The Corporate Responsibility Committee was a part of the Board of Directors committee structure and this committee had a say in major business decisions pertaining to labor practices and corporate responsibility issues as well as environmental impact and sustainability issues (Nike Sustainable Business Performance Summary 2010-11, https://www.unglobalcompact.org/system/attachments/15435/original/NIKE_SUSTAINABLE_BUSINESS_REPORT_FY10-11_FINAL.pdf?1337190353). The committee would consist of at least three directors appointed by the board for any duration, most of the members whom would not be affiliated to NIKE in any way (Corporate Responsibility and Sustainability Committee, http://investors.Nike.com/investors/corporate-governance/board-committee-charters/corporate-responsibility-and-sustainability-committee/default.aspx). …show more content…
This groundbreaking move took the industry by storm and highlighted the company’s staunch belief that transparency and collaboration would be the pillars of progress. This disclosure was referred to as Nike’s manufacturing map. (Nike, Inc., FY2010-11, Sustainable Business Performance Summary). 2008 Nike’s considered product line gained worldwide attention in 2008 when 3 products made using recycled material were showcased during the Beijing Olympics: the Precool Vest, Swift running and rowing apparel and medal stand shoes. This year also saw a significant reduction in packaging material (3%, resulting in an estimated savings of $6 million) usage through redesign and construction of Nike shoeboxes. To further improve its sustainable product innovation techniques, Nike partnered with not for profit NGO The Natural Step in order to develop a long term vision. This partnership resulted in the North Star vision, a well rounded plan consisting of the following 6 elements (Kim Mackrael for The Natural Step, 2008, Case Study -Nike, …show more content…
Historically, the company’s business units had been structured in a matrix with business units centred along 3 product dimensions: footwear, apparel and equipment forming the primary axis and geographic regions the secondary. However, this structure was insufficient to cater to the growing demand among athletes for complete tailored high performance, sport specific gear. To respond to this need, Nike reorganized itself around 5 core sports categories - running, football (soccer), basketball, men’s training and women’s fitness- thus improving customer focus and moving away from its product-driven model towards delivering integrated customer solutions. (Marcia Blenko, Eric Garton, Ludovica Mottura, 2014, Winning Operating Models That Convert Strategy to Results, http://www.bain.com/publications/articles/winning-operating-models-that-convert-strategy-to-results.aspx). The resulting complex organizational matrix interactions between the product dimensions (apparel, footwear & equipment), the sports categories and the geographic regions is depicted in annexure A. Details of the regional matrix structure, consisting of interactions between functional units and sports categories are shown in annexure
The sporting goods industry has a long history from the mid- 1800s until the early 1980s. Since then public ownership led to the expansion of footwear and apparel products in an exploding marketplace. This allowed the top 20 firms to have sales of at least $1 billion. (Lipsey, 2006) After 1980s, sports equipment manufacturing is estimated above a $70 billion industry and is continuously growing worldwide (statista.com, 2014). The production of sports equipment is one of the biggest and most profitable industries nowadays and it gathers all the attention of big brands with powerful marketing techniques which compete in global scale.
Starting with the Waffle Trainer to the Shox columns developed in 2001, certain technologies can only be found in Nike shoes. Since it early stages, Nike research facilities had evolved to the present 13,000 square feet building designated to the constant improvements of technologies. 4-Procurement: Nike is seeking to product innovation and sustainable growth and that requires new ways in order to continue in business. Nike is working with all its partners all over the world and the establishment of
In the section of R&D, Nike has a major capability and it includes the core competencies in the R&D section. The company heavily focuses and invests in staffing specialist to enhance and improve their products performance. In addition, the marketing section of Nike has an important core competency and a competitive advantage in being able to market its products. Other competitors might have the resources to contest but they don’t have the ability to use them appropriately. VRIO:
Discussion Nestlé’s Corporate Social Responsibility consists of looking further then the own company needs or profits and pay more attention to other stakeholders. Everyone concerned or connected to the company business will get a closer look on their situation and will be treated right. They divide the stakeholders in two categories; the first being the internal stakeholders such as employees and shareholders. The second category is external stakeholders where we find the suppliers, customers, environment and so on.
1) Evaluate how Nestlé 's approach to corporate responsibility was good for their business. Corporate businesses generally have to meet ethical, legal, commercial and public expectations. That is what is expected of the business world today. This is known as the Corporate Social Responsibility (CSR). However, businesses with short-term goal will rarely practice CSR since practicing it does not bring any benefit.
Goals Nike focuses on pursuing opportunities and improving their product to enhance the human potential. Thereby they create product, services and experiences for athletes helping them overcome limitations such as climate and road types. Core Competency and Sustainable Competitive Advantage Nike’s have maxims to help Nike employees to create better products and provide better services for the customers. Henceforth creating better customer value compared to companies.
Nike has managed to shift their Manufacturing unit into Asian country’s were the labor is cheap to be exact wages of USD1 an hour were so little as one-tenth of those given in the US. No wonder that a pair of shoes which were sold for $150 in 1991 is made by indoasian women who were 58 cents a day but the situation has started to change and due to that reason the company has managed to minimize cost of production and not only double triple the the revenue as comparing to the year 1996. Finally we come up with promotion and advertising campaigns which became a grand success not only because they introduced sportspersons , they also introduced innovative ideas and wise strategies and the image of the Product, due to this process we can say that Nike targeted a huge no of audience and created a Prestigious brand which will be easily available for average people . they also came up with great tag lines such as ‘there is no finish life’ , and in the 1980 they changed it into “ JUST DO IT “ these quotes of tag lines are considerd very simple but very attracting and extremely encouraging for the customers .
To begin with, it is crucial to identify the industry. The athletic footwear and fitness apparel industry constitutes of somewhat 25 companies which offer sportswear, sports accessories, sports footwear, and sports equipment. Some brands even offer casual wear. Competitors in the industry have relatively high prices due to their products' durability and innovated materials used in manufacturing them. Porter's five forces which will be used in the analysis below are: competitive rivalry, bargaining power of suppliers, bargaining power of customers, threat of news entrants, and threat of substitute products.
In the assignment, it will discuss the sports brand Nike which specifically focuses in Chinese market. There are three main content areas in this assignment. The first part is a macro environmental analysis; the next part is the target customer profile; the last part is the analysis of marketing strategies. Macro Environmental Analysis: Nike is a very well-known market leader. It is an international brand, their products are selling in the worldwide including China.
Mark Moulton Professor Ottemann December 10, 2014 2014 Term Paper Nike & Under Armour Company Assessment Nike and Under Armour are two of the largest sportswear and athletic shoe companies in the world. Their histories and growth are similar but they use different corporate and business strategies. Their strategies reflect their corporate structure and the personalities of their leadership.
Micro and Macro Environmental factors that influence Marketing decisions (LO 2.1) Micro Environment: This indicates those elements over which the marketing firm has control or which it can use in order to gain information that will better help it in its marketing operations. Furthermore, these are the factors close to a business that have a direct impact on its business operations and success. It is important to carry out a full analysis of micro environmental factors prior to decide corporate strategy.
Simply put, Nike’s target market is mainly customers who have more concern for the quality and utility of the product than they have for the price at which the product is being sold. This helps to ensure that pricing never has to be adjusted downwards in attempts to woo in a larger number of customers. For any company to achieve success from the marketing strategies that it has put in place, it has to ensure that its strategy is flexible enough to keep up with the changing times and to also accommodate a large variety of customers. So as to do this, it is imperative that the products being produced by the company be innovative enough to exceed what is being provided by competitors in every possible way. Nike chose to take this into deep consideration and this resulted in it making a few changes on its marketing strategy.
Nike began to sell sports apparel, athletic sports bags and extra accessories since 1979. Also, their brand Cole Haan transmits a whole clothing-line of casual dress and footwear as well as the latest and accessories for men, women and children. Correspondingly, they market head gear under the brand name ‘Sports Specialties’, for motorbikes and bicycles through ‘NikeTeam manufactures’. Furthermore, they distribute ice skates, roller blades, safety gear, and jerseys.
A new competitor whose sell the footwear of leisure and fashion . 0.05 2 0.1 Total Score 1 2.25 Justification of Nike key external factors. Opportunities 1st
In addition, Nike products can also be sold cheaply and with its mass production benefits, Nike positioned The Promise and Perils of Globalization: the case of Nike 3 itself strategically enough to meet global demand. As stated by Hill, (2007) “Nike enhanced the productive capacity to meet the rising demand, hence; satisfying the customers’ needs.” The positive and negative impacts of this