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Nike's Global Women's Fitness Business

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Janna Stamper

on 22 September 2012

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Transcript of Nike's Global Women's Fitness Business

By Brooke, Charity, Janna,
Missy and Wei Nike's Global Women's Fitness Business:
Driving Strategic Integration Nike - A Brief History Question 1:
Prior to the Change the Game proposal for global women's fitness, home would you analyze Nike's strategy in the women's market? Question 2:
Define and analyze the appropriateness of the new strategy for the women's fitness proposed by the Changing the Game team? Question 3:
Analyze the greatest external barriers facing the team in implementing the strategy? In what ways did they manage these challenges Question 4:
Analyze the greatest internal barriers that Winslow and her team faced in implementing the new strategy. What worked, what didn't and why? Questions? More so than in male dominated segments, the products in the women’s fitness category needed to work together both functionally and stylistically.
This new strategy gives women’s fitness its own category of focus, instead of the focus being on product divisions such as footwear, apparel, etc (i.e. dance, running, tennis)
The Change the Game strategy is key in the women’s fitness segment since it will focus on providing vertical integration of all products within the segment rather than having products developed separately without a common vision.
The new strategy proposed by the Changing the Game team put’s Nike in a strong position to capture significant market shares domestically, as well as in emerging markets where women had traditionally have not been allowed to participate in sports are now finding it acceptable to do so.
As of the publishing of this case study, women’s fitness was a $6.1B global market with projections having it reach $126.3B by 2015. The huge potential for growth within the market justifies Nike trying to market to women in new ways. External Barriers:
Competitors - Nike faced off against a handful of traditional but well respected brands in women's footwear....also lots of new and smaller competitors
Retailers - locked into their own way of doing business for decades. Would not easily conform to Nike's collection-based approach to creating a "store within a store" for Nike's products
The Consumer - trying to be clear on what "she" wanted exactly, that would lead her to want to buy from Nike
Challenges:
Nike Women worked with their suppliers to make sure that they had the products available together at the same time
Very important for their market •Company started in 1972 by Bill Bowerman and Phil Knight
•Main focus was shoes – design, produce and sell
•By 2006, Nike was well known in both domestic and international markets
•In 2006, sales had reached $15 billion
•Mission: “to bring inspiration and innovation to every athlete in the world”
•In 2006, 66% of the business was footwear, 28% was apparel and 6% was equipment
•In the 1990s, Nike looked closer at creating a women’s division and even signed endorsements with some famous female athletes
•In 2001, Nike created the global women’s division
•Nike opened Nike Goddess stores that were geared towards the women’s product line
•Nike’s next move took them the next level for their women’s division
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