Strategic Management

STRATEGIC MANAGEMENT
Task Performance
SUBMITTED BY:
RAMIREZ, PRINCESS
SALONGA, MARY JANE
JARENO, TRISHA
MENDOZA, MIZZY
MARAY, METRIXY
BSTM 3.2 B
NIKE INC COMPANY
I. COMPANY BACKGROUND
The American sportswear firm Nike, Inc., formerly known as Blue Ribbon Sports (1964–
1978), is based in Beaverton, Oregon. In 1964, Bill Bowerman, the track and field coach
of the University of Oregon, and Phil Knight, a former student, formed Blue Ribbon
Sports. In 1966, they created its first retail location, and in 1972, they introduced the
Nike brand of footwear. The business rebranded itself as Nike, Inc. in 1978, and two
years later it went public. Nike had distributors and retail locations in more than 170
countries by the early 21st century, and its "swoosh" logo—a mark of curved checks—
was well-known all over the world.
Athletes like Roger Federer, Tiger Woods, Mia Hamm, Michael Jordan, and others have
contributed to Nike's success. Dedicated to honoring the company's spokesperson, the
Nike Town store opened its doors in 1990 and provides customers with his whole
collection of Nike products. Poor working conditions at foreign factories came to light in
the 1990s, briefly harming the company's reputation.
OBJECTIVES
• Protect and improve Nike’s position as the number one athletic brand in America.
• Build a strong momentum in growing fitness market.
• Intensify the company’s effort to develop products that women need and want.
• Explore the market for products specifically designed for the requirements of
maturing Americans.
• Direct and manage the company’s international business as it continues to
develop.
 Continue the drive for increased margins through proper inventory management
and fewer, better products.
MISSION
“Do everything possible to expand human potential. We do that by creating
groundbreaking sports innovations, by making our more sustainably, by building a
creative and diverse global team, and by making a positive impact in communities
where we live and work.”
VISION
To bring inspiration and innovation to every athlete in the world.
II. CORPORATE SOCIAL RESPONSIBILITY
Most Nike client connections are self-service. Products are used by customers with little
assistance from employees. Answers to often asked inquiries are available on the
company website. Nonetheless, live chat, email, and phone assistance are offered as a
personal assistant feature.
The Triple Bottom Line
 Economic Pillar
In terms of economic sustainability, Nike tends to create many jobs in the Philippines
and around the world. Moreover, they aim to promote competition in the capitalist
system. Nike does a great job of highlighting the economic responsibility of businesses
and industrial workers around the world. They continue to do an excellent job of offering
quality products at a fair cost.
 Social Pillar
In managing Nike's social commitment and sustainability, the company's core
philosophy is that 'sports can change the world for the better'. Nike uses sports to drive
its CSR agenda in three key areas. Diversity and inclusion, community investment and
environmental sustainability. NIKE also promotes inclusion and gender equality.
 Environmental Pillar
Nike's environmental sustainability goal is to keep materials free of waste and
potentially hazardous substances, creating and designing items that can be recycled
and refurbished or safely returned to nature. It has evolved to include doing.
III. CORPORATE GOVERNANCE

Nike client relationships are primarily self-service. Customers utilize products on their
own, with minimal help from staff. Answers to frequently asked questions can be found
on the business website. However, the personal assistant function includes phone,
email, and live chat support.
 General Meeting of Shareholders

Proposals on social concerns beyond the company's efforts to promote diversity and
inclusion, as well as resolutions for transparency in those efforts, are up for discussion
among Nike shareholders. Nike's goal in managing corporate governance in this
situation is to increase the company's long-term worth. Delivering long-term shareholder
value is made possible by NIKE's corporate purpose, which includes sustainability,
diversity, equity, and inclusion, social and community impact, corporate responsibility,
and human rights programs. rise. Senior management's dedication is the first step
toward a company's success.
 Goals and Risk Management

NIKE's goals motivate the corporation to go to any length to help people succeed. They
accomplish this by developing game-changing sports innovations, making products
more affordable, forming innovative and diverse global communities, and having a good
impact in the places where they live and work. Nike has a specific mechanism in place
for allocating reserves in terms of risk management. They keep track of all expenditures
and pay for protective measures. In addition to its claim safeguards, Nike provides
clients with a few return shipping protections. As a result, if the customer is dissatisfied,
they can return the goods within a certain time frame for a complete refund. Nike also
gives a two-year warranty.
 Corporate Accountability
Nike focuses its corporate responsibility efforts on areas where it can have the most
impact and create the most value. From the fabric to the item's design, the
manufacturing process, and the realm of sports in which the item is used. As brands
assess and manage their major impacts, they must consider how they are interrelated
and how a coordinated approach to item planning and development may provide an
advantage over several impact zones. Pick up distance with a lot higher, stronger, and
more complete grasp of what you'll do.
 Government Regulation
Nike may be a firm believer in human rights and is dedicated to upholding them. Not
only that, but it makes a difference in people's lives by enabling them to attain their
greatest potential. We consider human rights to be those defined in the Universal
Declaration of Human Rights and the World Labor Organization's Statement on
Fundamental Work Rights. We also see the United Nations Directing Standards on
Commerce and Human Rights and the OECD Rules for Multinational Enterprises as
best practices for assessing and managing human rights risks and consequences. Nike
acknowledges that there is no end to respect for human rights. The firm continues to
provide a fair playing field for everybody.
IV. MANAGEMENT LESSON LEARNED

The Ten (5) Management lesson learned that Nike’s company to become powerful
brand.
1. It is critical to understand your company's regional distribution. Emerging Markets
is Nike's fastest growing area, expanding around 26% per year. China has
increased by 28 percent, whereas the United States has increased by 21
percent. Western Europe and Japan remain difficult situations but are
compensated by strength elsewhere.
2. The company's items must be popular. Nike has been driving sales for decades.
This is because to crisp advertising and the "cool factor" lining the clothes that
looks good, feels good, and tells everyone you're an athlete.
3. Excessive inventory may be a concern for retail parts firms since older goods
must be reduced before new ones can be introduced. Nike's inventory expansion
has surpassed sales growth, but Cramer is unconcerned since absolute unit
counts are straight.
4. The company's capacity to shift expenses to its customers. Nike clarified on the
conference call that raw material costs may easily be passed on through pricing
hikes.
5. Great businesses continue to innovate themselves and their goods. Nike has
accomplished this by incorporating innovative technologies into their footwear
and marketing.
V. BIBLIOGRAPHY
• Nike’s Marketing Approach with Sustainability Efforts

https://www.eventige.com/blog/nike-sustainability-efforts
 NIKE’s Value Proposition
https://www.cleverism.com/company/nike/
 Nike’s Human Rights and Labor Compliance Standards
https://purpose.nike.com/human-right
 NIKE’s Corporate Responsibility, Sustainability, and Governance
https://purpose.nike.com/sustainability-governance

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STRATEGIC MANAGEMENT

II. CORPORATE SOCIAL RESPONSIBILITY

The Triple Bottom Line

III. CORPORATE GOVERNANCE

 General Meeting of Shareholders

 Goals and Risk Management

IV. MANAGEMENT LESSON LEARNED

• Nike’s Marketing Approach with Sustainability Efforts

 NIKE’s Value Proposition

 Nike’s Human Rights and Labor Compliance Standards

 NIKE’s Corporate Responsibility, Sustainability, and Governance

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