Strategic Management Analysis of Nike

2514 words 11 pages
NIKE

_______________
IN PARTIAL FULFILLMENT OF THE
REQUIREMENTS FOR STRATEGIC MANAGEMENT
_______________

BY:
Castronuevo, Jan Clark
Meer, Regginald
Young, Johnedel
Quintero, Arvin
Dioneda, Jefrick

September 18, 2009

Section 1 - Executive Summary
Back before the Swoosh logo and long before the days we were called Nike, there was Blue Ribbon Sports (BRS). It was the company Phil Knight, our founder, and legendary track coach Bill Bowerman created in 1964 to provide athletes with better shoes. Their first year sales totaled around $8,000. It wasn’t until 1971 that BRS introduced the concept of the Greek winged Goddess of victory—Nike. In December 1980 we went public. Nike employs more than 33,000 people globally. Our Nike World
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The company aims to “lead in corporate citizenship through pro-active programs that reflect caring for the world family of Nike, our employees, our consumers, and those who provide services to Nike”
New Vision Statement Nike
To bring inspiration and innovation to every Nike consumer and to be the first choice of Sports apparel by providing quality products that will complement every consumer’s lifestyle. Competitive Profile Matrix (CPM) CRITICAL SUCCESS FACTORS | | Nike | Adidas | | Weight | Rating | Score | Rating | Score | 1 | 1 | Quality of the Product | .25 | 5 | 1.25 | 4 | 1 | 2 | 2 | Promotional Spending | .15 | 4 | .6 | 3 | .45 | 3 | 3 | Corporate Image | .20 | 4 | .8 | 4 | .80 | 4 | 4 | Technological Advantages | .15 | 5 | .75 | 4 | .60 | 5 | 5 | Market Share | .25 | 5 | 1.25 | 4 | 1 | | | Total | 1.00 | | 4.65 | | 3.85 |

External Factor Evaluation Matrix (EFE) KEY EXTERNAL FACTORS | FORCE | WT | RATING | WTD SCORE | EXTERNAL OPPORTUNITIES | | | | | 1. | Change in consumer lifestyles | Socio-cultural | .15 | 4 | .60 | 2. | Decrease in taxation. | Economic | .10 | 2 | .20 | 3. | Expansion for new Market (Geographically and its target market). | Economic | .08 | 1 | .80 | 4. | Changes in the view of athletic footwear/ clothing as fashion accessories. footwear/clothing as | Socio-cultural | .15 | 3 | .45 | 5. | Increase product line and services. | Economic | .02 | 1 |

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