Nike Checkpoint 2

BO A M E N T , C O L I N B E S T , B R E N D A N C O U G H L I N , D A R R I E N H O R N , C H A S E F R E R K I N G ,

D A N I E L J O N E S , DY L A N M O R G R E T , A A R O N P L AT T S

NIKE INC.CHECKPOINT 2: STRATEGY FORMULATION, IMPLEMENTATION, FIT & PERFORMANCE

STRATEGY FORMULATION & IMPLEMENTATION: 7S FRAMEWORK

SOGs,SGs, VMPGs,

Strategy(as Plan)

Strategy(as Position)

Structure(OS)

Style(OC)

Systems(VCA)

Skills(VRIO/CC)

Staff(OL, VCA)

StrategyFormulation

StrategyImplementation

• Main Idea: Greater fit amongst subsystems leads to

greater organizational effectiveness

CHECKPOINT 2: PRESENTATION OUTLINESTATEGY FORMULATION

SOG’S: Vision, Mission, Purpose, Goals, and “Mantra”STRATEGY: Business-Level Strategic Positioning

STRATEGY IMPLEMENTATIONSKILLS: VRIO Framework/Core CompetenciesSTYLE: Organizational Culture AnalysisSTRUCTURE: Organizational Structure Analysis

STRATEGY FIT AND PERFORMANCEFIT: Modified 5S AnalysisPERFORMANCE: Financial Analysis

APPENDIX AND REFERENCES AT END

STRATEGY FORMULATION STRATEGY IMPLEMENTATION FIT AND PERFORMANCE

STRATEGY FORMULATION: SUPERORDINATE GOALS

SOGs,SGs, VMPGs,

Strategy(as Plan)


Structure(OS)

Style(OC)

Systems(VCA)

Skills(VRIO/CC)

Staff(OL, VCA)

StrategyFormulation





Mission Vision Purpos

e Goals Mantra



Mission: “To bring inspiration and innovation to every athlete in the world.”


e Goals Mantra



Vision: “If you have a body, you are an athlete.”

Design a shoe for everyone Using high quality materials Made ethically (wages and work conditions) Safe for the Planet

Purpose: “Nike is dedicated to serving athletes and helping them reach their full potential”

‘Continually innovate to remain sustainable’Create value for shareholders Missio

n Vision Purpose Goals Mantr

aSTRATEGY FORMULATION STRATEGY IMPLEMENTATION FIT AND PERFORMANCE


Goals: We Strive for Innovation that: Serves the athlete Grows the company Delivers inspiration Minimize Waste (Recycling ‘Reuse a Shoe’

program Promote Social Responsibility Focus on innovation, collaboration,

transparency and advocacyMissio

n Vision Purpose Goals Mantra



• Tagline: “Just Do It!”• Mantra: “Authentic, athletic

performance”


e Goals Mantra




S T R E N G T H S Great customer loyalty

High profitability

Sponsorship Pride

Global environmental recognition

W E A K N E S S E S Too geared towards

the athlete and less towards their average consumer.

Mission statement is too broad, needs to be more specific


STRATEGY FORMULATION: STRATEGY AS POSITION

SOGs,SGs, VMPGs,

Strategy(as Plan)


Structure(OS)

Style(OC)

Systems(VCA)

Skills(VRIO/CC)

Staff(OL, VCA)

StrategyFormulation




Broad Differentiation

Broad Low Cost

Focused Differentiation

Focused Low Cost

Broa

d Na

rrow

Differentiation Low Cost

Scop

e of

adv

anta

ge

Type of AdvantageStrategy: Porter’s Strategy Typology



Type of Advantage: Differentiation• Perception of uniqueness:

• Nike gives the customer the ability to customize their own shoes with colors, shapes and their name on the shoe.

• Nike’s brand is used by top athletes around the world• Willingness to pay a premium price:

• On average Nike’s customers pay over twice the world average price for a running shoe

• Over 50% of the shoe sales greater than 85% are Jordan’s• Exclusive/Original content:

• Nike’s designers are constantly coming out with original and new designs of shoes that competitors then copy, such as: Shocks, Nike SB, Air Max, etc.



Strategy Formulation: Business Level Strategic

Positioning Scope of Advantage: Broad

• Diverse Demographic: • People of all ages, race and sex wear Nike shoes and

apparel for a wide variety of uses.• Wide Geographic:

• Nike has a presence on every continent and provides its products to every country in the world, touching a wide base of different cultures.

• Variety of Usage: • Nike makes all sorts of shoes that serve a variety of

purposes such as shoes for: Runners, Soccer, Skateboarding, Leisure, Formal, etc. There is a shoe for everybody.



Strengths & Weaknesses: Business Level Strategy


STRATEGY FORMULATION: STRATEGY AS POSITIONS T R E N G T H S

• High differentiation allows Nike to reach a wide variety of consumers that look to be unique.

• Globally positioning themselves all over the World makes it fast and easy to produce and deliver products.

W E A K N E S S E S

High prices make switching costs lower for some consumers; potentially switch to lower cost rivals.

STRATEGY IMPLEMENTATION: SKILLS

SOGs,SGs, VMPGs,

Strategy(as Plan)


Structure(OS)

Style(OC)

Systems(VCA)

Skills(VRIO/CC)

Staff(OL, VCA)

StrategyFormulation






Resources Valuable Rare Inimitability Organization

Leadership XDiversity XAccessibility XProduct Differentiation XCustomer Service XSupply Chain X XCulture X XEndorsements X XCorporate Social Responsibility X XMarketing/Advertising X X XResearch & Development X X XBrand Awareness X X X XInnovation X X X XEfficiency X X X XConsumer Loyalty X X X X


VRIO ANALYSIS

CORE COMPETENCIES METAPHOR

The Approach:

Core Competen

cies

• Brand Awareness

• Innovation• Efficiency• Consumer Loyalty

The Dunk: End

Products

•High quality Footwear/Apparel

•Advanced technological products

•Equipment



The Grip: Core

Products

• Soles• Fabrics

VRIO AND CORE COMPETENCIESS T R E N G T H S

Nike’s combination of financial resources, global supply chain, and decades of established vendor relationships makes the firm incredibly efficient.

Few companies are as globally recognized as Nike. This is in part due to their extensive marketing campaigns.

Nike has an extensive R&D program. This allows them to stay at the forefront of their industry, as they consistently release innovative and technologically advanced products.

W E A K N E S S E S Although Nike has strived to

better their image of CSR, there are still allegations of abuse and mistreatment of employees in some factories

While Nike is incredibly profitable, their income is heavily dependent on their share of the footwear market. If for some reason their market share were to diminish, the company may face financial hardships.



STRATEGY IMPLEMENTATION: STYLE

SOGs,SGs, VMPGs,

Strategy(as Plan)


Structure(OS)

Style(OC)

Systems(VCA)

Skills(VRIO/CC)

Staff(OL, VCA)

StrategyFormulation



greater organizational effectivenessSTRATEGY FORMULATION STRATEGY IMPLEMENTATION FIT AND PERFORMANCE

ORGANIZATIONAL CULTURE ANALYSIS

Cohesive Strong

Non-cohesiveWeak

Focus on “Production”Impersonal

Focus on “People”Humanistic

BureaucraticStability

AdaptiveChange

Risk-seekingInnovative

Risk-averseSecurity

Focus on “Performance” Pressurized/Get Results

Focus on “Effort” (or not)Enjoy the Process

Outcome Orientation

Support Orientation

Change Orientation Risk Orientation

Strength Orientation

5

4

5

4

5

4

5

45

4

1

2

11

2

1

1

2

2

3

1

3

3 3

3 2



ORGANIZATIONAL CULTURE: STRENGTH ORIENTATION: 4

• Cult-like culture • Nike’s tribal identity: “We have the best-kept secrets”• Employees are said to quote the 11 Maxims of Nike

– Similar to the Ten Commandments• Nike’s story and history is embedded into employees

• Quote from one of Nike’s GMs:– “It’s about making sure that every person in the system adopts a different

world view, sense of purpose and approach to their job.”

1 2 3 4 5Non-CohesiveWeak

CohesiveStrong



ORGANIZATIONAL CULTURE: CHANGE ORIENTATION: 3.5

1 542 3Bureaucratic

Stability Adaptive Change

• “To fulfill our potential we know we need to operate in completely new ways, making sustainability integral to our innovation and performance.” (Mark Parker, Nike President

& CEO)• After trouble regarding illegal manufacturing practices, Nike became the 1st company in the

industry to voluntarily disclose names of all contract factories producing Nike products.• Nike launched Making, which is an app that helps designers and product creators make

informed decisions about the environmental impacts of materials they choose.• 33,000 employees worldwide, yet only 14 (board of directors) make the important decisions

regarding the company.• Every year Nike requires all employees to read and verify they read the code of ethics, “Inside

the Lines”



ORGANIZATIONAL CULTURE: SUPPORT ORIENTATION: 2.5

1 2 3 4 5Focus on “People”Humanistic

Focus on “Production”Impersonal

• During the 1990s and early 2000s, people accused Nike of sweatshop labor: This proved to be an impersonal process stated by then Nike director, Todd McKean, “Hey, we don't own the factories. We don't control what goes on there.

• Forbes ranked Nike #317 on the list of America’s best employers, significantly lower than other billion dollar companies such as, Google(1). This position shows Nike is more concerned with production than what will make the employees happier.

• Four core principles for Nike management team:- Lead - Coach - Drive - Insprire

• "Figure out where you want your career to go, and when you see something that would help you get there, ask us for it.” (Nelson Farris, Nike’s head of corporate education)

Nike is a company that aims to foster creativity and innovation amongst its employees, yet the results do not always coincide with that belief. Using the four principles and the 11 maxims to guide their

employees, Nike works to be humanistic, but when the company is as large as Nike, ideas and get lost in the shuffle, allowing for numerous impersonal moments.



ORGANIZATIONAL CULTURE ANALYSIS

S T R E N G T H S

Strong cult-like culture

Focus on helping employees grow

Industry leading results

W E A K N E S S E S

Bureaucratic decision-making

High R&D costs from risk seeking



STRATEGY IMPLEMENTATION: STRUCTURE

SOGs,SGs, VMPGs,

Strategy(as Plan)


Structure(OS)

Style(OC)

Systems(VCA)

Skills(VRIO/CC)

Staff(OL, VCA)

StrategyFormulation





ORGANIZATIONAL STRUCTURE ANALYSISHIERARCHY OF AUTHORITY DIMENSION


ORGANIC STRUCTUREFlat, horizontal

hierarchy.

HIERARCHY OF AUTHORITY

The extent to which there are many (or few) levels in the

organization’s hierarchy.

1 2 3 4 5 6 7 8 9 10

MECHANISTIC STRUCTURE

Tall, vertical hierarchy.

• PHILLIP H. KNIGHT (CHAIRMAN OF THE BOARD OF DIRECTORS)• MARK PARKER (PRESIDENT AND CEO, NIKE, INC.)• TREVOR EDWARDS (PRESIDENT, NIKE BRAND)• DAVID AYRE (EVP, GLOBAL HUMAN RESOURCES)• DON BLAIR (EVP AND CFO)• JEANNE P. JACKSON (PRESIDENT, PRODUCT & MERCHANDISING)• HILARY KRANE (EVP, CHIEF ADMINISTRATIVE OFFICER)• JOHN SLUSHER (EVP, GLOBAL SPORTS MARKETING)• ERIC SPRUNK (CHIEF OPERATING OFFICER)• CORPORATE GOVERNANCE• BOARD OF DIRECTORS


ORGANIZATIONAL STRUCTURE ANALYSISFORMALIZATION DIMENSION


ORGANIC STRUCTUREFew (formal)

written rules and regulations; more

informal approach.

FORMALIZATION

The extent to which rules exist in written form and

cover a wide range of contingencies.1 2 3 4 5 6 7 8 9

10

MECHANISTIC STRUCTURELots of (formal)

written rules and regulations; “by

the book” approach.

• Nike’s subsidiaries reap minor independence within definitively set boundaries.

• Projects that exceed limits placed by regional headquarters or global headquarters do need approval of the region

• Nike’s contracted manufactures are required to comply with their “code of conduct”

• Environmental and sustainability requirements – suppliers

• The 11 Nike Maxims that all employees follow


ORGANIZATIONAL STRUCTURE ANALYSISSPECIALIZATION DIMENSION


ORGANIC STRUCTURE

Employees perform a wide

range of tasks in their job; fluid

roles; overlapping tasks.

SPECIALIZATION

The extent to which tasks are

subdivided into separate jobs.

1 2 3 4 5 6 7 8 9 10

MECHANISTIC STRUCTUREEach employee performs only a narrow range of tasks; rigid roles;

task are separated with little/no overlap.

• Nike uses a functional structure to divide up activities and decentralizes control within the design process to individual teams

• Nike’s specialization within the company has lead to departmentalization (footwear, apparel, equipment, marketing/sales)

• Nike has succeeded by remaining flexible in a volatile market by using subcontracting relationships overseas in low labor-cost countries


ORGANIZATIONAL STRUCTURE ANALYSISOVERALL STRUCTURE ANALYSIS


FORMALIZATION8

CENTRALIZATION 5

STANDARDIZATION5

SPECIALIZATION 8

HIERARCHY OF AUTHORITY3

OVERALL STRUCTURAL ANALYSIS5.8

AMBIDEXTROUS


ORGANIZATIONAL STRUCTURE ANALYSISSTRENGTHS AND WEAKNESSES


STRENGTHS• Standardization: Nike gives its employees flexibility (with

specific guidelines) to continuously innovate• Formalization: Employees know exactly what is expected from

them (11 Nike Maxims)• Centralization: The structural levels throughout the

organization overall make Nike more efficientWEAKNESSES• Specialization: Most of the income comes from footwear

segment – may need to emphasize moreszk on other segments• Hierarchy of Authority: Nike’s matrix structure places multiple

responsibilities within reporting lines throughout various business units which can prove problematic


ORGANIZATIONAL FIT & PERFORMANCE

SOGs,SGs, VMPGs,

Strategy(as Plan)


Structure(OS)

Style(OC)

Systems(VCA)

Skills(VRIO/CC)

Staff(OL, VCA)

StrategyFormulation



greater organizational effectivenessSTRATEGY FORMULATION STRATEGY IMPLEMENTATION FIT AND PERFORMANCE


MODIFIED 5S ANALYSISSuperordinate Goals Position Structure Style Skills

Superordinate Goals

Position

Structure

Style

Skills



MODIFIED 5S ANALYSISBest Fits


SOG’s & PositionSkills & Position

Both “best fits” relate to Nike’s extremely strong positioning

Reaching every athlete everywhere made possible through broad differentiation

“PUPPY” achieved through effectively communicated SOGs, top-down

Excellent core and end products teamed with top-notch distribution & manufacturing system = SOGs satisfied


MODIFIED 5S ANALYSISWorst Fits


Structure & SOGs

Style & SOGs

Both weaknesses point to issues with compatibility of the flat, mechanized, sometimes-bureaucratic organization with the goals of CSR, inspiration, and advocacy


MODIFIED 5S ANALYSIS

Overall Subsystem Fit Very Good


If 7S Thesis holds, then financial performance should be “very good” as well

ORGANIZATIONAL FIT & PERFORMANCEFINANCIAL ANALYSIS

Key takeaway: Nike is turning over inventory at a rate at least 30% greater than key industry competitors, implying strong sales and effective inventory

management practices.

2010 2011 2012 2013 20140

1

2

3

4

5

6

Activity: Inventory Turnover

Nike Under Armour Puma Adidas/Reebok

COGS

/Ave

rage

Inve

ntor

y

Activity - Inventory Turnover2010 2011 2012 2013 2014

Nike 4.64 4.77 4.5 4.21 4.16Under Armou

r2.93 2.82 2.97 3.03 3.13

Puma 3.45 3.1 3.11 2.98 2.9Adidas

/Reebo

k3.49 3.04 3.13 2.87 2.95



2010 2011 2012 2013 20140

5

10

15

20

25

30

Profitability: Return on Equity (ROE)


NI a

s a %

of E

quity

Key takeaway: Nike has set the bar for the Textile and Apparel industry, achieving ROE greater than 20% every year with consistent and stable growth. Nike’s ROE indicates it is effectively using shareholder funds to

generate profits.

Profitability - ROE (%)2010 2011 2012 2013 2014

Nike 20.67 21.77 21.92 23.08 24.5

Under Armour

15.27 17.1 17.67 17.36 17.31

Puma 15.4 15.38 4.38 0.34 4.11

Adidas/Reebok

13.52 13.5 9.87 14.58 8.82


ORGANIZATIONAL FIT & PERFORMANCEFINANCIAL ANALYSIS – SUMMARY

Overall Financial Performance = Excellent

At or near industry leader in almost all financial ratio analyses



S T R E N G T H S

SOG & Position fitSkills & Position fitROEInventory Turnover

W E A K N E S S E S

Skills & Style Structure & SOG


ORGANIZATIONAL FIT & PERFORMANCEMODIFIED 5S & FINANCIAL ANALYSIS SUMMARY


Modified 5S Analysis:

Over fit = Very Good

Financial Analysis:Financial

Performance = Excellent

7S Framework holds

APPENDIXComplete Organizational Culture AnalysisComplete Organizational Structure AnalysisComplete Financial AnalysisReferences

ORGANIZATIONAL CULTURE: OUTCOME ORIENTATION: 5

• “Because we are Nike, we have a very powerful and very high profile brand. Along with those come extremely high expectations, as well as very high

demand with a very low timeframe” (Shawn Browning, Nike Facility Manager).• Quote from Professional Retailstore Maintenance Association

– “Working with Nike, Inc.’s Facilities maintenance department to changing a tire on a car going 65 miles per hour down the road” (Former Supplier of Nike).

• Accelerated innovation to maintain sustainability

1 2 3 4 5Focus on “Performance”Pressurized/Get Results

Focus on “Effort” (or not) Enjoy the Process



ORGANIZATIONAL CULTURE: RISK ORIENTATION: 5

1

52 3 4

Nike’s culture stresses risk, and more importantly, innovation. Using a highly differentiated mindset, Nike aims to be the first company to expand its products

and is unafraid of risks.

Risk-seeking Innovative

Risk-averse Security

• Expanded to Canada in 1972 (Giving Nike their global recognition), now located in +24 countries

• According to Fast Company, leading business media brand, Nike was the #1 most innovative company of 2013

• “My fear is being this big, slow, constipated, bureaucratic company that’s happy with its success.” (Mark Parker, Nike President & CEO)

• Example of innovation: Flyknit Racers, which are lightest running shoe at 5.6 ounces



ORGANIZATIONAL STRUCTURE ANALYSISSTANDARDIZATION DIMENSION


ORGANIC STRUCTUREPeople are free to

create and introduce new ideas which

means their organizations are less likely to routinely do things the same way

after time.

STANDARDIZATION

The extent to which things are done the

same way, time after time.

1 2 3 4 5 6 7 8 9 10

MECHANISTIC STRUCTUREOrganization

consistently and routinely does

things the same way, time after

time.• “Nike can respond to changes in sports shoe fashion very quickly.

Using its global computer system, it can, literally overnight, change the instructions it gives to each of its suppliers so that, within a few weeks, its foreign manufacturers are producing new kinds of shoes.” – Hill, Jones

• The Nike Swoosh is used as a pattern standardization tool among all levels of promotional/advertising functions

• Nike divides product lines into specific customer categories – specific, individual customer groups


ORGANIZATIONAL STRUCTURE ANALYSISCENTRALIZATION DIMENSION


ORGANIC STRUCTURE

Decision making is delegated to empowered

individuals at lower levels in the organization.

CENTRALIZATION

The extent to which decisions are

made at or near the top of the organization’s

hierarchy.1 2 3 4 5 6 7 8 9

10

MECHANISTIC STRUCTUREDecisions are

made at or near the top of the organization.

• Global headquarters is at the top of the hierarchical decision-making matrix and also manages Nike’s regional operations/all major markets

• Regional headquarters adds an additional layer to make the structure more effective/efficient by reducing complexity

• Regional headquarters allows for leverage in financial/management operations and also enhances supply chain management



SG&A expenses cover everything from direct selling expenditures to salaries of non-sales personnel, rent, etc. When normalized against revenue and compared to other industry firms, SG&A expenses can give insight into whether management is spending efficiently or wasting

valuable cash flows.

Key takeaway: Over the past five years, Nike has consistently spent a lower percentage of its revenues on SG&A expenses, suggesting efficient sales and effective monetary controls in

comparison to industry firms.

2010 2011 2012 2013 201405

101520253035404550

Selling, General, & Administrative Expenses (% of Revenue)


% o

f Rev

enue

Selling, General, & Administrative Expenses (% of Revenue)

2010 2011 2012 2013 2014

Nike 34.45 33.14 30.34 30.80 31.53Under Armou

r39.30 37.45 36.55 37.27 37.55

Puma 38.02 37.65 42.70 42.97 40.82Adidas

/Reebo

k41.23 40.54 42.36 41.87 42.57


Liquidity ratios, such as the Quick and Current ratio, provide a look into a firm’s ability to pay off its short-term debt obligations. The higher the liquidity ratio, the larger the margin of safety from insolvency.

Key takeaway: Quick Ratio (QR) was used to eliminate significant inventory differences, as Nike carries noticeably less of its current assets in inventory (25-28%) than other key industry competitors (34-41%). Nike has remained at or near the top of its industry in terms of QR, suggesting strong management of short-term

assets and sufficient protection against bankruptcy in the short term.

2010 2011 2012 2013 20140.00

0.50

1.00

1.50

2.00

2.50

Liquidity: Quick Ratio


Quick

Ass

ets/C

urre

nt L

iabilit

ies

Liquidity Ratio - Quick Ratio

2010 2011 2012 2013 2014

Nike 2.32 1.94 1.82 2.31 1.71

Under Armour 2.00 1.64 2.02 1.29 2.05

Puma 1.19 1.22 1.18 1.23 1.15

Adidas/Reebok 0.83 0.79 0.87 0.77 0.92


Leverage ratios provide a measure of how indebted the firm is. The Debt/Equity (D/E) ratio in particular depicts how aggressive firm’s are with financing its activities with debt, versus equity. Aggressive debt

financing can amplify shareholder returns, but can also contribute to volatile earnings.

Key takeaway: Nike’s D/E ratio is similar to other key industry competitors, and indicates Nike is no more/less aggressive with debt financing than most industry competitors (exception: Adidas). The graph

does depict Nike, and the industry, becoming more aggressive with debt financing over time.

2010 2011 2012 2013 20140

0.2

0.4

0.6

0.8

1

1.2

1.4

Leverage: Debt/Equity Ratio


Tota

l Deb

t/Tot

al Eq

uity

Leverage - Debt-to-Equity Ratio (total debt/total equity as a %)

2010 2011 2012 2013 2014

Nike 47.84% 52.37% 48.97% 57.62% 71.78%

Under Armo

ur35.81% 44.50% 41.62% 49.76% 55.19%

Puma 70.71% 60.87% 58.99% 55.24% 59.02%

Adidas/

Reebok

129.83%

113.54%

119.96%

111.48%

120.91%


Profitability ratios such as ROE and ROA provide a metric to analyze a firm’s ability to generate earnings relative to various balance sheet accounts. ROA gives an idea of how efficient

management is at using assets to generate income, with a higher ROA implying more effective use of assets.

Key takeaway: While Under Armour is setting the industry standard, Nike is right behind, exhibiting strong and consistent returns on assets compared to industry firms.

2010 2011 2012 2013 201402468

101214161820

Profitability: Return on Assets (ROA)


NI a

s a %

of A

sset

s

Profitability - ROA (%)2010 2011 2012 2013 2014

Nike 13.78 14.5 14.55 15.04 14.89Under Armo

ur15.27 17.1 17.67 17.36 17.31

Puma 9.23 9.3 2.75 0.22 2.64Adida

s/Reebo

k5.82 6.1 4.56 6.77 4.08

REFERENCES"1.3 About Nike Inc - NIKE, Inc." 1.3 About Nike Inc - NIKE, Inc. N.p., n.d. Web. 4 Apr. 2015.Barbara, Brenner. Inside the NIKE Matrix * (n.d.): n. pag. Jörn Ambos and Bodo B. Schlegelmilch, The New Role of Regional Management , 2010, Hampshire: Palgrave Macmillan, 2010. Web. 2015.Brown, Melanie. "“It’s Not About the Shoes”: How Nike’s Advertising Crosses Borders and Transcends Nationality." Melanie Brown, 19 June 2011. Web. 14 Apr. 2015.Chiles, Todd. "Management 4970 - Strategic Management." Columbia, January 2015. 11. 05 April 2015.Farfan, Barbara. "Company Mission Statements." About Money. N.p., n.d. Web. 3 Apr. 2015.Hill, Charles, and Gareth Jones. Strategic Management: An Integrated Approach. N.p.: Cengage Learning, n.d. Cengage Learning, 27 Oct. 2007. Web. 14 Apr. 2015.Jackson, Lisa. "How Nike Drives Innovation & Change." Corporate Culture Pros. N.p., 03 June 2013. Web. 15 Apr. 2015.Jay, Mary Lou. "Nike, Inc.: High Profile Brand, High Expectations." January 2015. ServiceChannel. 14 April 2015. <http://corp.servicechannel.com/wp-content/uploads/2014/07/PRSM-JanFeb2015-Nike-High-Profile-Brand-High-Expectations-1.pdf>.Kollegian, Les. Nike's 11 Maxims. 22 June 2010. 14 April 2015. <http://www.jacobtyler.com/nikes-11-maxims/>.Loth, RIchard. Profitability Indicator Ratios. n.d. 12 April 2015. <http://www.investopedia.com/university/ratios/profitability-indicator/>.Mergent Online. n.d. 9 April 2015. <http://www.mergentonline.com/login.php>.“Nike. Corporate Social Responsibility.” Workers and Factories. Overview - NIKE, Inc. N.p., n.d. Web. 10 Apr. 2015. http://www.nikebiz.com/crreport/content/workers-and-factories/3-1-0-overview.php?cat=overviewNike Inc FInancial Statements. n.d. 09 April 2015. <http://financials.morningstar.com/balance-sheet/bs.html?t=NKE>"Nike Makers." Nike Makers. N.p., n.d. Web. 15 Apr. 2015.Nisen, Max. "At Nike, Workers Quote The Company's Maxims Like The Ten Commandments." Business Insider (2013)."Nike Sustainability Timeline." Nike Sustainability Timeline. N.p., n.d. Web. 15 Apr. 2015.Pradhan, Phoebe. "Nike Strives to Overcome Sweatshop Abuse - The Borgen Project." The Borgen Project. N.p., 15 Feb. 2014. Web. 10 Apr. 2015. http://borgenproject.org/nike-strives-to-overcome-sweatshop-abuse/Riper, Tom V. "Nike Risks Millions Going All In With McIlroy." Forbes. Forbes Magazine, 15 Jan. 2013. Web. 7 Apr. 2015. http://www.forbes.com/sites/tomvanriper/2013/01/15/nike-risks-millions-going-all-in-with-mcilroy/"The Secret To Brand Loyalty We Can All Learn From Nike." Social Media Agency Social Control. N.p., 07 Jan. 2015. Web. 6 Apr. 2015. http://socialcontrol.com/the-secret-to-brand-loyalty-we-can-all-learn-from-nike/Vogel, Lorrie. "Nike's Gameplan for Growth that's Good for All." 11 May 2012. Management Innovation eXchange. 14 April 2015. <http://www.managementexchange.com/story/nike%E2%80%99s-gameplan-growth-that%E2%80%99s-good-all>.Wharton Research Data Services. n.d. Wharton University of Pennsylvania. online database. 8 April 2015. <https://wrds-web.wharton.upenn.edu/wrds/ds/finstate/indexqtr.cfm>."Working at NIKE." Glassdoor. N.p., n.d. Web. 7 Apr. 2015. http://www.glassdoor.com/Overview/Working-at-NIKE-EI_IE1699.11,15.htm

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http://borgenproject.org/nike-strives-to-overcome-sweatshop-abuse/

http://www.forbes.com/sites/tomvanriper/2013/01/15/nike-risks-millions-going-all-in-with-mcilroy/

http://socialcontrol.com/the-secret-to-brand-loyalty-we-can-all-learn-from-nike/

http://www.glassdoor.com/Overview/Working-at-NIKE-EI_IE1699.11,15.htm

Nike Checkpoint 2

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Transcript of Nike Checkpoint 2