ASSIGNMENT ONE – INDIVIDUAL 1. Challenges for business can come from internal and/or external pressures. Explain two such pressures affecting the current situation of T-Sole Ltd.(4 points ) ANSWER Internal pressure: The incentive policy with piece rate causes qualified workers to produced more and the new employee without adequate training started the work and this lead to poor quality production and lot of the footwear produced were rejected. The breaking down of equipment from time
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Introduction - Nike Nike is the company with one of the most recognised logos in the world – the “swoosh” logo. They are the worlds’ largest sports and fitness company and are a leader in sports equipment research and development earning an estimated US$14 billion in revenue. Nike anticipates the needs of the consumer and this innovation is what sets them apart from its competition. They have a desire to design products which will give definite technological benefits whilst enhancing an athletes’
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Executive Summary Introduction This report will discuss in detail‚ the athletic footwear industry‚ and all aspects of its operations. It will focus on Nike‚ the industry’s leader‚ and a selected few of its competitors; Adidas-Salomon and Reebok‚ Sketchers‚ and K-Swiss. A brief overview of Nike and its competitor’s company profiles‚ brand portfolios‚ and current developments will provide an understanding that leads to an analysis of the external environment. This analysis further discusses
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NIKE Executive Summary by Lawrence Gimeno Recommendations: Make it count My first recommendation is directed at Nike’s push into digital sports. In my opinion the new accelerometer based Nike+ technology is the birth of a whole new generation of Nike products and an amazing innovation to motivate people to include sports into their everyday life. Nike has attained a leading role in almost every one of the upcoming world wide sporting events‚ such as the 2012 Olympics‚ the 2012 Soccer Euro Cup
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Nike CSR Corporate social responsibility can be defined as the "economic‚ legal‚ ethical‚ and discretionary expectations that society has of organisations at a given point in time" (Carroll and Buchholtz 2003‚ p. 36). The concept of corporate social responsibility means that organizations have moral‚ ethical‚ and philanthropic responsibilities in addition to their responsibilities to earn a fair return for investors and comply with the law. A traditional view of the corporation suggests that its
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Case study: Nike: the Sweatshop Debate 1) Should Nike be held responsible for working condition in factories that it does not own‚ but where sub-contractors make products for Nike? Nike doesn’t own any manufacturing facilities and outsource its production. Therefore‚ it can’t be directly blamed for terrible working conditions. Nike can influence indirectly on working conditions at contracting factories thorough refusing to work with sweatshop factories. However‚ Nike‚ like any other capitalistic
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Corporate Social Responsibility (CSR) policies implemented by the organisation Nike when faced with an issue‚ to critically assess the effectiveness of these policies and lastly to offer recommendations. Company Background Based in Beaverton‚ Oregon‚ Nike Inc. is one of the world’s major distributors of sportswear and equipment with its operations spanning across the worlds six continents in over 160 countries (nikebiz‚ 2011). Nike is the world’s leading designer‚ marketer and distributor of authentic
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Competitive Strategies Following on from his work analysing the competitive forces in an industry‚ Michael Porter suggested four "generic" business strategies that could be adopted in order to gain competitive advantage. The four strategies relate to the extent to which the scope of a businesses’ activities are narrow versus broad and the extent to which a business seeks to differentiate its products. The four strategies are summarised in the figure below: The differentiation and cost leadership
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NIKE‚ INC.: COST OF CAPITAL Professor Meiberger By Sebastian Gomez Team 5 Cohort: Front The portfolio manager for NorthPoint Group‚ Kimi Ford was deciding if she should pitch in and draw Nike within NorthPoint Large-Cap Fund. Nike‚ which did not have the strongest fiscal year results in 2001‚ was implementing new strategies to heighten its revenue and income. Kimi Ford‚ after having carefully read reports by analyst‚ and their input within this publicly traded company decided to emphasize
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DeTienne‚ Kristen and Lee Lewis (2005)‚ "The Pragmatic and Ethical Barriers to Corporate Social Responsibility Disclosure: The Nike Case‚" Journal of Business Ethics‚ 60 (4)‚ 359-376. Devlin‚ Godfrey and Mark Bleackley (1988)‚ "Strategic Alliances--Guidelines for Success‚" Long Range Planning‚ 21 (5)‚ 18-23. Dussauge‚ Pierre and Bernard Garrette (1999)‚ Cooperative Strategy: Competing Successfully through Strategic Alliances. Chichester: John Wiley & Sons. Dyer‚ Jeffrey H.‚ Prashant Kale‚ and Harbir
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