Nike Inc. Corporation SWOT Analysis
Nike Inc. Corporation SWOT Analysis
Combined the attached three papers together to flow into one document in grammatical sense.
Running Head: NIKE INC. BUSINESS STRATEGIES 1
NIKE INC. BUSINESS STRATEGIES 8
Assignment 3: Business-Level and Corporate-Level Strategies
Professor Hassan Yemer
BUS 499 – Business Administration Capstone
Nike Inc. Business Strategies
The success of any business is influenced by planning, preparation, and execution. The success of a business starts with defining the business’s strategy at the corporate and business level. The corporate level strategy is the planning pyramid of a business which defines the main purpose of the business. The target destination influences all the strategies and decisions of the business. Business level strategies detail the actions taken to offer value to customers and gain competitive advantage through exploiting core competencies in specific product or service markets. The business level strategy is influenced by the firm’s position relative to its competitors as well as the five forces of competition. In any business organization, consumers are the foundation of its business level strategy. Nike Inc. has been continuously focusing on innovation to develop and grow its business. The paper presents Nike’s business level strategies and corporate level strategies that will help the company to gain competitive advantages in the long-term. The paper will also examine Nike’s competitive environment to determine the most significant competitors in the industry.
At a business-level, Nike utilizes a combination of two strategies to ensure the offered customer unique products and gain a competitive advantage in the market. Nike Inc. uses a combination of product differentiation and cost leadership to win a greater share in the market. The company differentiates its products from other competitors through product innovation, high-quality products, and technology development. Differentiation at Nike Inc. enables the company to build its brand image in the global market. In product differentiation, for example, Nike integrates its cutting-edge design for its shoes. Nike Inc. has utilized innovation and technology to offer customers high-value products (Mahdi et al., 2015). For example, customers can design their products in Nike’s website and get it within the shortest time possible. The company has also utilized research and development initiative to ensure continuous innovation and product development to maintain its competitive advantage in the market.
Nike does not utilize overall cost leadership as compared to some of its competitors and new entrants in the industry. Their products are higher end prices which customers are willing to pay because of their unique quality and value in the product. Nike ID and other personalized procedures including college and sports sponsorships help the company to enhance customer’s perception of their products which are specialized to meet customer needs and wants (Mahdi et al., 2015). The combination of differentiation and cost leadership has helped boost Nike’s performance in the global market. The company has utilized advanced technology to reduce the cost of production hence offering a low price to the customer. However, Nike Inc. should utilize mostly on product differentiation to achieve long-term success in the industry. It will involve the introduction of new products such as new sports shoes as well as advancement in technology to continuously cut the cost of production (Mahdi et al., 2015). As a result, the company will be able to maximize its profit margins and maintain its competitive advantages in the industry.
In Nike Inc., the biggest share of income comes from the company’s sales on shoes and apparel. The company uses the same technology, distribution channels and other resources for other minor products. Although Nike has been growing in the industry, corporate level strategies should be designed to ensure the company’s growth. There are three main corporate-level strategies that Nike has been using to ensure growth. Firstly, Nike has focused on product development through the introduction of new products (Burgelman, 2017). By using new advanced technology, Nike has been able to remain competitive in the market. Because of product development, Nike’s products remain attractive to customers despite their change in preference. Secondly, market development and penetration have also been crucial to corporate level strategies. Nike has been continuously opening stores and retailers in the United States of America and other regions in the word. More so, due to its strong brand image, Nike finds it easy to penetrate and explore new markets as well as targeting new market segments (Burgelman, 2017). Market development and penetration in regions such as Africa and the Middle East have contributed to an increase in Nike’s profit.
Lastly, Nike has an essential strategy that it should utilize on to ensure continuous growth of the company. Supplier diversity is an important aspect of business success. Nike customers are on a worldwide scale leading to high demand for Nike products. As a result, Nike has been diversifying its market scale and ensuring continuous supply for sustained production (Mahdi et al., 2015). With the ready and potential market that Nike has attained, there is a need for supplier diversity. As the market share increases, the need for more resources and raw materials increase. As a result, there is a need for more suppliers to ensure the company does not run out of resources. Supplier diversity will influence sustained long-term success for the company and ensure high-quality products for customers. Product development, market penetration, and market development can be achieved for a long-term without supplier diversity (Burgelman, 2017). Supplier diversity is the key contributor to Nike’s long-term success.
Nike is among the top three footwear brands in the world, with Adidas and Reebok winning a significant percentage of the market share. Adidas and Reebok are the top two Nike competitors in the footwear industry, but there are other competitors such as Puma, Converse, Under Armour, Fila, K-Swiss, New Balance and Asics (Mahdi et al., 2015). The footwear industry is highly competitive because of the easy market entrance and technology development. New entrants in the industry win customers’ preferences by offering low prices although customers consider product quality in the market. Many of the top sports footwear companies have shifted their concentration from shoes to other products such as deodorants, apparels, sports accessories and perfumes among other products (Mahdi et al., 2015). Nike has managed to maintain a competitive advantage over other companies due to its presence in the global market. Nike takes advantage of its ability to access international marketing platforms such as international games, to market its products. New entrants in the industry do not have the capital to finance advertisement in these international platforms leaving Nike with a competitive advantage to dominate the market.
Adidas is the top of Nike’s competitor in the footwear and sportswear market. Adidas focuses mainly on the marketing of its product television with ads which are very creative and attractive to customers. Adidas also sponsors teams such as Real Madrid, France, and Great Britain football teams (Mahdi et al., 2015). Adidas’s business strategy is product diversification. The company has been investing in technology advancement to ensure customers get quality products. The company has adopted light synthesis to replace its traditional prototyping in making of footwear. Also, Adidas corporate strategies include market development and market penetration. Adidas is much focused on accessing new markets such as cities to sell their products. More so, due to its large global market and network, Adidas is focused on effective management of the supply chain to ensure effective production process in the company. The company’s multi-brand portfolio gives it a competitive advantage over others.
Reebok also is a significant competitor in the footwear market. It takes advantage of being a subsidiary to a large company in the industry, Adidas. Reebok’s business-level strategy is diversification which is influenced by innovation and product development. Reebok produces excellent sportswear designs such as Reebok Pump, Reebok Reezig. Reebok also applies some aspects of product leadership (Hall, 2018). The company penetrates the market by offering low prices at the start, then charging a reasonable price when demand starts rising. Lastly, Reebok has been working hard to ensure market development and penetration for its products.
Puma Company is another significant competitor who was established by the Rudolf after splitting from Adidas leaving his brother Adolf to run it. It is the largest maker of athletic shoes in Germany and other regions in the world. Puma’s business-level strategy is mainly diversification which includes the production of gymnasium equipment and Fitness and Nutrition consultancy service to the customer (Baumann-Pauly et al., 2016). This strategy is designed to make more profit for the company and attract a diversified customer base. Lastly, the company offers products to customers at lower prices compared to Nike, Reebok, and Adidas. Despite Puma having minor market share compared to Adidas, Nike, and Reebok, it has the appropriate strategies to succeed in the long-term. Puma applies a unique diversification strategy which broadens the areas of concentration for the company making it unique. More importantly, Puma has managed to charge customers fewer prices which can be sustainable making it successful in the long run.
Sportswear and the footwear market is a highly competitive industry due to an existing company which has been already established in the market. This means the market is a fast cycle market. Puma Company will remain successful in the industry by utilizing its strategies to win a better share in the market. Every company in the sportswear and footwear industry is diversifying on product development and improvement; Puma has is unique by including other services not offered by other companies (Baumann-Pauly et al., 2016). As a result, the company will remain successful in a fast-cycle market. Nonetheless, in a slow-cycle market, Puma will not have long-term success. In a slow-cycle market, competition is low, and only the innovative company which improves and develops its products continuously will enjoy long-term success. Despite offering low prices, and diversifying to other services, Puma will not be able to maintain a competitive advantage in the long-run. Other companies will develop new products and innovate new ways to ensure a low cost of production hence attaining competitive advantage.
The footwear and sportswear industry is highly competitive with companies continuously innovating new products and adjusting their prices to remain relevant in the market. More so, new entrants in the market have increased making the market to be crowded with many companies offering the same line of products. It is only through product differentiation and cost leadership that companies will be able to attain a bigger market share. Companies in this industry need to develop new products and diversify on other services to ensure sustained competitive advantage. Nike has managed to win a large market share in the global market. The company has also made appropriate development to diversify its products and services. However, other companies are innovating new ways to carry out their operation creating a threat in the industry. Therefore, Nike should invest much in research and development initiative to maintain its competitive advantage in the industry.
Baumann-Pauly, D., Scherer, A. G., & Palazzo, G. (2016). Managing institutional complexity: A longitudinal study of legitimacy strategies at a sportswear brand company. Journal of Business Ethics, 137(1), 31-51.
Burgelman, R. A. (2017). 9. Complex strategic integration at Nike: Strategy process and strategy-as-practice. Handbook of Middle Management Strategy Process Research, 197.
Hall, O. (2018). FASHION BUSINESS. Human Ecology, 46(2), 40-41.
Mahdi, A., Abbas, M., Mazar, T. I., & George, S. A. (2015). A Comparative Analysis of Strategies and Business Models of Nike, Inc. and Adidas Group with special reference to Competitive Advantage in the context of a Dynamic and Competitive Environment. International Journal of Business Management and Economic Research, 6(3), 167-177.
Walker C BUS 499
Week 3 Assignment 1 .docx
Assignment 1: Compensation Practices
Professor Marilyn Fitzpatrick
BUS 409 – Compensation Management
Compensation Practice: Federal Government
The United States Federal Civil Service is the designated civilian workforce for the United States Federal Government’s departments and agencies. After 22 years in the United States Navy, I was looking for the opportunity to continue serving my country and the Federal Civil Service was my best option. I chose to write about the Federal Civil Service from the perspective of an employee. I am currently employed as a Federal Civil Servant for the Department of Veterans Affairs.
The main compensation strategy used by the Federal Civil Service
Nike has expanded their business to operate at a global level which is due to the advanced technologies being announced daily. Superbrands such as Nike have been described as one of the central mediums of globalization and as symbols of a global economy (Kazi, 2011). Nike products have been manufactured in 51 countries in over 700 factories which include Korea, Taiwan, Thailand, Indonesia and China, which in turn subcontract out to various and local companies for more supplies and materials. While Nike has created more jobs in these different countries which is good for any economy’s public value, they have received much criticism for exploitation, poor working conditions and abuse of human rights by paying less than the minimum wage. This unfair disparity lies in how workers earned in money for their labor to construct the shoe compared to what the celebrity will earned in revenue from selling the shoe to the customer. It has been known for Nike to pay workers $1.35 an hour in some of these overseas countries to construct a shoe that will sell in stores from the price range of $130 to $150. Since 2012, Nike has worked to build back their reputation by putting more rules and regulations in place to honor the true value of their workers, which is estimated at over 500,000 workers overseas. However, Nike direct employees in the United States are estimated at over 22,000 workers, whom may work in management, administration, laboratories and logistics. With the scrutiny of sweatshops, Phil Knight himself admits that Nike “has become synonymous with slave wages, forced overtime, and arbitrary abuse” (Klein, 2001, p375).
Technological advancements in sneaker manufacturing has led to a significant change in the production process using automation and virtual prototyping. Today, the overseas workers are being replaced by robots and these robots will be installed in factories over the next few years which is causing 56% of Southeast Asian salaried employment to be at risk. With the shoemaker business in a competitive race, Nike continues to lead the advanced technology trends in making quality products such as Flyknit shoe line which is innovative and eco-friendly. Engineers reduced waste by about 60% on average for every Flyknit shoe vs. what’s used for traditional shoes, saving nearly 2 million pounds of fabric-scrap waste since 2012 (Kell, 2016). New 2020 targets include sourcing 100% cotton more sustainably and reducing landfill waste (Kell, 2016). Nike offers superb customization for its product along with the ability of meeting the consumer demand quickly above the rest of the competition. With the use of automation, Nike could easily reduce the cost of defect rates and could save over $400M in labor and material costs. Vietnam, for example, is responsible for 40% of manufacturing shoes for Nike, this percent could be reduced soon due to the use of automation. Nike has adopted new advanced technology to speed up the designs of each shoe. Through Nike’s partnership with NOVA, the powerful technology platform from DreamWorks, Nike produces photorealistic 3D images that eliminate the need for numerous physical prototypes which translate into more designs in less time (Tan, 2017). During a time of declining sales and earnings, Nike continues to transform its advanced technologies to stay relevant from the older generation to the younger generation.
Industrial Organization Model and Resource-Based Models for Above-Average Returns
These models are in place as a measuring tool which requires Nike to think outside of the box and to focus on an external perspective on how a competitive company could influence your business strategy overall which allow Nike to see above-average yields. To be successful, Nike should continue to pay close attention to what its competitors are putting out as a product and be able to be honest with how this product will sell and how the consumer may or may not like the product. The question that Nike should be asking itself, is this product marketable? Is this product better than what we have similar on the market? Is there some kind of new material that is of value that we may not be using or should consider? While focusing on the external environment, Nike should locate a segment that has the highest potential for above-average returns. The next step would be for Nike to create a strategy that suits its industry to draw in the desired and expected returns. This strategy coincides with obtaining the necessary skills and assets required to implement the required business strategy. Companies that develop or acquire the internal skills needed to implement strategies required by the external environment are likely to succeed, while those that do not are likely to fail (Hitt, Ireland, & Hoskisson, 2013). Nike will continue to earn above-average returns by utilizing the industrial organization and resource based models and based off these actions, Nike will be able to use models successfully in future to come. The uniqueness of its resources and capabilities is the basis of a firm’s strategy and its ability to earn above-average returns (Hitt, Ireland, & Hoskisson, 2013).
Influence and Success of Nike’s Vision and Mission Statements
The corporate mission and vision statements of Nike are quite simple, their overall goal is to be the leading athletic shoes and apparel supplier in the world. Nike Inc.’s corporate mission is “to bring inspiration and innovation to every athlete in the world.” Nike’s mission statement prompts the business to support the endeavors of athletes (Smithson, 2018). This statement is apparent by how Nike supports their athletes and their endeavors, for example, Michael Jordan. Michael Jordan’s basketball career began back in 1985 and he signed a mega-deal with Nike at the time to display the shoe called “Air Jordan,” and 34 years later, this shoe is still the hottest shoe around any state or town in the United States and even overseas. On a humanitarian side, the former NFL quarterback, Colin Kaepernick decided to take stance against police brutality by kneeling during the playing of the National Anthem which drew a lot of criticism. Mr. Kaepernick’s decision caused him to lose his employment in the NFL. Nike decided to take a stance with Mr. Kaepernick by presenting him a commercial platform to showcase his stance about sacrificing everything for your dream. Nike stands by its motto “Just Do It.” Nike’s vision statement is built on the brand strength and development which provides a picture of a bullseye on the future condition of Nike. Nike Inc.’s corporate vision is “to remain the most authentic, connected, and distinctive brand.” Through the evolution and effective implementation of its corporate vision and mission statements, the company supports its market position as a leading producer of sports footwear, apparel and equipment (Smithson, 2018).
Impact of Stakeholders on Nike’s Success
As a global business, Nike possesses a wide source of stakeholders that play a major and significant part in the sales of the company’s sports shoes and other products. Nike’s stakeholders are as follows: Customers, Communities, Employees, Governments, and Interest Groups. Nike’s corporate social responsibility strategy gives top priority to customers as a stakeholder group (Kissinger, 2017). Customers are the single most important asset when it comes to the company’s revenue because the company must be able to sell sports shoes, apparel and equipment to the buying customers. Customers can consist of a global chain of retailers, business owners and major sports stores. Also, Nike works closely with consumers and clients to tailor fit their products to meet the needs of the customers as well.
Communities play an important part of what Nike plugs into as a society. Consumers tend to spend money on the company’s product based on what is going on within the community. For example, when Nike took its stance with Colin Kaepernick, his old jersey sales went up significantly because the consumer was feeling the emotion and support from the Nike commercial advertisement and words presented by Colin Kaepernick. In 2005, the Nike Foundation started its community development programs in developing countries, with focus on supporting the empowerment of girls (Kissinger, 2017). Nike allocates 1.5% of its pre-tax income to support these community development initiatives (Kissinger, 2017).
The significance of employees as a Nike stakeholder is paramount because the employee’s personal performance and hard work translates to the business aspect of the company’s success and sales of all apparel. Nike treats its employees to fair compensation, career development opportunities and a great sense of purpose to support the mission, vision and goals of Nike. Nike addresses these interests through corporate social responsibility policies and programs that focus on internal leadership development, talent management through coaching and mentoring, and team building (Kissinger, 2017).
Government and regulatory authorities reside in all countries that any Nike Inc. company operates within. The local governments serving as a Nike stakeholder is important as well because they control the terms of the permits, limits and legal actions of how Nike interacts with the consumers. Governments are interested in legal and regulatory compliance, as well as business contributions to tax revenues and community development (Kissinger, 2017). Therefore, Nike must make sure that the company stays within legal compliance as a business and supports the local communities to the fullest. Nike’s social responsibility strategy is defined by focusing its energy on the best interests of governments as a significant stakeholder.
Interest groups play more of a significant role in the aspect of making sure that there are fair labor practices, business sustainability, and environmental conservation as well as improving labor management and total environment impact to Nike’s social responsibility policies and regulations. If the interest groups support Nike, then the consumer will be happier with the company and what principles they stand for as a company. These stakeholders have significant impact on Nike in terms of potential government intervention and in terms of consumer perception regarding the company and its sports shoes, apparel and equipment (Kissinger, 2017).
Together as one, these stakeholders work as a cohesive unit to ensure that Nike remains the top global sports shoe, apparel and equipment business in the world. These stakeholders play a pivotal role in Nike thriving within their business operations by achieving the mission, vision and goals of what Nike stands for, “JUST DO IT!”
Hitt, M. A., Ireland, R. D., & Hoskisson, R. E. (2013). Strategic Management: Competitiveness and Globalization (10th Edition). Mason, OH: South-Western Cengage Learning.
Kazi, Tasnim B. (2011). Superbrands, Globalization, and Neoliberalism: Exploring Causes and Consequences of the Nike Superbrand. Inquiries Journal. Retrieved from www.inquiriesjournal.com/articles/604/superbrands-globalization-and-neoliberalism-exploring-causes-and-consequences-of-the-nike-superbrand
Kell, John. (August 22, 2016). How Nike is Changing the World. Fortune. Retrieved from www.fortune.com/2016/08/22/nike-change-world
Kissinger, Daniel. (February 7, 2017). Nike Inc. Stakeholders: A CSR Analysis. Panmore Institute. Retrieved from www.panmore.com/nike-inc-stakeholders-csr-analysis
Sage, Alexandria. (June 26, 2008). Nike profit up but shares tumble on U.S. concerns. Reuters. Retrieved from https://www.reuters.com/article/nike-idUSN2526447020080625
Smithson, Nathaniel. (August 28, 2018). Nike Inc.’s Mission Statement & Vision Statement (An Analysis). Panmore Institute. Retrieved from www.panmore.com/nike-inc-vision-statement-mission-statement
Tan, Kai. (November 14, 2017). Nike: Will Investing in New Technologies Help Reverse its Recent Poor Performance? Harvard Business School. Retrieved from https://rctom.hbs.org/submission/nike-will-investing-in-new-technologies-help-reverse-its-recent-poor-performance/
Assignment 2 BUS
499 for Chet Walker.doc
Running Head: NIKE INC. CORPORATION SWOT ANALYSIS 1
NIKE INC. CORPORATION SWOT ANALYSIS 7
Assignment 2: External and Internal Environments
Professor Hassan Yemer
BUS 499 – Business Administration Capstone
Nike Inc. Corporation SWOT Analysis
Incorporated in 1967 under the laws of the State of Oregon, Nike Inc. is dedicated to designing, development, and marketing as well as selling athletic footwear, equipment, accessories, apparel, and services. Currently, Nike is the world largest seller of athletic footwear and apparel selling products through Nike-owned retail stores, digital platform, retail account, and independent distributors as well as sales representative licensed by different countries. All Nike’s products are produced by independent contractors outside the United States with the equipment products produced in the United States and other countries. Nike brands include six different categories: NIKE Basketball, the Jordan Brand, Training, Sportswear, and Football. Other brands wholly-owned include the Converse which designs, distributes and licenses casual apparel, accessories, and sneakers. Converse subsidiary brands are selling under these trademarks; the Converse, All-Star, Star Chevron, One Star, Jack Purcell, and Chuck Taylor (Baek et al., 2017). The paper presents Nike’s greatest strengths and weakness and evaluates general environment as well as forces of competition.
Nike Inc.’s SWOT Analysis
Nike is among the three top competitors in the world for sportswear and apparel. The other two competitive companies include Adidas and Under Armour Company. One of the greatest strengths that helps Nike to compete in the global market is its global brand. With the famous “Swoosh” label, Nike is recognized in the whole world. Swoosh help customer to identify the unique products produced in Nike Inc. Furthermore, Nike has an intense research and development team which contributes to its innovative and evolving product range. As a result of research and development, Nike manufactures high-quality products which can be sold at a low cost. However, Nike Inc. should conduct market research in developing economies such as in Africa and developed products to fit the demand of the African market. Likewise, the company should use the Swoosh label for other apparels apart from footwear to advertise their products.
Nike is highly depended on the footwear market which might be vulnerable if for any reason this market erodes. Therefore, due to Nike’s strong brand, the company commands a premium of its price in that it sells products to the retailer at a high cost to meet its higher profit margins. As a result, there is a possibility of customers choosing products from other competitor offering products at low cost especially in the emerging market (GÜREL & TAT, 2017). Furthermore, the ongoing perception of the poor working relationship with employees complaining about low wages and poor working conditions is a great weakness that Nike faces. Nonetheless, to fix these weaknesses, Nike should apply different tactics. First, the company should invest in other apparel not only footwear. More so, the company should adjust its prices to be affordable for the customer to compete in the market quickly. Lastly, Nike should continue with its strategies to solve the issue of poor labor practices and working conditions.
As reported on Nike’s 2018 end-year financial statement, Nike Inc.’s intangible asset was at $438M. This includes the non-monetary assets that cannot be touched, seen or physically measured. The company’s core competency is epitomized by sponsored celebrities that are creating heroes, selecting athletes who succeed beyond all limits. However, with the risks associated with heroes that sometimes they fall, the competency can lead to public perception disaster. The core competence has helped Nike Inc. to command a better market share in both running and basketball shoes (Baek et al., 2017). From the core competency, Nike can derive market capabilities such as differentiation of products and service. Another capability for Nike Inc. is the cost leadership where the company can produce products at a low cost and sell at comparable cost in the market.
A Segment of General Environment
How a brand succeeds is influenced by several factors such as sociocultural, technology, economic, political and environmental (SHTAL et al., 2018). The main segment of the general environment or Nike Inc. is sociocultural and technology. From a sociocultural perspective, Nike contributes to one of the trending issues globally on fitness. With an increase in the number of people starting to workout, the demand for Nike shoes are increasing hence more products are purchased. More so, Nike has an initiative structured to empower women in the society which has seen a positive effect on Nike. As well, Nike empowers people with disabilities in America creating s strong, caring brand image for Nike Inc. On technology, Nike is reaping the best from the market. The company has included computer-aided designing and computer-aided manufacturing system (SHTAL et al., 2018). On the company’s website, customers can design their unique shoe and purchase in a very short while. With the technology, a customer can choose the colors to be included in their product hence favorable for customers.
Based on Michael Porter’s model of Five-Factor Analysis, the most important external forces for the Nike industry environment include competition, customers and substitutes. The athletic footwear, apparel and equipment industry is highly competitive. The companies include Adidas, Nike and Under Armour Company among other companies such as Puma, Anta, ASICS, and V.F. Corporation. The competition forces that Nike’s faces include low market growth rate and high aggressiveness of firms. The low market growth rate has been contributed by the high market penetration and saturation in a market that grows very slow. Also, firms in the industry are highly aggressive in competing for a more significant market share. In addressing these forces, Nike Inc. has applied several strategies. According to Brohi et al (2016), Nike applies consumer affinity and connection for brands and products. This is achieved through marketing and promotion, social interaction, identification with prominent and influential athletes to endorse their brands and active engagement through sponsoring events.
Additionally, through ensuring products quality, innovation, and development of new products, high performance, and consumer value to win a bigger market share (Childs & Jin, 2018). However, Nike Inc. should include more strategies to address these competitive forces. Firstly, the company should increase awareness in the potential market not fully utilized by the industry. There is a large market especially in developing economies which need should be utilized. Global civilization and advancement are being experienced in developing countries hence need for sportswear for fitness and sporting activities. Lastly, Nike should include advertisement on social media and television. Many potential customers watch television; thus, Nike adverts should be found both on international and local TV channels.
Opportunities and Threats
Nike enjoys different opportunities that the company take advantage of to win a bigger market share. Product development where customers do not wear Nike’s products for sports only but also fashion especially in youth culture is a great opportunity. More so, the company can grow internationally due to its strong brand recognition globally. This opportunity can be supported by using global events such as the world cup for marketing. Nike Inc. can take advantages of these opportunities to win a bigger market share. On the other hand, Nike experiences different threats. The company is exposed to the international nature of trade which might lead to the company experiencing loses as a result of different currencies which might not have stable cost and margins (GÜREL & TAT, 2017). Lastly, the sports shoes and garments industry are highly competitive with competitors developing alternative products. Stability of currencies is an economic disaster and may not be easily addressed. However, Nike should develop different products to address the problem of competition.
Baek, W. Y., Byon, K. K., Choi, Y. H., & Park, C. W. (2017). Millennial consumers’ perception of sportswear brand globalness impacts purchase intention in cause-related product marketing. Social Behavior and Personality: an international journal, 45(8), 1319-1335.
Brohi, H., Prithiani, J., Abbas, Z., Bhutto, A., & Chawla, S. (2016). Strategic Marketing Plan of Nike.
Childs, M., & Jin, B. (2018). Nike: An Innovation Journey. In Product Innovation in the Global Fashion Industry (pp. 79-111). Palgrave Pivot, New York.
GÜREL, E., & TAT, M. (2017). SWOT ANALYSIS: A THEORETICAL REVIEW. Journal of International Social Research, 10(51).
SHTAL, T. V., BURIAK, M. M., AMIRBEKULY, Y., UKUBASSOVA, G. S., KASKIN, T. T., & TOIBOLDINOVA, Z. G. (2018). Methods of analysis of the external environment of business activities. Revista ESPACIOS, 39(12).
Assignment 3 for Chet Walker.doc