
Culture Documents
Stratman Nike
Stratman Nike
Stratman Nike
AUDIT OF NIKE,
INC.
Members of auditor:
Siti Cassia
19013007
Vincent Jonathan K.
19013011
Vania Anindita
19013012
Monica Adhelia
19013013
Oswaldo Gwendy R.
19013021
Intan Rahmatillah
19013027
Zoraya Majid
19013037
Table of Contents
I.
LIST OF TABLE.........................................................3
II.
LIST OF PICTURE....................................................3
III.
CASE ABSTRACT......................................................4
IV.
V.
CASE SUMMARY......................................................5
Company History
Organization
Changing the Game
Making It Happen
Integrated Spring Dance Collection
Biographies of Nike Employee
VI.
VII.
I. Current Situation................................................17
A.
Current Performance
B.
Strategic Posture
Board of Directors
B.
Top Management
Threats (SWOT).....................................................57
IX.
A.
B.
Societal Environment
C.
Task Environment
D.
X.
XI.
XII.
A.
Corporate Structure
B.
Corporate Culture
C.
Corporate Resources
D.
SWOT MATRIX
B.
Strategic Alternatives
B.
Recommended
Strategy
Based on TOWS Matrix
VII. Implementation.............................................122
A.
Program
LIST OF TABLE
Table 0.1. Nikes Vision for Changing the Game in the Womens
Market
Table 0.2 Biographies of Nike Employee
Table 3.1. External Factor Analysis Summary
Table 4.1. Internal Factor Analysis Summary (IFAS)
Table 5.1. Nikes SWOT
Table 5.2. Strategic Factor Analysis Summary Table
Table 6.1. Nikes TOWS
Table 6.2. Nikes Porter generic strategies
LIST OF PICTURE
Picture
Picture
Picture
Picture
4.1.
4.2.
4.3.
4.4.
CASE ABSTRACT
This case focus on giving a strategic management auditing on Nike
Corporation at 2006 when they done a huge change on their
organization by getting from a product-oriented company into a
category-drive company. A new challenge emerged when they
decided so, because Nike was never get too focused on womens
fitness like they did in 2006 after having womens fitness category,
they face the problem to implement the change quickly on large
scale, unseen barrier, and what should Nike do to adapt themselves
on these changes. By learning and doing review on information
available at both the case and external case to support any idea or
statement, this strategic management audit will be focused on
giving a viable strategy option to Nike regarding their change to
enhance womens fitness unit and show the implementation
through available framework and theory based on research to
maintain the validity of this strategic management audit.
CASE SUMMARY
In summer 2006, Nike conducted a considerable corporate change
that shift the companys focus from a product-oriented company
into a category-driven approach. The new six business categories
created
through the
training,
customer,
optimizing
the
companys
activities
to
give
to
achieve
the
highestlevel
of
cross-business
business
strategy,
stimulate
cross-business
Company History
Bill Bowerman and Pill Knight are two founder of Nike. Bowerman
was a coach at the University of Oregon and Knight was a runner
on Bowermans team. After graduated from MBA at Stanford,
Knight come to Oregon and asked Bowerman to be his partner on
making a brand with low-cost and high performance shoes
imported from Japan. Soon after that, they agreed and made an
initial investment of $500, their brand was Blue Ribbon Sports
(BRS) in 1964. BRS began their business by importing shoes from
Onitsuka Tiger. Along the growth, in 1972, they decided to stop the
import progress and focused on design and produce the product by
themselves. This will be the company from which Nike developed.
By 2006, Nike adapted from Greek goddess of victory had grown to
be a famous brand. Nikes corporate mission was to bring
inspiration and innovation toevery athlete in the world. By
believing the mission, they achieve performance and strong believe
that If you have a body you are an athlete. To help them grow
even more.
Organization
In fiscal year 2006, footwear contributed 66%, apparel 28%, and
equipment 6% towards the revenue. Global brand footwear market
approximate Nikes market share at 38%, with Adidas/Reebok
following them with 34% market share.
Nike considered to add gender on its organizational structure as a
fourth dimension in the matrix in 1997. By then footwear business
dedicated to bring womens perspective to its running category as
more and more women were becoming active in running. At that
time, product line manager, a designer, and a developer were
dedicating themselves on developing running shoes for women.
They design it by visualizing what they really want and the
designer sketch it directly on to picture.
As the project and business on womens market grow, another idea
came up for addressing them: that is a retail and marketing project
named Nike Goddess, which was intended to help company
reengineer the way it sold its products towards women. They
created stores named Nike Goddess stores which were meant to be
the women-only sport-shop destination.
Phase One
First phase of the teams work what occurred over the course for
about six weeks. The first phase started with getting a read
internally on where we had been with the womens business:
yoga market)
New Balance (launching cause-related marketing to attract
To
A sustainable, profitable, brandenhancing
portfolio
businesses
where
of
sports
were
the
Integrated,
Collections
Consistent
Concept-based
Defining
Retail
Experience Globally
Aligned Global Strategy
Isolated Initiatives
Inconsistent,
Inadequate Integrated, Fully Resourced Global
Team
Commitment and Resources
Incremental, Isolated Business Accelerated
Global
Business
Opportunities
Opportunities
Phase Two
During phase two, the team focused on developing an overarching
plan for approaching the womens market. The team had challenge
to deliver its vision of presenting integrated collections to female
consumers. To face the challenge, the team used an approach that
took a 21-month view of the product creation and delivery
processes across footwear, apparel, and equipment as wells as
brand
marketing.
Critical
activities
and
decisions
were
direction,
Phase Three
In phase three, the team focused on two primary work streams:
Jim
global
HR
director
for
apparel,
designed
the
development
director,
who
would
handle
for
Making It Happen
Grossman hired Winslow in the GM role for the global womens
fitness on January 1, 2005. Winslow began building her team. She
had criterias for people who wanted to join with her team, the
criterion are
1.
2.
3.
4.
5.
on
explaining
the
approach
she
took
to
crafting
Another challenge for the womens fitness business was that was
no
longer
about
providing
training
products
to
female
within
global
womens
fitness
and
initiate
the
strategy
development,
process
redesign,
Master
in
International
Business
from
Sophia
University in Tokyo
Jodo Sittig, Marketplace Development Director, Global Womens
Fitness
of
Leadership Development
Leads Nikes talent management
development,
assessment,
Global
Organization
processes
executive
for
coaching,
and
leadership
succession
as
senior
HR
generalist
leadership
roles
at
San
I.
Current Situation
A. Current Performance
NIKE MARKET SHARE
In fiscal 2006, footwear accounted for roughly 66% of the business,
apparel 28% and equipment 6%. The company is being the market
leader in athletic footwear market, with nearly 38% market share,
with Adidas/Reebok following at 34%. The footwear competitors,
including Puma, Asics, Mizuna, and Umbro trailed significantly in
their market share. Because the apparel and equipment markets
were more fragmented than footwear, with many more competitors
of all sizes vying for share. Nike had a dominant mindshare in the
women fitness market. By this strategy, Nike can retain the same
strength.
NIKEs ROI over the Quarter Ending May 31, 2006
Revenues
Cost of investment
$4,005.4
=
$2,252.2
Returnon Investment=
(RevenuesCost of Investment )
Cost of Investment
Returnon Investment=
( 4,005.42,252.2)
2,252.2
Returnon Investment=0.7784
Retur n on Investment =77.84
Cost of investment
$14,954.9
=
$8,367.9
Returnon Investment=
(RevenuesCost of Investment )
Cost of Investment
Returnon Investment=
(14,954.98,367.9)
8,367.9
Returnon Investment=0.7872
Retur n on Investment =78.72
But the gross profit on the year ending May 31 2006 is $6,587
which the gross profit margin is 44%. Nike has a larger percentage
in the year ending, the larger percentage of the gross profit margin
is, the better company condition.
2. Net Profit Margin
Net Profit Margin Quarter Ending
Net Income=
$332.8
Sales
$2,252.2
Net Income
Sales
332.8
2,252.2
$8,367.9
Net Income
Sales
1,392
8,367.9
Ne t Profit Margin=0.1663
Net Profit Margin=16.63
It means that the company gets 16.68% from its sales, the higher
net profit margin, and the better company is. The company has
higher profitability if the year ending May 31, 2006. If the net
profit margin for the quarter ending compared with profit margin
with the year ending, the net profit margin for the quarter ending
less than profit margin in the year ending. It means that, the last
four months, the profit margin decrease.
B. Strategic Posture
Mission
To bring inspiration and innovation to every athlete in the
world
Objectives
To get the womens business on Nikes leader board. Nike has
been 15 years went as initiator in women fitness industries
and nowadays, Nike objectives is to embed as one of the
biggest growth market in the global competition
Strategies
Drive strategic integration in the market, because integrated
strategy is very useful in the market and has been proved
successful by some other company.
Nike strategy from 2006 has created mass market nowadays
II.
Corporate Governance
A.
Board of Directors
Board of Directors Member
Board
of
Director
and
their
status
as
Board
of
Philip H. Knight
Mr. Knight has been becoming directors since 1968 and
currently is the Chairman of the board of directors of Nike.
He was serving as president of Nike since 1968 to 1980
except for a period between June 1983 through September
1984, and he also was serving as president from June 2000 to
December 2004. This is making him be categorized as
internal member.
Mark G. Parker
Mr. Parker has been President, Chief Executive Officer, and a
director since 2006. He has been internal member of Nike as
employee since 1979 and currently being the other Executive
Commitee beside Mr. Knight. He has extensive knowledge
and experience in Nikes operations, branding, research,
design, and management. He is categorized as internal board
of directors member.
John G. Connors
Mr. Connors currently a member of the board of directors of
Splunk and privately held some others companies. He is
currently an Audit Committee and a Finance Committee to
be categorized as external members.
Timothy D. Cook
Mr. Cook is Chief Executive Officer of Apple and currently
the Chair of Compensation Committe and Nomination and
Corporate Governance Committee at Nike board of directors.
He is also a member of the board of directors of the National
Football Foundation and Apple, Inc. This way he can be
Governance
He
is
an
external
member.
Douglas G. Houser
Mr. Houser has been a partner in the Portland making him an
external
member.
Sustainability
Committee.
He
is
Corporate
Committee,
Executive
Responsiblity
and
Committee,
and
member.
He
is
Corporate
Responsibility
in
representing
the
desire
and
interest
of
all
backgrounds
in
finance,
operations,
technology,
the
board
their
decision
toward
company
sustainability
and
Global VP
VP Equipment
Global Director Womens Equipment Womens Merchandising Director
Business Unit Director
Regional Management
USA
EMEA
Asia-Pacific
TOP MANAGEMENT
1.
2.
Darcy
Winslow,
Global
General
Manager
for
Womens
4.
5.
6.
7.
8.
Jodi
Sittig,
Marketplace
Development
Director
Global
Womens Fitness
9.
10.
11.
1.
Apparel
industry,
retail
and
business,
manufacturing,
Skill
fashion,
operations,
global
apparel
sourcing,
quality
in
menswear
apparel
industry
at
Vice
President
of
New
Business
1991-2000
1995-2000
2000-2006
Inc.
2006- Present
CEO
HSN,
CEO
IAC
International
retailing.
Executive part of top management: Yes, she is. She has
serving Nike, Inc. as a
from 2000-2006.
2.
Darcy
Winslow,
Global
General
Manager
for
Womens
development,
sales,
supply
re-engineering
chain,
process,
sustainability
retail,
business,
product development.
:
Leadership,
Management,
Sustainability,
School of Business
:Professional, enthusiasm,
detail,
openness,
of
Development Footwear
General
Global
Manager
Research,
Design
Sustainable
&
Business
Strategies
General Manager of Global Womens Fitness
(FW, APP, EQP)
Nike Brand Process Re-engineering Director
Senior Advisor Nike Foundation
2010-2012: Senior Strategist at Brightworks Sustainability
Advisor
2008- Present
School of Management
2008- Present
Collective, LLC
Executive part of top management: Yes, she is. She was
working in Nike, Inc. for 18 years and held many positions.
3.
:Performance
management,
resource
management,
strategic
planning,
organizational
business
process,
human
design,
career
consulting, HRM
Background
: Bachelor Business Administration from
Texas A&M University.
Coaching Certification from Hudson Institute of
Santa Barbara.
Style
: Professional, insightful,
International experiences:
1972-1997:HR Director, Levis USA.
1997- 2008
:Senior Director Global Organization and
Leadership at Nike, Inc.
2009- Present :Business Advisor and Executive Coach at
Bois DArc Leadership.
Executive part of top management: Yes, he is. He has held
senior HR leadership roles in Nike, Inc.
4.
Background:
1987-1991: Bachelor of Commerce at Queens University
1994- 1996
: MBA at Harvard Business School
Style: tactical, realist, professional, creative, marketer
International experiences:
1991- 1994
: Associate Product Manager at Colgate
Palmolive Toronto, Canada.
1996- 1997
: Associate at Corporate Decisions Inc.
STRATEGIC AUDIT OF NIKE, INC. - OCTOBER 2015
1997- 1998
Consulting
2000- 2002
Systems.
2000- 2006
Strategic
Planning
Director
Global
Director
US
Director
Apparel
Process
5.
creative planning
Background
: 1988-1990, BS, Fashion Design, Fashion
Style
cooperative, trustworthy
International experiences:
1990- 2006
: Creative Director Nike, Inc.
1990-2008: Global Creative Director Womens Footwear,
Apparel and Equipment Nike, Inc.
2009- Present
6.
marketer,
branding concept
Background:
September 1995 December 1996 MBA, Business &
entrepreneurshipBabson college
MBA Babson College Franklin W. Olin Graduate School of
Business
Style
: professional, creative, inspiring, initiatives
International experiences:
2015Present
2008Present
Nike, Inc.
2006 2008
Nike, Inc.
2005 2006
2001 2004
7.
operations
business
planning
Skill
strategy,
development,
and
retail
strategy,
purchasing,
inventory
management,
supply
chain
performance management.
: supply chain strategy consulting, engineering
process management
Background:
1991 1993
: MBA, International
University
1987 1991
B.S.,
Operations
Business,
Research/
Sophia
Industrial
2003
Style
Business
1993 1996
:AccentureSenior Consultant
Executive part of top management: Yes, she is.
8.
Jodi
Sittig,
Marketplace
Development
Director
Global
Womens Fitness
Knowledge
Marketing
management,
strategy,
marketing
marketing
integration,
sports
and merchandising.
: Marketing strategy, brand development,
marketing specialist
Background:
1986 1990, Bachelor
of
Science
(BS),
Fashion
9.
consumer,
Skill
Background
10.
strategic
planning,
development,
Skill
forecasting,
operational
product
excellence,
E-
Drs.
Econometrics,
VU
of
University
Amsterdam
Style
: creative, professional
International experiences:
1999Present
: VP operations and administrations, VP
global operations and technology, Corporate VP,
Executive, Nike, Inc.
1992 1998
: CPO, Shared Services, EVP Supply Chain,
Technology, COO EMEA, Consultant, McKinsey &
Company
1988 1990
: Business Analyst, NV Indivers
Executive part of top management: Yes, he is.
11.
development.
:
sales
strategy,
business
strategic
planning.
Background
: Indiana University of Pennsylvania.
Style
: competitive, perfectionist, speak to the point,
walk the talk, critical thinker.
International experiences: 2007, Nike appointed Zeedick as
GM of Equipment for the Nike Brand. 1984-2006, GM of
Equipment and womens for EMEA, GM of Nike Canada,
Director of Sales for America, Global Director of sales and
training development, National development sales director
for the U.S, Western Regional Apparel Sales Manager,
Territory Sales Manager in the Rocky Mountains Region,
Nike, Inc. Prior worked at Nike, Pat has joined as GM at
Joslins Department Store in Colorado.
Executive part of top management: Yes, she is.
B.
Top Management
Global Women Fitness Organizational Structure
Global VP
VP Equipment
Global Director Womens Equipment Womens Merchandising Director
Business Unit Directo
Regional Management
USA
EMEA
Asia-Pacific
TOP MANAGEMENT
12.
13.
Darcy
Winslow,
Global
General
Manager
for
Womens
Leadership Development
15.
Fitness
18.
and Development
19.
Jodi
Sittig,
Marketplace
Development
Director
Global
Womens Fitness
20.
21.
Technology
22.
12.
Apparel
industry,
retail
and
business,
manufacturing,
Skill
fashion,
operations,
global
apparel
sourcing,
quality
2006- Present
CEO
HSN,
CEO
IAC
International
retailing.
Executive part of top management: Yes, she is. She has
serving Nike, Inc. as a Vice President of Global Apparel
from 2000-2006.
13.
Darcy
Winslow,
Global
General
Manager
for
Womens
development,
sales,
supply
re-engineering
chain,
process,
sustainability
retail,
business,
product development.
:
Leadership,
Management,
Sustainability,
School of Business
: Professional, enthusiasm,
detail,
openness,
of
Development Footwear
General
Global
Manager
Research,
Design
Sustainable
&
Business
Strategies
General Manager of Global Womens Fitness
(FW, APP, EQP)
Nike Brand Process Re-engineering Director
Senior Advisor Nike Foundation
2010-2012: Senior Strategist at Brightworks Sustainability
Advisor
2008- Present
School of Management
2008- Present
Collective, LLC
Executive part of top management: Yes, she is. She was
working in Nike, Inc. for 18 years and held many positions.
14.
Performance
resource
management,
strategic
planning,
management,
human
organizational
design,
business
process,
career
Skill
consulting, HRM
Background
: Bachelor Business Administration from
Texas A&M University.
Coaching Certification from Hudson Institute of
Santa Barbara.
Style
: Professional, insightful,
International experiences:
1972-1997: HR Director, Levis USA.
1997- 2008
: Senior Director Global Organization and
Leadership at Nike, Inc.
2009- Present : Business Advisor and Executive Coach at
Bois DArc Leadership.
Executive part of top management: Yes, he is. He has held
senior HR leadership roles in Nike, Inc.
15.
2000- 2002
Systems.
2000- 2006
Strategic
Planning
Director
Global
Director
US
Director
Apparel
Process
16.
creative planning
Background
:1988-1990, BS, Fashion Design, Fashion
Style
cooperative, trustworthy
International experiences:
1990- 2006
: Creative Director Nike, Inc.
1990-2008: Global Creative Director Womens Footwear,
Apparel and Equipment Nike, Inc.
2009- Present : Creative Director Interior and Product
Design Self Employee Consultant
Executive part of top management: Yes, she is.
STRATEGIC AUDIT OF NIKE, INC. - OCTOBER 2015
17.
marketer,
branding concept
Background
:
September 1995 December 1996 MBA, Business &
entrepreneurship Babson college
MBA Babson College Franklin W. Olin Graduate School of
Business
Style
: professional, creative, inspiring, initiatives
International experiences:
2015Present
2008Present
Nike, Inc.
2006 2008
Nike, Inc.
2005 2006
18.
:operations
business
planning
Skill
strategy,
development,
and
retail
strategy,
purchasing,
inventory
management,
supply
chain
performance management.
:supply chain strategy consulting, engineering
process management
Background
:
1991 1993
: MBA, International
University
1987 1991
B.S.,
Operations
Business,
Research/
Sophia
Industrial
2003
Style
Markets
Business
19.
Jodi
Sittig,
Marketplace
Development
Director
Global
Womens Fitness
Knowledge
:Marketing
management,
strategy,
marketing
marketing
integration,
sports
and merchandising.
: Marketing strategy, brand development,
marketing specialist
Background
:
1986 1990, Bachelor
of
Science
(BS),
Fashion
20.
consumer,
Skill
Background
21.
:Operations
strategic
planning,
development,
Skill
management,
supply
forecasting,
operational
chain,
product
excellence,
E-
Drs.
Econometrics,
VU
of
University
Amsterdam
Style
: creative, professional
International experiences:
1999Present
: VP operations and administrations, VP
global operations and technology, Corporate VP,
Executive, Nike, Inc.
1992 1998
: CPO, Shared Services, EVP Supply Chain,
Technology, COO EMEA, Consultant, McKinsey &
Company
1988 1990
: Business Analyst, NV Indivers
Executive part of top management: Yes, he is.
22.
Knowledge
Develop
semi-virtual
organization
matrix
for
global
Darcy
Winslow,
Global
General
Manager
for
Womens
Implement
integrated
strategy
approach
in
global
3.
Solves
organizational
matrix
complexity
in
global
Organizational
structure
assessment
and
resources
planning
4.
Develop
overarching
plan
for
approaching
womens
market segment.
-
5.
6.
Develop Nike global womens fitness business for longterm strategic planning.
7.
Organize
supply
forecastingdemand,
chain
management
purchasing
consist
schedule,
of
inventory
management.
-
Initiate
to
cross-business
manufacturing-partners
to
collaboration
increase
with
productivity
and
Develop
integrated
operational
strategic
planning
8.
Jodi
Sittig,
Marketplace
Development
Director
Global
Womens Fitness
-
9.
10.
11.
Category-driven approach
Consumer-oriented approach
Integrated collection-based approach
Centralization system of product development
Integrated cross-business collaboration approach
Micro-segmentation approach
Edwards
will
be
organized
to
optimize
an
integrated
marketplace and will now include Nikes wholesale, retail and ecommerce operations.
Eric Sprunk, currently the EVP of Merchandising and Product, will
become
Nike,
Inc.s
Chief
Operating
Officer
leading
all
are
monitoring
lower
management
directly.
NIKE
managers
with
increased
visibility
into
best
Board
of
Directors
(the
Board)
of
NIKE,
Inc.
(the
sufficiently
information
regarding
particular
matter
or
session
or
on
meetings
non-employee
of
meeting-
non-employee
Executive
directors
without
by
the
Nominating
and
Corporate
Governance
in
the
supply
chain.
Second
is
minimizing
the
Top
Management
have
qualified
innovators,
designers,
engineers, and also leaders. Theyll bring Nike Inc. into the next
level of a global company. Most of top management have broad
experience in International business both in Nike, or another
company. This makes top management know well the condition and
situation of the market, future challenges, how to manage the
corporate. Because of that, this top management experience lead
them to organize well in the strategic that must be plan and decide
by the company. For Example, Phillip Knight have been worked in
Nike since 1968. He know well the condition of Nike and it really
help him as president to decide what strategy that his company
should create.
A.
WEATHER-RELATED EVENTS
Bad weather such as heavy rain could be a disaster in cotton
growth as the main material of women apparel. Besides, floods and
extreme
rainfall
intensity
may
interrupt
the
supply
chain,
have to
B.
Societal Environment
There are general environmental forces that currently affecting
both the corporation and the industries in which it competes.
Below is the explanation about the forces:
ECONOMIC
Womens sportswear industry must aware of the economic decline.
The economic recession could affect overall industry growth and
development. The Economic downturn in one country could make
customer demand decreases significantly. In other cases, if there
were any changes in oil prices, global womens sportswear
industry will also get the impact of it, as high price of oil means
that the supply chain and transportation cost increase. (Current
Threat).
TECHNOLOGY
The sports industry are growing in a fast rate especially with all of
the new technology that come into the sports equipment and
sportswear, this could be a great opportunity to be seized by
applying new breakthrough and innovation happening on new
sport science and material science for even lighter material and as
this field is start to be looked upon by many industry, the growth
and new innovation are happening quite frequently for industries
to utilize it. However, it is to be noted that the research and new
science could be seized by another company within industry.
(Current and future opportunity)
C.
Task Environment
Task environment is external environment of an organization which
affects its ability to reach business goals. Below the task
for
industry
analysis
and
business
strategy
the
competitive
intensity
and
therefore
the
attractiveness of a market.
1. Threat of New Entrants
New entrants are relatively hard to get into the same scale of
Nike with its global size even with the market challenger, thus a
new entry could not give a high threat towards Nike. However
as Nike is established in global market means that Nike could
have many threats from new entrants on small area (sporadic)
new entrants as the barrier from local area tend to be small or
insignificant. Distribution channel itself on the global scale need
a lot of capital and hard to be established.
Along with all Nikes experience, it is able to cut its cost to a low
one along with the utilization on economies of scale along with
its global scale of production and a lot of supplier to let their
cost run even lower coming through their experience in the
industry. In addition to that, by experience, come more expert
and skilled people within Nike itself, leading to economies of
learning for Nike.
In conclusion threat of new entrants is more likely to be low
since Nikes customers have had a strong brand loyalty over
time. It causes new companies are hard to get into the industry
as a significant competitor. Moreover, the experience and
history of Nike along with the market challenger that has been
large also make the others hard to gain popularity and make
sales in the industry as consumers value image already been
established. Nikes top brand gives the entrants some difficulties
to access distribution opportunities from their agreements and
contracts with schools, athletes, teams, and retailers. So, theres
just a little opportunity to compete with the large firms in the
industry such as Nike.
2.
Nike
has
distribution
and
sub-contractors
b.
c.
d.
e.
f.
g.
h.
i.
j.
lead
to
job
shortages
in
industry
and
even
in
External Factors
Weig
Ratin
ht
Weight
ed
Score
Comment
and
Rationale
Opportunitites
The weight of 0,2 is
given
towards
innovation
and
technology
development
because
and
0,2
point
history
in
and
strategy, it is one of
the
point
that
give
new
innovation,
technology
making
their performance to
be
outstanding
(5
rating).
Creditors Trust Towards 0,05
Nike (O2)
0,2
acquired
towards
creditors
(0.05
weight),
nevertheless
enough
credibility
from
and
trust
creditors,
the
lend
them
fund,
on
debt
(thus 4 score).
The
new
market
emerged
of
fitness
category
happening
last
New emerged market of
women fitness category 0,05
(O3)
0,15
women
few
since
is
the
years
and
some
company
has
been
being
the
in
category on a small
scale
with
thought
0,05).
Nike
has
time
they
realize
it
again,
communities
local
are
an
0,05
0,15
Regeneration
of 0,05
Customers (O5)
0,15
generation
affect
generation
next
choices,
passively
encourage
its
customers to advocate
Nike
towards
their
However
it
on
every
generation
by
itself
(0,05 weight).
Threats
Competitors
or 0,2
substitute (T1)
0,8
Competitors is always
have been what threat
Nike
the
especially
most,
on
competitive
the
global
or
differentiate
their
from
fellow
global
leader
of
outperform
the
and
time
their
differentiation
cost
and
advantage
(will
be further explained in
internal analysis)
Nike
have
number
of
large
off-shore
of
labor
or
even
0,05
0,1
not
influence
Nike
very
much
(0,05
minimum
cost
reports
of
protest (2 score).
Governmentand
legal 0,05
aspects (T3)
0,15
could
affect
certain
degree,
however as a global
company,
government
the
of
one
many
influence
could
it
never
country
(3
score).
Economic
condition
affects
Nike
quite
much
as
when
Economic
0,1
0,4
will
go
degree
recession,
reach
on
unless
it
level
of
the
crisis (4 score)
Consumers
characters 0,2
(T5)
Customer
is
always
consideration
However,
be
additional
and
desire
so,
downfall.
Nike
has
their
well
and
4,1
From the EFAS table above, the total point of opportunity and
threat element is 4,1. It means that Nike as an organization able to
perform on excellent manner towards opportunity-taking and
avoidance of threats which could hinder their performance. In
addition to that, with this score it can be concluded that Nike is
quite an adaptable learning organization.
IV. Internal
Environment:
Strengths
and
Weaknesses (SWOT)
A.
Corporate Structure
Nike
corporate
structure
is
using
matrixed
organization
The
diagram
above
represent
Nikes
matrixed
organization
B.
Corporate Culture
Nike was built with a simple main culture, hat is to do innovation.
They were able to make their culture on innovation clear since
fiscal year of 2005 and 2006, and after that Nike were able to
develop even more in the context of innovation based on what their
website stated. In addition to innovation as their culture, the CEO
also stated that every employee must be themselves in another
word they must say no if it is should be that way so that the idea
can be enhanced through several rejection before being accepted
and it can lead to better result of innovation.
After that there are no more clearly stated corporate culture,
however, there are some corporate culture being implied by certain
articles to said that there are several corporate culture within Nike
that was built based on the Innovation culture, that is to make
every employee feels that they are being worthy, to make Nike as
something all of employee care like family or their own tribe, and
to be like a sponge, evolve and yet simplify everything.
C.
Corporate Resources
MARKETING
MARKETING STRATEGY FORMULATION
OBJECTIVE
Endorsement
Phase one:
2.1
Developing
an
overarching
plan
for
Integrated
meeting
to
set
seasonal
creative
Design Review
Integrated creative meeting to review product
design in all fitness sport, across all business
units.
3.3
Prototype Review
Planning and prioritization for the brand, retail,
sales, and regions.
3.4
3.5
Pralines
Product groups and brand presents an integrated
collection to key accounts in multiple regions.
3.6
and
programs
are
consistent
with
mission,
fitness market. The primary takes away for the team was that
no single company, Nike included, had a dominant mindshare
in the womens fitness market when these conditions came;
Puma introduced its Olive brand to try to break into the yoga
market.
MARKETING
APPROPRIATENESS
TO
IMPROVE
CORPORATE PERFORMANCE
The marketing managers used market research to evaluate
and improve product performance as mentioned in the
second program when they made womens fitness business.
The case doesnt explain about product lifecycle, market
segmentation,
and
product
portfolios
for
improvement
innovation)
MARKETING
ADJUSTMENTS
EACH COUNTRY
TO
CONDITIONS
IN
it
operates.
As
mentioned
above,
the
product
MARKETING
CONSIDERATION
TOWARDS
ENVIRONMENTAL SUSTAINABILITY
The marketing didnt consider environmental sustainability
when making decision. They just thought to continue to grow
the business, and the challenges are market wants and needs
and competitor.
MARKETING
MANAGERS
ROLE
IN
STRATEGIC
MANAGEMENT PROCESS
The role of senior management is finding the new potential
for company growth from researching. But actually there are
no global marketing manager, so there are no specificrole for
marketing manager. The global marketing manager is
replaced with Global Director for Marketplace Development.
STRATEGIC AUDIT OF NIKE, INC. - OCTOBER 2015
FINANCE
from
objectiveswill
operation
lengthen
activitiesby
NIKEs
2015.
long-term
Those
financial
The
other
brands
have
role
of
Geographic
Opportunities
Nike
has
target
and
emerging
market,
central
europe
and
eastern
Europe.
Direct to consumer In this 5 years, Nike has target by
opening more than 250 new stores around the world for
direct selling consumer. By opening new stores, Nikeexpects
the increasing of its growth and can earned $ 2.2 - $ 2.6
billion in 2015. This growth gives impact to the increasing
of consumer experience, digital commerce, positioning of
brand in shopping location, and the growth in NIKE ID.
retail
partners
differentiated
to
consumer
produce
more
experiences
advanced
based
on
and
their
growth,
with
retail
partners
still
expected
to
the
Direct
to
Consumer
business
and
build
little,
whereas
the
cash
ratio
increasedsignificantly.
notes
payable,
decreasedsignificantly.
and
But
performingvery well.
sales
overall
to
working
liquidity
capital
ratiosis
LIQUIDITY
Nike has significantly different policies in the receivables and
inventory areas than the industry.
long-term
debt-paying
capabilitylooks
to
be
PROFITABILITY
All profitability ratios were significantlypreferable for Nike
than the industry, except for operating asset turnover.
Operating aseet turnover was preferable for the industry. But
overall, Nike had a better profit on that year.
INVESTOR ANALYSIS
Only some ratios were possible in the investor area. The ratios
are profitablefor Nike.
ROLE
OF
FINANCE
MANAGER
IN
STRATEGIC
MANAGEMENT PROCESS
Financial managers ensure the financial health of an
organization through investment activities and longterm financing strategies.
Company activities can be divided into many different
sector, one of the sector which is important for the company
is financial sector. So financial manager needs to take action
regarding the financial activities of the company.
A financial manager job is to take care of the financial
sector of an organization or institution. The person in
charge for the job need to maintain the company fund in
order to ensure the funds are used in the most efficient way.
The actions taken by the person in charge significantly
affect the profit, growth, and goodwill of the firm itself.
RESEARCH AND DEVELOPMENT (R&D)
R&D STRATEGY FORMULATION
Objectives
Nikes R&D team is focus to develop sustainability innovation
products for global womens fitness. The R&D creates
integrated
collection
of
womens
sportswear
products,
approach
are
chosen
to
be
new
approach
will
optimize
the
on
demands.
local
prospect,
These
potentiality
product-creation
and
domestic
engines
are
innovation
sustainability
and
excite
cross-
Nike
creates
more
etc.
Innovation
is
the
core
of
the
mens
and
womens
teams
from
innovation,
technology
into
fantastic
products.
Programs
Changing the Game-The program is developed by Nikes
senior management team to determine profitable potential
growth for the company business sustainability. The teams that
combined of five or six men and women from different business
part are worked for the womens business task force. Emma
Minto will join in this game as an external consultant of the
strategic lead. This program consist of three phase.
Phase 1, the teams were focused to determine the:
-
Internal analysis
market definition.
-
External analysis
:market
analysis;
define
market,
size
executives.
The
teams
focused
on
designing
because
the
teams
should
understand
the
leads
the
teams
strategies
to
sustainable
performance.
Technology
is
the
fundamental
studies
includes
biomechanics,
physiology,
developing
countries
to
increase
manufacturing
with
low-cost
production
and
low-labor
innovation
as
key
investment.
Their
attracts
investor
to
join
with
Nikes
business.
SUSTAINABILITY
Nike global womens fitness leads the company to develop
innovations that are reducing environmental impact. Nike
has a commitment to optimizeenvironmentalsustainability
toward integrated business strategy. Nike creates premium
design
to
reduce
the
waste
and
eliminate
OF
R&D
MANAGER
MANAGEMENT PROCESS
IN
STRATEGIC
in
how
to
selling,
designing
product
and
The strategies and program are also not clearly stated, but
we can see it through the Changing the game assessment
project that is consist of 4 phase. In this 4 phase, Nike
womens teams analyze the strategy from its internal and
external condition of the company and also see the behavior
independent
manufacture
like
Bangladesh,
china,
and
product
quality
by
make
long-term
So,
Nike
can
create
more
integration
of
and
manufacturing
the
product.
Its
become
important for Nike to have sytem like this tohelp Nike doing
well
organized
in
apparel,
and
equipment
are
very
ERP
(Enterprises
Resources
Planning)
and
CRM
that,
in
order
to
make
efficient
inventory
OPERATIONS
AND
LOGISTICS
ADJUSTMENTS
TO
OPERATIONS
AND
LOGISTICS
CONSIDERATION
waste
in
its
supply
chain,
make
strategy
on
ROLE
OF
OPERATIONS
MANAGER
IN
STRATEGIC
MANAGEMENT PROCESS
Nikes Operation manager have responsibility in designing
and creating Nikes long-term operating strategy and driving
innovation through the global supply chain. Operation
manager make the management of growth in its supply chain
and also the growth in its innovation and design for the
purpose of designing the operation strategies of Nikes
manufacturing and production globally.
PERFORMANCE
COMPARED
TO
SIMILAR
COMPANY
The HRM performance compared to similar company cant be
compared head to head as each company has their own
unique human resource management strategy and form. One
of the indicators to show it is the end result of the human
resource management itself, which are employee turnover
and well-being of the workers. As the data are not shown by
Nike, the next or derivative indicators are the stock value of
Nike and the loyalty of the directors and executives.
As for the stock value of Nike, its been said on Wall Street
that Nike performances is outstandingly great and make both
their profit and stock value growth consistently, or in another
words, HRM as one of the function to keep Nike running,
support it greatly. In addition, most of the directors and
executives on Nike are loyal as some could stay as the
directors from 1990s and the executives who get to his/her
stated,
Nikes
management
is
thinking
that
the
ADJUSTMENTS
TO
CONDITIONS
IN
EACH
COUNTRY
There are three matrix dimensions on Nikes organization;
the first one is the functional business matrix such as sales,
brand, operations, human resources, etc. The next one is
their geographic regions as the second dimension and the
last one are Nikes nine sports categories which included
running, basketball, tennis, soccer, and golf. The matrix of
Nike already shown that their function, including Human
Resource, has their own adjustments towards the area of
business.
OUTSOURCING IN HRM PLANNING
Nikes main strategy is 100% subcontracting / outsourcing
manufacturing, meaning that each factorys being used for
manufacturing their products are owned by subcontractors
throughout the globe with the majority of the output only
consisting of Nikes products. However, the HRM take role on
employing one team consisting four expatriates per each of
the big three countries of the manufacturer (China, Vietnam,
and Indonesia), that focus both on quality of products and
working conditions that could be done by visiting the
factories regularly every week. Also the HRM planning
human
issue
right
and
misconduct
of
the
code.
OF
HRM
MANAGER
IN
STRATEGIC
MANAGEMENT PROCESS
It is implied that the there are two roles of HRM Manager in
Strategic Management Process, the first one is as shown in
the annual report and proxy report of Nike, that is designing
an appropriate compensation system to encourage everyone
in the company work more than merely their job description
as they are part of the company and they also own the
company, also led to a better performances. Secondly, the
HRM Manager role is to develop all human resources on the
company through extensive development and leadership
within the company, this to ensure the utilization of the
companys potential kept on each and all individuals who are
the human resources of Nike.
of
revenues
on
IT.
For
Nike
that
number
is
which
is
done
by
Research
and
Development
department
IT
APPROPRIATENESS
TO
IMPROVE
CORPORATE
PERFORMANCE
In the case, Nike is trying to compete in women fitness market
and they try their best to lead the market share in the world. IT
department doesnt directly involved in the development as IT
department works behind the scene as the developer of the
ADJUSTMENT
TO
CONDITION
ON
DIFFERENT
COUNTRY
IT department have to adjust each time Nike emerge in new
country. The adjustment is mainly concerned in manufacturing
world in some country as the technology and the human
resources available in each country is not always support the
former technology. The adjustment also concerned when new
store are open in new country as the store system each country
differs from the other
ROLE OF IT MANAGER IN STRATEGIC MANAGEMENT
PROCESS
The Role of IT department in strategic management process is
mainly occurred in raising the company competitive advantage
in the market as the IT department is responsible to make the
system and management system move as fast and as real-time
as possible. The company can also achieve sustainable
competitive advantage in the market by using the appropriate
ways to use the technology available.
of
of
scale
and
scope
coming
with
it,
Nike
number
1).
In
addition
to
that,
the
current
Internal Factors
Weig
Ratin
ht
Weight
ed
Score
Comment
and
Rationale
Strength
Nike
Innovation
and 0,2
Innovation
and
TechnologyDevelopment
technology
(S1)
development
is
and
it
important
Nike
very
thing
for
identity
weight).
many
is
vision,
(0,2
Nike
has
innovation
sportwear
and
on
sport
and
Development is one of
the
biggest
within
industry (5 scoring).
Nike as a global brand
and a company with
customer
as
main
consideration
on
really
need
established
and
0,2
0,8
trust
which
been
put
brand
into
(0,2
They
already
Nike
weight).
have
done
marketing
effort
continously
and
outcome
shown
by
sales
increase
steadily.
(4
scoring)
Low-cost
0,1
Manufacturing(S3)
0,4
small
cost
efficiencies
could
mean
profit
huge
affecting
existence
Nike
too
(0,1
much
weight).
Nevertheless
of
it,
low-cost
manufacturing
(4
Score).
Financial
Performance 0,05
(S4)
0,2
Financial performance
is
the
indicator
to
and
important
quite
for
investors, however it
is not really significant
towards
Nike
operational
performance
for
its
except
evaluation
standards
weight).
that,
(0,05
Along
the
with
financial
performance of Nike is
relatively
good
compared to industry
average
and
yearly
growth(Thus, 4 score).
Employee
and
personnel
with
leadership at Nike is
one of the important
point
to
ensure
competitive advantage
and sustainability (0,1
Employee
and
Human
weight)
0,1
0,4
and
this
is
always maintained by
Nike by giving enough
compensation on wellperformed
personal
along
its
with
HR
program to encourage
their employee fulfill
company objective (4
score).
Weakness
Complexed
Corporate 0,1
Structure (W1)
0,2
Corporate
ensure
structure
the
business
at
certain
accordingly
efficiently
(0,1
a complex structure,
the decision making at
Nike and collaboration
between
division
within
division
itself
(2
score).
Price is one of the
marketing
main
mix
and
component
getting revenue
weight).
on
(0,1
Nike
are
0,1
0,3
it
could
mean
overpriced
at
country
(3
score).
Overseas Manufacturing 0,05
Dependencies (W3)
0,1
Manufacturing
dependencies towards
oversea manufacturer
could
lead
to
hard
be
overcome
through
quality
enough
control
(0,05
Nike
itself
weight).
has
weekly
delegation
to
do
even
are
though
recruited
Towards 0,1
Labor(W4)
0,1
Treatment
towards
additional
profit
run,
towards
cause
in
the
treatment
labor
could
criticism
and
pessimism
(0,1
on
minimum
overwork
(1
score).
TOTAL
3,5
From the IFAS table above, the total point of strength and
weakness factors is 3,5. It means that Nike as an organization
able to perform well by being able to utilize their strength and
cover their weakness. In addition to that, with this score it can
be concluded that Nike is an organization with a good internal
condition.
V.
A.
SWOT MATRIX
In order to analyze the strategic factor of Nike, all of Nike
strength, weakness, opportunity and threat are being listed on a
SWOT matrix as below:
Table 5.1. Nikes SWOT
STRENGTH
WEAKNESS
Nike Innovation and Technology Development (S1)
Complexed Corporate Structure (W1)
Global Brand Equity (S2)
Expensive Price (W2)
Low-cost Manufacturing (S3)
Overseas Manufacturer Dependencies (W3)
Financial Performance (S4)
Treatment Towards Labor (W4)
Employee and Human Resource Quality (S5)
OPPORTUNITIES
THREATS
Innovation and Technology on industry (O1)
Competitors or substitute (T1)
Creditors Trust Towards Nike (O2)
Labor Unions (T2)
New emerged market of women fitness category (O3) Governmentand legal aspect (T3)
Local Communities (O4)
Recession Economic Condition (T4)
Regeneration of Customers (O5)
Consumers characters (T5)
B.
Factors
Weight
Rating
Weighted
Duration
Comments
Score
Short
Inter-
Long
mediate
Nike
0,15
0,75
Innovation
given
and
innovation
Technology
technology
Developme
development
towards
and
because it is one of
the most important
point in Nike history
and strategy, it is
one of the point that
give
Nike
their
competitive
advantage, and Nike
always
able
develop
any
to
new
technology
innovation,
nt (S1)
making
their performance to
be
outstanding
(5
rating). Intermediate
duration
is
because
now,
2006,
taken
on
technology
development
needs
quite a time to be
developed while the
technology cant last
more
than
several
years.
Nike as
Brand
brand
and
Equity (S2)
company
Global
0,14
0,56
customer
global
a
with
as
main
consideration
on
or
decision
need
really
their
image
brand
to
be
established
and
trust
already
into
which
been
Nike
put
brand
continously
its
positive
outcome shown by
sales
increase
steadily. (4 scoring).
Short
duration
on
acquiring
customer
to
immediate
while
in
new
show
result
the
long
0,07
0,28
the
customers loyalty.
With Nike global
Manufactur
size,
small
ing (S3)
efficiencies
cost
could
manufacturing
is
constantly
pursued
by
Nike
Nike
weight).
Nevertheless
Nike
of
able
it,
to
manufacturing
the
maintain
cost
production
activities.
Complexed
Corporate
Structure
0,07
0,14
0,07
0,21
0,15
0,75
(W1)
Expensive
Price (W2)
Innovation
and
Technology
on Industry
STRATEGIC AUDIT OF NIKE, INC. - OCTOBER 2015
time
the
to
low-
whole
(O1)
New
emerged
market
of
women
0,05
0,15
0,15
0,6
0,15
0,75
fitness
category
(O3)
Competitor
s
or
substitute
(T1)
Consumers
characters
(T5)
1,00
3,65
Strategic Alternatives
Based on all of the strategic factors on previous chapter, TOWS
matrix are made to enable strategy alternative creation through
combination of Strength, Weakness, Opportunities, and Threats.
TOWS matrix are having four parts of content with each parts are a
combination and match-up from: Strength and Opportunity which
signifies what is being the positive side of Nike and what
Opportunities are available to be seized by Nike through their
strengths, Weakness and Opportunities which indicates what
opportunity which could be seized to overcome the weakness of
Nike, Strength and Threats which signifies through what method
could Nike avoid or overcome the external threat through their
strength, Weakness and Threats which shows through what way
could Nike minimize their weakness and avoid the external threat.
TOWS Matrix below explain and show what alternatives are
available based on the previous chapter strategic factor.
Strength
1. Nike
Weakness
Innovation
and
Technology
Development (S1)
2. Global
Brand
Equity (S2)
Complexed
Corporate
Structure (W1)
Expensive
Price
(W2)
3. Low-cost
Manufacturing
(S3)
Opportunities
Innovation and
SO
S3O1
WO
Good
W1O1:
To
solve
Technology on
technology
industry (O1)
New emerged
structures,
joint-cost
Management
market of women
outsourcing
fitness category
manufactures and
priority innovation
(O3)
partnership
with
within
research
in
complex
regional
technology
structured
development
regional
S1O1
strong
RnD
With
in
adapt
characteristics
(Asians, American,
manufacturing
European,
technology
African) to creates
supports
the
uniqueness
product
innovation
development
on
and
local
based
issues,
creates
cultures,
breakthrough
trends.
innovation
develop integrated
S2O3:
business region by
Integrated
collection
global
for
women
by
sportswear
creating
trend
and
Then,
joint cross-cultures
strategy.
W1O3 :
There
is
an
based on womens
opportunity
for
fitness needs.
each
region
expand
the
womens
by
to
market
joining
cross-
cultures
strategy
as
products
the
value.
Threats
Competitors or
substitute (T1)
Consumers
characters (T5)
ST
WT
W1T1:
expand
identity
business
&
Nike
the
across
uniqueness
the
innovation
(American,
continuously,
Nike
so
countries
African,
Asian,
European).
Each
region
own-
competitor
as
identity.
innovation
leader
creates
with
strong
breakthrough
identity.
STRATEGIC AUDIT OF NIKE, INC. - OCTOBER 2015
could
has
product
has
Nike
&
S2T1:
Utilize
brand
equity
improve
by
firms
by
adapted
local
issues,
cultures
value,
increasing
and
brand
awareness
core-products
as
well-known
and
brand
engaging
customers
to
loyalty
as
value.
W2T5:
Quality
quantity.
Builds
image
as
generates
while
winning
the
competition.
S3T1:
trends
over
profits
innovation
Keep
value.
Offer
cross
the
value
the
cultures
makes
the
cost
product
manufacturing low
worth
by
joint-cost
or
more
than
the
economic of scale,
the
economic of scope
experiences
strategy
to
products
compete as cost-
customers
leader
interest.
and
also
innovation leaders
in global womens
fitness business.
and
B.
Broad Target
Lower Cost
Cost Leadership
Differentiation
Differentiation
S3O1, S3T1
Nike
manufacturing
and
within business
outsourcing
development
to
to breakthrough
collaborate
research
with products.
center
university
at the
To solve
complexity
or within
the
institutional
organization central-
partnership.
with
to
cross-cultures
promote strategy
because
region
in
Asian,
production
sharing
by (American,
mutual African,
resource
such
machine
with
European)
products.
with
unique
values
and
experiences cultures
across the countries.
Through
combining,
alternatives,
sportswear
choosing,
integrative
and
existing
and
eliminating
manufacturing
men
sportswear
the
strategy
between
women
also
to
create
could
Nike
to
show
their
Strength,
overcome
their
Weakness, seize the Opportunity, and avoid the risk coming from
Threats.
VII.
A.
Implementation
Program
Based on the recommended strategy, the program below will show
on what manner will it be implemented and who will be responsible
for the strategy to ensure its success.
1) Nike women integrated business
This program is aiming to solve regionals organization
complexity (America, Asia, Africa and Europe Business
Units), strengthening operation strategy in its production
costs by joint cost or economic of scale and economics of
scope strategy, besides that it can improving its R&D by
differentiation strategy. They could decline costs by joining
the
cost
from
each
region
about
the
materials
and
and
product
development
with
the
experts
resource
R&D
laboratory
through
VIII.
The
evaluation
and
control
in
regards
of
research
increase
from
to year.
research
reach
more
than
14%
to
show
this
strategy
effectiveness.
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