Nike Case Study
Nike Case Study
Table of Contents
Part 1 Page Introduction and Overview 3-4
Part 2 Nike Company Information 5-6
Part 3 Nike weaknesses 7-8
Part 4 Ethics and impacts 9-10
Part 5 Conclusion 11
References 12
Nike manufactures and markets sports apparel and equipment on a global scale. They operate in 160 different countries, and have revenues of $18.6 billion (nikebiz, 2012). Yet, they are a growth company. Nike’s marketing strategy revolved around two concepts – premium positioning and everyone with a body is an athlete. These concepts drive their strategies, including endorsements from the world’s most popular athletes, and the development of products for both the serious athlete and the mass market. Financially, Nike is strong. They are liquid and are on a steady growth trajectory. They are, however, underleveraged. The company derives significant strength from its global production and logistics network. Despite this, the company faces many threats, both competitive and economic. With everything that Nike has going for it they still fight ethical battles and have to focus on Corporate Social Responsibility (CSR). “It’s not just about getting better at what we do – addressing impacts throughout our supply chain – it’s about striving for the best, creating value for the business and innovating for a better world” (nikebiz, 2012). Nike was founded in 1968 and has grown into a global powerhouse. The companies designs, manufactures, markets and retails athletic footwear, apparel and equipment. Based out of Beaverton, Oregon, Nike today operates in 160 countries and has 32,500 employees (nikebiz, 2012). The Company is involved in most sports, and also makes some casual footwear. Major competitors include Adidas, Puma, New Balance and Reebok. Nike sells products mainly under its own name, but also owns
Table of Contents
Part 1 Page Introduction and Overview 3-4
Part 2 Nike Company Information 5-6
Part 3 Nike weaknesses 7-8
Part 4 Ethics and impacts 9-10
Part 5 Conclusion 11
References 12
Nike manufactures and markets sports apparel and equipment on a global scale. They operate in 160 different countries, and have revenues of $18.6 billion (nikebiz, 2012). Yet, they are a growth company. Nike’s marketing strategy revolved around two concepts – premium positioning and everyone with a body is an athlete. These concepts drive their strategies, including endorsements from the world’s most popular athletes, and the development of products for both the serious athlete and the mass market. Financially, Nike is strong. They are liquid and are on a steady growth trajectory. They are, however, underleveraged. The company derives significant strength from its global production and logistics network. Despite this, the company faces many threats, both competitive and economic. With everything that Nike has going for it they still fight ethical battles and have to focus on Corporate Social Responsibility (CSR). “It’s not just about getting better at what we do – addressing impacts throughout our supply chain – it’s about striving for the best, creating value for the business and innovating for a better world” (nikebiz, 2012). Nike was founded in 1968 and has grown into a global powerhouse. The companies designs, manufactures, markets and retails athletic footwear, apparel and equipment. Based out of Beaverton, Oregon, Nike today operates in 160 countries and has 32,500 employees (nikebiz, 2012). The Company is involved in most sports, and also makes some casual footwear. Major competitors include Adidas, Puma, New Balance and Reebok. Nike sells products mainly under its own name, but also owns