3. SWOT ANALYSIS
Strengths Weaknesses
• Tagline “Just Do It” reverberates with athletes and competitors (SOG)
• High differentiation in products allows Nike to reach a wide variety of
consumers and “athletes” (Strategy)
• Global positioning makes manufacturing and delivery fast and efficient
(Strategy)
• Nike’s financial resources, global supply chain, and established vendor
relations make the firm incredibly efficient (VRIO)
• High global brand recognition (VRIO)
• Extensive R&D program allows Nike to stay at the forefront of their industry,
consistently releasing innovative and technologically advanced products
(VRIO)
• Strong, cult-like company culture (OCA)
• Nike gives employees the flexibility to innovate, within specific guidelines
(OSA)
• SOG & Position fit: reaching every athlete everywhere made possible
through broad differentiation (5S)
• Skills & Position fit: excellent core and end products teamed with a top notch
distribution and manufacturing network leads to satisfying company goals of
innovation and product excellence (5S)
• Nike is in excellent financial positioning, efficiently using assets and capital to
produce industry-leading returns to investors (5S)
• Nike VMPGs too geared toward athlete and less toward average consumer
(SOG)
• Very broad mission statement (SOG)
• Still several CSR complaints keeping Nike from being inspirational (SOG)
• High product prices can lead to consumers switching brand allegiance
(Strategy)
• Continued allegations of abuse and mistreatment of employees at
manufacturing facilities (VRIO)
• Income heavily dependent on Nike’s share of the footwear market (VRIO)
• Sometimes bureaucratic decision-making (OCA)
• Structure & SOGs: organizational structure features little representation from
lower-level workers, blocking significant progress in CSR and manufacturing
facility conditions (5S)
• Style & SOGs: often bureaucratic decision-making means innovative ideas
from front-line sales staff centered with extensive consumer preference
knowledge may not be reaching key decision makers in the company (5S)
Opportunities Threats
• Footwear industry up 25.94% from YAGO (5F)
• Athletic footwear sales have grown 8.6% annually, on average, for the last
three years (5F)
• High psychological/brand differentiation (5F)
• Nike’s younger market dominates premium shoe sales worldwide. (5F)
• Low exit barriers because of subcontracted manufacturing (5F)
• Large manufacturing and distribution economies of scale (5F)
• Subcontracted manufacturing gives Nike great flexibility in meeting higher
demand (5F)
• Thousands of patents on fabrics and designs (5F)
• Low buyer price sensitivity (5F)
• Nike’s average shoe price of $70-75 is double the average price of tennis
shoes ($39.97 in 2013) (5F)
• Average consumer, especially athletic participants, are more fashion-
oriented than ever (5F)
• Emerging markets (Brazil, Mexico, Argentina, etc.) up 30% in footwear sales
(MEA)
• Household median income is on the rise (MEA)
• Four firm strategic group featuring oligopoly; price-war in marketing and
advertising (5F)
• Under Armour’s market share growth is higher than all industry firms,
including Nike (5F)
• Low functional product differentiation (5F)
• Constantly decreasing switching costs due to online distribution and
increasing product knowledge (5F)
• High emotional commitment to legacy due to senior executives and
Bowerman’s powerful past (5F)
• High threat of retaliation for athlete marketing contracts (5F)
• Substitution possible in high-performance niches (running, hiking, etc.) (5F)
• Increasing digital content and high-performance video game consoles could
take away from physical activity, creating less demand for athletic apparel
(MEA)
• Under Armour making the move to a more international company model
(MEA)
• International design patent prices have been increasing in recent years
(MEA)
KEY
SOG = Superordinate Goals Analysis OSA = Organizational Structure
Analysis
Strategy = Strategy (Position)
Analysis
5S = Modified 5S (Fit) Analysis
VRIO = VRIO/Core Competency
Analysis
5F = Five Forces Analysis
OCA = Organizational Culture
Analysis
MEA = Macroenvironmental Analysis
4. SWOT ANALYSIS
Strengths Weaknesses
• Tagline “Just Do It” reverberates with athletes and competitors (SOG)
• High differentiation in products allows Nike to reach a wide variety of
consumers and “athletes” (Strategy)
• Global positioning makes manufacturing and delivery fast and efficient
(Strategy)
• Nike’s financial resources, global supply chain, and established vendor
relations make the firm incredibly efficient (VRIO)
• High global brand recognition (VRIO)
• Extensive R&D program allows Nike to stay at the forefront of their industry,
consistently releasing innovative and technologically advanced products
(VRIO)
• Strong, cult-like company culture (OCA)
• Nike gives employees the flexibility to innovate, within specific guidelines
(OSA)
• SOG & Position fit: reaching every athlete everywhere made possible
through broad differentiation (5S)
• Skills & Position fit: excellent core and end products teamed with a top notch
distribution and manufacturing network leads to satisfying company goals of
innovation and product excellence (5S)
• Nike is in excellent financial positioning, efficiently using assets and capital to
produce industry-leading returns to investors (5S)
• Nike VMPGs too geared toward athlete and less toward average consumer
(SOG)
• Very broad mission statement (SOG)
• Still several CSR complaints keeping Nike from being inspirational (SOG)
• High product prices can lead to consumers switching brand allegiance
(Strategy)
• Continued allegations of abuse and mistreatment of employees at
manufacturing facilities (VRIO)
• Income heavily dependent on Nike’s share of the footwear market (VRIO)
• Sometimes bureaucratic decision-making (OCA)
• Structure & SOGs: organizational structure features little representation from
lower-level workers, blocking significant progress in CSR and manufacturing
facility conditions (5S)
• Style & SOGs: often bureaucratic decision-making means innovative ideas
from front-line sales staff centered with extensive consumer preference
knowledge may not be reaching key decision makers in the company (5S)
Opportunities Threats
• Footwear industry up 25.94% from YAGO (5F)
• Athletic footwear sales have grown 8.6% annually, on average, for the last
three years (5F)
• High psychological/brand differentiation (5F)
• Nike’s younger market dominates premium shoe sales worldwide. (5F)
• Low exit barriers because of subcontracted manufacturing (5F)
• Large manufacturing and distribution economies of scale (5F)
• Subcontracted manufacturing gives Nike great flexibility in meeting higher
demand (5F)
• Thousands of patents on fabrics and designs (5F)
• Low buyer price sensitivity (5F)
• Nike’s average shoe price of $70-75 is double the average price of tennis
shoes ($39.97 in 2013) (5F)
• Average consumer, especially athletic participants, are more fashion-
oriented than ever (5F)
• Emerging markets (Brazil, Mexico, Argentina, etc.) up 30% in footwear sales
(MEA)
• Household median income is on the rise (MEA)
• Four firm strategic group featuring oligopoly; price-war in marketing and
advertising (5F)
• Under Armour’s market share growth is higher than all industry firms,
including Nike (5F)
• Low functional product differentiation (5F)
• Constantly decreasing switching costs due to online distribution and
increasing product knowledge (5F)
• High emotional commitment to legacy due to senior executives and
Bowerman’s powerful past (5F)
• High threat of retaliation for athlete marketing contracts (5F)
• Substitution possible in high-performance niches (running, hiking, etc.) (5F)
• Increasing digital content and high-performance video game consoles could
take away from physical activity, creating less demand for athletic apparel
(MEA)
• Under Armour making the move to a more international company model
(MEA)
• International design patent prices have been increasing in recent years
(MEA)
KEY
SOG = Superordinate Goals Analysis OSA = Organizational Structure
Analysis
Strategy = Strategy (Position)
Analysis
5S = Modified 5S (Fit) Analysis
VRIO = VRIO/Core Competency
Analysis
5F = Five Forces Analysis
OCA = Organizational Culture
Analysis
MEA = Macroenvironmental Analysis
7. BRAINSTORMING – PRE-SESSION
• Darrien
• Nike NBA jersey contract
• Possible store construction NBA arenas
• Colin
• Nike Weekend Showcase
• Chase
• Nike athlete global athletic competitions
• Brendan
• Nike return rewards for charitable contributions
• Charitable contribution brand competition/add
campaign
• Nike Field Day youth health promotion campaign
• Aaron
• Customer spec shoes (possible shoe specialty store)
• Nike World with seasons
• Dylan
• Outdoor apparel and gear (especially hunting; compete
for share with UA
• Ad campaign and possible clothing line directed at older
and/or less athletic persons
• Bo
• Extend further into extreme sports (apparel and/or
sponsorships)
• Daniel
• Puma hostile takeover
• R&D more on Nike Plus capabilities
• Get into performance nutrition (ex: Gatorade’s gel
packets)
STRATEGIC
PLANNING
STRATEGIC THINKING
STRATEGY MAKING
8. BRAINSTORMING - SESSION
New Ideas:
• Nike youth parks
• Possible host for Nike Field
Day, health promotion
• Total youth health promotion
campaign
• Market Segment Penetration
• Redefine what an athlete is
• Combination of
recommendations
• Combine small initiatives into
larger, wider-reaching plans
STRATEGIC
PLANNING
STRATEGIC THINKING
STRATEGY MAKING
9. BRAINSTORMING – POST-SESSION
• Analyzed how brainstormed
recommendations fit into the
SWOT Matrix
• Selected Champion
Strategies with consideration
to SWOT, feasibility, and
market impact
STRATEGIC PLANNING
SWOT analysis
External Analysis
- 5F - MEA - SGA
Internal Analysis
-5S - Fit & Performance
STRATEGIC THINKING
Brainstorming
- Pre-Session
- Session
- Post-Session
STRATEGY MAKING
TOWS Matrix
Strategic Recommendations
STRATEGIC
PLANNING
STRATEGIC THINKING
STRATEGY MAKING
12. STRATEGIC
RECOMMENDATIONS:
TOWS MATRIX
Strengths Weaknesses
• Tagline “Just Do It” reverberates with athletes and competitors (SOG)
• High differentiation in products allows Nike to reach a wide variety of consumers and
“athletes” (Strategy)
• Global positioning makes manufacturing and delivery fast and efficient (Strategy)
• Nike’s financial resources, global supply chain, and established vendor relations make
the firm incredibly efficient (VRIO)
• High global brand recognition (VRIO)
• Extensive R&D program allows Nike to stay at the forefront of their industry,
consistently releasing innovative and technologically advanced products (VRIO)
• Strong, cult-like company culture (OCA)
• Nike gives employees the flexibility to innovate, within specific guidelines (OSA)
• SOG & Position fit: reaching every athlete everywhere made possible through
broad differentiation (5S)
• Skills & Position fit: excellent core and end products teamed with a top notch distribution
and manufacturing network leads to satisfying company goals of innovation and product
excellence (5S)
• Nike is in excellent financial positioning, efficiently using assets and capital to produce
industry-leading returns to investors (5S)
• Nike VMPGs too geared toward athlete and less toward average consumer
(SOG)
• Very broad mission statement (SOG)
• Still several CSR complaints keeping Nike from being inspirational (SOG)
• High product prices can lead to consumers switching brand allegiance
(Strategy)
• Continued allegations of abuse and mistreatment of employees at
manufacturing facilities (VRIO)
• Income heavily dependent on Nike’s share of the footwear market (VRIO)
• Sometimes bureaucratic decision-making (OCA)
• Structure & SOGs: organizational structure features little representation from
lower-level workers, blocking significant progress in CSR and manufacturing
facility conditions (5S)
• Style & SOGs: often bureaucratic decision-making means innovative ideas
from front-line sales staff centered with extensive consumer preference
knowledge may not be reaching key decision makers in the company (5S)
Opportunities SO Strategies WO Strategies
• Footwear industry up 25.94% from YAGO (5F)
• Athletic footwear sales have grown 8.6% annually, on average, for the last
three years (5F)
• High psychological/brand differentiation (5F)
• Nike’s younger market dominates premium shoe sales worldwide (5F)
• Low exit barriers because of subcontracted manufacturing (5F)
• Large manufacturing and distribution economies of scale (5F)
• Subcontracted manufacturing gives Nike great flexibility in meeting higher
demand (5F)
• Thousands of patents on fabrics and designs (5F)
• Low buyer price sensitivity (5F)
• Nike’s average shoe price of $70-75 is double the average price of tennis
shoes ($39.97 in 2013) (5F)
• Average consumer, especially athletic participants, are more fashion-
oriented than ever (5F)
• Emerging markets (Brazil, Mexico, Argentina, etc.) up 30% in footwear
sales (MEA)
• Household median income is on the rise (MEA)
Nike Showcase
• Strengths: Extensive R&D program allows Nike to
stay at the forefront of their industry, consistently
releasing innovative and technologically advanced
products (VRIO)
• High global brand recognition (VRIO)
• Opportunities: Emerging markets (Brazil, Mexico,
Argentina, etc.) up 30% in footwear sales (MEA)
• Average consumer, especially athletic participants,
are more fashion-oriented than ever (5F)
Nike Parks
• Weaknesses: Still several CSR complaints keeping
Nike from being inspirational (SOG)
• Opportunities: Nike’s younger market dominates
premium shoe sales worldwide (5F)
Threats ST Strategies WT Strategies
• Four firm strategic group featuring oligopoly; price-war in marketing and
advertising (5F)
• Under Armour’s market share growth is higher than all industry firms,
including Nike (5F)
• Low functional product differentiation (5F)
• Constantly decreasing switching costs due to online distribution and increasing
product knowledge (5F)
• High emotional commitment to legacy due to senior executives and
Bowerman’s powerful past (5F)
• High threat of retaliation for athlete marketing contracts (5F)
• Substitution possible in high-performance niches (running, hiking, etc.) (5F)
• Increasing digital content and high-performance video game consoles could
take away from physical activity, creating less demand for athletic apparel
(MEA)
• Under Armour making the move to a more international company model (MEA)
• International design patent prices have been increasing in recent years (MEA)
• Aging population doesn’t cater to Nike’s hold on youth market (MEA)
• Baby boomers moving spending habits from clothing and entertainment
to healthcare as they age (MEA)
NBA Penetration
• Strengths: Tagline “Just Do It” reverberates with
athletes and competitors (SOG)
• Reaching every athlete everywhere made possible
through broad differentiation (5S)
• Threats: Under Armour’s market share growth is
higher than all industry firms, including Nike (5F)
• Four firm strategic group featuring oligopoly; price-
war in marketing and advertising (5F)
Redefining The Athlete
• Weaknesses: Nike VMPGs too geared toward
athlete and less toward average consumer (SOG)
• Threats: Aging population doesn’t cater to Nike’s
hold on youth market (MEA)
• Baby boomers moving spending habits from clothing
and entertainment to healthcare as they age (MEA)
14. NIKE INC: KEY DRAFT “STATS”
• HQ In Beaverton, Oregon
• Brand alone valued at $19 billion in 2014
• Employs over 56,500 people worldwide
• Market cap of $86.5 billion
• Over $30 billion in revenue in 2014
• Contracts with athletes such as Lebron James, Tiger Woods,
Michael Jordan, Kevin Durant, and Andrew McCutchen
• “Just Do It” and Nike Swoosh – two of the most recognizable
images in sports
STRATEGIC
PLANNING
STRATEGIC THINKING
STRATEGY MAKING
15. CHAMPION RECCOMENDATION 1: NBA PENETRATION
• NBA Penetration
• NBA Jersey contract
• NBA arena store entry to possibly replace Adidas
STRATEGIC
PLANNING
STRATEGIC THINKING
STRATEGY MAKING
16. STRATEGIC
RECOMMENDATIONS:
TOWS MATRIX
Strengths Weaknesses
• Income heavily dependent on
Nike’s share of the footwear
market (VRIO)
Threats
• Four firm strategic group
featuring oligopoly; price-war
in marketing and advertising
(5F)
• Under Armour’s market share
growth is higher than all
industry firms, including Nike
(5F)
NBA Penetration
• Weaknesses: Income heavily dependent
on Nike’s share of the footwear market
(VRIO)
• Threats: Under Armour’s market share
growth is higher than all industry firms,
including Nike (5F)
• Four firm strategic group featuring
oligopoly; price-war in marketing and
advertising (5F)
17. CHAMPION RECCOMENDATION 2: NIKE PARKS/YOUTH MOVEMENT
• “Just Do It” – Youth Movement
• Nike Parks
• Field Day – hosted either at parks or schools
• Health/physical activity awareness and promotion
STRATEGIC
PLANNING
STRATEGIC THINKING
STRATEGY MAKING
18. STRATEGIC
RECOMMENDATIONS:
TOWS MATRIX
Strengths Weaknesses
• Still several CSR complaints
keeping Nike from being
inspirational (SOG)
Opportunities WO Strategies
• Nike’s younger market
dominates premium shoe sales
worldwide (5F)
Nike Parks
• Weaknesses: Still several CSR
complaints keeping Nike from being
inspirational (SOG)
• Opportunities: Nike’s younger market
dominates premium shoe sales
worldwide (5F)
Threats
19. CHAMPION RECCOMENDATIONS 3: REDEFINING THE
ATHLETE
• “Redefining an Athlete”
• Ad campaign targeted at less athletic and/or middle aged
adults
• Custom sole construction at Nike stores to tailor to unique
athletic needs or requests
STRATEGIC
PLANNING
STRATEGIC THINKING
STRATEGY MAKING
20. STRATEGIC
RECOMMENDATIONS:
TOWS MATRIX
Strengths Weaknesses
• Nike VMPGs too geared toward
athlete and less toward average
consumer (SOG)
Threats WT Strategies
• Aging population doesn’t cater
to Nike’s hold on youth market
(MEA)
• Baby boomers moving
spending habits from clothing
and entertainment to healthcare
as they age (MEA)
Redefining The Athlete
• Weaknesses: Nike VMPGs too geared
toward athlete and less toward average
consumer (SOG)
• Threats: Aging population doesn’t cater to
Nike’s hold on youth market (MEA)
• Baby boomers moving spending habits from
clothing and entertainment to healthcare as
they age (MEA)
22. CHAMPION RECOMMENDATION 4:
NIKE SHOWCASE
• Nike’s top endorsees will participate in a fan-oriented showcase to
highlight Nike’s current partnerships and new products
• Two separate events, one held in United states, highlighting Nike’s NBA
endorsees, and another held in Brazil, highlighting Nike’s soccer
endorsements
• Generate PR campaign by donating a portion of revenue to help fight
child labor laws and sweatshops
• Give customers/ fans a chance to see Nike’s new products in an action
packed fashion show environment
STRATEGIC
PLANNING
STRATEGIC THINKING
STRATEGY MAKING
23. STRATEGIC
RECOMMENDATIONS:
TOWS MATRIX
Strengths Weaknesses
• High global brand recognition
(VRIO)
• Extensive R&D program allows
Nike to stay at the forefront of
their industry, consistently
releasing innovative and
technologically advanced
products (VRIO
Opportunities
• Average consumer, especially
athletic participants, are more
fashion-oriented than ever (5F)
• Emerging markets (Brazil,
Mexico, Argentina, etc.) up 30%
in footwear sales (MEA)
Nike Showcase
• Strengths: Extensive R&D program allows Nike to
stay at the forefront of their industry, consistently
releasing innovative and technologically advanced
products (VRIO)
• High global brand recognition (VRIO)
• Opportunities: Average consumer, especially
athletic participants, are more fashion-oriented
than ever (5F)
• Emerging markets (Brazil, Mexico, Argentina, etc.)
up 30% in footwear sales (MEA)
Threats
25. STRATEGY: A SEMESTER’S LEARNINGS
Strategy isn’t everything. . .
Leadership is a potent combination of strategy and character. But if you
must be without one, be without the strategy. – Norman Schwarzkopf
But its probably behind most successful ventures. . .
All men can see these tactics whereby I conquer, but what none can
see is the strategy out of which victory is evolved – Sun Tzu
But lets not forget the end goal. . .
A satisfied customer is the best business strategy of all – Michael
LeBoeuf
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