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Dima Jennifer Nicolas Saadia Sergiu Group 3:
What they show you What they don’t
Who costs them money Who make them save money
Seller of athletic footwear and apparel Produces in 45 countries worldwide Headquarters in Oregon, USA Founded in 1964 Brand name created in 1971 Just do It campaign in 1988 INDUSTRIAL  ANALYSIS  RECOMMENDATIONS
Criticism started in early 90’s: -child labour -safety and health problems -physical harming of employees Review of Labour Practices in 1995 Nike’s response to growing criticism INDUSTRIAL  ANALYSIS  RECOMMENDATIONS
Matrix Structure Each department overlapped by geographic divisions and product categories Overlap in managerial responsibilities Fluid leadership structure No formal communication link between regional and product heads INDUSTRIAL  ANALYSIS  RECOMMENDATIONS Organizational Structure
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],INDUSTRIAL  ANALYSIS  RECOMMENDATIONS General Environment
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],INDUSTRIAL  ANALYSIS  RECOMMENDATIONS General Environment
[object Object],[object Object],[object Object],[object Object],[object Object],INDUSTRIAL  ANALYSIS  RECOMMENDATIONS General Environment
INDUSTRIAL  ANALYSIS  RECOMMENDATIONS Financial Outlook
INDUSTRIAL  ANALYSIS  RECOMMENDATIONS Infringement statistics
Operations:  -Footwear, apparel, equipment  -Other businesses: Business-Level Strategy:  -Integrated   cost-leadership and differentiation strategy INDUSTRIAL  ANALYSIS  RECOMMENDATIONS Business Model
INDUSTRIAL  ANALYSIS  RECOMMENDATIONS Resources: -Tangible: Fit, Sphere, Air, Shox technologies -Intangible: brand name / reputation for innovation Core Competency:  -Distribution and subcontractors’ networks -Mass marketing Competitive advantage: -Brand name and celebrity endorsements Value Chain
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Porter’s Five Forces Model INDUSTRIAL  ANALYSIS  RECOMMENDATIONS
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Porter’s Five Forces Model INDUSTRIAL  ANALYSIS  RECOMMENDATIONS
[object Object],[object Object],[object Object],[object Object],Porter’s Five Forces Model INDUSTRIAL  ANALYSIS  RECOMMENDATIONS
Porter’s Five Forces Model INDUSTRIAL  ANALYSIS  RECOMMENDATIONS High  Moderate Low Bargaining Power of Suppliers Bargaining Power of Buyers Threat of Substitutes Threat of New Entry Intensity of Rivalry Between Firms
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Alternatives INDUSTRIAL  ANALYSIS  RECOMMENDATIONS
Vertical Integration benefits: -Full control -More profits -Drawbacks -Very costly -Less flexible Alternatives INDUSTRIAL  ANALYSIS  RECOMMENDATIONS
Balanced scorecard  Benefits: -Control -Competitive advantage Drawbacks: -Commitment INDUSTRIAL  ANALYSIS  RECOMMENDATIONS Alternatives
INDUSTRIAL  ANALYSIS  RECOMMENDATIONS Alternatives
Balanced scorecard: -Competitive advantage -Less expensive -Preservation of control -Preservation of flexibility INDUSTRIAL  ANALYSIS  RECOMMENDATIONS Conclusion
We are one step ahead Thank you for your attention. Feel free to ask if you have any question.

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Nike Ethics

  • 1. Dima Jennifer Nicolas Saadia Sergiu Group 3:
  • 2. What they show you What they don’t
  • 3. Who costs them money Who make them save money
  • 4. Seller of athletic footwear and apparel Produces in 45 countries worldwide Headquarters in Oregon, USA Founded in 1964 Brand name created in 1971 Just do It campaign in 1988 INDUSTRIAL ANALYSIS RECOMMENDATIONS
  • 5. Criticism started in early 90’s: -child labour -safety and health problems -physical harming of employees Review of Labour Practices in 1995 Nike’s response to growing criticism INDUSTRIAL ANALYSIS RECOMMENDATIONS
  • 6. Matrix Structure Each department overlapped by geographic divisions and product categories Overlap in managerial responsibilities Fluid leadership structure No formal communication link between regional and product heads INDUSTRIAL ANALYSIS RECOMMENDATIONS Organizational Structure
  • 7.
  • 8.
  • 9.
  • 10. INDUSTRIAL ANALYSIS RECOMMENDATIONS Financial Outlook
  • 11. INDUSTRIAL ANALYSIS RECOMMENDATIONS Infringement statistics
  • 12. Operations: -Footwear, apparel, equipment -Other businesses: Business-Level Strategy: -Integrated cost-leadership and differentiation strategy INDUSTRIAL ANALYSIS RECOMMENDATIONS Business Model
  • 13. INDUSTRIAL ANALYSIS RECOMMENDATIONS Resources: -Tangible: Fit, Sphere, Air, Shox technologies -Intangible: brand name / reputation for innovation Core Competency: -Distribution and subcontractors’ networks -Mass marketing Competitive advantage: -Brand name and celebrity endorsements Value Chain
  • 14.
  • 15.
  • 16.
  • 17. Porter’s Five Forces Model INDUSTRIAL ANALYSIS RECOMMENDATIONS High Moderate Low Bargaining Power of Suppliers Bargaining Power of Buyers Threat of Substitutes Threat of New Entry Intensity of Rivalry Between Firms
  • 18.
  • 19. Vertical Integration benefits: -Full control -More profits -Drawbacks -Very costly -Less flexible Alternatives INDUSTRIAL ANALYSIS RECOMMENDATIONS
  • 20. Balanced scorecard Benefits: -Control -Competitive advantage Drawbacks: -Commitment INDUSTRIAL ANALYSIS RECOMMENDATIONS Alternatives
  • 21. INDUSTRIAL ANALYSIS RECOMMENDATIONS Alternatives
  • 22. Balanced scorecard: -Competitive advantage -Less expensive -Preservation of control -Preservation of flexibility INDUSTRIAL ANALYSIS RECOMMENDATIONS Conclusion
  • 23. We are one step ahead Thank you for your attention. Feel free to ask if you have any question.