Nike omen's Case
Nike's Global omen's Fitness Business: Driving Strategic Integration Case Study

Need for Organizational Change

Business Case

Kotter's 8 Step Model for Change

Create Urgency

Build the Change Team

Create a Vision for the Change

Communicate the Vision

Remove Obstacles

Create Short-Term ins

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…...

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Works Cited

IBIS World. (2012, June). Fitness Industries Pump Up Revenue. Retrieved from IBIS World:  http://www.ibisworld.com/Common/MediaCenter/Fitness%20Sector%20Trends.pdf 

Klein, T. (2011, January 16). John Kotter's 8 Steps Change Model. Retrieved from A Doctoral Journey: http://teddyklein.blogspot.com/2011/01/john-kotters-8-steps-change-model.html

PR Web. (2008, February 8). World Sports and Fitness Clothing Market to Reach U.S.$126.30 Billion by 2015, According to New Report by Global Industry Analysts, Inc. Retrieved from PR Web:  http://www.prweb.com/releases/sports_clothing_apparel/fitness_clothing/prweb8117767.htm

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 the company that felt if we were successful in the women's business, it would erode our men's business and we would lose some of our testosterone'" (Nike case study). Thus, there was an overwhelming feeling that while the company was an accepted, trusted and popular brand, they were only successful with one-half of the population -- and there was a sense of reluctance to attempt to even try to be successful with women, for fear of losing the male consumers…...

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References

Business, S.G. (2007). Nike's Global Women Fitness Business. Stanford.

Goldman, R., & Papson, S. (1998). Nike Culture: The Sign of the Swoosh. Thousand Oaks: Sage Publications.

Pearson. (2010). About Nike Case 7.1: Fashioning the Female-Friendly Message. Retrieved from Pearsoncustom.com:  http://wps.pearsoncustom.com/pcp_collins_explorebus_1/68/17646/4517463.cw/content/index.html

Customer Analysis

The customers to which Nike will be marketing its new product are women who are interested in the skinny jeans look and also who are interested in being athletic. Not all women are athletes, but many of them are interested in looking fit and trim. Because they want to maintain a healthy weight and look nice for themselves and others, and because they wish to remain hip and trendy, skinny jeans are a good choice for them.

Market-Product Focus

Marketing and Product Objectives

The main objectives for the product and its marketing are as follows:

Locate the appropriate target market

Showcase the product in relation to other skinny jeans already on the market for women today

Use the brand recognition already seen by Nike to ensure that the target market sees the value and quality in the new skinny jeans

Become a part of the skinny jeans market in a way that quickly becomes and remains…...

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References

Jain, S.C. (1990). International marketing management. Belmont, CA: Wadsworth Publishing Group.

Jarillo, C.J. (1988). On strategic networks. Strategic Management Journal, 9: 31-41.

Kerin, R., Hartley, S., & Rudelius, W. (2011). Marketing, (10th ed). New York, NY: McGraw-Hill/Irwin.

Nike. (2012). Form 10-K. United States Securities and Exchange Commission.

Therefore, it is important to use external sources of innovation. In addition to this, companies must take into consideration the fact that some of the best solution can be found in their external environment.
The costs associated with the company's activity are significantly affected by its open innovation strategy (OPINET, 200). This is because this strategy leads to reduced costs of the research and development process. By collaborating with other companies, Nike also shares the costs of innovation (OECD, 2008). This is an important factor that can help Nike reduce the price of products, which can be used in order to attract a higher number of customers. In addition to this, Nike's research and development process can be increased. This leads to expanded innovation activities that can determine the improved production that Nike requires in order to create competitive advantage.

There are also other important advantages determined by open innovation. This…...

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13. Chesbrough, H. (2006). Open Business Models: How to Thrive in the New Innovation Landscape. Harvard Business School Press. Retrieved April 27, 2012 from  http://books.google.ro/books?id=FzWqNyPtC38C&printsec=frontcover&dq=open+innovation&hl=ro&sa=X&ei=6XqaT_uoJI6bOv2T_PoB&ved=0CFkQ6AEwCA#v=onepage&q=open%20innovation&f=false .

14. Borchardt, J. (2008). Open Innovation Becoming Key to R&D Success. Lab Manager Magazine. Retrieved April 27, 2012 from  http://www.labmanager.com/?articles.view/articleNo/3135/article/Open-Innovation-Becoming-Key-to-R-D-Success .

15. Open Innovation Benefits for SMEs (2010). OPINET. Retrieved April 27, 2012.

Nike
Financial Analysis

Nike earned a net income of 2.133 billion in fiscal 2011 on revenues of $20.862 billion. A trend analysis of the income statement shows that net income grew 9.7% in FY 2011, whereas the net income grew by 11.8%. In the previous year (FY2010), Nike's revenue actually declined by 0.8%, while the net income increased by 28.2%. The performance over the past two years indicates that Nike has faced some trouble growing its revenues, but has made up for that with stronger cost controls. The common size income statement reveals where these improvements are found. It was not in the cost of sales which ranged between 53.7% in FY2010 to 55.1% in FY2009. The difference was in the company's "demand creation expense" (aka marketing), which fell from 12.3% of revenue in FY2010 to 11.7% in FY2011, a difference of $118, which is most of the difference between the net…...

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Works Cited:

MSN Moneycentral: Nike (2012). Retrieved April 8, 2012 from  http://investing.money.msn.com/investments/key-ratios?symbol=NKE 

Nike Fiscal Year 2011 Form 10-K. Retrieved April 8, 2012 from  http://investors.nikeinc.com/Theme/Nike/files/doc_financials/AnnualReports/2011/docs/Nike_2011_10-K.pdf

Nike: Financial Analysis
The relevance of analyzing the financial stability and health of an entity cannot be overstated especially when it comes to the determination of the future performance of the concerned entity. This text undertakes an in-depth financial analysis of Nike, a well-known footwear, equipment, and apparel designer.

In seeking to conduct an in-depth analysis of Nike, I will amongst other things describe the company and its operations in significant detail, evaluate its vulnerability to financial threats, identify and discuss its financial trends, and discuss how its stock is likely to perform going forward. It is important to note that as I seek to further evaluate the financial performance of Nike, I will also rope in Skechers USA, Inc. A comparison of the two companies in this analysis will help in determining how well Nike is performing in its industry. A Nike competitor, Skechers happens to be in the same industry…...

Nike's Business Strategy in ikert and Christensen's "Nike (A)"
In the 1970s Nike developed a strategy that broadened its base from specialized athletic footwear to popular consumer-based fashion footwear. By the 1980s Nike foot apparel had dominated the market, appearing on the feet of everyone from American youths to Olympic runners. Nike's strategy was to combine serious technology with the popular taste for casual wear and comfort. As David C. ikert and C. oland Christensen report, "unning was never the lifeblood of running shoe sales. Comfort was" (ikert, Christensen 1990:3). This paper will analyze Nike's strategy and show why it has been successful.

The Nike Strategy

Nike's 1970s strategic rise from 1960s obscurity was based on the fact that a new market was opening in American culture. The new market had precise parameters: "comfort and appearance formed the basis of the 'ath-leisure' segment of the market" (ikert, Christensen 1990:3) and Nike produced a…...

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Reference List

Rikert, DC, Christensen, CR 1990, 'Nike (A)', Harvard Business School, pp. 1-31.

Nike Inc., founded by Phil Knight and Bill Bowerman in 1962 was partnered under the name, Blue ibbon Sports (Carbasho & Greenwood Press (Westport, Conn.), 2010, p. 25). Back then their motto was to dispense affordable high-quality athletic shoes to Americans buyers in an effort to disrupt Germany's control of the domestic industry. From there the company has grown to what it is now, a name synonymous wit sneakers and athletic gear. And with it has developed a human capital recruitment philosophy based on fitness and athletics where employees feel the team spirit and being a part of a team. Their methods and techniques often include allowing employees an extra half hour for their lunch break to get in a workout. Their motto is promoting not just a product, but a lifestyle that they also want to see in their employees.
The now famous "Just Do It" mantra of Nike is…...

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References

Carbasho, T., & Greenwood Press (Westport, Conn.) (2010). Nike. Santa Barbara, Calif: Greenwood.

Cascio, W.F. (2013). Managing human resources: Productivity, quality of work life, profits. New York, NY: McGraw-Hill/Irwin.

Narver, J.C., & Slater, S.F. (1990). The effect of a market orientation on business profitability. Journal of Marketing, 54(4), 20-35.

Vise, D.A., & Malseed, M. (2005). The Google story. New York: Delacorte Press.

Nike: 1. The facts of the situation are that Nike has faced considerable criticism for its use of foreign contractors, because those contractors operate in low-wage countries. Unions and activists -- the former at least has a dog in the fight -- are behind the P problems for Nike. However, Nike has begun to pay more attention to its practices, resulting in a much better reputation for ethics.
There are many different stakeholders. Internal to Nike are the company's managers, employees, shareholders and channel partners. External stakeholders include the employees of the suppliers, the customers, government, environment and the labor unions would like to include themselves here although it is hard to see how activist groups have a legitimate claim to stakeholdership.

The underlying driver for the unions is opposition to outsourcing overseas, because this reduces their workforce and therefore dues. Their motivation is strictly financial. For activists, the motivation is usually…...

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References

Chaey, C. (2013). Lululemon founder says yoga pants don't work for some women's bodies. Fast Company. Retrieved November 21, 2013 from  http://www.fastcompany.com/3021336/fast-feed/lululemon-founder-says-yoga-pants-dont-work-for-some-womens-bodies

Nike's Strategic And Financial Position Analysis
Nike is a globally recognized multinational corporation founded by the Stanford Graduate School of Business graduate, Phil Knight, and Bill Bowerman who was the track and field coach at the University of Oregon. The two appear to be a natural fit as each hailed from a background that would appreciate the underlying design that goes into creating a quality running shoe.

Nike's global operations in aggregate employ a number greater than 30,000 employees throughout a range of services and job functions. A fraction of that aggregate is employed at the company headquarters in Beaverton, Oregon. According to www.nikebiz.com, "Nike employes more than 36,000 people globally. Our Nike World Headquarters located in Beaverton, Oregon is home to more than 7,000 employees. For the fiscal year ending May 31, 2010, we reported revenues of $19.0 billion." (www.nikebiz.com/company_overview/facts.html)

The Nike Mission Statement

"To bring inspiration and innovation to ever athlete in…...

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References

Enderle, Hirsch, Micka, Saving, Shah, Szerwinsky (2000) "Strategic Analysis of Nike, Inc."  http://condor.depaul.edu/aalmaney/StrategicAnalysisofNike.htm 

Grundy, Tony. "Strategy and Financial Management in the Football Industry." Strategic Change 13.8 (2004): 405,405-422. ProQuest. Web. 17 July 2011.

Hoovers. "NIKE, Inc." http://www.hoovers.com/company/NIKE_Inc/rcthci-1.html

Kevin, Lane Keller, and Donald R. Lehmann. "Brands and Branding: Research Findings and Future Priorities."Marketing Science 25.6 (2006): 740,740-759. ProQuest. Web. 17 July 2011.

he case is written in a simple but comprehensive manner, focused on the main highlights of Nike's activity. It is useful for the specialized economists as it presents real and clear facts, but it can also be useful to the novice economist or the simple individual, who wishes to get some insight into the Nike culture and ways.

he main purpose of the report is to inform the reader about the general facts at Nike in 2003 as well as the forces which marked its past. It is basically addressed to the general and unspecialized reader, and it is insufficient in information to be considered a specialized report. herefore, if the reader desires more data, he will have to consult other sources as well. For instance, the present case offers limited information about the company's financial highlights for 2003. hen, it fails to offer an analysis of the company's stock performance…...

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The main shortcoming of the case study is given by its publication date. As such, in a world that constantly changes, in a market that is highly competitive and develops new features daily, and to an audience which changes their demands on daily basis, a study written in 2004 is rather useless in 2008. But even so, the case is useful as it contains true facts about the year 2003, information which can easily be used as basis for further analyses. It is also useful as it refers to numerous features of Nike's business which remain constant along the years, such as the company's history, vision and mission statements. Analyzing it from a strictly economic stand point, the report could be described as lacking in important features. But looking at it from a more general perspective, it is a good source of information which offers the novice economist a good insight into the company and the major events which marked it in 2003 and prior.

The general truth about Nike is that they are an international brand with global success and presence. Unlike most of their competitors, Nike has managed to address a wide target market, managing as such to satisfy the needs of teenagers, alongside with young adults, adults and the older population. This is a real success for Nike, moreover when the competing firms have only managed to address one target market at a time.

2004, Nike Case Study

The industry must become more transparent, and open to public as well as market scrutiny. The veil of secrecy and silence that these industries have been hiding under must be exposed, and no secrets allowed remaining within the four walls of the sweatshops. One could even create a system whereby workers and communities would be able to speak in the same language, and therefore, communicate better with each other through their own organizations and associations. If one could take all these steps, then these could well prove to be the best global solution to the problem of sweatshops and cheap labor and exploitation under the name of the organization. (O'ourke, 2001)
eferences

Akst, Daniel. (2001) "Working Conditions of Nike Contract Workers" NCPA Trade Issues.

etrieved 26 September, 2007 at http://www.ncpa.org/pd/trade/pd030601g.html

Churchwell, Cynthia. (2003, Dec) "The New Global Business Manager." etrieved 26 September, 2007 at http://hbswk.hbs.edu/item/3827.html

Frenkel, Michael; Hommel, Ulrich; udolf, Markus; Dufey, Gunter. (2005)…...

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References

Akst, Daniel. (2001) "Working Conditions of Nike Contract Workers" NCPA Trade Issues.

Retrieved 26 September, 2007 at  http://www.ncpa.org/pd/trade/pd030601g.html 

Churchwell, Cynthia. (2003, Dec) "The New Global Business Manager." Retrieved 26 September, 2007 at  http://hbswk.hbs.edu/item/3827.html 

Frenkel, Michael; Hommel, Ulrich; Rudolf, Markus; Dufey, Gunter. (2005) "Risk management,

n assessing knowledge management at Nike, the strengths inherent in their culture and putting a high value on tacit and implicit knowledge sharing are shown in how well integrated new product development, innovation, marketing and supply chain at the corporate level are. Yet the company falters in the areas of supply chain knowledge management and knowledge transfer into retail channels. These two areas of the greatest weakness to Nike require a redefinition of how the company's enterprise knowledge management 9 EKM) strategy is managed, specifically in the area of knowledge transfer.

Defining an Enterprise Knowledge Management Framework at Nike

The development of a knowledge management framework for Nike needs to take into account the process areas where the company excels today, which include innovation, new product development, advertising, branding and marketing while recognizing that the company struggles in supply chain management and retail operations. Defining a knowledge management model needs to also…...

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In 1981, Nike officially changes its name. Nike also creates the Air Force 1 basketball shoe, further validating how effective the company is at managing new technology development, yet also showing how difficult the transition from their R&D labs are to sourcing materials (Barrett, 2003). Nike has learned that working with celebrities is the best brand-building they can do, and in 1984 they partner with Michael Jordan and also start a shoe line dedicated just to him. The results of the R&D and marketing knowledge management working together with Jordan lead to the company reaching $1B in sales in 1986. By this time the company has well-defined knowledge management processes for linking R&D, marketing, sales, branding and finance. In 1987, Nike introduces Air Max, and in 1989, the company enters the European football market. During this time period the "Just Do it' tag line is created in addition to Nike signing Bo Jackson. During this time, Bo Jackson was playing baseball for the Kansas City Royals and paying football for the Oakland Raiders.

1990s

The 1990s are a challenging decade for Nike as several acquisitions are made that launch the company into entirely new sports including hockey and golf, with the signing to Tiger Woods in 1996. The company also embarks on an ambitious superstore concept called NikeTown. These stores are located in the major shopping areas of the world's most sports-conscious cities including several in Los Angeles. The rapid expansion into entirely new sports areas and the retail expansion of their own stores both forced entirely new processes for knowledge capture and management onto the company, both of which they were unprepared for. The lack of supply chain planning and forecasting for example led to significant shortfalls of products which would eventually become acute several product generations later (Barrett, 2003). The lack of consistent focus on retail channel knowledge sharing and management would lead to significant shortfalls in training associates in these stores and getting them profitable, which many of them never attained (Sweeney, 2004). During this period of time the lack of ethics with regard to supply chain management and sourcing of products from 3rd world nations would lead to a major consumer backlash and a glaring error in terms of knowledge transfer and knowledge management shortfalls in terms of supplier ethicacy (Kanter, 2008). Nike would continue work through the 1990s and struggle with business models that did not capitalize on their core knowledge management strengths. It is during this decade that the company begins to see the accumulative effects of strong knowledge management in their team-based approach to development and product launch, yet it is also a decade where the glaring lack of knowledge management expertise in

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.

elative 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…...

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References:

Peters, J.W., 2009, The birth of "Just Do It" and other magic words, The New York Times,   last accessed on August 2, 2010http://www.nytimes.com/2009/08/20/business/media/20adco.html?_r=4&ref=business 

Nike 2009 Annual Report,   last accessed on August 2, 2010http://media.corporate-ir.net/media_files/irol/10/100529/AnnualReport/nike-sh09-rev2/index.html 

The Nike Website, last accessed on August 2, 2010http://www.nike.com

The Nikebiz Webiste, / last accessed on August 2, 2010http://www.nikebiz.com

NIKE
The nerd globetrotting elite

The NIKE Corporation website targets a new global movement in mind-body synergy through artificial intelligence, 'thinks for your feet.' In the last twenty years the multi-billion dollar corporation has mobilized its methodology in sales on the wings of a Greek goddess. Since 1988, when NIKE's 'Just Do It' slogan came on the scene, the company has been selling performance and style at a pace exceeding all competitors. The current analysis looks at the connectivity present within NIKE's 'thinks for your feet' as a semiotic marketing pitch intended to redirect the company's strategy toward a large segment of consumer footwear purchasers working in the technological sectors of the global economy, and especially those who otherwise do not use those products for sports -- or at least not the corporeal muscularity that was the brand's association one decade ago.

In 2009, NIKE underwent a brand reorganization initiative in response to…...

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References

Australia Footwear Market (2010). Datamonitor.

Foot Locker, Inc., Australia (2010). Retrieved from: http:/ / www.footlocker.au

Foot Locker, Inc. (2010). Hoovers. Retrieved from: http://www.hoovers.com

Foot Locker, Inc. (2009). Datamonitor. Retrieved from:  http://www.datamonitor.com

To start this essay, we would begin by identifying ways that business could impact the environment.  Next, we would want to identify the businesses we wanted to highlight in the essay, focusing on their specific environmental impact.  We would want to select at least two businesses with different reputations for their environmental impact.  Companies that are known for having good environmental initiatives include Disney, Johnson and Johnson, Nike, eBay, Fisher Investments, Hewlett-Packard, Starbucks, and Ford Motor Company.  Companies have a bad reputation in terms of their impact on the environment include AES, PPL, ConAgra Foods, Coca Cola,....

A thesis statement for a compare and contrast essay on Adidas could be: "Although both Nike and Adidas are popular sportswear brands recognized worldwide, their distinct approaches to marketing, product design, and brand image set them apart, ultimately catering to different consumer preferences and creating unique fan bases." When crafting a debatable thesis statement about Adidas, it's important to focus on specific aspects of the brand that can be compared or contrasted with other competitors in the market. You may want to consider exploring how Adidas' focus on sustainability and ethical manufacturing practices sets it apart from other sportswear brands, or....

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Mazurek D?browskiego: The Resonant Anthem of Polish Patriotism

Among the diverse tapestry of national anthems, Poland's stands out with a title that evokes a rich historical tapestry: "Mazurek D?browskiego." This iconic moniker carries immense significance, deeply intertwined with the nation's struggles for independence and its enduring spirit.

Historical Roots of the Mazurek

The term "mazurek" originates from the traditional Polish folk dance of the same name. Characterized by its lively tempo, intricate footwork, and spirited rhythms, the mazurek epitomized the vitality and exuberance of Polish culture. During the late 18th and early 19th centuries, as Poland faced political turmoil and partitions by neighboring....