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A Project report submitted in partial fulfillment of the requirements for the course curriculum of the subject Power Business Strategies
By:
RADHIKA SHANKAR FAISAL TUMBI SUNIL SETHIA SIDDHARTH SHRIVASTAV MURTUZA ALI KHAN VIVEKANANDA RAO
PGP/SS/2007-09/FINANCE
Nike, Inc. is a major publicly traded sportswear and equipment supplier based in the United States. The company is headquartered in the Portland metropolitan area of Oregon, near Beaverton. It is the world's leading supplier of athletic shoes and apparel and a major manufacturer of sports equipment with revenue in excess of $16 billion USD in 2007. As of 2008, it employed over 30,000 people world-wide. Nike and Precision Castparts are the only Fortune 500 companies headquartered in the state of Oregon. The company was founded in 1962 as Blue Ribbon Sports by Bill Bowerman and Philip Knight, and officially became Nike, Inc. in 1978. The company takes its name from Nike, the Greek goddess of victory. Nike markets its products under its own brand as well as Nike Golf, Nike Pro, Nike+, Air Jordan, Nike Skateboarding, Team Starter, and subsidiaries including Cole Haan, Hurley International, Umbro and Converse. Nike also owned Bauer Hockey (later renamed Nike Bauer) between 1995 and 2008. In addition to manufacturing sportswear and equipment, the company operates retail stores under the name Niketown. Nike sponsors many high profile athletes and sports teams around the world, with the highly recognized trademarks of "Just do it" and the Swoosh logo.
STRATEGIC THINKING
PURPOSE: is to carry on his legacy of innovative thinking, whether to develop products that
help athletes of every level of ability reach their potential, or to create business opportunities that set Nike apart from the competition and provide value for our shareholders.
VALUE: Three core values of the company are honesty, competitiveness, and teamwork.
Despite its size, Nike operates with a minimum of hierarchy. As a result, there is a lot of collaboration and consensus decision-making. Commonly held values are imperative in such a matrix organization.
STRATEGIC PLANNING
INTERNAL ENVIRONMENTS STRENGTHS
Strong management team and good corporate strategy in both North American and overseas markets. First mover advantage in e-commerce. Brand recognition and reputation. Diversity and variety in products offered on the web (footwear, apparel, sporting equipment, etc.) Strong control over its own distribution channel. Strong customer base. Strong financial position with minimal long term debts . Innovative designs in footwear enabling consumers to design their own shoes online. Diversity and variety in products offered on the web. Emerging brand name.
WEAKNESSES
Negative image portrayed by poor working conditions in its overseas factories . E-commerce is limited to USA. The direct sale to consumers is creating conflicts with its own resellers . Currently available supply chain, manufacturing, and fulfillment technologies aren't known for its research easily integrated with online build-to-order systems and development leading to innovative designs. The e-commerce is limited to USA, however, has planned to expand to Canada and international in the near future. Online customer service not "helpful" or easy to find.
ALIGNING THE 7 S
STRUCTURE:
Matrix-structure. Balances creative with structure and discipline.
STAFFING:
Mix of new hires and promotions. Promotions = consistency/company knowledge. New-hire employees = business minded. Socializing.
SHARED VALUES:
Balance of individualistic atmosphere and structure of matrix. Calculated risk taking.
SYSTEMS:
Encourages work ethics. State of the art computer systems.
SKILLS:
Financially disciplined.
STYLE:
Empowerment of top management.
STRATEGY:
Diversify business portfolio with new acquisitions.
EXTERNAL ENVIRONMENTS
OPPORTUNITIES
Increasing demand in the industry for products available online. Increase female participation in athletics. E-commerce will reduce the cost of goods sold thus improving the "bottom line". New technology and innovation to stay on top of market needs . Expand e-commerce to global markets. Possibility of outsourcing the web development and e-commerce to a third party developer. Growing interest in the sport of Basketball. Partnering up with other retailers to sell basketball footwear and apparel. Growing reputation in non-basketball sports will boost e-business. E-commerce will reduce the cost of goods sold thus improving the "bottom line". Expand e-commerce to global markets. Collaborate with other online retailers to offer Adidas products .
THREATS
Negative image due to "sweatshops". Economic downturn in North America and Asian Countries . Increase in the price of providing technological solutions (e-commerce). Strong competition from some of its major challengers in all branches of the business. Continuing challenges in import/export duties. Increase in the Price of Raw materials. Nike's strong reputation in the footwear and apparel industry. Continuing challenges in import/export duties. Threats to free trade and foreign currency fluctuations. Possibility of distress from growing beyond its capabilities .
PHYSICAL
COSTS
Outsource non-core activities Allows Nike to focus on their core competencies of: Product Design Marketing AIR SOLE Technology Having a virtual relationship with suppliers and the companies who assemble Nike products allows them to: Reduce administrative costs Payroll costs. Switch to companies that provide low labor costs and a quality product.
SPEED
Having a virtual supply chain, Nike can increase the speed their product flows through the supply chain. Send new designs to suppliers who produce shoe parts. Suppliers send these shoe parts to the assembly companies . Ship the finished products to distributors worldwide. This allows them cut down on the amount of time required from the initial design, to production and then distribution.
DIVERSITY OF SUPPLIERS
A VSC allows a company to search for and use a wider range of suppliers . Although geography may separate them they can still communicate electronically. Having multiple suppliers that you can trust allows you to avoid emergencies in your supply chain. With more suppliers available a company is more flexible.
Improving service to meet customer/consumer needs. Improving process, information, and product quality. Providing an efficient global supply chain with local implementation.
PEST ANALYSIS
POLITICAL FORCES
World is entering global trade climate with NAFTA and GATT There is anti-dumping regulation existed in EU.
ECONOMIC FORCES
EU has changed into one currency. USA economic growth is in slow growth because of WTC. Contract manufacturing is chosen by many athletic shoes company.
SOCIAL FORCES
Since 70-s, customer is more brand-minded. Sports Consumer preferences are changing into more fashion-oriented. Young consumer is believed much in advertising promotion and use internet as the primary sources of information. Buying motives of young consumer is dominated for leisure activity. Since 90-s, womans consumer dominated the athletic shoe market because of the changing lifestyle.
TECHNOLOGY FORCES
Nike has integrated technology system to develop their product. Nike always adopted latest technology for their product and matched with their vision.
GENERIC STRATEGIES
Nike uses network structure. Nike implemented Differentiation Strategies.
DETAIL STRATEGIES
Finance: Keep the financial ratio in standard
Marketing:
Operation:
HR: