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Case Nike
Nike is indisputably a giant in the athletics industry. But the Portland, Oregon, company has grown large precisely because it knows how to stay small. By focusing on its core competencies—and outsourcing all others—Nike has managed to become a sharply focused industry leader. But can it stay in front?
What Do You Call a Company of Thinkers?
It's not a joke or a Buddhist riddle. Rather, it's a conundrum about one of the most successful companies in the United States—a company known worldwide for its products, none of which it actually makes. This begs two questions: If you don't make anything, what do you actually do? If you outsource everything, what's left? A whole lot of brand recognition, for starters. Nike, famous for its trademark Swoosh™, is still among the most recognized brands in the world and is an industry leader in the $74.2 billion U.S. sports footwear and apparel market. And its 33% market share dominates the global athletic shoe market.
Since captivating the shoe-buying public in the early 1980s with legendary spokesperson Michael Jordan, Nike continues to outpace the athletic shoe competition while spreading its brand through an ever-widening universe of sports equipment, apparel, and paraphernalia. The ever-present Swoosh graces everything from bumper stickers to sunglasses to high school sports uniforms.
Not long after Nike's introduction of Air Jordans, the first strains of the “Just Do It” ad campaign sealed the company's reputation as a megabrand. When Nike made the strategic image shift from simply selling products to embodying a love of sport, discipline, ambition, practice, and all other desirable traits of athleticism, it became among the first in a long line of brands to represent itself as aiding customers in their self-expression as part of its marketing strategy.
Advertising has played a large part in Nike's continued success.

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