ANALYSIS OF NIKES MANAGEMENT STRATEGY

Currently, Nike not only delivers footwear at the global competitive price but also provide over 40% athletic apparel, subsidiary ventures, and sports-related equipment’s (UKEssays. Nike upholds both non-traditional and traditional distribution channels in over 100 countries including US, Pacific Asia, Africa, and Europe. Nike exploits over 30, 000 retailers, factory stores, Town stores, and internet-based websites to sell their products. Nikes dominates 46% global market share on sales of athletic footwear (Almaney, 2017). Through aggressive marketing, quality production and innovation, Nike can achieve the premier position. Nike has effectively managed to utilize Porter's theory to sustain the challenges and central straight line of defense in its value economic era. How the Nike’s handled the threats of new entry Through innovation, Nike creates a new brand.

New brands not only lure new consumers but also give existing customers a reason to purchase the products of Nike. New Entrants build economies of scales for Sport Now to lower fixed costs per unit. Expansion in capacity building and ventures in the research and developments (Almaney, 2017). Buyers bargaining Powers Consumers usually demand to purchase a lot of quality goods available on the market at a minimal cost as possible. The trends finally pile pressure on (Nike Glazer, 2013). The customers are always right. However small they are they possess a higher bargain power especially during these digital errors where one negative tweet on a product or company droves a massive sales loss. Buyers have the complicated possibility of demanding many discount offers.

Existence player’s rivalry Fierce competition among rivalry is likely to drive down the prices and reduce Nike’s profitability. Nike maneuvers in an intense competitive sportswear industry, but the race does not take the long-term profitability of the firm. Establishing sustainable differentiation and creating an achievement scale. Nike also coordinates with competitors to expand the size of the market instead of competing on small and squeezed market. VRO framework Assessing Nike’s financial records give insight understanding and deduce the firm’s potential future growth. Major competitors of the firm do not outsource the production despite the global developments. Outsourcing is not necessarily rare, but with the new entrants, it becomes next to impossible imitating the Nike. Market and Production: Nike is a giant and famous company with its brands everywhere.

It sponsors individual athletes and the wide verity of sports tournaments and charity events. It believable that the Nike strategy of marketing and the team that produces highly innovates products is the key to company success and intense competitor. The strategy designs make assumptions about the firm’s hierarchy’s top management who makes important decisions and lower level management who implement the decisions — important design strategy to management. It comprehensively covers the planning and analysis strategy. It offers a basic approach to managing the complexity that logically structured in the firm. It is a value approach by to the critical stakeholders. The design strategy is deeply rooted in the educations system and people’s way of thinking. Variety strategy creates a context instead of policy.

Discourse strategy Discourse strategy lens views the management in linguistics terms. The managers spend several times communicating, and the company communicates they discourse strategy through the presentation of the yearly report, press release and vision statement. The company familiar and regularly communicate their plan by issuing a command strategy in language, for instance, the history of the firm, present state and the future focus. A COMPREHENSIVE ANALYSIS AND EVALUATION OF TWO SUITABLE STRATEGIC CHOICE Nike uses a combinative strategy gain competitive advantage. Good examples is an increase in distribution channels and stores outlets in the US to increase the sales and reach out for the American consumers. Nike’s strategy was used as a secondary intensive growth plan since Nike had already significant dominance in the international market (Parnell, 2017).