耐克是一家享誉全球的运动品牌，其成功的背后有着许多值得探讨的案例。在这篇

文章中，我们将深入研究耐克的成功之路，并探讨其在市场营销、产品创新和品牌建
设方面的策略。
市场营销策略
耐克的市场营销策略可以说是非常成功的。他们懂得如何利用大众文化和运动明星
的影响力来推广自己的产品。通过与著名运动员签约合作，耐克不仅获得了巨大的
曝光度，还提高了品牌的认可度和影响力。此外，耐克也善于利用社交媒体平台来与
消费者互动，借助精心策划的营销活动，吸引了大量的粉丝和忠实消费者。
产品创新
耐克一直致力于产品创新，不断推出新款式、新技术的运动鞋和服装。他们密切关注
消费者的需求和市场趋势，不断改进和完善产品，以满足消费者的需求。这种持续的
创新精神使得耐克始终保持在运动品牌的前沿地位，并赢得了消费者的信赖和喜爱。
品牌建设
耐克的品牌建设也是其成功的关键之一。他们通过大量的广告投放和赞助活动，将
品牌形象深入人心。同时，耐克也注重塑造自己的企业形象，积极参与公益事业，树
立良好的企业社会责任形象。这种全方位的品牌建设使得耐克成为消费者心目中的
信赖品牌。
总的来说，耐克的成功离不开其优秀的市场营销策略、持续的产品创新和全方位的
品牌建设。如果您也想拥有一双耐克的运动鞋，强烈推荐您在HelpWriting.net订购。那里
有最新款式、最优质的耐克产品，让您尽情展现运动魅力！
74.
Nike
is
associated
with
“luxury”
products.
Marketing
Excellence
NIKE
(Case
Study)
Nike
hit
the
ground
running
in
1962.
Originally
known
as
Blue
Ribbon
Sports,
the
company
focused
on
providing
high-
quality
running
shoes
designed
for
athletes
by
athletes.
Founder
Philip
Knight
believed
high-
tech
shoes
for
runners
could
be
manufactured
at
competitive
prices
if
imported
from
abroad.
Nike’s
commitment
to
designing
innovative
footwear
for
serious
athletes
helped
it
build
a
cult
following
among
U.
consumers.
Nike
believed
in
a
“pyramid
of
influence”
in
which
the
preferences
of
a
small
percentage
of
top
athletes
influenced
the
product
and
brand
choices
of
others.
From
the
start
its
marketing
campaigns
featured
accomplished
athletes.
Runner
Steve
Prefontaine,
the
first
spokesperson,
had
an
irreverent
attitude
that
matched
the
company’s
spirit.
In
1985,
Nike
signed
up
then-
rookie
guard
Michael
Jordan
as
a
spokesperson.
Jordan
was
still
an
up-
and
comer,
but
he
personified
superior
performance.
Nike’s
bet
paid
off—the
Air
Jordan
line
of
basketball
shoes
flew
off
the
shelves
and
revenues
hit
over
$100
million
in
the
first
year
alone.
As
one
reporter
stated,
“Few
marketers
have
so
reliably
been
able
to
identify
and
sign
athletes
who
transcend
their
sports
to
such
great
effect.”
In
1988,
Nike
aired
the
first
ads
in
its
$20
million
“Just
Do
It”
ad
campaign.
The
campaign,
which
ultimately
featured
12
TV
spots
in
all,
subtly
challenged
a
generation
of
athletic
enthusiasts
to
chase
their
goals.
It
was
a
natural
manifestation
of
Nike’s
attitude
of
self-
empowerment
through
sports.
As
Nike
began
expanding
overseas
to
Europe,
it
found
that
its
U.-
style
ads
were
seen
as
too
aggressive.
Nike
realized
it
had
to
“authenticate”
its
brand
in
Europe,
so
it
focused
on
soccer
(known
as
football
outside
the
United
States)
and
became
active
as
a
sponsor
of
youth
leagues,
local
clubs,
and
national
teams.
However,
for
Nike
to
build
authenticity
among
the
soccer
audience,
consumers
had
to
see
professional
athletes
using
its
product,
especially
athletes
who
won.
Nike’s
big
break
came
in
1994
when
the
Brazilian
team
(the
only
national
team
for
which
Nike
had
any
real
sponsorship)
won
the
World
Cup.
That
victory
transformed
Nike’s
image
in
Europe
from
a
sneaker
company
into
a
brand
that
represented
emotion,
allegiance,
and
identification.
It
also
helped
launch
Nike
into
other
international
markets
over
the
next
decade,
and
by
2003,
overseas
revenues
surpassed
U.
revenues
for
the
first
time.
In
2007,
Nike
acquired
Umbro,
a
British
maker
of
soccer-
related
footwear,
apparel,
and
equipment.
The
acquisition
helped
boost
Nike’s
presence
in
soccer
as
the
company
became
the
sole
supplier
of
uniforms
to
over
100
professional
soccer
teams
around
the
world.
Nike
focused
its
efforts
on
international
markets,
especially
China,
during
the
2008
Summer
Olympics
in
Beijing.
Although
Nike’s
rival,
Adidas,
was
the
official
sponsor
of
the
Olympic
Games,
Nike
received
special
permission
from
the
International
Olympic
Committee
to
run
Nike
ads
featuring
Olympic
athletes
during
the
games.
In
addition,
Nike
sponsored
several
teams
and
athletes,
including
most
of
the
Chinese
teams
and
11
of
the
12
high-
profile
members
on
the
United
States
men’s
basketball
teams.
That
year,
sales
in
the
Asian
region
grew
15
percent
to
$3
billion
and
Nike’s
international
divisions
grew
to
53
percent
of
the
company’s
revenue.
Some
believed
Nike’s
marketing
strategy
during
the
Olympics
was
more
effective
than
Adidas’s
Olympic
sponsorship.
In
addition
to
expanding
the
brand
overseas,
Nike
successfully
entered
new
athletic
footwear,
apparel,
and
equipment
product
categories
by
using
endorsements
from
high-
profile
athletes
and
consumer
outreach
programs.
The
Nike
Golf
brand,
endorsed
by
Tiger
Woods,
has
changed
the
way
professional
golfers
dress.
Tiger’s
powerful
influence
on
the
game
and
his
Nike
emblazoned
style
have
turned
the
greens
at
the
majors
into
“golf’s
fashion
runway.”
In
addition,
Nike
has
used
the
superstar
to
help
build
its
relationship
with
consumers.
In
2009,
it
launched
a
Tiger
Web
Talkback
session
at
nikegolf,
where
fans
could
ask
questions
and
hear
Tiger
talk
about
golf.
The
session
was
part
of
a
nationwide
Nike
Golf
consumer
experience
day,
which
included
equipment
demos,
long-
drive
contests,
and
in-
store
specials.
In
tennis,
Nike
has
aligned
with
Maria
Sharapova,
Roger
Federer,
and
Rafael
Nadal
to
push
its
line
of
tennis
clothing
and
gear.
Some
called
the
famous
2008
Wimbledon
match
between
Roger
Federer
and
Rafael
Nadal—both
dressed
in
swooshes
from
head
to
toe—a
five-
hour
Nike
commercial
valued
at
$10
million.
Nike
teamed
up
with
seven-
time
Tour
de
France
champion
Lance
Armstrong
not
only
to
sell
Nike
products
but
also
to
help
Armstrong’s
LIVESTRONG
campaign.
Nike
designed,
manufactured,
and
sold
over
70
million
yellow
LIVESTRONG
bracelets,
netting
$80
million
for
the
Lance
Armstrong
Foundation.
It
also
featured
Armstrong’s
message
of
survival,
willpower,
and
giving
in
a
series
of
Nike
commercials.
To
promote
its
line
of
basketball
shoes
and
apparel,
Nike
continues
to
feature
basketball
superstars
such
as
Kobe
Bryant
and
LeBron
James.
In
addition,
it
formed
a
partnership
with
Foot
Locker
to
create
a
new
chain
of
stores,
Houseof
Hoops
by
Foot
Locker,
which
offers
only
basketball
products
by
Nike
brands
such
as
Converse
and
Jordan.
Recently,
Nike’s
lead
in
the
running
category
has
grown
to
60
percent
market
share
thanks
to
its
exclusive
partnership
with
Apple.
Nike
(Plus)
technology
includes
a
sensor
that
runners
put
into
their
running
shoes
and
a
receiver,
which
fits
into
an
iPod,
iTouch,
or
iPhone.
When
the
athlete
goes
for
a
run
or
hits
the
gym,
the
receiver
captures
his
or
her
mileage,
calories
burned,
and
pace
and
stores
it
until
the
information
is
downloaded.
Nike
is
now
considered
the
world’s
largest
running
club.
In
2008
and
2009,
Nike
hosted
the
Human
Race
10K,
the
largest
and
only
global
virtual
race
in
the
world.
The
event,
designed
to
celebrate
running,
drew
780,000
participants
in
2008
and
surpassed
that
number
in
2009.
To
participate,
runners
register
online,
gear
up
with
Nike
technology,
and
hit
the
road
on
race
day,
running
any
10K
route
they
choose
at
any
time
during
the
day.
Once
the
data
is
downloaded
from
the
Nike
receiver,
each
runner’s
official
time
is
posted
and
can
be
compared
to
the
times
of
runners
from
around
the
world.
Like
many
companies,
Nike
is
trying
to
make
its
company
and
products
more
eco-
friendly.
However,
unlike
many
companies,
Nike
does
not
promote
its
efforts.
One
brand
consultant
explained,
“Nike
has
always
been
about
winning.
How
is
sustainability
relevant
to
its
brand?”
Nike
executives
agree that promoting an eco-friendly message would distract from its slick high-tech image, so
efforts
like recycling old shoes into new shoes are kept quiet. Today, Nike dominates the athletic footwear
market
with
a
31 percent market share globally and a 50 percent market share in the United States. Swooshes
abound on everything from wristwatches to skateboards to swimming caps. The firm’s long-term
strategy
focuses on basketball, running, football, women’s fitness, men’s training, and sports culture. As a
result of its successful expansion across geographic markets and product categories, Nike is the top
athletic
apparel and footwear manufacturer in the world, with corporate fiscal 2009 revenues exceeding $19
billion. Questions 1. What are the pros, cons, and risks associated with Nike’s core marketing
strategy? 2. If you were Adidas, how would you compete with Nike? Sources: Justin Ewers and Tim
Smart,“A Designer Swooshes In,” U. News & World Report, January 26, 2004, p. 12;
“Corporate Media Executive of the Year,” Delaney Report, January 12, 2004, p. 1; Barbara
Lippert,“Game Changers: Inside the Three Greatest Ad Campaigns of the Past Three Decades,”
Adweek, November 17, 2008; “10 Top Nontraditional Campaigns,” Advertising Age, December 22,
2003,
p. 24; Chris Zook and James Allen, “Growth Outside the Core,” Harvard Business Review,
December 2003, p. 66; Jeremy Mullman, “NIKE; What Slowdown? Swoosh Rides Games to New
High,” Advertising Age, October 20, 2008, p. 34; Allison Kaplan, “Look Just Like Tiger (until you
swing),” America’s Intelligence Wire, August 9, 2009; Reena Jana and Burt Helm, “Nike Goes
Green, Very Quietly,” BusinessWeek, June 22, 2009. providing high-quality running shoes designed
for
athletes
by
athletes.
Founder
Philip
Knight
believed
identification.
It
also
helped
launch
Nike
into
other
international
markets
over
the
next
decade,
and
by
18. IF YOU WERE ADIDAS, HOW WOULD YOU COMPETE WITH NIKE? Ans:-The strategy
for
Adidas isto compete with Nike should be to target the areas of their weakness. Adidas should look
to
better diversify their marketing strategy. AlsoAdidas should aim to bring around the diversified
products
in
market
which
would further popularise among consumers directly through its goods. Investing the increments in
the
profits to get some innovative and popular advertisements would be the stupendous ground breaking
product
to
get leverage in competing with Nike. Adidas should focus on creating new products coming up with
new
strategies to promote its brand. IT should bring a new ground breaking product into market to trump
Nike
lead
in
the
market.Adidas canalso look further to expand its reach to other sports where Nike hasnot set its foot
and
look for attractive associations such asthose of Nike with the Apple to bring out Nike+. 100% (28)
Consultant (independent or with a firm) 4. •Nike is the world’s largest designer, marketer, and
distributor of sports-related apparel, equipment , accessories, athletic footwear and athletic apparel.
•Nike was founded in 1964 by Bill Bowerman and Phil Knight and opened its first store in Santa
Monica, California, in 1966. •The company introduced its Nike brand of shoes in 1972. •The
company
officially renamed itself Nike in 1978. •BY 1980, the company had reached a 50% market share in
the
U.S athletic shoe market and had become a publicly traded company. •By 1985 new era by
introduction of a Michael Jordan-endorsed basketball shoe. By end of 1988 Nike to the top of
industry. •By 1988 started to began diversify with purchase Cole Haan shoes and aquire other brands
“ Nike Over View cont. Bauer in 1995, Hurley in 2002, Converse in 2003, Starter in 2004, Umbro in
2008
Revision notes 11. Competitive Profile Matrix (CPM) RatingWeighted ScoreRatingWeighted
ScoreRatingWeighted Score0.0 to 1.01 to 41 to 41 to 4Advertising0.120.230.330.3Product
Quality0.0840.3230.2420.16Price
Competitiveness0.0820.1630.2410.08Management0.0630.1830.1820.12Financial
Position0.0840.3230.2410.08Customer Loyalty0.0530.1520.110.05Global
Expansion0.0530.1530.1520.1Market
Share0.0840.3220.1610.08Technology0.0940.3630.2710.09Brand
Recognition0.140.440.430.3Portfolio Diversification0.0830.2440.3220.16Product
Positioning0.0930.2730.2710.09Research &
Development0.0640.2430.1810.06Totals13.313.051.67NIKEADIDASPUMAWeightsCritical
Success factors product categories by using endorsements from high-profile athletes and consumer
outreach
programs.
88. Q5(b): Answer NIKE RESPONSIBILITY Force Labour Child Labour Compensation Benefits
Hours of work/ overtime Child Labour national team for which Nike had any real sponsorship) won
the
World
Cup.
That
victory
transformed
basketball
teams.
That
year,
sales
in
the
Asian
region
grew
15
percent
to
$3.3 billion and Nike’s irreverent attitude that matched the company’s spirit. In 1985, Nike signed up
then-
rookie
guard
Michael
15. Internal Assessment Growth trend in total Revenues 2007 2008 2009 U.S 6131 6414 6542
EMEA 4764 5629 5512 Asia 2295 2887 3322 Americas 966 1164 1284 0 1000 2000 3000 4000 5000
6000 7000 In Million Total growth4% 65. Nike is associated as a US brand/ product. 45. NIKE
UNABLE TO BALANCE BETWEEN BUSINESS OBJECTIVE AND LABOUR PRACTICES
ISSUES. international divisions grew to 53 percent of the company’s revenue. Some believed Nike’s
marketing
So to wrap up I thought it was critical to take lessons from Nike and apply it to our own personal
lives and business. In anything you do make sure you do it for the right reason, always remember
why you’re doing something and do it to the best of your ability. Decide what’s right and wrong
then let that be at the center of your core values and remember a huge part of being creative is
actually being original. Nike’s footwear division needed manufacturers in 4 Asian regions to take on
new
skills Nike is no longer just a logo, Nike is a way of life. 78. Nike is associated with “luxury”
products.
Now let’s talk creativity, something that Nike is all about. Though Nike as a company is filled with
designers in-house there still hungry for outside creatives who have a different spin on what’s being
designed
and
out in the market. manifestation of Nike’s attitude of self-empowerment through sports. As Nike
began
expanding
overseas
4. •Nike is the world’s largest designer, marketer, and distributor of sports-related apparel, equipment
, accessories, athletic footwear and athletic apparel. •Nike was founded in 1964 by Bill Bowerman
and
Phil Knight and opened its first store in Santa Monica, California, in 1966. •The company introduced
its
Nike
brand
of
shoes
in
1972. •The company officially renamed itself Nike in 1978. •BY 1980, the company had reached a
50% market share in the U.S athletic shoe market and had become a publicly traded company. •By
1985 new era by introduction of a Michael Jordan-endorsed basketball shoe. By end of 1988 Nike to
the
top
of
industry. •By 1988 started to began diversify with purchase Cole Haan shoes and aquire other brands
“ Nike Over View cont. Bauer in 1995, Hurley in 2002, Converse in 2003, Starter in 2004, Umbro in
2008
91. Force Labour Child Labour Compensation Benefits Hours of work/ overtime Child Labour 61.
Nike
is
associated
as
a
US brand/ product. identify and sign athletes who transcend their sports to such great effect.” In
1988,
Nike
aired
the
first
19. SWOT Matrix SO Strategies - With some of the most recognizable and followed athletes
globally, expanding into places like India and forming alliances with different kinds of sports leagues
will be a valuable strategy to expand. - With strong international precense should used to attract a
new
segment like kids and women. WO Strategies - With the concept to increase the consumer
attractiveness should pay more attention to the new era of considerable in fashionable footwear. ST
Strategies - Should apply CRM system to sustain the numbers of consumers and go through product
development and market development against its competitors in new markets WT Strategies -
Should pay more attention to the Chinese market to and make a join venture with some suppliers
could offer good quality raw material against the severe competition.
7.
The
current
vision
of
Nike
To
bring
inspiration
and
innovation
to
every
athlete
in
the
world
Seizing
the
future
athletic
with
brands
represent
performance,
quality,
and
fashionable
sports
product.
The
Proposed
vision
of
Nike
70.
Nike
is
associated
with
“luxury”
products.
These
are
the
five
main
reasons
why
you
should
seek Nike
case
study help
from
the
experts
of
Instant
Assignment
Help.
In
case
you
need
help
with
any
other
academic
writing
such
as
essay,
assignment,
dissertation
or
such,
you
can
still
count
on
us
for
impeccable
documents.
So,
what’s
stopping
you
now?
Contact
us
now!
Nike
case
study
seemed
interesting
to
me.
But,
as
I
started
penning
down
my
thoughts,
I
faced
issues
in
sentence
formation
and
such.
Then,
I
sought
help
from
these
people.
They
are
really
amazing.
There
kept
me
informed
through
every
stage
of
the
process.
Thanks,
guys!
The
Nike
Membership
rewards
program
has
a
lot
going
for
it.
Just
like
in
the
rest
of
the
Nike
experience,
their
branding
is
an
incredibly
strong
asset,
but
the
success
of
their
program
goes
beyond
the
look
and
feel
of
the
site.
With
Nike
Membership,
Nike
has
put
together
a
rewards
system
that
any
athlete
will
find
valuable.
93.
Force
Labour
Child
Labour
Compensation
Benefits
Hours
of
work/
overtime
Child
Labour
This
strategy
will
help
Nike
to
enhance
sales
and
promote
customer
satisfaction
and
support.
Initially,
fast
reading
without
taking
notes
and
underlines
should
be
done.
The
author
of
this
theory
suggests
that
firm
must
be
valuable,
rare,
imperfectly
imitable
and
perfectly
non
sustainable.
.
After
introduction,
problem
statement
is
defined.
15.
OPPORTUNITIES:
•
Customer
use
of
company’s
products
change
from
athletic
purpose
to
a
fashion
item
•
Development
of
international
trade
(GAAT
and
NAFTA)
•General
demand
for
clothing/
footwear
for
leisure
activities
continues
to
increase
•
Growing
e-
commerce’s
positive
effect
since
one
of
company’s
competitive
advantages
is
Internet
sales
•Women
demand
for
athletic
footwear
and
clothing
is
increasing
significantly
THREATS:
•
Competitors
which
copy
company's
business
model
(high
value
branded
product
manufactured
at
a
low
cost)
•Reebok's
strong
presence
with
204
factory
direct
stores
•Adidas-
Salomon
AG,
top
European
competitor
•PUMA
available
at
cheaper
rate
•
The
impact
of
foreign
currency
fluctuation
and
interest
rates
•
Labor
and
political
unrest
in
the
suppliers
countries
•
Cost
orientated
customers
vs
company’s
higher-
end
market.
featuring
Olympic
athletes
during
the
games.
In
addition,
Nike
sponsored
several
teams
and
athletes,
One
solution
to
address
this
issue
is
for
Nike
to
adopt
a
code
of
conduct
for
its
suppliers
that
adheres
to
international
labor
standards
and
human
rights
principles.
This
code
of
conduct
should
outline
specific
requirements
for
working
conditions,
wages,
and
employee
rights,
and
should
be
strictly
enforced.
Nike
should
also
implement
an
independent
monitoring
system
to
ensure
compliance
with
the
code
of
conduct,
and
should
be
transparent
about
the
findings
of
these
monitoring
efforts.
U.S.
consumers.
Nike
believed
in
a
“pyramid
of
influence”
in
which
the
preferences
of
a
small
percentage
8.

Started
to
diversify
the
companies
and
entered
new
product
categories
like
footwear,
apparel,
and
equipment.
2009:
LaunchedTiger
Web
Talkbacksessionat
nikegolf.com
when
Tiger
Woods
endorsed
the
Nike
Golf
brand.
13.
•
Sponsorship
•
American
football
•
Athletics-
Mo
Farah
•
Indian
cricket
team
•
and
more
•
NBA
uniform
and
apparel
deal
•
Nike
signed
an
8-
year
deal
with
the
NBA
to
become
the
official
apparel
supplier
for
the
league,
beginning
with
the
2017–18
season.
20.
FS
Financial
Strengths
15
Space
Matrix
ROI
2
Leverage
2
Liquidity
4
Working
Capital
4
Cash
Flow
3
ES
Environmental
Stability
-
10
Business
Risk
-
3
Technological
Changes
-
2
Price
range
of
competitors
-
1
Competitive
pressure
-
2
Barriers
to
entry
-
2
CA
Competitive
advantage
-
10
Market
Share
-
3
Product
Quality
-
2
Customer
loyality
-
2
control
over
suppliers
and
distributors
-
3
IS
Industry
Strength
11
Growth
Potential
4
Profit
Potential
3
Financial
Stability
2
Easy
to
entery
market
2
FS
Average
+
ES
Average
1
IS
average
+
CA
average
0.25
Total
1.25
Financial
Strengths
Competitive
advantage
Environmental
Stability
Industry
Strength
+1
+2
+3
+4
+5
+6
Conservative
Aggressive
Defensive
Competitive
+1
+2
+3
+4
+5
+6
-
6
-
5
-
4
-
3
-
2
-
1
-
6
-
5
-
4
-
3
-
2
-
1
Nike

Market
Penetration

Market
Development

Product
Development

Diversification

Backward,
Forward,
Horizontal
Integration
19.
SWOT
Matrix
SO
Strategies
-
With
some
of
the
most
recognizable
and
followed
athletes
globally,
expanding
into
places
like
India
and
forming
alliances
with
different
kinds
of
sports
leagues
will
be
a
valuable
strategy
to
expand.
-
With
strong
international
precense
should
used
to
attract
a
new
segment
like
kids
and
women.
WO
Strategies
-
With
the
concept
to
increase
the
consumer
attractiveness
should
pay
more
attention
to
the
new
era
of
considerable
in
fashionable
footwear.
ST
Strategies
-
Should
apply
CRM
system
to
sustain
the
numbers
of
consumers
and
go
through
product
development
and
market
development
against
its
competitors
in
new
markets
WT
Strategies
-
Should
pay
more
attention
to
the
Chinese
market
to
and
make
a
join
venture
with
some
suppliers
could
offer
good
quality
raw
material
against
the
severe
competition.
Download
Now
Marketing
Excellence
NIKE
(Case
Study)
Nike
hit
the
ground
running
in
1962.
Originally
known
as
Blue
Ribbon
Sports,
the
company
focused
on
providing
high-
quality
running
shoes
designed
for
athletes
by
athletes.
Founder
Philip
Knight
believed
high-
tech
shoes
for
runners
could
be
manufactured
at
competitive
prices
if
imported
from
abroad.
Nike’s
commitment
to
designing
innovative
footwear
for
serious
athletes
helped
it
build
a
cult
following
among
U.
consumers.
Nike
believed
in
a
“pyramid
of
influence”
in
which
the
preferences
of
a
small
percentage
of
top
athletes
influenced
the
product
and
brand
choices
of
others.
From
the
start
its
marketing
campaigns
featured
accomplished
athletes.
Runner
Steve
Prefontaine,
the
first
spokesperson,
had
an
irreverent
attitude
that
matched
the
company’s
spirit.
In
1985,
Nike
signed
up
then-
rookie
guard
Michael
Jordan
as
a
spokesperson.
Jordan
was
still
an
up-
and
comer,
but
he
personified
superior
performance.
Nike’s
bet
paid
off—the
Air
Jordan
line
of
basketball
shoes
flew
off
the
shelves
and
revenues
hit
over
$100
million
in
the
first
year
alone.
As
one
reporter
stated,
“Few
marketers
have
so
reliably
been
able
to
identify
and
sign
athletes
who
transcend
their
sports
to
such
great
effect.”
In
1988,
Nike
aired
the
first
ads
in
its
$20
million
“Just
Do
It”
ad
campaign.
The
campaign,
which
ultimately
featured
12
TV
spots
in
all,
subtly
challenged
a
generation
of
athletic
enthusiasts
to
chase
their
goals.
It
was
a
natural
manifestation
of
Nike’s
attitude
of
self-
empowerment
through
sports.
As
Nike
began
expanding
overseas
to
Europe,
it
found
that
its
U.-
style
ads
were
seen
as
too
aggressive.
Nike
realized
it
had
to
“authenticate”
its
brand
in
Europe,
so
it
focused
on
soccer
(known
as
football
outside
the
United
States)
and
became
active
as
a
sponsor
of
youth
leagues,
local
clubs,
and
national
teams.
However,
for
Nike
to
build
authenticity
among
the
soccer
audience,
consumers
had
to
see
professional
athletes
using
its
product,
especially
athletes
who
won.
Nike’s
big
break
came
in
1994
when
the
Brazilian
team
(the
only
national
team
for
which
Nike
had
any
real
sponsorship)
won
the
World
Cup.
That
victory
transformed
Nike’s
image
in
Europe
from
a
sneaker
company
into
a
brand
that
represented
emotion,
allegiance,
and
identification.
It
also
helped
launch
Nike
into
other
international
markets
over
the
next
decade,
and
by
2003,
overseas
revenues
surpassed
U.
revenues
for
the
first
time.
In
2007,
Nike
acquired
Umbro,
a
British
maker
of
soccer-
related
footwear,
apparel,
and
equipment.
The
acquisition
helped
boost
Nike’s
presence
in
soccer
as
the
company
became
the
sole
supplier
of
uniforms
to
over
100 professional soccer teams around the world. Nike focused its efforts on international markets,
especially
China, during the 2008 Summer Olympics in Beijing. Although Nike’s rival, Adidas, was the official
sponsor
of
the
Olympic
Games, Nike received special permission from the International Olympic Committee to run Nike ads
featuring
Olympic
athletes
during
the
games.
In
addition,
Nike
sponsored
several
teams
and
athletes,
including most of the Chinese teams and 11 of the 12 high-profile members on the United States
men’s basketball teams. That year, sales in the Asian region grew 15 percent to $3 billion and Nike’s
international
divisions grew to 53 percent of the company’s revenue. Some believed Nike’s marketing strategy
during
the
Olympics was more effective than Adidas’s Olympic sponsorship. In addition to expanding the
brand
overseas, Nike successfully entered new athletic footwear, apparel, and equipment product categories
by
using
endorsements from high-profile athletes and consumer outreach programs. The Nike Golf brand,
endorsed
by
Tiger
Woods, has changed the way professional golfers dress. Tiger’s powerful influence on the game and
his Nike emblazoned style have turned the greens at the majors into “golf’s fashion runway.” In
addition,
Nike
has
used
the
superstar to help build its relationship with consumers. In 2009, it launched a Tiger Web Talkback
session at nikegolf, where fans could ask questions and hear Tiger talk about golf. The session was
part of a nationwide Nike Golf consumer experience day, which included equipment demos, long-
drive contests, and in-store specials. In tennis, Nike has aligned with Maria Sharapova, Roger
Federer, and Rafael Nadal to push its line of tennis clothing and gear. Some called the famous 2008
Wimbledon match between Roger Federer and Rafael Nadal—both dressed in swooshes from head
to
toe—a five-hour Nike commercial valued at $10 million. Nike teamed up with seven-time Tour de
France champion Lance Armstrong not only to sell Nike products but also to help Armstrong’s
LIVESTRONG campaign. Nike designed, manufactured, and sold over 70 million yellow
LIVESTRONG bracelets, netting $80 million for the Lance Armstrong Foundation. It also featured
Armstrong’s message of survival, willpower, and giving in a series of Nike commercials. To promote
its
line
of
basketball
shoes
and
apparel,
Nike
continues
to
feature basketball superstars such as Kobe Bryant and LeBron James. In addition, it formed a
partnership with Foot Locker to create a new chain of stores, Houseof Hoops by Foot Locker, which
offers only basketball products by Nike brands such as Converse and Jordan. Recently, Nike’s lead
in
the
running
category has grown to 60 percent market share thanks to its exclusive partnership with Apple. Nike
(Plus) technology includes a sensor that runners put into their running shoes and a receiver, which
fits into an iPod, iTouch, or iPhone. When the athlete goes for a run or hits the gym, the receiver
captures his or her mileage, calories burned, and pace and stores it until the information is
downloaded. Nike is now considered the world’s largest running club. In 2008 and 2009, Nike
hosted the Human Race 10K, the largest and only global virtual race in the world. The event,
designed
to
celebrate running, drew 780,000 participants in 2008 and surpassed that number in 2009. To
participate, runners register online, gear up with Nike technology, and hit the road on race day,
running
any
10K route they choose at any time during the day. Once the data is downloaded from the Nike
receiver, each runner’s official time is posted and can be compared to the times of runners from
around the world. Like many companies, Nike is trying to make its company and products more eco-
friendly. However, unlike many companies, Nike does not promote its efforts. One brand consultant
explained, “Nike has always been about winning. How is sustainability relevant to its brand?” Nike
executives agree that promoting an eco-friendly message would distract from its slick high-tech
image, so efforts like recycling old shoes into new shoes are kept quiet. Today, Nike dominates the
athletic
footwear
market
with
a
31 percent market share globally and a 50 percent market share in the United States. Swooshes
abound on everything from wristwatches to skateboards to swimming caps. The firm’s long-term
strategy
focuses on basketball, running, football, women’s fitness, men’s training, and sports culture. As a
result of its successful expansion across geographic markets and product categories, Nike is the top
athletic
apparel
and
footwear
manufacturer in the world, with corporate fiscal 2009 revenues exceeding $19 billion. Questions 1.
What are the pros, cons, and risks associated with Nike’s core marketing strategy? 2. If you were
Adidas, how would you compete with Nike? Sources: Justin Ewers and Tim Smart,“A Designer
Swooshes In,” U. News & World Report, January 26, 2004, p. 12; “Corporate Media
Executive of the Year,” Delaney Report, January 12, 2004, p. 1; Barbara Lippert,“Game Changers:
Inside the Three Greatest Ad Campaigns of the Past Three Decades,” Adweek, November 17, 2008;
“10 Top Nontraditional Campaigns,” Advertising Age, December 22, 2003, p. 24; Chris Zook and
James Allen, “Growth Outside the Core,” Harvard Business Review, December 2003, p. 66; Jeremy
Mullman, “NIKE; What Slowdown? Swoosh Rides Games to New High,” Advertising Age, October
20, 2008, p. 34; Allison Kaplan, “Look Just Like Tiger (until you swing),” America’s Intelligence
Wire, August 9, 2009; Reena Jana and Burt Helm, “Nike Goes Green, Very Quietly,” BusinessWeek,
June 22, 2009. If this is your query, then bingo! You are at the right place. Professional writers of
Instant
Assignment
Help make sure to deliver the best quality work to you. They have years of experience that aid them
in
performing the analysis appropriately to get accurate results. One of the first things we noticed about
the
Nike
Membership
rewards
program
was
their
rewards
portfolio. Most brands only offer their customers a combination of discounts and other financial
incentives, but Nike’s focus is on delighting their customers through highly targeted experiential
rewards. 32. TO MONITOR THE IMPLEMENTATION THE CODES OF CONDUCT & TO
FOCUS ON THE ROOT OF THE PROBLEMS. I was working on my Nike case study when
suddenly I felt my thoughts were getting stagnant. Then, my friend referred Instant Assignment
Help to me. They helped me with the best work, and I am glad I scored an A+ again. Jordan as a
spokesperson.
Jordan
was
still
an
up-
and
comer,
but
he
personified
superior
performance.
Courses 9. 1. Customers 2. Products or services 3. Markets 4. Technology. 5. Concern for survival,
growth, and profitability 6. Philosophy 7. Self-concept 8. Concern for public image 9. Concern for
employees The Proposed Nike’s Mission At Nike, we desire to deliver superior products to
customers
and
athletes
that
are
both safe and dependable (1, 2 and 6). Our well trained employees and experienced executives will
ensure
a
competitive
advantage
for
our markets, growth for the company, and profits for our shareholders (5). Our commitment to social
responsibility and the communities in which we operate will ensure business relationships and
alliances
for
the
future
and
a
perception of concern with our stakeholders (6, 8). We will continue to utilize innovation and
technology to provide our employees with the best possible work environment while adapting to the
many changes in the global market (3, 4, 7, and 9). 12. • BBC documentary in 2001 Child Labour
in
Indonesia • Australian tv channel video Violation of Labour Laws in Malaysia consumers. In 2009,
it
launched a Tiger Web Talkback session at nikegolf.com, where fans could ask Have you ever thought
about
the
best way to reward your customers for theirloyalty? While you could stick to traditional methods
such
as
giving 10% back onall purchases, you could also offer new and exciting experiences such as invitesto
exclusive events. Understanding the difference between the… 45. NIKE UNABLE TO BALANCE
BETWEEN BUSINESS OBJECTIVE AND LABOUR PRACTICES ISSUES.
Like any training athlete, Nike Membership is still pushing to be its best but what it is, is a strong
rewards program and a nearly flawless extension of an already amazing brand. With its focus on
mobile optimization and hyper-relevant rewards, Nike Membership runs circles around the
competition. By slimming their app catalog and providing some re-engagement opportunities, Nike
can take their rewards program from great to legendary. This strategy will help Nike to enhance sales
and promote customer satisfaction and support. Initially, fast reading without taking notes and
underlines should be done. The author of this theory suggests that firm must be valuable, rare,
imperfectly imitable and perfectly non sustainable. . After introduction, problem statement is defined.
These are the different factors that affect this company. You can consult our experts for more details
on the same to include in your Nike MNC case study. If you are wondering how we can help you
with this, then turn to the following section. Download Now 53. This may “directly/ indirectly”
affected Nike’s customers’ purchase decision as Nike experience reduction in Net ProfitNike Image
Shattered More “Negative News About Nike’s Labor Practices” Emerged Series of “Anti-Nike”
Demonstration, Tarnishing Nike’s Image Nike Logo and Tagline are Associated With Bad Labor and
Ethic Practice Out of Court Settlement Confirms Nike’s Bad Labor Practice Nike’s Management
Reputation 12. LIVESTRONG CAMPAIGN Also aligned with 7 times Tour de-France champion
Lance Armstrong, which alsohelped in Armstrong’s LIVESTRONGcampaign. It was a campaign
for cancer patients Nike sold 70 million yellow bracelets product, especially athletes who won.
Nike’s big break came in 1994 when the Brazilian team (the only 22. QUESTION 4 Many of Nike’s
competitors subcontractor production to Asian factories that are similar to the factories used by Nike,
why was Nike singled out by human rights and labour right activist? 21. Matrix Analysis Alternative
StrategiesSWOTSPACEEFEBCGCountForward IntegrationYESYESYESYES4Backward
IntegrationYESYESYESYES4Horizontal IntegrationYESYESYESYES4Market
PenetrationYESYESYESYES4Market DevelopmentYESYESYESYES4Product
DevelopmentYESYESYESYES4Related DiversificationYESYESYESYES4Unrelated
Diversification0Joint VentureYESYES2Retrenchment0Divestiture0Liquidation0 Download to read
offline 1. Nike Case Study Analysis By Ahmed Samir Haitham Salah Magdy Essmat Magdy
Mohamed Sherif STILL IN TWO MINDS? THE PROOF IS IN NUMBERS! 1. Nike Case Study
Analysis By Ahmed Samir Haitham Salah Magdy Essmat Magdy Mohamed Sherif 32. TO
MONITOR THE IMPLEMENTATION THE CODES OF CONDUCT & TO FOCUS ON THE
ROOT OF THE PROBLEMS. Lowest guaranteed price across the globe. Get upto 50% off ! Book
Now Recent We know we praised Nike’s mobile engagement strategy earlier, and a big part of that
was because of their mobile applications, but we need to address the other side of that coin. You see
one of the program’s strengths is actually hiding one of its weaknesses: Nike Membership has too
many apps. 7. ©2013 The Steve Trautman Co. www.stevetrautman.com Page | 7 CASE STUDY:
NIKE USES KNOWLEDGE TRANSFER TO MANAGE CHANGE AND INCREASE
INNOVATION IN OFFSHORE TEAMS WHQ wanted to follow everything with [shoe-type]
design, but we changed flywiring process for the leather version to save cost and for higher
productivity.” “Suggested WHQ alternative material to reduce time of laser perforation.”
“WHQ wanted to add 3 stripes on the Quarter as Quarter Overlay, but it looked like Adidas, so we
asked WHQ to check legal issue and change design. (Moving 3 stripes to under the mesh as Quarter
Underlay).” “We’ve driven 2-pieces pattern of Tongue to 1-piece, and then we could get better
pattern efficiency and save the cost.” “WHQ suggested removing recess on the backside of outsole
toe tip for better bonding, but we thought that it is useless process since Outsole toe tip is already
curved after stock fitting with midsole.” “Added mudguard on medial side in order to remove
wrinkle. It’s related to design, but suggested to improve quality. As a result, it’s accepted by WHQ.”
6. Job satisfaction has increased at the PCCs and NLOs as a result of learning or transferring skills:
Nike knowledge transfer process owners have reported a rise in employee job satisfaction, as seen
from their status tracking. These representative comments were supplied from Korea: The SDP gave
me a lot of satisfaction with my job. Now I can see the big picture of my duty.” “After SDP
process, it made me broaden my horizons with foundation knowledge of developing process when
handling projects. Of course, it increased job satisfaction and more understanding.” “It was really
helpful to understand whole Nike product creation process.” 7. Long-term benefits for future
onboarding: Asian workforces today have high turnover. Nike now has a way of saying to its
Product Creation Centers and factories, “Here are the skills and level of proficiency your people
must have in their role in order to do work for us.” This includes new people coming on board. In the
past, Nike would end up in a cycle of onboarding and training new hires. Now, Nike is has asked the
PCCs to be responsible for training their own new hires using these master SDPs and this knowledge
transfer process. Nike can now get out of the retraining business—freeing up their people to do
higher level work. There are just so many things we got out of this [pilot] that I think will allow it to
live on. And also, it will allow us to use some of this in future projects.” —DIRECTOR OF
FOOTWEAR PRODUCT DEVELOPMENT OPERATIONS “ “ “ Results as of 4/8/2013 If this is
your query, then bingo! You are at the right place. Professional writers of Instant Assignment Help
make sure to deliver the best quality work to you. They have years of experience that aid them in
performing the analysis appropriately to get accurate results. 39. NIKE UNABLE TO BALANCE
BETWEEN BUSINESS OBJECTIVE AND LABOUR PRACTICES ISSUES. 61. Nike is
associated as a US brand/ product. product categories by using endorsements from high-profile
athletes and consumer outreach programs. You don't have any courses yet. They also have ongoing
programs such as cultivator which creators can submit sneaker designs and if picked are can curate
and put forth in front of their audience to sell. (Only difference is the program is not associated with
air max day) Check the program out – Here Strategy and Project Managemen Download Now
including most of the Chinese teams and 11 of the 12 high-profile members on the United States
men’s identification. It also helped launch Nike into other international markets over the next decade,
and by of top athletes influenced the product and brand choices of others. From the start its marketing
build authenticity among the soccer audience, consumers had to see professional athletes using its C
Suite Executive overseeing organizational changes Seems interesting, right? Let’s look into other
details of the same for making your Nike brand case study more informative. “authenticate” its brand
in Europe, so it focused on soccer (known as football outside the United States) 77. Nike is
associated as a US brand/ product. 8. The current Nike’s Mission Nike’s mission is to carry on
Bowerman’s legacy of innovative thinking, develop products that help athletes of every level of
ability reach their full potential, and to create business opportunities that set Nike apart from the
competition and provide value for their shareholders Download Now While customers are getting
increasingly more mobile with their experiences, today’s devices haven’t quite caught up to their
desires. Phones only have so much memory for applications, and there are a lot of other apps already
vying for that space. With this in mind, many customers are weary to download new apps, which
means new applications need to show substantial value in order to convince a customer they’re worth
downloading. Add Books 15. SOME STATS ABOUT NIKE •Nike has 31% market share globally
•50% market share in US •In 2009 fiscal year it exceeds $19 billion revenues 36. TO MONITOR
THE IMPLEMENTATION THE CODES OF CONDUCT & TO FOCUS ON THE ROOT OF THE
PROBLEMS. 96% (28) NIKE Case Study Strategic Management (SWOT & PESTLE Analysis) by
Experts In conclusion, Nike's use of sweatshops in its supply chain has been a major source of
controversy and has led to widespread criticism and boycotts. To address this issue, Nike should
adopt a code of conduct for its suppliers that adheres to international labor standards and human
rights principles, and should implement an independent monitoring system to ensure compliance.
While this solution may face challenges, it has the potential to improve the working conditions and
wages of Nike's workers, improve the company's reputation, and increase customer loyalty. Even the
best rewards programs have their shortcomings, and Nike Membership is no different. There are
several program elements that trip up an otherwise awesome customer experience, but if Nike can tie
up these loose ends their program will be off to the races! of top athletes influenced the product and
brand choices of others. From the start its marketing 17. Q&A Q1. What are the pros, consand
risksassociated with Nike’score marketing strategy? Nike believes in “pyramid of influence”, and it
strategically positions itself and usescelebrity marketing asits core marketing strategy to create its
brandimage Pros– Arepeatable model allows managersto refine skillsand systematize processes.Their
clearly defined audience target – athletes, sportsenthusiasts, well off and brand conscious customers–
makesit easyfor them to make target-centric ad campaigns. It represents emotions and promotes its
brand asa brand of allegiance and loyalty. It usesgeographic segmentation to promote its products
andbrand. However Nike has, always, only been about 1 thing; it only delivers a specifickind of
product Cons– It mainly focuseson producinghigh-products with cutting edge technology and sells
them at competitive prices. It doesnot communicate to the middle classand lower classsociety. Risks–
Intense competition and the influence of spokespersons posesa risk to their strategies.Alsoever
changing demandsand choicesof the consumers along with the international expansion posesa risk to
their strategies. 3. ©2013 The Steve Trautman Co. www.stevetrautman.com Page | 3 CASE STUDY:
NIKE USES KNOWLEDGE TRANSFER TO MANAGE CHANGE AND INCREASE
INNOVATION IN OFFSHORE TEAMS Nike management also used the KSM to identify NLO
and PCC employees who were potential future mentors. Figure 1: Example of Nike’s Knowledge
Silo Matrix (KSM) for the Costing Silo for the Korean PCC team. STEP 2: Nike then wrote Skill
Development Plans (SDPs) for each of the five knowledge silos and set the start of the ‘Holiday 13’
season in October 2012 as the deadline when PCC personnel should be ‘green’, meaning performing
skills successfully and independent of Nike oversight. Through the SDPs, apprentices in the PCCs
could now identify which specific skills they needed to learn and by when—along with the resources
available to support this learning. This enabled apprentices to take greater ownership of their training.
Mentors could see clear priorities for what to teach first to whom, and which knowledge tests to
apply to check their apprentices’ learning. [See “test questions” below] And, regional managers could
predict when the knowledge transfer for a silo should be complete, track progress and see where
they were ahead or falling behind, and provide accountability for risk reduction. [see Figure 2]
For the past 10 – 12 years, Nike had used competency models to guide their talent management,
identifying six core competencies they wanted in Developers (e.g. Project Management,
Interpersonal Skills, etc.). But, their competency model provided no additional layer of specificity to
guide job role definition and training now that Nike’s business model had changed. The Steve
Trautman Co.’s methodology—specifically the SDP—allowed Nike to see this needed layer of detail
they were missing and to systematically drill down to achieve it. What really stood us on our ear
and made us see things differently was the very notion of: ‘What do these key competencies mean,
really? If I was to dig down—can you tell me, for example, what it really means to be an effective
project manager? What do you need to be able to do?’ We had these big notions [competency
models], but we didn’t have a lot of substance under them. So that was a big a-ha.”— DIRECTOR
OF FOOTWEAR PRODUCT DEVELOPMENT OPERATIONS “ This is because Nike stands for
something, they embody what it is to be a great company all the while ensuring their customers are
happy. If you ever had an interest in this company, then you might have surely heard of this
controversy where Nike was claimed to exploit its workers. This is a sensitive topic that needs to be
dealt with care. Another such controversial topic in this company in Vietnam. It also got many heads
turned to it. For, it was considered as an unsafe working place for many workers. Our experts have
also experience in writing Nike & child labour case study. So, they can draft your document with
sensitivity and professionalism. Nike members can enjoy four separate mobile apps that can enhance
their use of the product. The Nike App, Nike Training Club, Nike Run Club, and SNKRS are all
available for Nike customers to track their activity, get new workouts, and stay up to date on all of
the latest gear. As Nike lovers ourselves, exploring the Nike Membership program felt exciting and
yet familiar - the perfect combination for a new experience by a familiar brand. featuring Olympic
athletes during the games. In addition, Nike sponsored several teams and athletes, Add Courses
Jordan as a spokesperson. Jordan was still an up-and comer, but he personified superior performance.
0% Strategy and Project Managemen “golf’s fashion runway.” In addition, Nike has used the
superstar to help build its relationship with The Nike Membership rewards program is an interesting
example of a modern twist on the classic rewards program, but even Nike has some pros and cons.
In order to get a better idea of what this program looks like, I’ve taken a run at breaking down the
pluses and minuses of what Nike Membership has to offer. So, like Nike would say, let’s just do it.