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International Marketing

Table of Contents Introduction 3 An analysis of the macro and micro factors impacting on the sports retail market and the market recommendations 3 PEST 3 Micro factors and internal business factors 4 An evaluation of market potential, to include an identified shortlist of markets with potential 5 External Factor Analysis 6 Porter’s 5 Forces Analysis: 6 McKinsey’s 7 S Strategy: 6 Using a clear and identified screening criterion, select two recommended markets with clear justification as to why these markets have been selected 6 Recommended and justified market entry strategy to take Nike Inc. into each of these markets 8 Recommended adaptations to Nike’s marketing mix for the proposed markets, ensuring differences in culture and consumer behaviour are recognised in their marketing mix activity 9 Conclusion 11 References 12 Appendix 15

Introduction
International market expansion requires thorough understanding of market and its dynamics for ensuring expected profit and performance. In context to that, the case of Nike Inc. would be analysed. The company wants to increase their brand value and sales through international expansion. Therefore, cities from two developing markets have been selected as prospective destinations. These are Panadura (Sri Lanka) and Agrinio (Greece). These cities would be analysed to check their suitability for being locations of Nike stores.
An analysis of the macro and micro factors impacting on the sports retail market and the market recommendations
The sports retail market could be analysed in proposed markets through vivid understanding of macro and micro factors affecting it.
PEST
Political: The current political state in Sri Lanka is stable. The sports policy of the Sri Lankan government provides extensive support in developing sports infrastructure across the nation. Panadura, the chosen destination, is being funded heavily by the authorities for its developing it into a business and sports destination (Tradingeconomics.com, 2016).
The Greek economy is recovering ever so slowly, with predictions of full recovery by 2018 (Tradingeconomics.com, 2016). The government is gradually striving to revamp the sports infrastructure. The Greek government is providing support to multinational sports goods manufacturing companies to set up their physical stores in the different cities for promoting sports and the idea of healthier life to its people. Moreover, political situation of Agrinio is secure.
Economic: Sri Lankan economy has a current GDP rate of 7.4% (67.18 billion USD), income per capita is 9470 PPP dollars and disposal income is at 21.1% as of 2014. It is reported that Panadura contribution has increased to 1.9% in 2014 in total GDP of Sri Lanka (Tradingeconomics.com, 2016). On the other hand, GDP rate in Greece is at 4.7% in 2014, income per capita is $25954 PPP and disposable income is USD 18575 as of 2014. It has been reported that contribution of Agrinio has risen to 0.43% in Greece’s GDP (Tradingeconomics.com, 2016). These indicate that the Nike sportswear, even considering relatively high cost, could be afforded by these two separate populations.
Social: The average ages of both these cities are below 32. In congruence to which, there is significant inclination towards fashionable sportswear in both Panadura as well as Agrinio. In Greece, Nike dominates the sportswear business, while Sri Lankan market is slowly warming up to the companies goods. Along with these two factors, growing income also suggests growing aspirations towards better lifestyle. Nike being the premier global sportswear would definitely be at the top of the list of options in these two cities (Mullin et al., 2014).
Technology: Proliferation of the internet and online social sites like Facebook, Twitter or LinkedIn, alongside online retail sites like eBay or Amazon, in both these nation suggests bright future of online sales for the company. Rapid industrialization and usage of cutting edge technology also signifies future scopes for setting up R&D labs and added manufacturing plants (Haniffa et al., 2014).
Micro factors and internal business factors
Strengths:
Nike promotes the culture of ‘invention’, enabling them to create unique products and this has resulted into their rock-solid brand name. Their logo, the ‘swoosh’, is one of the most popular globally, with a phenomenal level of identity awareness (Nike, 2016). Its strong financial backbone allows it to carry out research and development at a grand scale and hence, venture into new uncharted zones in the sportswear arena. Nike collaborates with some of the best suppliers in the market, thus gaining access to quality raw material. In fact, for supplier management, Nike has partnered with Tradeshift, a web based company for supplier management and eInvoicing (Nike, 2016). The executives of Nike are some of the brightest leader who creates opportunity as well as inspire others (Nike, 2016). Nike maintains a cordial relationship with the employees and ensures smooth flow of communication, which helps them to respond to the issues with efficiency. Its research and development wing works in full collaboration with its market research & marketing counterpart, complementing one other and introducing new product at phenomenal speed. Its solid distribution channel network is spread globally, providing access to its products in more geographical locations than its competitors. So, Nike’s set of core competencies are many in numbers. The company maintains a high transparency level to its stakeholders, thus solidifying its name a prominent corporate citizen (Nike, 2016).

Weaknesses:
The organization’s huge product range ushers in occasional brand management issues. Its humongous workforce also causes problems in its management. Not all its sportswear accessories are market-hits and in fact, some don’t make their mark in the market. The company bears the dead-weight of these products before they are discontinued (thus causing substantial loss in investment). Overly aggressive business strategies could be attributed for these dismal results. The organization pending legal cases related to child labour and poor working conditions are matters of concern to them as they resulted in lowering of brand image (Business Insider, 2013).
An evaluation of market potential, to include an identified shortlist of markets with potential
Panadura and Agrinio were chosen from a list of probable destinations, based upon varied factors. Cities/Factors | Panadura, Sri Lanka | Agrinio, Greece | Scandicci, Italy | Texcoco, Mexico | GDP | 1.9% | 1.43% | 1.29% | 1.39% | Per Capita Income | $9470 PPP | $25954 PPP | $23699 PPP | $25189 PPP | Demand for Sportswear | 11% | 15% | 9% | 7.8% | Sale of Sportswear Product | 18.9% | 14.6% | 13.29% | 13.87% |

According to Chao et al. (2014), in order to assess the market potential, the demand and preference of the consumers could to be analysed for making effective decision regarding international expansion. In the context of Panadura, the demands for sport products like shoes, t-shirts and wrist band etc. have risen significantly. There has been rise in demand of 11% in Panadura, the highest in Sri Lanka (Giulianotti, 2014). Government initiatives, gaining popularity of sports and sports brand awareness in the city are welcome signs for Nike to open up a retail store (Braunstein-Minkove & DeLuca, 2015). Agrinio bears the same signs in terms of income, awareness and inclination towards sports. Apart from that, cost of suppliers and labours are economical in these two preferred nations as compared to the other two locations in Italy and Mexico, respectively (this is especially for the future prospect of setting up manufacturing plants) (Richardson & McGlynn, 2014). Therefore, Panadura and Agrinio present the best investment opportunities for Nike in terms of exploring new waters.
External Factor Analysis
Porter’s 5 Forces Analysis:
Nike does not have any potential threat of new entrants in Panadura and Agrinio. However, there are some indirect competitors in Agrinio that might imitate its product. Industrial rivalry in both the cities is low that would enable the organisation to establish a strong foothold in the market. As there is merely any strong director competitor of Nike in these two cities, the bargaining power of customers is low. This would help the organisation in attracting maximum customers and thereby, increasing sales.
McKinsey’s 7 S Strategy:
It has been identified that Nike majorly relies on celebrity endorsement for promotion that helps in communicating that it is a sports brand. Considering the focus of the organisation on offering maximum value to the customers, it has been able to develop a wide base of loyal customers. The staff members of Nike are highly skilled and experienced that enables the organisation to offer high quality products to the customers and thereby, maximising their satisfaction level. Offering an opportunity for work-life-balance helps Nike increases the level of morale and motivation of its employees that has a significant contribution in their performance.
Using a clear and identified screening criterion, select two recommended markets with clear justification as to why these markets have been selected
Segmentation, Targeting and Positioning (STP) strategy shall be undertaken for analysing the two selected markets, Panadura and Agrinio.
Segmentation: There needs to be two separate kinds of segmentation strategies adopted for the two cities.
Panadura:
Nike’s shoes are priced at a premium and even after considering the factor of promotional pricing, the accessories would be bear high-price tags. The company is a western brand and sought-after highly in developing Asian nations like Sri Lanka. There remains attached a sense of ‘belonging’ to an elite group of individuals who can appreciate and afford a piece of Nike accessory, for a current/prospective customer (irrespective of the purpose for buying the accessory, i.e. for purposes of sports/fitness or otherwise). A hint of the lifestyle that an individual leads and his background are also reflected through Nike accessories. So, two major factors here are demography and ‘feeling’, making psycho-demographic segmentation a necessity.
Agrinio:
Agrinio, being a western city would attach lesser ‘classy’ value to brand Nike, but nonetheless would definitely have demand for the products because of their popularity. With a much higher income per capita, average affordability would be higher. Segmentation would have to be based upon customer demography and behaviour (the purpose for which he would use the accessory: sports, fitness or general etc.)
Targeting:
Panadura:
In this city, the target audience should be between ages of 18 and 40, hailing from upper middle/upper income group, with at least college degree, leading an active social life, might or might not be interested in sports and independent in nature.
Agrinio:
Individuals should be from Middle/upper middle income group, fitness/health conscious and also alert of the health/fitness accessories that he uses and might even be involved in some kind of regular sporting activity.
Positioning:
Panadura:
The brand should be positioned as ‘Best sports brand for the best and classy’, touching their weakness for western brands.
Agrinio:
Here, the brand should be positioned as ‘Best & the most comfortable way to keep you fit, and excel in sports’. This brings the focal point to excelling in sports/fitness activities with the lure of being best in sports activities.
Recommended and justified market entry strategy to take Nike Inc. into each of these markets
Nike Inc. is currently based in more than 190 countries and has numerous of physical stores to offer products that are required by the customers (Nike, 2015). In order to enter into the new market that is Panadura, Sri Lanka, the company can consider introducing new product as market entry strategy.
Market Penetration
Diversification
Market Development
Nike Air Max Running Shoes
Product Development
New Products
Existing Products
New Market
Existing Market

Figure 1: Ansoff Matrix (Panadura Market)
The introduction of new product in the physical stores would be effective for Nice Inc. to enter to Panadura. It has been reported that new product like Nike Air Max Running Shoes are available in limited stores in Sri Lanka (Nike, 2015). This running shoe is a good example of durability, design and protection. In Panadura, there is no such kind of running shoes that has large volume airbags and less midsole materials. Therefore, this strategy would be effective in capturing the market of Panadura and targeting men and women. Moreover, addition of this product would provide competitor advantage to the company.
Market Penetration
Diversification
Market Development
Product Localization
Product Development
New Products
Existing Products
New Market
Existing Market

Figure 2: Ansoff Matrix (Agrinio Market)
On the other hand, to enter into Agrinio, Greece market, the company can adopt a strategy of product localization. It is known that Greece is a developing nation and most of the consumers are price-sensitive (especially because of recent economic mishap). Therefore, localizing the product would provide an advantage to customers to avail the Nike’s products at affordable rates. According to Layden (2013), localization is essential for the success of products in international market. Therefore, product localization would benefit Nike Inc. to build their credibility and gaining competitive advantage in the new market. The organisation should enter both the markets through establishing its own stores, considering its industrial experience and past success in international business. Also, it would help in eliminating the possibility of decline in product quality, which is generally seen in case of joint venture and franchisee.
Recommended adaptations to Nike’s marketing mix for the proposed markets, ensuring differences in culture and consumer behaviour are recognised in their marketing mix activity
Product- Nike exercise shoes are so designed which allows the natural movement in any direction. Moreover, the sportswear style shoes offer natural feel for every day comfort. Considering the Mediterranean type of climate in Agrinio, Greece, rainfall is frequent with high temperatures of over 40°C (World weather Online, 2016). Thus, while introducing the products in the city, Nike needs to ensure that the shoes are light and water proof and circulates air to beat the heat. On the other hand, Nike could enter the city with their existing range of products in Panadura, as there is an increase in the demand of sports goods in the city (Nanayakkara, 2014). The company could offer few special models available only at their online stores, thus boosting online sales.
Price- The average income of the people of these two cities signifies that they have the capability to spend on the shoes and accessories of Nike. Thus, it would be beneficial for the company to enter the markets with competitive pricing strategy. Since there are other competitors like that of Puma and Adidas in the markets, this pricing strategy would be beneficial towards capturing the market right from the beginning (Haniffa et al., 2014). Though they have the capability of affording the shoes, but penetration pricing strategy would be effective for entering this city as the people prefer to spend less on high priced goods.
Place- Nike needs to open the stores in such a place that would be convenient to the people, as it would increase the footfall in the stores. In Agrinio, Greece, the central square would be an ideal location, as it centrally located in the city and is accessible from all the parts of the city (Bagiorgas & Mihalakakou, 2016). Moreover, it also has several other stores and has become a shopping hub doe the people. Thus, this place would allow Nike to attract many people. On the other hand, Galle Road, in Panadura is a good shopping destination in the place (Ranasinghe et al., 2015).
Promotion– Greece has high uncertainty avoidance in the Hofstede’s cultural dimension, suggesting lesser risk undertaking tendency (Realo et al., 2015). Nike needs to thus, focus on advertisements in the television which would highlight on the quality of company’s products, ensuring longevity coupled with comfort. Apart from that the social media would be a good way to make promote the new store to the people, as its use increased to a great extent. On the other hand, Sri Lanka has a low individualism score, which indicates that they value family bonding and thus, it would be best if Nike targets the family in their advertisements (Suraweera et al., 2014). Online promotion should include social media (Facebook, Twitter etc.), banners, pop up/under ads, flash videos, blogs etc. The web address of the online store should be flashed at every opportunity. Using brand ambassador would aid in gaining an immediate foothold in the markets.
People- The organisation needs to hire highly skilled and experienced employees. This would help in increasing demand for sportswear as well as identifying the needs of the customers. At the same time, store employees should have a dress code that would enable the customers to easily identify and approach the employees in case they have any query.
Process- Nike should offer online purchase facility also that would help in attracting huge customers. This would have a direct impact on sales volume.
Physical evidence- Modern interior should be used for the stores in Panadura, considering the inclination of people towards modern culture. However, Greek interior should be used in the stores in Agrinito, considering the willingness of people in the city to retain a link with their culture.
Conclusion
Thus, it could be concluded that in order to establish their stores in the international market especially in Agrinio and in Panadura, they needs to utilise their core competencies, so that they are able to carry out their business effectively. Moreover, at the time of the opening the new physical stores in two cities, it is essential that they catty out market survey which would provide them an idea of the existing demand in the market. It has been seen that the company has taken the market development strategy, so that they are able to enter new markets with their existing product lines.

References
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Appendix

Micro Analysis (Porter’s 5 forces)
Panadura:
Threat of new entrant- Moderate
Threat of substitutes- Low
Bargaining power of suppliers- Low
Bargaining power of customers- Low
Industrial rivalry- Low
Agrinio:
Threat of new entrant- Moderate
Threat of substitutes- Moderate
Bargaining power of suppliers- Low
Bargaining power of customers- Low
Industrial rivalry- Moderate
Macro Analysis (McKinsey’s 7 S Strategy) ‘S’ | Strategies | Strategy | -Nike uses athletes for promotion-Major production activities carried out in China-Development of ‘Nike ID’, where products can be customised | Structure | -Operates in more than 190 countries-The organisation has over 47,000 branches globally-Divisional organisational structure | Shared Values | -To become an organisation that ranks top in the list of sports shoes and accessory brands-Believes in offering maximum value to the stakeholders | Skills | -Possess highly skilled workforce-Have the skills and competencies that helped in expanding from sports shoes to sports apparel and equipments | Staff | -Senior management is the key decision maker-Excellent industry knowledge and experience of the board of directors | Systems | -HR department plays a vital role in strategic decision making -HR department is accountable for resolving industrial issues | Style | -Staff motivation is given top priority through work-life balance-Recreation facilities provided to the employees |

Ansoff’s Growth Strategies:
Currently, Nike has four potential growth options- market penetration, product development, market development and diversification. Adopting ‘market penetration’ would not be beneficial for the organisation as it already has excellent presence in every market where it is operating and thus, developing innovating marketing activities, which is considered an integral part of market penetration strategy, would increase the organisation’s sales to a certain level only. Nike offer wide varieties in sports shoes and accessories. Although the scope for increasing product varieties in sports shoes and accessories is limited, Nike can modify its products’ designs to attract more customers. However, product development would not be very beneficial for the organisation. Also, the scope for developing new product is limited for Nike, considering its wide offerings and the company does not have experience in manufacturing anything other than sports products. Thus, implementing diversification strategy would not be suitable. Although Nike has presence in almost every international market, exploring emerging and potential markets would help in increasing sales and market share. Thus, ‘market development’ would be most effective growth strategy for Nike.
Summary of Micro and Macro Analyses:
From Porter’s 5 Forces it can be derived that both the markets do not have many competitors in the sportswear market. Although the threat of substitutes is moderate in Agrinio, it is most from indirect competitors. Thus, entering these markets would be beneficial for Nike. However, own manufacturing setup would not be beneficial, considering limited number of suppliers. Entering international markets through existing products would be best growth option for Nike, considering its expertise in existing product line and presence in almost every international market.
SWOT Analysis: STRENGTHS-Leading sports brand-Excellent global presence-Wide base of loyal customers-Strong distribution channels | WEAKNESSES-Limited presence in sports equipments | OPPORTUNITIES-Enter developing cities of Sri Lanka and Greece-Demand for sportswear in Sri Lanka and Greece-Inexistence in some cities of Greece and Sri Lanka-Changing governmental policies with respect to international business | THREATS-Presence of indirect competitors in Agrinio (Greece)-Changing customer demand and choice |

12 C Framework: Factors | Panadura | Agrinio | Culture | People in Panadura are willing to take risks and also want to use international brands. | People in Agrinio are not risk takers. However, they have an inclination towards international brands. | Country | It has stable political condition. | It has stable political condition. | Concentration | Customers’ key focus is on product design and fashion. | Key focus of people is on price of products. | Choice | | | Consumptions | People purchase for their self consumption as well as for their family members. | People purchase for their self consumption as well as for their family members. | Contractual obligations | | | Caveat | | | Capacity to pay | People have limited capacity to pay high price | Capacity of people to pay high price is relatively more as compared to those in Panadura | Communication | Communication system is not very advanced. | Communication system has gradually enhanced. | Currency | All financial transactions are carried out in ‘Sri Lankan Rupee’. | All financial transactions are carried out in ‘Euro’. | Commitment | | | Channel | There is limited number of suppliers for sportswear raw materials. | There is limited number of suppliers for sportswear raw materials. |

Potential market entry mode:
There are three key international market entry options for Nike- franchisee, foreign direct investment (FDI) and joint venture. It has been identified that Nike already has excellent brand image globally. The brand is already present in Sri Lanka and Greece; however it merely has any presence in Agrinio and Panadura. Thus, the most effective mode of entering these two markets would be foreign direct investment in the form of own multi-brand stores. This would enable the organisation to retain maximum part of profitability and eliminate the scope of miscommunication and delay in decision making or product quality adulteration.
Present Marketing Mix: ‘Ps’ | Sri Lanka | Greece | Product | Offers wide variety of shoe, apparel and equipments. | Offers limited variety of shoe, apparel and equipments. | Price | High price | Competitive pricing | Place | Own stores along with other online and physical retail chains | Own stores along with other online and physical retail chains | Promotion | Celebrity endorsement | Celebrity endorsement | People | Employs highly skilled workforce | Employs experienced and skilled employees | Process | Offers online buying facilities | Offers online buying facilities | Physical evidence | Modern interior with sleek external elements | Greek interior |

Proposed Standardisation or adaptation of marketing Mix: ‘Ps’ | Panadura | Agrinio | Product | Standardisation | Adaptation | Price | Standardisation | Adaptation | Place | Standardisation | Standardisation | Promotion | Standardisation | Standardisation | People | Adaptation | Adaptation | Process | Adaptation | Adaptation | Physical evidence | Standardisation | Standardisation |

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...Omar Rochell Marketing MKT/421 April 7, 2011 Nikki Jackson Introduction Marketing is exposed to someone every day, even when they do not seem realize it. Driving down the roads you see billboards everywhere and that is part of marketing. Logos people were on their shirts and signs in the middle or on the sign of football fields are all part of marketing. Even when a child is marketing themselves to their parents to borrow the car or go to a party they are marketing themselves to their parents in exchange for the car or the party. A set of activities that will benefit both parties’ objectives is my own personal definition of marketing. This paper will be defining marketing in different perspectives. Discussing the importance of marketing in a organizational success will also be discussed with examples included from different organizations. As an organization it is important to know what marketing is and how to establish success. What is Marketing “Marketing is defined as the activity, set of institutions, and processes for creating, communicating, delivering, and exchanging offerings that will have value for customers, clients, partners, and society at large.”(American Marketing Association, 2011) Marketing is a process that helps links the consumer, customer, and public to information that will help identify and market opportunities. Marketing research will generate, and evaluate different types of market actions, monitor marketing performance, and help improve...

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...focus inward on the organization’s needs instead of outward (the customer’s needs). • Product is aimed at everyone. • Firms want to profit through maximizing sales volume. • Promotion to achieve goals. 2. Describe some of the characteristics of a firm that would follow a marketing orientation. Marketing orientation is “a philosophy that assumes that a sale does not depend on an aggressive sales force but rather than on a customer’s decision to purchase a product; it is synonymous with the marketing concept.” • Unlike sales orientation, a firm would focus outward on the customers wants and needs. • The goal of a firm is to satisfy customers wants and needs and delivering superior value. • The target is specific groups of people. • Where sales orientation profits by sales volume, marketing orientation firms profit with good feedback from customers or customer satisfaction. • It’s more about marketing and less about selling (less persuasion). • Firms identify what customers want and have businesses give them what they want efficiently. 3. In what ways does McDonald's embody both a marketing and a societal marketing orientation? Do some internet research if necessary. McDonald’s embodies a marketing orientation...

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...customer-focused and heavily committed to marketing. These companies share a passion for understanding and satisfying customer needs in well-defined target markets. They motivate everyone in the organization to help build lasting customer relationships based on creating value. Marketing is just as important for non-profit-making organizations as it is for profit-making ones. It is very important to realize that at the heart of marketing is the customer. It is the management process responsible for identifying, anticipating and satisfying consumer requirements profitability. Background The term ‘‘marketing’’ is derived from the word ‘‘market’’, which refers to a group of sellers and buyers that cooperate to exchange goods and services. The modern concept of marketing evolved during and after the revolution in the 19th and 20th centuries. During that period, the proliferation of goods and services, increased worker specialization and technological advances in transportation, refrigeration and other factors that facilitate the transfer of goods over long distances resulted in the need for more advance market mechanisms and selling techniques. But it was not until the 1930s that companies began to place a greater emphasis on advertising and promoting their products and began striving to tailor their goods to specific consumer needs. By the 1950s, many larger companies were sporting entire marketing departments charged with devising and implementing marketing strategies that would complement...

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...Abstract In the world of today with rude competition everywhere, customers’ expectations have become higher than ever. It is not the customers who come towards the products but it is the products which should make their way to the customers. And for this, only competitive businesses that are able to stimulate customers’ interests survive in the market. Therefore firms need to increase customers’ awareness about their products or services to be able to pull and encourage them to engage in purchase of their products. And as such, the promotional mix used by a company is really important for this task. The promotional mix in itself is very broad, consisting of various tools, like advertising, personal selling, direct marketing, public relation and sales promotion. To make the optimum use of these tools, marketers usually select them, depending on their budget and objectives, as well as the sector in which they operate (Kotler & Armstrong 1997). As such, research has been conducted on the use of promotional mix and research questions and objectives have been set. The methodology which will be used has been devised. We shall be doing a descriptive study through a survey questionnaire, in which there will be open as well as close ended questions and the questionnaire will be administered through personal interview that is direct, face-to-face. The sample size will be 100 persons and will all be customers of J Kalachand & Co Ltd. After the research, we will be...

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