Transcript: Introduction! Why should Fairtrade be supported? Fartrade should be supported because it is a growing organisation that does a lot of good to the world. Fairtrade is also very capable of following through with it's promises. Nike can show their support for Fairtrade by: Using the Fairtrade system Putting the Fairtrade logo on their products Use Fairtrade fabric Make TV advertisements showing they support Fairtrade What is Fairtrade? Fairtrade is an organisation devoted to giving the farmers in 3rd world countries and underdeveloped countries a fair working environment and salary Fairtrade has chocolates, teas and other products sold all around the world Hello, my name is Sean and welcome to my presentation that should and shall convince you to go Fairtrade! How Nike can show support for Fairtrade My ideas will be successful because: Advertisements will go out to the entire nation All the sports fanataics/customers would see the Fairtrade logo on the products they bought They will also benefit the Fairtrade system a large amount because Nike is such an economically successful business Why will my ideas will be successful?
Transcript: TC Consulting Nike's Next Generation Athlete How Will This Differentiate Nike? Nike Must Stand Out Amongst Competitors Features of the Brotherhood Connects With Professionals Sneak Peak Into Latest Nike Projects Stay in Touch With Players From Across the Globe Fosters Brotherhood Community Around Nike Competitive Desire Constant Presence Prestige Social Influence Ages 14-19 Internet savy Connected to social networking Day to day interaction with Nike Unique comfortability and loyalty Future benefits as young turn professional
Transcript: •Plan - At the core of our business is a plan – our opportunities, our resources and our values. It’s who we are. What we believe. And how we get things done. •Design - Form. Function. Superior performance. Minimal impact. While our designers always strive to create products that are faster, lighter and stronger, they also pay close attention to smarter. •Make - Ideas don’t become reality by magic. For a global business, it requires people, materials, tools, knowledge, skill and a whole lot of coordination. We contract with more than 900 factories globally to make products from our designs. •Move - We ship products wherever and whenever they are needed, to get to thousands of partners and millions of consumers around the world. Airplanes, boats, trucks and trains are the tools our transport providers use to overcome the obstacle of distance every day. •Sell - Nike operates more than 750 retail stores around the world across all our brands. Beyond selling products, each location strives to be a rewarding experience for its consumers and an asset to its community. The stores are in leased space. While NIKE and our Affiliate brands sell primarily through retail partners not owned by our company, our focus is on the impact of the selling we do in our own stores. •Use - Once you bring home your new shoes, shirt or shorts, a different footprint starts to take shape. This one belongs to you. Reuse - Finding innovative ways to reuse our products – creating running tracks, sport courts and even new shoes and clothing helps minimize our impact on the environment. Good becomes better over time. And so do we. NIKE, Inc. includes seven distinct brands, each with a powerful connection to its customers: •NIKE Brand •Cole Haan - luxury apparel and accessories. •Converse •Hurley International LLC •Umbro •Nike Golf •Jordan Brand They think of it less as a chain, and more as “something that is actually interconnected in multiple ways, like an ecosystem or a web… The connections in this chain drive our decision making… Each choice has financial, environmental and social impacts that are intertwined and mutually dependent.” Mark Parker has been the third Chief Executive Officer of Nike, Inc. since 2006. Began at Nike, Inc. in 1979. For more than 30 years, he’s brought innovative concepts and engineering expertise As CEO he is responsible for the growth of NIKE, Inc.'s global business portfolio, which includes Converse Inc., NIKE GOLF, Cole Haan, and Hurley International LLC. Other Executives: Philip H. Knight - Chairman of the Board of Directors Charlie Denson - Preseident of the Nike Brand CEO - Leadership Style Suppliers do not have strong bargaining power toward Nike; on the contrary, Nike is able to be selective. Vision: Approximately 120 million shoes sold per year. External Analysis To bring inspiration and innovation to every athlete* in the world. *If you have a body you are an athlete. "We identify qualified suppliers through our bid process which includes market research and analysis online, benchmarking with other companies, referrals from other companies and research services." "Nike requires a broad base of suppliers that actively and significantly support our business requirements, and positively reflect the world in which we live and work." "Supplier Diversity can have a favorable impact on our business by: •Creating more competition in the supply chain •Maintaining a connection to the consumer base •Providing economic stimulus to the community •Contributing to the enhancement of our brand" RIVALRY General Information Financial - Side by sides: Innovation and Sustainability: Nike is committed to helping create a sustainable future. It sees this as the future of business and so it sees sustainable strategies as not only good for the earth and its resources but also for their business. This shapes many parts of Nike's strategy and decisions. Innovation and creativity to find new ways of making products, new product designs (for better performance as well as for more sustainable methods of production). "Disruptive innovation" is needed to make more progress in sustainability. Nike has a matrix organization. In a matrix organization, employees report to project or product teams led by a product manager as well as to the department manager. With Nike, each brand has a department, and each department makes decisions independent of the CEO. Each department also has sub-departments or project teams responsible for handling mini-tasks within each department. Nike has 750 stores all over the world, operating in leased spaces, but the majority of its sales are through other retailers not owned by Nike. The large number of possible vendors could improve Nike's bargaining position by competition between these retailers, but the fact that most of Nike's sales are through these stores, and that they are therefore needed by Nike, gives these retailers more bargaining power as well. Furthermore, the competition for low prices
Transcript: Low wages Main objective: To make NIKE brand a referent in humanization of globalization. Sustainability Advisory Group Abhishek Ajit Alberto Aniket Bhavik Ramina Sarab Siddhesh Nike: The Path to sustainability Clear requisites for contractors and outsourcing policies. With other brands: Factory audits - surprise audits. Developing remedies for labor problems Reducing the number of apparel styles Partnering with factories to improve efficiencies - lean production methods. Reduce overtime. Eliminate waste. Worker empowerment - Building a more skilled and equitable work force. Workers in the factory were being paid less than the minimum wage. Lobbying with the government to reduce minimum wage. Female workers paid apprentice wages . Nike: The Path to sustainability Closing down factories in Korea and Taiwan due to cheaper labor in China and Vietnam. Child labor. No rights to complain. Overview and Facts Goal 2: Final consumer sensibilization. Together we can make a better world. Strategy 3: Campaign: Together we can help, DONATE with us. Nike: The Path to sustainability Presented by: Sustainability Advisory Group 11 June 2015 Nike: The Path to sustainability Nike: The Path to sustainability “Nike, from JUST DO IT, to, TOGETHER WE CAN DO IT. The era of social responsibility is now”. Together we can do it - Goal 2: Final consumer sensibilization. Together we can make a better world. The problems Nike: The Path to sustainability Table of content: - Overview and facts - The problems - Strategies and recommendations - Challenges - Q&A Globalization led to social problems in countries where Nike manufactured products. -Goal 3: Community sustainability. Together we can make our community develop. - Goal 2: Final consumer sensibilization. Together we can make a better world. Strategy 2: Selling social responsible products Nike: The Path to sustainability Together we can do it -Goal 1: Supply chain and corporate sustainability. Together we can make a stronger NIKE. Nike: The Path to sustainability Launch a Together we can do it line of products. The picture of the customer holding the item chosen can be leveraged on social media platforms stating their name and the item donated, for example, ‘Melissa just donated a t-shirt’. ‘Shopping that makes you feel good’. Annual day. Nike: The Path to sustainability Nike: The Path to sustainability Nike's Timeline Strategies: Together we can do it "We see sustainability, both social and environmental, as a powerful path to innovation, and crucial to our growth strategies" Nike CEO, Mark Parker Nike: The Path to sustainability Strategy: - Goal 2: Final consumer sensibilization. Together we can make a better world. Nike better world : making athletes faster, stronger, better with less impact, that’s not sustainable. That’s unstoppable. Shoe line called N7 – N7 fund (native American and aboriginal youth to be active through the power of sports) Shoe box introduced in 2011. 23% less material, saves 200.000 trees per year and lowers shipping rate. One main strategy: Together we can do it -Goal 2: Final consumer sensibilization. Together we can make a better world. Creation of Chief Compliance Officer at Nike. Create a stronger Department of corporate Governance and sustainability. (Today lead by the Chief Sustainability and innovation accelerator Officer Hannah Jones) Improve the actual Board of Directors’ Corporate Responsibility and Sustainability Committee. CCO to Report directly to Nike's Board. Robust compliance teams in local countries. Clear targets of goals to achieve. Nike: The Path to sustainability -Goal 3: Community sustainability. Together we can make our community develop -Goal 1: Supply chain and corporate sustainability. Together we can make a stronger NIKE. Example: Magic bus. Together we can do it Clear social effect Simplicity and tangibility of the proposition. Easy to understand and more personal than donating a percentage of sales. Benefit from the free publicity they receive in the popular press. Improves image associated with the brand. Q&A From Globalization to Humanization: The Path to Sustainability Objective: Make Nike a leader in corporate responsibility. 1. Advertising campaign: NIKE, Together we can do it! #togetherwecan, #wecandoit, www.wecandoit.com, digital billboards Strategies: High toxic levels in factories. Insufficient ventilation. Health affected due to long working hours. Physical and verbal abuse. Nike didn't own the manufacturing factories. They were sub contracted. Sub contractors, contracted other manufacturing company. Countries, where the factories had been located didn't have strict labor laws and unions to help the workers. Brand Image has been affected. Nike associated with bribery in FIFA Scandal. Nike had a corporate responsibility and governance issue. - Goal 2: Final consumer sensibilization. Together we can make a better world. - Examples: Objective: Make Nike part of the communities and help their development. - Goal 2: Final
Transcript: Game Show USA & China "Just Do It" Ulysses Ana Leshari What was the primary stimulation for university track coach Bill Bowerman and track athlete Phil Knight to create a partnership named Blue Ribbon Sports which in turn became Nike in 1971? Foundation Question 5: Nike uses formal and informal communication including emails, phone calls, text, and conference calls. Nike also has two codes of ethics for communicating with all Nike employees called “Inside the Lines” and the “Code of Conduct” which directs contract factories. Describe how these two codes are relevant to the employees of Nike as well as the workers in Chinese contract factories? Question 6: Within Nike what are the six employee networks that “foster professional development, enhance work performance, identify mentors, assist in recruiting diverse professionals, develop increased community interaction, and encourage improved teamwork and interaction within and across work groups”? Question 4: Describe the purpose of Nikes Board Committee Charters and how they facilitate internal communcation. Internal Communication Question 2: When and why did Nike move its production to China and what was the outcome? Question 11: How did Nike go about breaking the language barrier while transitioning their business into China? "Just Do It" Internal Communication Question 10: For quality control purposes Nike developed a grading system that the factory workers in China would easily understand. Explain the grades A-C. Conflict management USA USA & China Foundation Internal: USA Internal: China External: USA & China Conflict Management Introduction Internal Communication Question 14: How did Nike react to the accusations of violating labor laws and low wages in contract factories? Nike Inc. China Question 8: Name and describe what is most important for doing business in China. China Internal Communication Question 7: To inform and increase employee involvement what are some of the communication channels Nike uses. Nike Inc. Internal Communication Foundation Internal Communication Internal Communication China "Just Do It" USA USA External Communication Question 9: How can guanxi become a problem when doing business within Nike in the United States and China? Game Show Brittany Eli Cecile Question 13: Nike has an ambitious way of motivating consumers through their slogans. Everyone born within the last two decades knows the slogan “Just Do It!” introduced in 1988. Name the famous slogan introduced by Nike Inc. in 1977. Question 15: What were the repercussions Nike took to overcome the bad press about their abuse of the labor laws in china in 1998? Foundation Conflict management Team Black Team Red China Question 12: What has always been the biggest part of marketing and branding for Nike Inc.? Conflict management Question 3: What is the organizational communication structure of Nike? USA Internal Communication External Communication Congratulations Team !! "Just Do It"
Transcript: Quotes: "Access to play should be a kids inalienable right." Went to Cleveland high school, in Portland where he ran track. Went onto college at the University of Oregon where he continued to run track and graduated with a journalism degree. Went to a graduate school of business at Stanford University. Target Audience: Advice: "Make history or be apart of it." How he became successful: By:Kaitlyn Petryszyn Nike sells and manufactures all you can think of that an athlete would need for men, women and children. Nike produces shoes, clothing, accessories, and sports gear all so athletes can preform at their best. They are best known for their shoes. Nike tends to attract an audience form the ages 18-35 by using professional sports players such as Micheal Jordan, and Kobe Bryant as two players who are well known in the NBA to endorse and sell their product to younger generations of athletes. "You only have to succeed the last time." Financial Info: Phil Knight has a net worth of $21.6 billion. He's known as one of the richest self-made billionaires. From the 70s to 80s the Nike company had its revenue jump from $28.7 million to $867 million. It today is worth $71 billion. A stock for Nike is places at $55.45. While he was at Stanford, Knight was assigned a project to where the students had to create their own business where he drew up blueprints for a shoe store as his business. He teamed up with his track coach from the University of Oregon Bill Bowerman and began to create shoes. The two would import shoes from Japan and put there own design on them, then selling them at a higher price. Phil Knight: Education: Products: He was born on February 24th, 1938. He is now 79 years old. Company Logo: Phil Knight would encourage young athletes to try and compete to the best of their abilities. Business wise, he would tell them that if they have a dream they should "Just Do It" and create a business they think will become a success.
Transcript: Level of Obesity *Source : BBC, 2009 PESTLE Nike, Michelle Obama, and Active School Socio-Cultural Sport Fashion as the core business Child labour UK, 2009 Adults : 60.8% Children : 31.1% "Sports, no longer the male dominated culture" Nike + Apple Collaboration Serena Williams @ US Open 30% 2008 - 2011
Transcript: Chairman of the Board of Directors Philip H Knight President Charlie Denson Nike made 24.1 billion dollars in FY12 663 stores History Marketing & Earnings 500 Stores Profile CEO Mark Parker Consumption Action Sports Athletic Training Basketball Football Running Nike Company Introduction Within the United States 42 States Affiliate Brands Nike is the #1 producer of athletics worldwide When it started Sportswear TennisSoccer Women's Digital Sport Production As we’ll explain in the upcoming minutes Nike’s means of dealing with corporate issues, production, distribution and consumption put it way above its competitors. 48 States 450 stores Cole Haan Converse Hurley Jordan Brand Nike Golf Resources Nike’s sales revenue was a whopping $20.8 billion in 2011 which topped all of its competitors by a large margin Distribution Categories Fun Facts
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