Wednesday, July 9, Operations Management Problems at Nike Operations management is a vital business function that remains a very important field of study in both academia and the corporate world. Operations is concerned with the transformation of inputs into outputs, and how this transformational process is managed determines the efficiency and profitability of a company. Operations can be viewed as the central core of an organization through which all other functional areas interface. In a global market, managing operations is no small task.
This case study analyses the ever-evolving marketing strategies adopted by Nike to become a global brand. July 6, Photo: Vivan Mehra Executive Summary: Constant innovation has been the byword for Nike's success.
In those days, Bowerman would often rip apart the Tiger brand shoes to see how he could make them lighter and better. He used to take help from university runners to test his creations and collect their feedback.
So, they moved on from being distributors of athletic footwear to designers and manufacturers of athletic footwear and took full control over their value chain. Inthey called their brand Nike after the Greek goddess of victory.
Endorsements have ever since been an essential part of the marketing growth of Nike. The company's innovation debut was in when it introduced air cushioning technology. The shoes featured gas-filled plastic membranes that could be inserted into the sole for comfort during running. But in mid s the revenue started dipping mainly because the management did not take note of the aerobics boom.
Nike's competitors had by then developed their business in this segment. In a bid to regain its edge, Nike, inlaunched a new product called Air Max.
The shoes had two interdependent bags with compressed air inside. This helped in absorbing shocks during running and jumping. The bags can be seen by the athletes users through a 'special window' in the heel or toe shoe. Nike also customised the product to suit individual needs by inserting bags of different size depending on the height and pressure exerted by users.
The marketing campaign for this product was supported by a memorable TV ad in which the Beatles' Revolution was the soundtrack.
It was for the first time that a Beatles song was being used in a TV ad. Riding on the success of this campaign, Nike, a year later, launched an even more empowering series of ads with the tag line "Just do it". The series had three ads featuring young sportsman Bo Jackson who campaigned on the benefits of a new cross-training pair of Nike shoes.
Almost every year after Nike launched its air cushioning technology, it released new versions of Air Max. Currently, Nike has nearly 40 models under this brand name. In due course, even the hi-tech Air Max technology was found to be inadequate to entice customers.
And it was time for something that would differentiate Nike in the long run. It had to be at once very distant from the core business and also very appealing. The focus was on digital gadgets. It had less to do with shoes and more to do with athletes. Fast forward to May 20, It was a tool to measure the distance and speed of a run or a walk and was built on a virtually flawless partnership strategy.
Nike was cashing in on the most technologically advanced portable device that could do all the tech work brilliantly. What was it that Nike did for the partnership? It brought the idea and developed it into a business.
The company was actually selling just a small electronic chip that had to be inserted in the shoe preferably a special one, but even a regular shoe would do and a wireless connection device that had to be plugged to an iPod.
All the rest calculation, storage, integration was done by the iPod.NIKE, Inc., based near Beaverton, Oregon, is the world's leading designer, marketer and distributor of authentic athletic footwear, apparel, equipment and accessories for a wide variety of sports.
The 10 strategic decisions of operations management (OM) at Nike Inc. cover a wide variety of issues, considering the company’s global market for sports shoes, apparel and equipment. Nike effectively addresses these decision areas through standards consistently applied in operations management throughout the global organization.
NEW YORK (May 5, ) – Today NIKE, Inc. (NYSE: NKE) unveiled its strategy and key initiatives to achieve sustainable, long-term growth across its global portfolio of brands and businesses.
NIKE, Inc. is a growth company that looks for team members to grow with it. Nike offers a generous total rewards package, casual work environment, a diverse and inclusive culture, and an electric atmosphere for professional development.
A pair of Nike Blazers shoes, Italian version. Nike Inc.’s generic strategy (Porter’s model) effectively supports global competitive advantage, while its intensive strategies support continued business growth.
Company profile & key executives for NIKE Inc (NKE:New York) including description, corporate address, management team and contact info.