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At the creative and design level however, there were numerous benefits and they materialized in a significantly higher know-how, expertise and innovative ideas. The company has also strived to increase organizational efficiency, which not only improved the organizational design, but also generated customer value.
d) Nike new product portfolio and brand management strategies
Nike's development and continuous appeal to the audience has been based -- to an extensive degree -- on its product portfolio and brand strength strategies. The company has strived to develop new products, which materialized in an increased ability to appeal to wider customer markets. Additionally, it has also strengthened the brand to consolidate the customer appeal, and to assign the Nike products a significance other than that of their functionality.
Relative to improvements, these could occur in the sense of adding new features which better adapt to modern day necessities. Nike could for instance implement a brand approach by which it promotes the company and the products as supporters of environmental stability.
3. Nike in 2010
Nike remains an indubitable leader of the shoes industry. Throughout the past years, it has consolidated its position and it has expanded its operations within the apparel and accessories market segments. Combined with operational efficiencies, the company has been able to intensify its competitive strength.
Despite the internationalized...
The Nike Inc. revenues gradually and consistently increased from $13.7 billion in 2005 to $19.2 billion in 2009 (Nike Inc. 2009 Annual Report).
4. The future of Nike
The future of Nike looks promising. The organization has managed to identify the best strategic courses of action by which to overcome the challenges of the internationalized economic crisis. It has managed to attract and retain millions of worldwide consumers and it has achieved high levels of organizational performance, success and efficiency. A particular element to which Nike is expected to offer more attention is the reshaping of the company stakeholder actions so that it becomes more socially and environmentally responsible.
References:
Peters, J.W., 2009, The birth of "Just Do It" and other magic words, The New York Times, http://www.nytimes.com/2009/08/20/business/media/20adco.html?_r=4&ref=business last accessed on August 2, 2010
Nike 2009 Annual Report, http://media.corporate-ir.net/media_files/irol/10/100529/AnnualReport/nike-sh09-rev2/index.html last accessed on August 2, 2010
The Nike Website, http://www.nike.com last accessed on August 2, 2010
The Nikebiz Webiste, http://www.nikebiz.com / last accessed on August 2, 2010
Alternative 2 Nike should consider training leaders in labor relations and define corporate responsibility requirements. The products that are developed should undergo environmental checks and balances to ensure safe materials are used in the designs as well as equipment in the plants. Pros With knowledge about labor concerns in house, Nike is better able to proactively investigate their own plants where a complaint may arise. They will also be better prepared to address
Many see themselves as a David fighting the Goliath (Kozinets & Handelman, 2004). 'Evil' is a common terms used to describe either the practices of corporations or corporations themselves or ends to which consumers use their money. Consumers are generally seen as being "unreflective, unaware, and amoral or immoral" (Kozinets & Handelman, 2004, p.698) and "incapable or disinclined to reflect on their own consumer behaviors from a systemic point-of-view