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Nike Women's Case
Nike's Global Women's Fitness Business: Driving Strategic Integration Case Study
Need for Organizational Change
Kotter's 8 Step Model for Change
Build the Change Team
Create a Vision for the Change
Communicate the Vision
Create Short-Term Wins
Build on the Change and Anchor the Changes in the Corporate Culture
Other conditions for change.
Need for Organizational Change
It became evident to many executives at Nike that women had evolving needs that were not being met under their traditional model. Previously the company was more focused on the in male dominated segments and was said to cater to testosterone. The products that were offered women were generally modified versions of the men's line despite women having significantly different biophysical and usage needs than men. For example, running shoes are not practical for practicing yoga. Furthermore, Nike realized that women in the U.S. alone spend nearly seven trillion dollars annually and the products in the women's fitness category needed to work together both functionally and stylistically to fit the specific needs of women.
This new strategy gives women's fitness its own category of focus, instead of the focus being on product divisions such as footwear and apparel. Thus the vertical integration of all products within the women's segment will allow the company to better position themselves for this market. However, this will require a significant amount of cross-functional collaboration and reorganization of the company. This will require a great deal of organizational change and will likely lead to employee resistance in many areas of the restructuring. Furthermore, the company will have to integrate a new culture or sub-culture within the primary organization that could also be met with some resistance.
In years prior to the current period, many women viewed exercise and fitness as a way get or remain skinny. However in the past five years there's been a cultural shift where skinny is no longer the primary objective for female exercise (IBIS World, 2012). Many women are beginning to value strength as they are increasingly becoming more competitive in roles that were previously reserved for men. Other market segments include specialty different activities such as yoga, Zoomba, dance, aerobics, and many other unique and differentiated market segments that are increasingly becoming more demanded by women. The women's fitness industry has exploded over the course of the last 30 years through an evolution of different socio-cultural factors.
The new organizational strategy being introduced by Nike will position the company to capture significant market shares domestically, as well as in emerging markets. In many of the emerging markets, many women had traditionally have not been allowed to participate in sports or were actively engaged in exercise are actively becoming a part of the fitness trend. As a result, the U.S. constitutes the world's single largest and most developed regional market for sports and fitness clothing however Europe and Asia-Pacific trail close behind as the other significant markets, with the three regions garnering a gigantic consolidated share of the world market (PR Web, 2008). With respect to fastest growth potential, the Asia-Pacific is fueled by rapidly expanding markets of India, China, Hong Kong and Australia among others is forecast to race ahead at the highest growth markets predicted through 2015.
The case mentions that it was calculated that the total market segment for the women's division is estimated at thirteen billion dollar market which a majority of sales would come from the U.S. market. Of this roughly twenty five percent of the market would come from footwear while seventy percent would be derived from the apparel and equipment. Furthermore, this market is expected to grow at a rate of between five and eight percent per year. Within this niche Nike will face a great deal of established competition from companies such as Reebok, Adidas, New Balance, Athletica, and many more. However, Nike is well positioned to be an industry leader in most of the product categories with the potential to dominate in many more. Therefore the organizational change will represent a repositioning of the company in order to better fulfill the needs of the women's athletic segment worldwide.
Kotter's 8 Step Model for Change
Figure 1 - Kotter's Change Management Model (Klein, 2011)
1. Create Urgency
Creating a sense of urgency in developing this organizational change will represent one of the most important steps in ensuring success. Although the business case makes clear sense, a…[continue]
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Nike Case Study Scenario which Sparked Change The scenario which sparked the need for change was the sheer success of Nike as a brand for athletic apparel, athletic shoes and equipment. However, this was a success that company experience only in terms of men and menswear. "According to Mindy Grossman, the company's former vice president of global apparel, 'some of the issues in the past was that there was a faction in
Possible Problem with Current Strategies The most obvious conceptual problem is that two of Nike's current goals seem to conflict. Namely, it's expressed intention to increase the integration of it products and product lines and its simultaneous intention to further differentiate its women's "fitness" product lines by specific fitness interest. In principle, both initiatives make sense: increasing overall integration builds brand loyalty and cross-over consumer interest. However, because Nike determined that
Market Orientation of Medical Diagnostic Units Dissertation for Master of Health Administration i. Introduction ii. Objectives iii. Description iv Administrative Internship v. Scope and Approach vi. Growth vii. Methodology viii. Hypothesis ix. Survey Questionnaire x. Research Design xi. Observation and Data Presentation xii. Test provided xiii. Analysis of findings Marketability of Patient Satisfaction Importance of Employee Satisfaction xiv. Conclusions and Recommendations xv. Bibliography xvi. Notes xvii. Appendices Market Orientation of Medical Diagnostic Units