Nike Case Analysis Nike is a world's leading supplier of athletic shoes and apparel. The company was founded in 1964, when it was selling shoes to athletes. It grow rapidly through the 1970’s, and expanded its product lines to produce footwear in the categories of running, training, basketball, casual shoes, and kids shoes. As the bloom faded from the domestic athletic footwear market, the company entered active apparel market in 1978. Nike made a series of strategic decisions in 1970’s and early
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Puma is one of the key sportswear firms globally that is involved in segments like sports clothing, footwear, and lifestyle products, where its core capabilities are in the field of manufacturing, designing, marketing and distribution of its products. The company has evolved over number of years to become € 2,738.8 million turnover firm in 2008 (FAME, 2009), however its roots can be traced back to the modest beginnings in the firm Gebruder Dassler Schuhfabrik by Rudi and Adi Dassler created in 1924
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Globalisation NIKE – just do it Introduction Nike, Inc. is an incorporated company that designs, develops and markets worldwide athletic footwear, apparel, equipment and accessories. Nike is the biggest seller of athletic footwear and athletic apparel in the world and creates designs for men, women and children. Nike employs both traditional and non-traditional distribution channels in almost 200 countries with primary market regions in the United States, Europe, Asia Pacific, and the Americas
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JOTORP 09126DEEPAK TUSHIR 09032GUSTAV TENERZ 09128SAIRAM KRISHNAN 09088SANJAY SHARMA 09090SUNANDA SURESH 09112 2 3. INDEX1. INTRODUCTION 1.1. BRIEF ANALYSIS OF INDUSTRY 1.2. BRIEF DEFINITON OF INDUSTRY 1.2.1.TRENDS IN THE INDUSTRY 1.2.2.MARKET ANALYSIS 1.2.3.MAJOR PLAYERS AND MARKET SHARES 1.3. MAJOR FORCES SHAPING THE INDUSTRY 1.3.1.PORTER S FIVE FORCES 1.4. PREDICTION FOR 2009-2010 1.5. THE COMPANY AND MAJOR PRODUCT LINES 1.5.1.BRIEF HISTORY OF COMPANY 1.6. FLAGSHIP PRODUCTS, MAJOR PRODUCT
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TRADED BUSINESS RIVALS…………………..3 Question 1…………………...……………………………………………………………3 PART II: OPPORTUNITY……………………………………………………………………..4 Question 1…………………………………………………………………………….…..4 Question 2………………………………………………………………………………...5 PART III: INDUSTRY ANALYSIS……………………………………………………………6 Question 1………………………………………………………………………………..6 Question 2………………………………………………………………………………..9 Question 3………………………………………………………………………………..9 Question 4……………………………………………………………………………….11 PART IV: STRENGTH
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0187 EPRA International Journal of Economic and Business Review Vol - 4, Issue- 1, January 2016 ISI Impact Factor : 1.259 (Dubai, UAE) Inno Space (SJIF) Impact Factor : 4.618(Morocco) JOB STRESS OF EXECUTIVE LEVEL EMPLOYEES: CASE OF APPAREL SECTOR IN SRI LANKA 1 Department of Human Resource Management, Faculty of Commerce and Management Studies, University of Kelaniya, Kelaniya, Sri Lanka Jayarathna, S. M. D. Y1 2 O MAS Intimates, Sri Lanka Rathnayake, L. R2 ABSTRACT
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Global Brand Management – Nike’s Global Brand Dr. Deanne Larson e-mail : larsonelink@aol.com Abstract: The purpose of this paper is to outline and analyze the ingredients of a successful global brand which has and can continue to sustain its global marketing goals. The brand analyzed in this paper is Nike, one of the top sporting goods manufacturers in the world. As part of the analysis of Nike’s global brand, a proposed brand strategy and supporting marketing program will be recommended using
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United States of America and Asia Pacific. With 700 employees at its three sites in Eastern Europe supplies products to over 6 million customers in 20 countries. Let’s analyse the potential of this highly lucrative clothing and footwear industry. Solely Shoe Industry has an annual revenue of about $360.1 billion. Europe is the largest market of shoes all over the world, while Asia-Pacific has the fastest growing shoe market at 7.9% CAGR. From 2007 to 2011, the percentage of shoes bought online has
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By 2001, the company had restructured its value chain activities, outsourcing 90% of its production and, in order to decrease costs, introducing a platform strat- had embraced the Internet, deciding in Ianuary 2000 to sell its new motorcycle, apparel and accessories exclusively online. Though this had been a risky deci- sion, it had been tremendously successful. Federico Minoli, President and CEO of Ducati.com, and Chair of the Board of Ducati Motor Holding, announced with pleasure that:
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brothers Rudi and Adi Dassler, former business partners who fell out in the late 1940s and spent the rest of their lives as bitter competitors. Puma built up a strong following over the next three decades as one of the two leaders in sporting shoes and apparel but was unprepared for the dramatic changes in the sportswear market which resulted from Nike's spectacular growth in the 1980s. By 1990 Puma was struggling on the brink of bankruptcy. The company was rejuvenated from 1993 onwards by a youthful new
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