This document provides an overview and comparison of Nike and Reebok's codes of conduct regarding human rights and labor standards. Both companies adopted codes in 1992 after facing negative publicity about poor labor practices in their supply chains. Nike implemented a Code of Conduct and Memorandum of Understanding, while Reebok established Human Rights Production Standards. The codes were revised over time and aimed to address issues like child labor. Overall, the document analyzes the similarities and differences between Nike and Reebok's approaches to ensuring ethical labor standards within their industries.
My team and I did an in-depth overview of Nike's competitive position in the sports apparel and footwear industry as well as suggested strategies to help improve their performance.
Nike is an American multinational corporation that designs, develops and sells athletic footwear, apparel, equipment and accessories. It is headquartered in Oregon and employs over 44,000 people worldwide. Nike differentiates itself through innovative product design, aggressive marketing featuring celebrity athletes, and a focus on quality. Key to Nike's success are its core competencies in marketing, technology, product customization and building its distinctive brand image. While Nike dominates the industry, it faces threats from competition, criticism of its labor practices, and changing consumer and social priorities.
This document discusses Nike's business practices and working conditions in Vietnam. It begins with an introduction to Nike and outlines their timeline, including early reports of poor working conditions in the 1990s. It then describes Nike's large workforce in Vietnam compared to other countries, noting most are young women and children. Specific problems are highlighted at Nike's Vietnam factories, including low wages, long work hours, child labor, and inadequate health and safety standards. The document questions whether these practices are unfair and unethical.
Nike has expanded globally to reduce costs and reach new markets. It has partnerships with FC Barcelona through 2026 and the NBA through 2025. While this global growth increased profits, it also led to controversies over poor working conditions in overseas factories. However, Nike has since taken steps to address these issues by raising wages, improving oversight, and increasing transparency. It now focuses its demographic efforts on women's apparel and sponsoring young athletes.
TCI2013 The Athletic and Outdoor Cluster in PortlandTCI Network
The document summarizes the athletic and outdoor cluster in Portland, Oregon. It defines the cluster as firms that design, produce, and market apparel, footwear, and equipment for sports and recreation. It provides metrics on employment and wages in the cluster. It then discusses the value chain, industry structure and rivalry, evolution of the cluster in Portland, and implications for economic development.
Nike was founded in 1964 as Blue Ribbon Sports by Phil Knight and Bill Bowerman to import and sell athletic shoes. It was renamed Nike in 1971 and went public in 1980. Today Nike is the largest seller of athletic footwear and apparel worldwide, with over $21 billion in revenue. It has strong brand recognition and focuses on innovation through research and development. However, Nike relies heavily on footwear sales and faces challenges from competitors and issues with working conditions in some factories.
This document provides an overview and analysis of Nike, including its mission statement, product line, history with Michael Jordan, situation analysis using SWOT and Porter's Five Forces, and recommendations for entering new markets. Key points include Nike's mission to inspire all athletes, its iconic partnership with Michael Jordan that helped launch the Air Jordan brand, and a suggestion to enter the markets of Pakistan and Afghanistan due to their large populations that are interested in sports. A detailed analysis of Nike's competitors, suppliers, public perceptions, and the political, economic, social, technological and environmental factors impacting its industry is also presented.
Nike has a long history dating back to 1962 and is now a dominant player in the athletic shoe and apparel market, controlling around 40% of the market. The document outlines Nike's target market as those aged 25 on average but focusing more on teens, and discusses Nike's various pricing strategies. It also summarizes Nike's extensive global supply chain and $1 billion annual marketing budget focused on unique online promotions.
My team and I did an in-depth overview of Nike's competitive position in the sports apparel and footwear industry as well as suggested strategies to help improve their performance.
Nike is an American multinational corporation that designs, develops and sells athletic footwear, apparel, equipment and accessories. It is headquartered in Oregon and employs over 44,000 people worldwide. Nike differentiates itself through innovative product design, aggressive marketing featuring celebrity athletes, and a focus on quality. Key to Nike's success are its core competencies in marketing, technology, product customization and building its distinctive brand image. While Nike dominates the industry, it faces threats from competition, criticism of its labor practices, and changing consumer and social priorities.
This document discusses Nike's business practices and working conditions in Vietnam. It begins with an introduction to Nike and outlines their timeline, including early reports of poor working conditions in the 1990s. It then describes Nike's large workforce in Vietnam compared to other countries, noting most are young women and children. Specific problems are highlighted at Nike's Vietnam factories, including low wages, long work hours, child labor, and inadequate health and safety standards. The document questions whether these practices are unfair and unethical.
Nike has expanded globally to reduce costs and reach new markets. It has partnerships with FC Barcelona through 2026 and the NBA through 2025. While this global growth increased profits, it also led to controversies over poor working conditions in overseas factories. However, Nike has since taken steps to address these issues by raising wages, improving oversight, and increasing transparency. It now focuses its demographic efforts on women's apparel and sponsoring young athletes.
TCI2013 The Athletic and Outdoor Cluster in PortlandTCI Network
The document summarizes the athletic and outdoor cluster in Portland, Oregon. It defines the cluster as firms that design, produce, and market apparel, footwear, and equipment for sports and recreation. It provides metrics on employment and wages in the cluster. It then discusses the value chain, industry structure and rivalry, evolution of the cluster in Portland, and implications for economic development.
Nike was founded in 1964 as Blue Ribbon Sports by Phil Knight and Bill Bowerman to import and sell athletic shoes. It was renamed Nike in 1971 and went public in 1980. Today Nike is the largest seller of athletic footwear and apparel worldwide, with over $21 billion in revenue. It has strong brand recognition and focuses on innovation through research and development. However, Nike relies heavily on footwear sales and faces challenges from competitors and issues with working conditions in some factories.
This document provides an overview and analysis of Nike, including its mission statement, product line, history with Michael Jordan, situation analysis using SWOT and Porter's Five Forces, and recommendations for entering new markets. Key points include Nike's mission to inspire all athletes, its iconic partnership with Michael Jordan that helped launch the Air Jordan brand, and a suggestion to enter the markets of Pakistan and Afghanistan due to their large populations that are interested in sports. A detailed analysis of Nike's competitors, suppliers, public perceptions, and the political, economic, social, technological and environmental factors impacting its industry is also presented.
Nike has a long history dating back to 1962 and is now a dominant player in the athletic shoe and apparel market, controlling around 40% of the market. The document outlines Nike's target market as those aged 25 on average but focusing more on teens, and discusses Nike's various pricing strategies. It also summarizes Nike's extensive global supply chain and $1 billion annual marketing budget focused on unique online promotions.
This document criticizes Nike for exploiting child labor and poor working conditions in sweatshops located in developing countries. It notes that Nike takes advantage of lax labor laws in places like China and Vietnam to open sweatshops and avoid organized labor. While Nike claims to oppose sweatshops, the reality is that children as young as 8 years old work long hours in its overseas factories under difficult conditions. Many groups protest Nike's practices and call for improved monitoring and enforcement of international labor standards.
How have Nike used innovation in both their products and their use of endorse...William Risso-Gill
This document discusses how Nike gained dominance in the NBA shoe market through innovation in products and endorsements. It explains that Nike developed high-top basketball shoes with better ankle support in the 1980s in response to the high ankle injury rates in the NBA at the time. This innovation helped Nike capture market share from Converse. The document also describes how Nike's endorsement of Michael Jordan and creation of the iconic Air Jordan shoe line in the 1980s was hugely successful and helped Nike gain over 90% of the NBA shoe market. While other brands like Adidas have tried to compete, Nike's patent protections of shoe designs and stronger endorsement deals have allowed it to maintain its large market share.
Hitting The Wall Nike And International Labor Practicesjoelnshisso
Nike adopted a strategy of outsourcing all manufacturing to low-cost countries to reduce costs. While this saved on wages, it led to issues with working conditions and ethics. Nike failed to properly manage its outsourcing relationships and communicate its values to contract manufacturers. When reports of unethical practices surfaced, the company was unprepared and its reputation suffered. Moving forward, Nike learned to be more transparent and conduct marketing audits to improve social responsibility and regain consumer trust.
Nike is an American company that designs, develops and sells athletic footwear, apparel, equipment and accessories. It has a wide range of sports products including shoes, clothing and equipment for sports like running, basketball, soccer and more. Nike uses strategies like sponsoring athletes and teams, maintaining a strong brand image and focusing on new product development to maintain a large market share, especially in the premium sportswear segment. It operates in over 200 countries and has manufacturing facilities located primarily in Asia.
Nike is the most recognized athletic apparel brand among survey respondents. The document analyzes Nike's market share, sales trends, awareness of Nike and competitors, and category motivators through secondary research and primary qualitative and quantitative research including interviews, a focus group, surveys. Key findings indicate that price and quality are the top category motivators, and that Nike is perceived as having high quality but also high prices. Respondents indicate Nike could improve by lowering prices.
Nike has become the dominant leader in the global athletic footwear and apparel markets, controlling over 30% of the footwear market. While Adidas and other competitors attempt to challenge Nike's market share, Nike continues to drive innovation through new technologies, endorsements of star athletes, and a focus on sustainability to maintain its strong brand and competitive advantage. However, risks remain as Nike relies heavily on outsourced manufacturing and IT systems to manage its global operations.
Nike is the largest seller of athletic footwear and apparel globally, with over $19 billion in annual revenue. It employs over 33,000 people worldwide and sells products in over 180 countries. While about half of its sales were in the US historically, international sales now account for over half of total sales. Nike contracts with over 600 factories across 46 countries to manufacture its products, which collectively employ over 1 million people.
This document summarizes a strategic analysis of Nike. It outlines Nike's vision, mission, strengths, weaknesses, opportunities, threats and strategies. Key points include: Nike's goal is to be the largest seller of athletic footwear and apparel; it has a strong brand but faces issues like labor exploitation; growth is coming from women consumers moving to fashion-sportswear; recommendations include more flexible endorser contracts focusing on lifestyle.
Nike is the most valuable sports brand worth $26 billion. Its famous slogan "Just Do It" was created in 1988 and has been highly successful in advertising. The slogan reflects Nike's strategy of advocating for diversity and motivating people of all backgrounds. While the campaign has been largely positive, Nike faced controversies in the 1990s over poor working conditions at its overseas manufacturing plants, though it has since improved transparency and factory conditions. The dynamic model shows how the campaign reached a broad public while facing some ethical criticism regarding its production practices.
Nike is the largest seller of athletic footwear and apparel in the world. It was founded in 1964 as Blue Ribbon Sports by Phil Knight and Bill Bowerman and was later renamed Nike. Some key points:
- Nike pioneered innovations like the Nike Air technology and uses high-profile athlete endorsements. It has acquired brands like Converse and Hurley.
- Though criticized for labor issues in the 1990s, Nike has since improved working conditions and become a leader in corporate social responsibility through initiatives like the Nike Foundation.
- Sustainability is now a key focus as Nike works to reduce its environmental impact through considered design, recycling programs, and the Green X
The document provides an overview of Adidas, including its history, leadership, financial details, product segments, and case study issues. Some key points:
- Adidas was founded in 1949 and has grown through acquisitions of companies like Salomon and Reebok. It reported $10 billion in net sales in 2008.
- The company has three product segments: Performance, Originals, and Lifestyle (Y3). Performance focuses on categories like running and football, while Originals and Lifestyle target lifestyle consumers.
- Case study issues include the company's reduced fortunes after changes in ownership, lack of advertising in the US, and opportunities to expand globally and identify new technology products.
-
Nike's decision to sign Michael Jordan was influenced by their external environment, as they knew Adidas was planning to sign him. To secure the deal, Nike offered Jordan an unprecedented amount of money.
Nike prioritizes comfort and performance in athletic shoe development, focusing on technology and environmental issues. When first starting the company, Nike's creator would modify shoes to create the perfect design for athletes.
Nike has grown significantly since its founding. It now has over 16 billion dollars in annual sales and half of its revenue comes from international markets. The company campus features 16 buildings and emphasizes innovation and collaboration in its culture.
This document provides an interview summary of Martin Neureiter, a member of the ISO working group responsible for ISO 26000, the guidelines for social responsibility published in 2010. Some key points:
- ISO 26000 was developed in response to a lack of verification for social responsibility claims by companies. It provides a unified framework for defining and implementing social responsibility.
- Challenges included the large number of participating countries (99) and different stakeholder groups. However, the final vote achieved a 93% approval rate.
- ISO 26000 can help link social responsibility to other ISO standards like 14001 and provide guidance on issues like environmental impacts, supply chain management, and transparency.
- The standard provides value to businesses
1Running head NIKE COMPANYPAGE 12NIKE COMPANYNIKE C.docxeugeniadean34240
1
Running head: NIKE COMPANY
PAGE
12
NIKE COMPANY
NIKE COMPANY
Student name
Institution
Contents
3NIKE Company
31. Executive summary
42. Problem statement
43. Company profile
43.1Introduction
53.2 Mission statement
53.3 Values Statement
63.4 Vision Statement
63.5 Strategic Alternative Slogan
63.6 Industry Size
63.7 Industry Profitability
73.8 Industry Cyclicality
74. Industry Entry and Exit Barriers
74.1 Entry Barriers
84.2 Exit Barriers
84.3. Current strategy
115. Code of ethics
116. Facts and figures in governance, accountability and reporting
116.1 Reporting Practices
126.2 The Value of Reporting
126.3 Stakeholder Engagement and Report Reviews
146.4 Feedback on reporting
147. Company analysis
147.1The Strengths/ Weaknesses for Nike Corporate
147.2 Board of Directors - Strength
157.3 Board of Directors - Weakness
157.4 Environmental Analysis
15Internal – Strength and weakness
167.5 Challenges and struggles of Nike Company
198. Competition
198.1 Competition vs. Nike
198.2 Footwear Industry –Revenues, Players, Market Share
208.3 Manufacturing options
218.4 Strategic Outsourcing
218.5 The Evolution of Manufacturing in Third World Countries
228.5 Nike
238.6 Reebok
248.7 Adidas
248.8 Talk
258.9 New Balance
259. Summary and conclusion
27References
NIKE Company
1. Executive summary
When an organization such as Nike, opts to be a global entity, often, it experience a huge profits in its final accounting. Sadly, other businesses such as Nike must be at a position of overcoming some difficult obstacles set before it establishes a successful business in the foreign countries (Frisch, 2009). Most of the issues associated with these vast industries include the child labor laws, low wages, and the outsourcing’s effects on the aggregate sales. Due to this reason, the most widely known organizations have already presented several cases in defense to their positions on conducting business in the foreign countries. One such good instance is Nike’s sweatshop labor case that stirs up some controversy over the ethical business practices. Even after Nike Company has made several attempts at recovering from the bad press that it had received from the sweatshops, the organization still struggles to defeat the negative feelings that have already been created in the people’s mind, especially across the United States.
Additionally, this company faced various challenges from the word go. With the increase in technology, the organization is facing a very high competition caused by its reluctance to use of modern advertisement platforms as well as sticking to traditional marketing approaches (Frisch, 2009). The issue has resulted in reduced total sales as well as reportedly small profits. Thus, this paper seeks to present help Nick Co. Improves the already tarnished image in legal and ethical issues, as well as competitively survives in the market. 2. Problem statement
When Nike’s company op.
This document is a thesis submitted to the University of Cambridge Judge Business School examining ethical practices along supply chains in the athletic ball industry. It begins with an introduction outlining the globalized nature of supply chains in this industry and focuses on Sialkot, Pakistan, where many balls are hand-stitched. It discusses the "Sialkot Partnership" formed by brands and manufacturers to improve labor standards.
The thesis will apply social auditing tools to evaluate how well five global brands and one fair-trade organization uphold their codes of conduct and commitments to social responsibility across their supply chains in Sialkot. It seeks to determine if public claims of ethical sourcing match realities on the ground where balls are produced
Globalization is a process of interaction and integration among
the people, companies, and governments of different nations,
a process driven by international trade and investment and
aided by information technology. This process has Promise and
Perils, and different effects on the environment, on culture, on
political systems, on economic development and prosperity,
and on human physical well-being in societies around the world.
Nike and Starbucks are a key examples of globalisation
because, although they began in the USA, They are now
worldwide, well known brands, in the analyze of both case
studies of Nike and Starbucks we will follow this table of
Contents.
Nike has maintained its competitive advantage through strategic knowledge development in key areas:
1) Deep customer knowledge and segmentation allows them to develop products that meet customer needs.
2) Effective marketing and celebrity endorsements strengthen their brand image.
3) Continuous design innovation, like the Air technology, keeps products desirable.
This document is a project report on digital marketing in the sportswear industry. It includes an introduction to the industry, describing trends like the growth of fitness clubs and the blurring lines between sportswear and casual wear. It then analyzes the macro environment factors like legislation and the economy that influence the industry. The next sections provide micro environmental analyses of major brands Nike, Adidas, and Under Armour, describing their collaborations, suppliers, customers and digital marketing strategies. The report aims to understand how these brands use social media to increase revenues.
Nike Inc. is evaluated in the document, which includes copies of their financial statements from the current year. Various financial metrics and ratios are calculated and analyzed to assess Nike's financial stability and performance, such as operating income, net income, earnings per share, sales growth, tax rate, dividend payout ratio, net profit margin, return on shareholder's equity, current ratio, and quick ratio. Overall, the document provides an in-depth evaluation of Nike's financial position through an analysis of their financial statements and key metrics.
Success report on_marketing_strategy_for_nike_incNeenad Mba
Nike has grown from a small importer of Japanese shoes into the world's largest athletic shoe and apparel company. It achieved this success through sponsoring high-profile athletes, developing innovative products, and investing heavily in marketing with slogans like "Just Do It". While Nike dominates the footwear market, it faces threats from increasing competition and counterfeiting. It also struggles with issues around labor conditions in its overseas factories. To maintain its leading position, Nike must address these labor issues, stay ahead of competitors through product development, and leverage opportunities in new online markets.
This document provides a strategic analysis of Nike. It begins with an external environmental analysis, noting Nike's strong brand and emerging growth opportunities in markets like China, Brazil, and home fitness. An internal analysis identifies strengths in innovation and brand recognition, and weaknesses in competition. A SWOT analysis further examines strengths, weaknesses, opportunities, and threats. The document then discusses Nike's current strategy, and strategic options for success, including market penetration, diversification, and adapting to local markets. It concludes that Nike has strong global presence but needs strategies to establish itself in emerging markets.
This document criticizes Nike for exploiting child labor and poor working conditions in sweatshops located in developing countries. It notes that Nike takes advantage of lax labor laws in places like China and Vietnam to open sweatshops and avoid organized labor. While Nike claims to oppose sweatshops, the reality is that children as young as 8 years old work long hours in its overseas factories under difficult conditions. Many groups protest Nike's practices and call for improved monitoring and enforcement of international labor standards.
How have Nike used innovation in both their products and their use of endorse...William Risso-Gill
This document discusses how Nike gained dominance in the NBA shoe market through innovation in products and endorsements. It explains that Nike developed high-top basketball shoes with better ankle support in the 1980s in response to the high ankle injury rates in the NBA at the time. This innovation helped Nike capture market share from Converse. The document also describes how Nike's endorsement of Michael Jordan and creation of the iconic Air Jordan shoe line in the 1980s was hugely successful and helped Nike gain over 90% of the NBA shoe market. While other brands like Adidas have tried to compete, Nike's patent protections of shoe designs and stronger endorsement deals have allowed it to maintain its large market share.
Hitting The Wall Nike And International Labor Practicesjoelnshisso
Nike adopted a strategy of outsourcing all manufacturing to low-cost countries to reduce costs. While this saved on wages, it led to issues with working conditions and ethics. Nike failed to properly manage its outsourcing relationships and communicate its values to contract manufacturers. When reports of unethical practices surfaced, the company was unprepared and its reputation suffered. Moving forward, Nike learned to be more transparent and conduct marketing audits to improve social responsibility and regain consumer trust.
Nike is an American company that designs, develops and sells athletic footwear, apparel, equipment and accessories. It has a wide range of sports products including shoes, clothing and equipment for sports like running, basketball, soccer and more. Nike uses strategies like sponsoring athletes and teams, maintaining a strong brand image and focusing on new product development to maintain a large market share, especially in the premium sportswear segment. It operates in over 200 countries and has manufacturing facilities located primarily in Asia.
Nike is the most recognized athletic apparel brand among survey respondents. The document analyzes Nike's market share, sales trends, awareness of Nike and competitors, and category motivators through secondary research and primary qualitative and quantitative research including interviews, a focus group, surveys. Key findings indicate that price and quality are the top category motivators, and that Nike is perceived as having high quality but also high prices. Respondents indicate Nike could improve by lowering prices.
Nike has become the dominant leader in the global athletic footwear and apparel markets, controlling over 30% of the footwear market. While Adidas and other competitors attempt to challenge Nike's market share, Nike continues to drive innovation through new technologies, endorsements of star athletes, and a focus on sustainability to maintain its strong brand and competitive advantage. However, risks remain as Nike relies heavily on outsourced manufacturing and IT systems to manage its global operations.
Nike is the largest seller of athletic footwear and apparel globally, with over $19 billion in annual revenue. It employs over 33,000 people worldwide and sells products in over 180 countries. While about half of its sales were in the US historically, international sales now account for over half of total sales. Nike contracts with over 600 factories across 46 countries to manufacture its products, which collectively employ over 1 million people.
This document summarizes a strategic analysis of Nike. It outlines Nike's vision, mission, strengths, weaknesses, opportunities, threats and strategies. Key points include: Nike's goal is to be the largest seller of athletic footwear and apparel; it has a strong brand but faces issues like labor exploitation; growth is coming from women consumers moving to fashion-sportswear; recommendations include more flexible endorser contracts focusing on lifestyle.
Nike is the most valuable sports brand worth $26 billion. Its famous slogan "Just Do It" was created in 1988 and has been highly successful in advertising. The slogan reflects Nike's strategy of advocating for diversity and motivating people of all backgrounds. While the campaign has been largely positive, Nike faced controversies in the 1990s over poor working conditions at its overseas manufacturing plants, though it has since improved transparency and factory conditions. The dynamic model shows how the campaign reached a broad public while facing some ethical criticism regarding its production practices.
Nike is the largest seller of athletic footwear and apparel in the world. It was founded in 1964 as Blue Ribbon Sports by Phil Knight and Bill Bowerman and was later renamed Nike. Some key points:
- Nike pioneered innovations like the Nike Air technology and uses high-profile athlete endorsements. It has acquired brands like Converse and Hurley.
- Though criticized for labor issues in the 1990s, Nike has since improved working conditions and become a leader in corporate social responsibility through initiatives like the Nike Foundation.
- Sustainability is now a key focus as Nike works to reduce its environmental impact through considered design, recycling programs, and the Green X
The document provides an overview of Adidas, including its history, leadership, financial details, product segments, and case study issues. Some key points:
- Adidas was founded in 1949 and has grown through acquisitions of companies like Salomon and Reebok. It reported $10 billion in net sales in 2008.
- The company has three product segments: Performance, Originals, and Lifestyle (Y3). Performance focuses on categories like running and football, while Originals and Lifestyle target lifestyle consumers.
- Case study issues include the company's reduced fortunes after changes in ownership, lack of advertising in the US, and opportunities to expand globally and identify new technology products.
-
Nike's decision to sign Michael Jordan was influenced by their external environment, as they knew Adidas was planning to sign him. To secure the deal, Nike offered Jordan an unprecedented amount of money.
Nike prioritizes comfort and performance in athletic shoe development, focusing on technology and environmental issues. When first starting the company, Nike's creator would modify shoes to create the perfect design for athletes.
Nike has grown significantly since its founding. It now has over 16 billion dollars in annual sales and half of its revenue comes from international markets. The company campus features 16 buildings and emphasizes innovation and collaboration in its culture.
This document provides an interview summary of Martin Neureiter, a member of the ISO working group responsible for ISO 26000, the guidelines for social responsibility published in 2010. Some key points:
- ISO 26000 was developed in response to a lack of verification for social responsibility claims by companies. It provides a unified framework for defining and implementing social responsibility.
- Challenges included the large number of participating countries (99) and different stakeholder groups. However, the final vote achieved a 93% approval rate.
- ISO 26000 can help link social responsibility to other ISO standards like 14001 and provide guidance on issues like environmental impacts, supply chain management, and transparency.
- The standard provides value to businesses
1Running head NIKE COMPANYPAGE 12NIKE COMPANYNIKE C.docxeugeniadean34240
1
Running head: NIKE COMPANY
PAGE
12
NIKE COMPANY
NIKE COMPANY
Student name
Institution
Contents
3NIKE Company
31. Executive summary
42. Problem statement
43. Company profile
43.1Introduction
53.2 Mission statement
53.3 Values Statement
63.4 Vision Statement
63.5 Strategic Alternative Slogan
63.6 Industry Size
63.7 Industry Profitability
73.8 Industry Cyclicality
74. Industry Entry and Exit Barriers
74.1 Entry Barriers
84.2 Exit Barriers
84.3. Current strategy
115. Code of ethics
116. Facts and figures in governance, accountability and reporting
116.1 Reporting Practices
126.2 The Value of Reporting
126.3 Stakeholder Engagement and Report Reviews
146.4 Feedback on reporting
147. Company analysis
147.1The Strengths/ Weaknesses for Nike Corporate
147.2 Board of Directors - Strength
157.3 Board of Directors - Weakness
157.4 Environmental Analysis
15Internal – Strength and weakness
167.5 Challenges and struggles of Nike Company
198. Competition
198.1 Competition vs. Nike
198.2 Footwear Industry –Revenues, Players, Market Share
208.3 Manufacturing options
218.4 Strategic Outsourcing
218.5 The Evolution of Manufacturing in Third World Countries
228.5 Nike
238.6 Reebok
248.7 Adidas
248.8 Talk
258.9 New Balance
259. Summary and conclusion
27References
NIKE Company
1. Executive summary
When an organization such as Nike, opts to be a global entity, often, it experience a huge profits in its final accounting. Sadly, other businesses such as Nike must be at a position of overcoming some difficult obstacles set before it establishes a successful business in the foreign countries (Frisch, 2009). Most of the issues associated with these vast industries include the child labor laws, low wages, and the outsourcing’s effects on the aggregate sales. Due to this reason, the most widely known organizations have already presented several cases in defense to their positions on conducting business in the foreign countries. One such good instance is Nike’s sweatshop labor case that stirs up some controversy over the ethical business practices. Even after Nike Company has made several attempts at recovering from the bad press that it had received from the sweatshops, the organization still struggles to defeat the negative feelings that have already been created in the people’s mind, especially across the United States.
Additionally, this company faced various challenges from the word go. With the increase in technology, the organization is facing a very high competition caused by its reluctance to use of modern advertisement platforms as well as sticking to traditional marketing approaches (Frisch, 2009). The issue has resulted in reduced total sales as well as reportedly small profits. Thus, this paper seeks to present help Nick Co. Improves the already tarnished image in legal and ethical issues, as well as competitively survives in the market. 2. Problem statement
When Nike’s company op.
This document is a thesis submitted to the University of Cambridge Judge Business School examining ethical practices along supply chains in the athletic ball industry. It begins with an introduction outlining the globalized nature of supply chains in this industry and focuses on Sialkot, Pakistan, where many balls are hand-stitched. It discusses the "Sialkot Partnership" formed by brands and manufacturers to improve labor standards.
The thesis will apply social auditing tools to evaluate how well five global brands and one fair-trade organization uphold their codes of conduct and commitments to social responsibility across their supply chains in Sialkot. It seeks to determine if public claims of ethical sourcing match realities on the ground where balls are produced
Globalization is a process of interaction and integration among
the people, companies, and governments of different nations,
a process driven by international trade and investment and
aided by information technology. This process has Promise and
Perils, and different effects on the environment, on culture, on
political systems, on economic development and prosperity,
and on human physical well-being in societies around the world.
Nike and Starbucks are a key examples of globalisation
because, although they began in the USA, They are now
worldwide, well known brands, in the analyze of both case
studies of Nike and Starbucks we will follow this table of
Contents.
Nike has maintained its competitive advantage through strategic knowledge development in key areas:
1) Deep customer knowledge and segmentation allows them to develop products that meet customer needs.
2) Effective marketing and celebrity endorsements strengthen their brand image.
3) Continuous design innovation, like the Air technology, keeps products desirable.
This document is a project report on digital marketing in the sportswear industry. It includes an introduction to the industry, describing trends like the growth of fitness clubs and the blurring lines between sportswear and casual wear. It then analyzes the macro environment factors like legislation and the economy that influence the industry. The next sections provide micro environmental analyses of major brands Nike, Adidas, and Under Armour, describing their collaborations, suppliers, customers and digital marketing strategies. The report aims to understand how these brands use social media to increase revenues.
Nike Inc. is evaluated in the document, which includes copies of their financial statements from the current year. Various financial metrics and ratios are calculated and analyzed to assess Nike's financial stability and performance, such as operating income, net income, earnings per share, sales growth, tax rate, dividend payout ratio, net profit margin, return on shareholder's equity, current ratio, and quick ratio. Overall, the document provides an in-depth evaluation of Nike's financial position through an analysis of their financial statements and key metrics.
Success report on_marketing_strategy_for_nike_incNeenad Mba
Nike has grown from a small importer of Japanese shoes into the world's largest athletic shoe and apparel company. It achieved this success through sponsoring high-profile athletes, developing innovative products, and investing heavily in marketing with slogans like "Just Do It". While Nike dominates the footwear market, it faces threats from increasing competition and counterfeiting. It also struggles with issues around labor conditions in its overseas factories. To maintain its leading position, Nike must address these labor issues, stay ahead of competitors through product development, and leverage opportunities in new online markets.
This document provides a strategic analysis of Nike. It begins with an external environmental analysis, noting Nike's strong brand and emerging growth opportunities in markets like China, Brazil, and home fitness. An internal analysis identifies strengths in innovation and brand recognition, and weaknesses in competition. A SWOT analysis further examines strengths, weaknesses, opportunities, and threats. The document then discusses Nike's current strategy, and strategic options for success, including market penetration, diversification, and adapting to local markets. It concludes that Nike has strong global presence but needs strategies to establish itself in emerging markets.
This document provides an overview of Nike's global business operations and strategies. It discusses Nike's distribution channels, product lines, and marketing approach. It then analyzes the political, economic, social, and technological factors affecting Nike. Next, it examines Nike's challenges with labor issues at overseas factories. The document concludes by recommending that Nike work more closely with governments and unions to ensure ethical labor practices globally.
Nike began as Blue Ribbon Sports in 1964 and changed its name to Nike in 1972. It has maintained its position as the global market leader in athletic footwear and apparel through continuous innovation, strategic endorsements, and tight retail control. While Nike faces challenges from competitors and needs to expand its direct retail business, opportunities exist through upcoming global sporting events and strengthening its online presence. Nike aims to solidify its position through brand marketing at events like the World Cup while exploring new digital strategies.
Reebok aims to become the best fitness brand in the world. This report analyzes Reebok's potential for growth by examining trends in fitness, technology, competitors and their target market of millennials. While the sneaker market has grown exponentially, Reebok only has under 2% market share. However, targeting millennials with innovative, technology-driven sneakers that are eco-friendly could increase Reebok's revenue and brand awareness. The report recommends partnering with fitness organizations to promote their products and mission of being the premier fitness brand.
Nike is analyzed in this case study. It provides an overview of Nike's history, brands, vision, mission, financial performance, and SWOT analysis. The external environment facing Nike is also examined, including competitors, opportunities, and threats in the athletic footwear and apparel industry. Various strategic analysis tools are applied to Nike, such as BCG matrix, IE matrix, and comparative financial statements. Potential strategies for Nike going forward are discussed.
This document provides an analysis of the sports footwear and apparel industry, with a focus on Nike Corporation. It defines the industry as operating within sports footwear and apparel and discusses Nike's expansion beyond running shoes into a wide range of sports and leisure wear. The document also examines Nike's largest competitor Adidas Group, industry structure factors like threats of new entrants and substitutes, and how the industry and Nike are impacted by economic, social, and technological changes.
An American multinational corporation, Nike, Inc. is one of the most leading brands which designs, develops and sells footwear, apparel, accessories, equipment and other services worldwide.
For more details:- https://myassignmenthelp.com/case-study/nike-swot-pest-analysis-case-study.html
This document provides an overview of Nike's innovation process and history. It discusses Nike's transition from solely distributing shoes to developing its own, including innovative products like the Fuelband smartwatch and Flyknit shoes. Nike focuses on continuous innovation through R&D and engaging customers. It has a vertically integrated supply chain and uses star athletes to promote its brand. The document also notes Nike's marketing strategies of advertisements, sponsorships, and developing brand identity to establish itself as the leader in athletic footwear and apparel.
This document provides an overview of Nike, including a brief history, segmentation and targeting, research programs, corporate social responsibility, and marketing mix. It discusses Nike's origins in the 1960s and its growth into a global brand. It describes Nike's target market as high-income individuals aged 16-55. The document also outlines Nike's research, social initiatives, and use of the marketing mix including products, pricing, placement, and promotion through celebrity endorsements and events.
Nike was founded in 1962 as Blue Ribbon Sports to sell athletic shoes manufactured by Onitsuka Tiger. It gradually grew and introduced its own Nike brand in 1971. In 1978 it changed its name to Nike, Inc. and grew to become a global leader in athletic footwear and apparel. Recent financial reports show increasing sales and profits. However, Nike has faced some criticism over factory closures. It continues investing in product innovation and athlete sponsorships.
Business strategy, corporate strategy, swot analysis & swot matraxAli jili'ow
Business strategy has been concern for many managers and investors, in order for any organization to be successful in its missions and vision, organization should establish and implementing the best strategy that can conform to all organization's corporate and business levels. As famous scholar has already said ''business without strategy is like a ship without compass''.
Nevertheless, this report discusses the background of Nike Corporation, mission and vision statement of the company, the company's SWOT analysis in the form of Matrix, the corporation's competitive Profile matrix, External factor evaluation matrix, Internal factor evaluation matrix, the report also identifies and evaluates Nike's current corporate and business level, finally the this report recommends the best strategy that Nike should pursuit in order to be successful in the athletic market. Nike Corporation is being chosen because there are no corporations that operate officially here in Mogadishu, Somalia and what is more, data availability is relatively difficulty.
Nike was founded in 1962 and is a major multinational corporation that designs and markets athletic footwear, apparel, and equipment. It has grown significantly over the years through strategic acquisitions and partnerships. Nike faces intense competition from companies like Adidas but maintains competitive advantages through innovative product design and large economies of scale. Going forward, Nike aims to continue growing its global brand and market share while also improving its social and environmental sustainability.
Similar to Epgp (one year) 2009-10_be_group assignment_group 4_30nov09 (20)
The document outlines a detailed market mapping framework for analyzing a retail store, including sections on location details, physical aspects, ambience, layout, customer friendliness, products/categories, business throughput, financials, supply chain, promotions, issues, and opportunities for improvement. The framework contains over 100 data points across various categories to gain a comprehensive understanding of the store's operations, performance, customers, and area for growth.
Trans share inc - case study submission 12 sep 09 v1.1Rajendra Inani
This case study examines the appropriate revenue recognition practices for Trans Share Inc., a company that buys and sells aircraft and provides related maintenance and operational support services. Currently, Trans Share recognizes revenue from the sale of fractional aircraft interests at the time of sale. However, it wants to implement the correct revenue recognition methods to prepare for an IPO and comply with emerging accounting standards. The case study analyzes Trans Share's current business model and revenue recognition practices, and recommends converting its fractional interest program to an operating lease or service contract model to properly recognize revenue over the life of the agreement rather than up front.
The document provides financial information for a proposed toll road project including:
- The net present value (NPV) is ($456.70) and internal rate of return (IRR) is 10.38%
- Construction costs are estimated at Rs. 960 crore for 80% of the initial Rs. 1200 crore budget and land acquisition costs are Rs. 240 crore
- Annual maintenance costs are estimated at 0.9% of the total construction cost of Rs. 1500 crore
- Toll revenue is projected to grow at 7% annually reaching over Rs. 1400 crore by 2026
This document analyzes the inventory accounting methods of LIFO and FIFO for Merrimack Tractors and Mowers Inc. given rising costs of imports from China. Using a LIFO analysis, it shows that with LIFO, the company's net income would decrease rapidly over 2007-2009 despite sales increases, due to rising inventory costs. Switching to FIFO in 2008 would increase reported profits that year but likely lead to higher taxes in future years as costs rise. The document considers whether LIFO or FIFO is most suitable for the company given its current challenges meeting costs amid rising import prices from China.
Maharashtra state road development corporationRajendra Inani
The 6-lane Expressway between Bombay and Pune was developed as a BOOT project by the Maharashtra State Road Development Corporation (MSRDC) at a total cost of Rs. 1500 Crores. The MSRDC awarded construction work to 6 contracting firms and granted them a 30-year period to recover costs and earn a profit. While toll rates have increased three times, usage has slowed with each rise. The BOOT operators cannot currently afford discount plans requested by users, but the MSRDC must provide guidance that will set a precedent for future public-private partnerships.
Group 8 epgp - meeting management - communication presentationRajendra Inani
The document provides guidance for planning and running effective meetings. It lists the 8 C's of why meetings are important, including to chat, charge ideas, collude, create, communicate, cultivate relationships, comment, and cultivate. It then gives tips for planning a meeting such as deciding the type of meeting, clarifying prerequisites, and reminding participants. Guidance is also given for leading a meeting, including having opening remarks, focusing on business, being open to all, and recapping on close. The document recommends setting a firm agenda, assigning a note taker, having micro meetings, holding office hours, being data-driven, and sticking to timelines for more effective meetings.
This document is a case study submission for The Coca-Cola Company (A) that analyzes the company's financial reporting and relationships with its bottling partners. It addresses questions about how various transactions between Coca-Cola and its bottlers are accounted for, how consolidation would affect accounting, and whether consolidation should occur. The submission finds that consolidation is not necessary and separate analysis provides more accurate understanding of each entity's performance and risk.
The document provides information about Indore, the business capital of Madhya Pradesh, India. It summarizes key industries, educational institutes, attractions in and near Indore, newspapers, places to eat, and prominent people from Indore including rulers, nationalists, artists, sports persons, and future leaders. The document covers industries located in Pithampur and other areas, top educational institutes like IIM, IIT, and DAVV University. It also lists popular city attractions, nearby places like Ujjain and Mandu, amusement parks, and newspapers published in Indore.
The document discusses brand extensions and line extensions. It defines brand extensions as applying a popular brand name to a new, unrelated product category, while line extensions refer to new sizes, styles or related products within the same category. The document then provides reasons for brand extensions, such as helping cut costs and rejuvenating the parent brand. It also discusses risks of extensions like dilution of the parent brand equity or cannibalization of the parent product. Lastly, it emphasizes that extensions require understanding consumer perceptions of the parent brand.
The document provides an overview of the money market, which involves the buying and selling of short-term debt instruments that mature within one year. It discusses how money markets are used for investing through money market funds, individual sweep accounts, and the types of instruments traded in money markets, including commercial paper, banker's acceptances, treasury bills, repurchase agreements and more. It also covers how central banks use money markets to implement monetary policy and how interest rates, credit ratings, and other factors work in money markets.
Epgp term v mos group assignment april 2010Rajendra Inani
This document provides an analysis of the Indian health insurance market and ICICI Lombard General Insurance Company. It discusses the growing market size and factors driving future growth. It also outlines ICICI Lombard's range of health insurance products and services, competitors in the market, collaborators, and recommendations to further grow their market share in health insurance.
This document discusses how Dell funded its 52% sales growth in fiscal year 1996. It finds that Dell would need to increase its operating assets by $582 million to support the growth. However, Dell was able to improve its asset efficiency in 1996, reducing the need by $134.5 million. Additionally, Dell increased its net profit above forecasts to $272 million and increased current liabilities by $187 million. In total, Dell's increased profits and liabilities of $459 million exceeded the calculated additional operating asset requirement of $447.5 million. Therefore, Dell was able to fund its 1996 growth internally through improved efficiency, higher profits, and more liabilities rather than relying on external financing.
The document discusses the growth and importance of India's service sector over the past decades. It traces the rise of the service sector from contributing 41% of GDP in 1990-1991 to over 54% in recent years. Key drivers of growth included urbanization, privatization, and increasing demand for consumer and intermediate services. Subsectors like IT, ITES, retail, and financial services experienced major booms after economic liberalization. However, the benefits of growth have not been evenly distributed, and India still faces challenges in areas like agriculture, rural development, and improving social indicators.
The service sector has become the largest and fastest growing sector in India's economy over the last few decades, contributing over half of India's GDP. Key drivers of growth have been the IT/ITES industries, financial services, retail, and other consumer services. However, economic growth has not been evenly distributed across sectors or regions. The government is taking steps to boost GDP and make growth more inclusive, such as policies to increase FDI, SEZs, and NRI investment. Leading developed countries also rely heavily on their large service sectors for economic output and employment.
1) The break-even point for Hospital Supply is 1,882 units or $8,186,700 in sales.
2) Increasing sales to 3,500 units by reducing price to $3,850 would decrease overall profit, so this strategy is not recommended.
3) Accepting a government order for 500 units at $275,000 profit would decrease overall profit compared to regular sales, so this order should not be accepted.
4) For a foreign market entry with 1,000 units and additional $410/unit shipping and $22,000 marketing, the minimum selling price should be $2,227 to cover costs.
Dell was able to finance its 52% sales growth in 1996 through internal resources without relying on external funding. It achieved this by reducing its current assets from 32% to 29.4% of sales, improving operational efficiency. This reduced the additional operating assets needed from $582 million to $447.5 million. Increased liabilities of $187 million and higher than expected net profit of $272 million exceeded this requirement. For 50% sales growth in 1997, increased liabilities, projected net profit, and existing short-term investments could provide $1584 million, well above the $779 million needed for additional operating assets. Dell's efficient build-to-order model and use of working capital gave it strong internal funding capabilities.
This document discusses financing options for Amtrak's Acela high-speed rail service. It analyzes Amtrak's financial history and challenges in being profitable. Amtrak needs $750 million to purchase equipment for Acela. The best option is to lease the equipment from BNY Capital Funding, which provides tax benefits and removes liability from Amtrak's balance sheet while still allowing ownership. The analysis concludes the lease is preferable to taking on debt or relying solely on federal grants due to Amtrak's unprofitable history and limited prospects for future profitability.
The document analyzes the financial viability of purchasing a $39 million capesize dry bulk carrier that would operate for 25 years. Net present value (NPV) calculations are shown for operating the vessel for both 25 years and 15 years. Operating it for 25 years yields a positive NPV of $368,557. However, operating it for only 15 years pursuant to company policy and then scrapping it yields a negative NPV of -$1,252,916, indicating a loss. Therefore, the recommendation is to reject the proposal due to the company's 15-year vessel operation limit.
Epgp 09 10 -fra term 1 - end term submission - rajendra inaniRajendra Inani
This document provides an overview of key concepts in financial accounting and analysis including:
- The three principal financial statements: balance sheet, income statement, and statement of cash flows.
- Key concepts in financial accounting like revenue recognition, expense matching, and accrual basis accounting.
- Financial ratio analysis and how it is used to evaluate performance, risk, growth potential, and more by comparing values over time, to industry norms, competitors, and more.
- The value of financial statement analysis for users like investors, creditors, and other stakeholders.
Epgp 09 10 -cfl project - term 1 - group viiiRajendra Inani
The document provides guidance on planning and delivering effective oral presentations. It discusses that oral communication is an important skill for business graduates and managers. It emphasizes the importance of listening skills, providing feedback, and accounting for differences between oral and written communication. The document then outlines best practices for planning a presentation, including determining the purpose and audience, and incorporating an opening, main ideas, overview, and conclusion. It also covers rehearsing and practicing a presentation, as well as techniques for delivering an effective talk and using visual aids.
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
Reimagining Your Library Space: How to Increase the Vibes in Your Library No ...Diana Rendina
Librarians are leading the way in creating future-ready citizens – now we need to update our spaces to match. In this session, attendees will get inspiration for transforming their library spaces. You’ll learn how to survey students and patrons, create a focus group, and use design thinking to brainstorm ideas for your space. We’ll discuss budget friendly ways to change your space as well as how to find funding. No matter where you’re at, you’ll find ideas for reimagining your space in this session.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
This document provides an overview of wound healing, its functions, stages, mechanisms, factors affecting it, and complications.
A wound is a break in the integrity of the skin or tissues, which may be associated with disruption of the structure and function.
Healing is the body’s response to injury in an attempt to restore normal structure and functions.
Healing can occur in two ways: Regeneration and Repair
There are 4 phases of wound healing: hemostasis, inflammation, proliferation, and remodeling. This document also describes the mechanism of wound healing. Factors that affect healing include infection, uncontrolled diabetes, poor nutrition, age, anemia, the presence of foreign bodies, etc.
Complications of wound healing like infection, hyperpigmentation of scar, contractures, and keloid formation.
Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
How to Setup Warehouse & Location in Odoo 17 InventoryCeline George
In this slide, we'll explore how to set up warehouses and locations in Odoo 17 Inventory. This will help us manage our stock effectively, track inventory levels, and streamline warehouse operations.
1. Business Ethics
Group Assignment
EPGP 2009-10 - Term II- Group Submission
30-Nov-2009
Instructor: Prof. Lalitha Sreenath
Prof. M.R. Sreenath
Submitted by:
Abhishek Pangaria - #1
Altaf Hussain Siddiqui - #4
Rajendra Inani - #27
Shikhar Mohan - #34
Tarandeep Singh - #37
Vaibhav Samant - #38
2. Table of Contents
1 Evaluate critically Nike’s Memorandum of Understanding and Reebok’s Human rights Production
Standards. Do they differ in any important aspects? Which do you favour and why?..........................3
1.1 Introduction.................................................................................................................................3
1.2 A comparative analysis of Nike’s and Reeboks codes vis-à-vis a) The industry, b) Each other
including points of similarities and dissimilarities..............................................................................5
2 What do you think of Phil Knight’s explanation that Nike isn’t “gouging” by pointing to operating
profits that are in line with industry average? By what criterion would you determine “gouging” or
exploitation?........................................................................................................................................11
3 Does shifting production among countries, such as from South Korea to Indonesia, raise any
human rights concerns? ......................................................................................................................13
3.1 Trends and reasons – Koreans from Producing To Managing ...................................................13
3.2 Ramification and repercussion...................................................................................................14
3.3 Exploitation and human right violation......................................................................................15
3.4 Workers Revolt..........................................................................................................................16
3.5 Corrective actions......................................................................................................................16
4 What responsibilities does a multinational corporation have regarding labor standards and
environmental standards in foreign countries? ..................................................................................18
4.1 Human Rights ............................................................................................................................18
4.2 Labour Standards.......................................................................................................................19
4.3 Environment .............................................................................................................................20
4.4 Global laws and bodies..............................................................................................................21
5 References........................................................................................................................................23
Business Ethics – Group Assignment Page |2
3. 1 Evaluate critically Nike’s Memorandum of Understanding and
Reebok’s Human rights Production Standards. Do they differ in any
important aspects? Which do you favour and why?
1.1 Introduction
Nike, one of the world’s biggest footwear companies was established in 1968 by a Stanford
University graduate, Phil Knight. In 1988, Nike with a turnover of more than $5 billion and net
profits in excess of $450 million, overtook Reebok as the undisputable world’s No.1 footwear
company. Both the companies adopted similar strategies consisting of a considerable use of
international subcontracting and the promotion of their products by major names in sport.
These strategies paid dividends and both the companies generated huge profits to the
promoters. Perhaps due to jealousy on account of their swift success, Nike and Reebok
were subjected to numerous attacks by the media on their rampant use of subcontracting.
The companies were accused of amassing vast fortunes by paying paltry wages to people
who manufactured their shoes in developing countries. Sports figures who promote these
two brands are paid very high contracts. Comparison between manufacturing cost of a pair
of sneakers (especially the labor component) and the retail price represents very high
margin. However the most significant damage to the public image of both companies were
surveys carried out by some journalists and trade unionists which revealed that
subcontractors of both the companies do not respect even the basic rights of their workers.
Disturbed by the negative publicity, both companies began emphasizing their ethical work
practices and establishing model labor codes. Reebok set up model factories which respect
very strict conditions, in particular as regards child labor. It also established a Reebok prize
which is awarded each year to individuals or associations working for the promotion of
human rights.
In the 1990s, a wave of voluntary corporate codes appeared; triggered by attention for
developments which posed great legitimacy problems to firms, such as tacit support for
oppressive regimes, international environmental damage or outsourcing to countries with
inferior labor conditions. Well-known examples are the problems associated with investing in
Burma, human rights in Nigeria, oil spills in Alaska, the Brent Spar affair in the North Sea
and sweatshops in Asia. As a response, an increasing number of companies started to draw
up codes to voluntarily commit themselves to specific norms and values. These codes have
Business Ethics – Group Assignment Page |3
4. been developed either individually or under the co-ordination of business sup-port groups,
such as the International Chamber of Commerce.
Industry initiatives and continued focus of international organizations, governments and
social interest groups, resulted in a veritable cascade of codes. A well-known example of this
particular collaboration has been the sporting goods industry. Throughout the 1990s, the
industry initiated a wave of codes drawn up by different stakeholders. In addition to three
Business Support Groups (BSGs), three Social Interest Groups (SIGs) and three
International Organizations (IOs), four leading companies in the sector developed their own
codes of conduct.
In 1992, Nike adopted a Code of Conduct & Memorandum of Under-standing. It was one of
the earliest adopters of a code of conduct on labor rights with its suppliers (CEP, 1998).
Since then, the company there has been revisions to the code on two occasions.
1) To incorporate the 1997 standards developed by the Apparel Industry Partnership,
2) To take into account Nike’s new labor initiatives.
Similarly in the same year, Reebok set out Human Rights Production Standards. Reebok
had always supported human rights causes, witnessing the company's opposition to
Apartheid in 1986, sponsorship of Amnesty International's concert tour and the creation of
the Reebok Human Rights Award, both in 1988.
The most important role in developing the codes for the sporting goods industry have been
three international organizations viz. International Labor Organization (ILO), World
Federation of the Sporting Goods Industry (WFSGI) and Federation Internationale de
Football Associations (FIFA). ILO code was framed in 1970s and is still used as one of the
most important reference codes. WFSGI, which represents the interests of the sports
industry world-wide, formed a Committee on Ethics and Fair Trade in 1995, which monitors
the Pakistan Soccer Ball/ Child Labor Initiative aimed at the elimination of child labor.
WFSGI formulated a model code aimed to ensure that members satisfy the highest ethical
standards in the manufacturing operations. FIFA exerts direct influence over its licensees/
companies by its ability to issue and withdraw licenses to produce its goods. FIFA adopted a
Code of Labor Practice in 1996.
The sporting goods industry has a clear consumer focus, in which company and brand
image, including the issue of negative customer response play an important role. For Nike
Business Ethics – Group Assignment Page |4
5. and Reebok, both known for their significant marketing and advertisements budgets and
large-scale publicity campaigns with famous independent and free-spirited athletes, the
contrast with the child labor employed in the production of their products can be severally
damaging to their image.
There were two additional aspects that reinforced Nike's and Reebok's commitment to
implement the codes. Firstly, almost all Nike and Reebok footwear is produced outside the
US by subcontractors in the Asia-Pacific region. Only specialized and technical components
of a strategic nature are manufactured in the US. For both companies, approximately one
third of footwear is produced in China and another one third in Indonesia. The code of
conduct also functions as an additional set of control mechanisms on the sub-contractors.
A second important aspect is importance of the issue in the mind of the consumers of the
US, the biggest market for both companies. The US government has been the only home
governments that has shown concern for labor practices in the sporting goods industry and
as Nike and Reebok have been singled out as industry leaders they have become the
targets of Special Interest Group campaigns, both internationally and in the US.
As of now both Nike and Reebok have made public the information about the way in which
the codes are put into practice. Nike gives details about its approach to enforcement, the
penalty system in case of non-compliance, inspections, in-dependent monitoring programs
and the development of a labor practices department. Reebok discloses information on
audits, its quarterly monitoring project and the formation of task forces. In addition, several
SIGs scrutinize both companies on implementation, monitoring and evaluation.
1.2 A comparative analysis of Nike’s and Reeboks codes vis-à-vis a) The
industry, b) Each other including points of similarities and dissimilarities.
The basic principles defining the ethical strategy of these two enterprises are set forth below.
The Reebok code can be divided into three distinct parts.
The first part (A) concerns the basic commitment of Reebok to the respect of human rights
and its determination to work with business partners who share this commitment.
The second part (B) is the central component of the Reebok human rights production
standards, which include all Reebok's requirements of its trade partners. Reebok refers to
four fundamental human rights at work which are covered by ILO core Conventions.
The third part (C) concerns the implementation of the standards. Mention is made at the end
of this table of the Reebok Human Rights Award, even though it is not directly mentioned in
Business Ethics – Group Assignment Page |5
6. the code and forms a separate document. The Reebok Award can be considered as part of
the implementation of Reebok's social commitment. Despite the criticisms made of the
practices of some of Reebok's suppliers, it is interesting and paradoxical to note that the
Reebok Award enjoys an undeniable prestige and has contributed to the attempts by the
enterprise to improve its social image.
Part A
Keywords A commitment to human rights
Basic principles Reebok attaches considerable importance to the standards of its
business partners as regards human rights. The respect of these
rights is one of Reebok's characteristics
Desired result Improvement of the morale and performance of its employees
and, by extension, increased productivity
Moral/ethical goal Implementation of the principles concerning human rights which
are just, adapted to different cultures and encourage employees
to be proud of their work
Part B
Keywords Human Rights Production Standards
Freedom of association Reebok will seek business partners that share its commitment to
and bargaining the right of employees to establish and join organizations of their
own choosing. Reebok will seek to ensure that no employee is
penalized because of his or her non-violent exercise of this right.
Reebok recognizes and respects the right of all employees to
organize and bargain collectively
Child labour Prohibited. Definition of the term "child":
- less than 14 years of age;
- younger than the age of compulsory education fixed at the
national level;
- in accordance with national legislation defining the term "child"
for persons over the age of 14
Forced labour Prohibited. The term "forced labour" includes work which is
required as a means of political coercion or as punishment for
holding or for peacefully expressing political views
Non-discrimination Reebok will seek business partners that do not discriminate in
hiring and employment practices on grounds of race, colour,
national origin, gender, religion or political or other opinion
Working hours - Maximum: 60 hrs a week on a regular basis
- Preference will be given to business partners who use 48-hour
work weeks
Business Ethics – Group Assignment Page |6
7. - Overtime: Remuneration according to national legislation and
local practice
Wages/remuneration - In accordance with local regulations
- Local standards (if higher)
Reebok will seek business partners who share its commitment to
the betterment of wage and benefit levels that address the basic
needs of workers and their families
Occupational safety Reebok will seek business partners that strive to assure
and health employees a safe and healthy workplace and that do not expose
workers to hazardous conditions
Part C
Keywords Application of Standards
Selection of trade Reebok will apply this code in the selection of its trade partners
partners
Pressure on trade Reebok will seek compliance with these standards by its trade
partners partners
Coercion Reebok opposes the use of force to suppress any of these
standards and will take account of such action in evaluating
subcontractors
Information Reebok seeks business partners providing full information on the
means of production used
Control Reebok will take measures to monitor the correct application of
the standards, for example through the use of on-site inspection
of production facilities
The Reebok Award The Reebok Human Rights Award for initiatives which have
made a major contribution to the human rights cause
Business Ethics – Group Assignment Page |7
8. Nike's code of conduct is however subdivided into two sections: one, made up of ethical
guidelines, applies to the enterprise as a whole; the other regulates the obligations of its
trade partners. This is produced as a table below :
Keywords The Nike Code of Memorandum of Understanding.
Conduct Obligations of
subcontractors/suppliers
Basic principles Principles governing Nike expects compliance with the same
the conduct of principles by its trading partners
business:
- trust
- teamwork
- honesty
- mutual respect
Human rights Respect of human
rights
Forced labour Forced labour -- prison or otherwise --
must not be used at any stage of
production
Non- Nike is a company No discrimination in hiring, salary,
discrimination made up of persons of benefits, advancement, termination or
all origins, which retirement on the basis of gender, race,
appreciates individual religion, age, sexual preference or ethnic
diversity and is origin
dedicated to equal
opportunity for each
individual
Safety and In accordance with local regulations
health
Health In accordance with local regulations
insurance, life
insurance and
workers'
compensation
Responsibility of To do what is expected
a global of a leader by
enterprise participating in the
betterment of people's
lives through sport and
fitness
Legal In accordance with local trade legislation
requirements as regards:
Business Ethics – Group Assignment Page |8
9. -minimum wages
-overtime
-child labour
- leave, public holidays
- mandatory retirement benefits
Compliance with:
- local regulations
- practices established by Nike
Nike may request an independent
monitoring of plants at any time. In the
event of non-compliance with the
Memorandum, Nike may require that the
situation be corrected or it may terminate
its trade relations.
All subcontractors must keep any
documentation which may be necessary
to prove the correct application of the
recommendations contained in the
Memorandum and agree to provide these
documents to Nike for any inspections
required by the company
Environment To minimize impact on
the environment.
Implementation of the
three "Rs" of
environmental action:
Reduce, re-use and re-
cycle
Nike and Reebok both have more or less similar externally oriented code, intended to
monitor the conduct of its business partners. However unlike that of Puma’s code which is
very specific, the code of Nike and Reebok are vague, although one can say that Reebok’s
codes are in slightly more detail than Nike’s. Puma also uses more quantitative standards
and this precise attention to detail gives Puma more authority in effective monitoring. Also,
neither of Nike or Reebok code specifies a time horizon.
Business Ethics – Group Assignment Page |9
10. Compliance mechanisms are a problem, with both Nike and Reebok codes. None of them
describe a complete monitoring system. They only state that the supplier must retain
relevant documentation and information in case of inspections. Neither of Reebok and Nike
codes refer to sanctions (for the adopting companies or their business partners) or to
financial commitments. The lack of sanctions is rather common for company codes in
general.
Nike’s latest version deals with an additional social and an environmental issue. The number
of quantitative standards increased slightly, the reference to standards from host country
only to home and host both, and a minimum working age has been added. Nike has
repeatedly increased the minimum age. While it was 14 in 1998, it’s most recent code
mentions 18 years for footwear and 16 for apparel, accessories or equipment. With regard to
monitoring, a third party check has been added.
The study of compliance mechanisms in both Nike’s and Reebok’s codes shows that the
way in which the code will be put in practice is not clear. Thus the probability of compliance
by companies and their business partners decreases, thus also lowering codes' credibility.
Neither of the codes details any fixed financial commitment to the cause of monitoring or
enforcing the code.
Comparing the sporting goods codes with other firms shows up an interesting fact. Reebok
and Nike stand out for their degree of quantification, as 61% of the 84 reference codes that
were taken as a sample in a study do not include any quantitative standard (Source ILO).
Also, of the whole set of other reference companies at the time these codes came into
being, one quarter clearly stipulates monitoring systems and processes. The sporting goods
sector is slightly more involved in monitoring than the average company from the reference
group. Only Nike's latest codes mention the possibility of third-party monitoring (by a
designated auditor).
To conclude, Reebok seems to have a larger perspective in its code. Its aims and means
are broader and seems more comprehensive. Vis-à-vis Reebok, Nike completely ignores
areas such as
1. Commitment to human rights
2. Non-discrimination
3. Specific work hours
4. Fair wages
Business Ethics – Group Assignment P a g e | 10
11. 5. Child labour
6. Right to assemble peacefully
Reebok’s code is more proactive and mentions surprise checks and future selection on the
basis of rights. For the many reasons listed above we would thus prefer Reeboks code of
conduct over Nike’s.
2 What do you think of Phil Knight’s explanation that Nike isn’t
“gouging” by pointing to operating profits that are in line with
industry average? By what criterion would you determine “gouging”
or exploitation?
gouge (gouj) n.
1. A chisel with a rounded, troughlike blade.
2. A scooping or digging action, as with such a chisel.
3. A groove or hole scooped with or as if with such a chisel.
4. Informal A large amount, as of money, exacted or extorted.
tr.v. gouged, goug·ing, goug·es
5. To force out the eye of (a person) with one's thumb.
Gouging in the context of this case study is about exploitation, of taking more than what is
rightfully yours, from someone who can ill afford to give it to you. Phil Knight’s explanation as
a senior executive comes as a surprise.
Very clearly gouging is not a function of the quantum of profits. A firm could be making
losses and still be “gouging”, infact gouging more. It could similarly also be making huge
profits and still be gouging.
Similarly, gouging isn’t a function of whether everyone else in the industry is making similar
profits or losses. If firms decide to function in the same ruthless manner, like a pack of
robbers instead of a single robber it doesn’t reduce the crime – that of exploiting. So
comparing Nike’s profits to that of its competitors assumes the others are the paragons of
ethical behavior. Nothing in the reading suggests that this is the case.
Business Ethics – Group Assignment P a g e | 11
12. It could also be the case that the entire industry is underperforming and resorting to wrong
practices to cut costs. In this case too gouging will still happen, even though profits may not
exist at all and the industry might be heading into a tailspin.
The facts of the cases suggest clearly that Reebok and Nike are ‘gouging’ the workers. That
is infact the entire rationale for the creation of a code that will ensure this does not happen.
Nike’s supernormal profits (Exhibit 2) of 39%, coupled with findings of independent
investigators also corroborates the appeal of social groups that Nike is making profit and the
expense of others.
Further corroborating this view is the fact that Adidas and Puma and Fila, the industry cited
as a reference point by Phil, also infact came out with a similar code of conduct following
Nike’s and Reeboks adoption of these codes. Clearly they were not on the right path either.
For us gouging has nothing to with profits and is simply a function of how a firm makes its
profits.
It extends beyond how an employee treats its employees. It extends to how a company
treats society and the environment - infact any resource that a company utilizes in the act of
production. Gouging is when a company takes more than it should. In the case of workers
that translates to not respecting the rights of employees and making sure they are made to
work the correct number of hours and are adequately compensated for it. Gouging is when a
company does not care for the health of the workers, safety and working environment and is
simply focused on making money. Similarly, gouging an also be the case of Union Carbide in
India – which made huge profits at the cost of the lives and health of thousand so of people
in Bhopal.
We don’t have a problem with a firm making profits, not 40% as in Nike’s case or even 500%
for the sake of argument. What is important is how the firm is making these profits. If the
profit comes by exploiting the poor and helpless workers then its gouging.
Mostly avoiding gouging doesn’t cost a lot. The steps required are extremely small in terms
of financial outlay and do not add much to bottom lines, however even if they do, these steps
must be taken for the sake of making profits in an ethical manner. A firms profits cant be
justified of they come through the exploitation of workers the society and the planet.
Business Ethics – Group Assignment P a g e | 12
13. 3 Does shifting production among countries, such as from South Korea
to Indonesia, raise any human rights concerns?
3.1 Trends and reasons – Koreans from Producing To Managing
The most prevalent trend in shoe manufacturing since the early 1980s has been the shift
of footwear production from Taiwan and South Korea to Indonesia and Thailand, and
above all to China. This has been carried out, primarily on the grounds of cost reduction
alone. Looking more deeply into the reasons, it can be concluded that this change was
predictable. Taiwan and South Korea themselves were chosen because of their, low
costs, at the time, and they expanded through their (Original Equipment Manufacture)
basis. Nike was among the first companies that started outsourcing manufacturing in
Asia, based on a business plan that Phil Knight (Founder of Nike) chartered, on the
premise that all athletic shoes would be manufactured in the economies of East Asia.
Korean and Taiwan labour once considered cheap was no longer attractive thanks to the
exceptional economic growth both these economies had witnessed. The U.S.
Generalized System of Preferences (GSP) is a program designed to promote economic
growth in the developing world by providing preferential duty-free entry for about 4,800
products from 131 designated beneficiary countries and territories. GSP was instituted
on January 1, 1976, by the Trade Act of 1974. South Korea and Taiwan were no longer
under this once these economies started flourishing in late 1980’s. So the other import
incentive for US shoe companies was no longer valid for business in Korea and Taiwan.
Next destination for these companies was south east Asia.
The South East Asian countries were not chosen for their inherent skills, quality levels,
brands or country reputation but solely because of their low cost labour. Nike started
moving out of Korea and Taiwan in 1980’s, when their advantage – low cost –
disappeared; they were vulnerable and lost that large part of their industry that had
nothing competitive to offer. Nike's operations moved to Indonesia (as well as China,
Thailand and Vietnam) from South Korea in the late '80s after rising worker militancy
forced Seoul to permit workers to organize. The Indonesian dictatorship promised low
wages and an environment where strikes are not allowed and trade unions independent
of the regime are forbidden.
Business Ethics – Group Assignment P a g e | 13
14. What South Korea and Taiwan contractors picked up during their hay days were the
contracts, the confidence of their Western partners, material and machinery, support
industry and so on. So the strategy of South Korea and Taiwan emerged as a two-part
operation. This looked to retain part of the industry that was able, with support from the
Government, to upgrade its product and ‘attack’ the higher quality shoe sector. It also
looked to retain a foothold in the low cost sector by assisting the newly developed shoe
industries in countries such as China, Indonesia, Thailand and more recently Vietnam.
Joint ventures with manufacturers in these countries became widespread as the need for
technical knowledge, design skills, material supplies and contact/liaison with Western
buyers brought about these new alliances.
3.2 Ramification and repercussion
Korean and Taiwanese manufactures started setting up shops in Indonesia and china. In
the Korean owned plants (and in several of the Indonesian owned ones as well) the top
management was Korean. Middle level managers and supervisors were either Korean or
Indonesian. But the production workers are all Indonesian, predominantly young women
in the 16 to 22 age group, usually from other parts of rural Java. These workers were
often inept, unskilled, and malnourished and seldom had problems to understand the
work and carry out operations.
Inability to meet deadlines or to meet quality requirements became a problem and the
use of ‘strong arm’ methods by supervisors from Korea or Taiwan to impose more rigid
discipline on a slack workforce, were often ineffective but common. Exhaustible
production targets and stringent quality standards levied on completely inexperienced
workforce in factories led to desperate measures on the Asian supply side – just to keep
the western contracts. Indonesian government was not mute but also not aggressive as
it was getting the coveted foreign investment and rising exports. It barely increased the
minimum wages slightly, that too was indicative and not mandatory. Overtime for
workers was rampant as those who were not able to finish their quota had to work extra
hours to finish it. The cost of living in Indonesia's rural areas is far below that in urban
areas, where Nike's factories are located. In the cities, Nike's wages are woefully
inadequate. And it is the workers who experience outright malnutrition because of those
wages.
This practice continued because of widespread poverty and unemployment in Indonesia
at those times. It is true that Indonesian workers make more by working in the
shoe factories than they would have, had they remained on their farms. But sacrifice of
Business Ethics – Group Assignment P a g e | 14
15. human rights was the cost they had to pay working here. The shoes worth $80 for in the
United States are assembled by Indonesian women, working in squalid factories, who
receive approximately twelve cents per pair. Many of the workers in the Indonesian
factories come from the surrounding countryside where they live in poverty. The
conditions they move to are better, but not much. Some of the problems they face are:
• Low wages and long hours
• Industrial accidents
• No workers’ rights – trade unions were illegal in Indonesia.
3.3 Exploitation and human right violation
Indonesian workers knew that if they do complain or protest but they can lose their jobs.
The Korean contractors say they cannot afford to pay the workers more and Nike says
that it is difficult to control what is happening in individual factories. This means that in a
nation where unemployment is high and employees can be easily replaced, workers will
continue to be open to exploitation.
Common abuses include low wages that fail to meet basic costs of living, substandard
and unsafe working and living conditions, long hours of overtime for which employees
are not compensated, and sexual harassment. In addition to these, women are often
forced into indentured servitude. Lured by recruiters who promise wonderful
opportunities in distant lands, young women often pay money in recruitment and contract
"fees", tying themselves to contractual obligations that can last for years. Because their
wages are often paltry sums, the women may receive no wages for years as they
attempt to pay off these debts. If the women try to return home without fulfilling their
contractual obligations, they are often blacklisted, fined, or arrested. Many women are
not paid even without such debt. Sweatshops often fail to pay their employees on time, if
at all. The workers, who are often unaware of their rights, have no choice but to continue
to work because sweatshop managers threaten and punish them for insubordination.
Many of these factories, as well as the women's living quarters, are crowded, filthy, and
rat-infested. They are located behind barbed wire fences that are monitored by armed
guards. Not only are the women not allowed to come and go freely, but they are
forbidden to have visitors. Thus, they are not given the opportunity to air their grievances
to anyone who may be in a position to help them. Additionally, the women are always
under the threat of corporal punishment. The women are verbally abused, spat on, and
beaten.
Business Ethics – Group Assignment P a g e | 15
16. Companies like Nike and Reebok would often have manufacturers at same locations
fighting for more contracts and competing in terms of cost reduction. The worker in these
factories would invariably suffer due to this. A quarter of factories were found to present
more serious problems which ranged from a lack of basic terms of employment and
excessive hours of work to unauthorized sub-contracting, confirmed physical or sexual
abuse and the existence of conditions which could lead to death or serious injury.
Workers have been found to suffer from sexual and verbal abuse, lack of medical
attention and compulsory overtime. N cases female workers have been found to have
gained jobs through sexual favors. Supervisors would often beat and yell at workers to
make them work faster and refuse to let them go to the toilet. Women and children were
paid below the government minimum wage and forced to do unpaid overtime.
3.4 Workers Revolt
Along with the campaigns of human right's groups, companies like Reebok and Nike
began to see protests from the factory workers themselves. While Indonesia, China, and
Vietnam all have minimum wage laws on the books, Nike contractors had successfully
appealed these wages with the governments of these countries year after year, allowing
them to pay wages well below the minimum rate. Nike contractors further circumvented
wage laws by paying new employees an apprentice rate for several months into an
employee's tenure. In April 1997, more than 10,000 workers from Nike's Indonesian
factories went on strike to protest low and unpaid wages, while 1,300 workers in Vietnam
went on strike hoping for a raise of one cent per hour. The next year, 3,000 Nike workers
in China protested dangerous working conditions and low wages. All of these protests
took place in spite of the fact that these sorts of worker strikes are illegal in these
countries.
3.5 Corrective actions
Human rights and aid groups have for years criticized Nike and Reebok for not doing
enough to tackle poor working conditions in its manufacturing and supply chain,
particularly in developing countries. Nike’s Chairman Phil Knight admitted that the
company had been slow to respond to evidence of poor conditions in the past but said
that the company was actively looking into this.
In 1997, leaders in the apparel and footwear industry, nongovernmental organizations,
and consumer groups met with President Clinton to announce a Workplace Code of
Conduct. It includes prohibitions against child labor, forced labor, harassment and abuse,
Business Ethics – Group Assignment P a g e | 16
17. and discrimination, and it sets standards for health and safety, freedom of collective
bargaining, fair wages and benefits, and overtime compensation.
As pressure from the public and human rights groups began to mount, Nike made efforts
to improve working conditions for its contracted workers. In 1998, dangerous petroleum-
based chemicals used in most factories were replaced by less harmful alternatives. In
1999, wages in the Indonesian factories were increased to rates higher than minimum
wage. The company also agreed to allow random factory inspections from the Fair Labor
Association, and to set up independent monitoring with both US and international
organizations. Finally, Nike added its own on-staff team of nearly one hundred workers
who are responsible for performing inspections of the company's partner factories.
Inspectors must score the factory on factors ranging from employee safety to humane
working conditions. They then meet with factory managers to address problems that
were found.
In 2002, Nike issued a company Code of Conduct to all its factories, regulating the
conditions and safety requirements that work should be conducted by. The company's
2004 Responsibility Report established further health and labor standards, and
described increased monitoring plans. This 2004 report was considered a major victory
for workers and many human right's groups, because Nike included a full list of its
factories and their addresses throughout the world. This has allowed for independent
monitoring and investigations. While these were perceived as positive efforts on Nike's
part, the human rights campaign against the company have not ended. According to the
Educating for Justice group, between 50 and 100 percent of Nike factories require more
working hours than those permitted by the Code of Conduct. In 25 to 50 percent of
factories, workers are required to work 7 days a week, and in the same percentage of
factories, workers are still paid less than the local minimum wage.
Recently, more companies are beginning to deal more directly with China, India,
Indonesia and Vietnam; training indigenous managers and receiving compliance from
the governments and authorities.
Business Ethics – Group Assignment P a g e | 17
18. 4 What responsibilities does a multinational corporation have regarding
labor standards and environmental standards in foreign countries?
The international corporate social responsibility (CSR) movement has developed in
response to these perceived gaps in the regulatory system of different economies. While
the concerns at the core of the CSR movement are not new, the proposition that
multinationals have responsibilities as ‘good corporate citizens’, independent of the
regulatory framework or economy within which they operate, has been hailed as one of
the great ideas of current times. CSR covers a wide range of concerns, but issues that
are currently at the forefront of most CSR-related campaigns are: workplace,
environmental and consumer safety standards.
Workplace covers responsibility towards foreign workers at developing countries. One
solution to the plight of foreign workers would be for multinationals to regulate
themselves, taking action to protect such workers or to boycott contractors in countries
where human rights violations occur. Multinationals should adopt some sort of self-
regulatory measures. The drive to generate profits and remain competitive with other
companies by utilizing cheap foreign labor should not be too strong to affect the rights of
workers. Multinational companies should respect workers' labor and human rights to the
same extent abroad as they do at home. These companies owe some measure of moral
responsibility towards foreign workers whose rights are being violated.
4.1 Human Rights
Businesses should support and respect the protection of internationally proclaimed
human rights within their sphere of influence; and make sure they are not complicit in
human rights abuses. Human rights are universal and belong to everyone equally.
• Equality: Prohibit any distinction in the enjoyment of human rights on such
grounds as race, color, sex, language, religion, political or other opinion, national
or social origin, property, birth or other status.
• Life and Security: The rights to life, liberty and security, and the right to be free
from slavery servitude, torture or cruel, inhuman or degrading treatment or
punishment further develop the notion of personal dignity and security. The rights
of the individual to a just national legal system should also be taken care.
Business Ethics – Group Assignment P a g e | 18
19. • Personal Freedom: Rights protecting a person's privacy in matters relating to
family, home, correspondence, reputation and honor and freedom of movement.
Freedom of thought, conscience and religion and freedom of opinion and
expression are set out along with the right of peaceful assembly and association
and the right to take part in unions should be granted.
• Economic, Social and Cultural Freedoms: Touching other aspects of the daily
lives of people, the right to social security and to the economic, social and cultural
right indispensable to human dignity and the free development of each individual's
personality. The right to work, and to equal pay for equal work and to just and
favorable remuneration ensuring for the worker and the worker's family existence
worthy of human dignity (which can be supplemented if necessary by other means
of social protection). Right to form and join trade unions, the right to rest and
leisure, reasonable limitations on working hours and periodic holidays with pay.
The right to a standard of living adequate for health and well being, including food,
clothing, housing, medical care, and to social services and security, if necessary,
are also proclaimed as are the rights to education, and to participate in the cultural
life of the community.
4.2 Labour Standards
Businesses should follow the accepted labor laws in the country they operate.
Multinational companies should ensure that its labor policies are aligned to the country
they operate.
• to promote and realize in good faith the right of workers and employers to freedom
of association and the effective recognition of the right to collective bargaining;
• to work towards the elimination of all forms of forced or compulsory labour;
• the effective abolition of child labour
• The elimination of discrimination in respect of employment and occupation.
In order to establish the need for “leveling the playing field,” it must first be demonstrated
that low labor standards in poor countries negatively impact workers in rich countries.
Proponents of attaching labor standards to trade agreements argue that low labor
standards act through two channels:
I. Goods from low labor standard countries displace products made by workers in
high labor standard countries and hence reduce employment in the latter;
Business Ethics – Group Assignment P a g e | 19
20. II. Multinational enterprises outsource jobs to countries with lower labor standards
to take advantage of lower labor costs.
If raising labor standards of workers in poor countries will not help protect jobs in the
industrialized countries, we can at least expect that mandated standards will improve
wages and working conditions of workers in poor countries. Many multinational
companies have developed international codes of conduct that can assist in improving
labor standards and working conditions in their affiliates and subcontractors in host
developing countries. While these codes of conduct are essentially voluntary in nature,
and there is no guarantee that they will be effective in all circumstances in developing
countries, they serve an important role insofar as they help to focus attention on the
importance of the root causes of underdevelopment and the types of business practices
that may help developing countries to raise per capita incomes and improve conditions of
work.
4.3 Environment
Environmentalists are much concerned of the weak governmental and legal oversight of
multinational corporations. They observe that as local governments seek to attract
foreign investment, their affiliated environmental protection bureaus dare not take strict
measures to address pollution by multinational corporations. They also believe that since
multinational corporations typically perform better than domestic enterprises
environmentally, the sub-par activities of foreign companies won’t attract the attention of
the country’s top environmental authority. This leaves a void in supervision.
Led by MNCs, the affluent societies of the developed world account for more than 75%
of the world’s energy and resource consumption and create the bulk of the industrial,
toxic, and consumer waste. Environmentalists contend that these multinationals are now
engaging in flight to "pollution havens" by moving dirty operations to countries where
regulatory standards are less stringent. Through flight to pollution havens, companies
can avoid expensive pollution controls, cut costs by recapitalizing old equipment, and
continue to make products that are no longer considered environmentally acceptable in
the more highly regulated markets of the developed world. Over time, it is claimed that
these practices lead to a environmental hazard as poor nations and localities vie for
plants and facilities that seek only to minimize cost and externalize environmental
responsibility.
Multinational companies should support a precautionary approach to environmental
challenges; undertake initiatives to promote greater environmental responsibility; and
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21. encourage the development and diffusion of environmentally friendly technologies.
Multinationals need to take care of the key challenges related to environment.
Key Environmental Challenges
• Loss of biodiversity and long-term damage to ecosystems
• Pollution of the atmosphere and the consequences of climate change
• Damage to aquatic ecosystems
• Land degradation
• The impacts of chemicals use and disposal
• Waste production
• Depletion of non-renewable resource
While adequate environmental standards may not yet exist in many developing
countries, it can be argued that in the not-too-distant future, standards will rise as income
increases and people become more sensitive toward and concerned about
environmental deterioration. This pattern of environmental regulation following GDP
growth has already been observed among newly industrialized nations such as Taiwan,
Korea, and Singapore. In other words, there may be an important future benefit to
adopting a single global standard if the productive life of capital extends beyond the
period of lax or poorly enforced regulation. Finally, there may be fringe benefits
associated with adhering to higher environmental standards. By committing to standards
that exceed those of the host country, the company might benefit from heightened
employee morale and thus productivity. Adopting an internal corporate environmental
standard ahead of legal requirements avoids special interest group pressures and may
result in positive reputation effects for the firm, improving its public image relative to
competitors.
4.4 Global laws and bodies
OECD (Organization for Economic Co-operation and Development) has come out with
guideline for multinational companies. The Guidelines constitute a set of voluntary
recommendations to multinational enterprises in all the major areas of business ethics,
including employment and industrial relations, human rights, environment, information
disclosure, combating bribery, consumer interests, science and technology, competition,
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22. and taxation. Adhering governments have committed to promote them among
multinational enterprises operating in or from their territories.
The UN Global Compact is a strategic policy initiative for businesses that are committed
to aligning their operations and strategies with universally accepted principles in the
areas of human rights, labour, environment and anti-corruption. By doing so, business,
as a primary agent driving globalization, can help ensure that markets, commerce,
technology and finance advance in ways that benefit economies and societies
everywhere.
Never before were the objectives of the international community and the business world
so aligned. Common goals, such as building markets, combating corruption,
safeguarding the environment and ensuring social inclusion, have resulted in
unprecedented partnerships and openness among business, government, civil society,
labour and the United Nations. Many businesses recognize the need to collaborate with
international actors in the current global context where social, political and economic
challenges (and opportunities) – whether occurring at home or in other regions – affect
companies as never before. This ever-increasing understanding is reflected in the growth
of the Global Compact, which today stands as the largest corporate citizenship and
sustainability initiative in the world -- with over 7700 corporate participants and
stakeholders from over 130 countries.
The Global Compact is a leadership platform, endorsed by Chief Executive Officers, and
offering a unique strategic platform for participants to advance their commitments to
sustainability and corporate citizenship. Structured as a public-private initiative, the
Global Compact is policy framework for the development, implementation, and
disclosure of sustainability principles and practices and offering participants a wide
spectrum of specialized work streams, management tools and resources, and topical
programs and projects -- all designed to help advance sustainable business models and
markets in order to contribute to the initiative's overarching mission of helping to build a
more sustainable and inclusive global economy.
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23. 5 References
1. Multi-nationality and Corporate Ethics: Codes of Conduct in the Sporting Goods
Industry by Rob van Tulder and Ans Kolk
2. Journal of International Business Studies, Vol. 32
3. Ethics in international business: multinational approaches to child labor by Ans Kolka,
Rob Van Tulderb
4. www.ILO.org
5. www.Questia.com
6. Emerald Text
7. Google Scholar
8. Wikipedia
9. Nytimes.com
10. Reebok.com
11. Nike.com
12. Puma.com
13. www.oecd.org
14. www.unglobalcompact.org
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