Etude de cas: l'entreprise Nike (document en anglais)

Nike

General presentation of company

Nike, Inc. is an American multinational corporation that is engaged in the design, development and worldwide marketing and selling of footwear, apparel, equipment, accessories and services. The company is headquartered near Beaverton, Oregon, in the Portland metropolitan area. It is the world's leading supplier of athletic shoes and apparel and a major manufacturer of sports equipment, with revenue in excess of US$24.1 billion in its fiscal year 2012 (ending May 31, 2012). As of 2012, it employed more than 44,000 people worldwide. The brand alone is valued at $10.7 Billion making it the most valuable brand among sports businesses. Nike and Precision Castparts are the only Fortune 500 companies headquartered in the state of Oregon, according to The Oregonian.

The company was founded on January 25, 1964 as Blue Ribbon Sports by Bill Bowerman and Phil Knight, and officially became Nike, Inc. on May 30, 1978. The company takes its name from Nike, the Greek goddess of victory. Nike markets its products under its own brand, as well as Nike Golf, Nike Pro, Nike+, Air Jordan, Nike Skateboarding, and subsidiaries including Cole Haan, Hurley International, Umbro and Converse. Nike also owned Bauer Hockey between 1995 and 2008. In addition to manufacturing sportswear and equipment, the company operates retail stores under the Nike town name. Nike sponsors many high-profile athletes and sports teams around the world, with the highly recognized trademarks of "Just Do It" and the Swoosh logo.

Portfolio

NIKE, Inc.’s wholly-owned affiliates are Cole Haan, Converse Inc., Hurley International, LLC, NIKE Golf, and Umbro, Ltd. At the end of fiscal 2011, NIKE, Inc.’s affiliate businesses contributed approximately $2.7 billion of the company’s $20.9 billion in revenue. As part of their growth strategy, they continue to invest in opportunities that will generate the highest possible long-term returns.

Strategy

Their vision is to enable NIKE, Inc. and their consumers to thrive in a sustainable economy, one where people, planet and profit are in balance. To do this, they will:

• Innovate to deliver enterprise-level sustainability solutions

• Integrate sustainability into the heart of the NIKE, Inc. business model

• Mobilize key constituents (civil society, employees, consumers, government and industry) to partner in scaling solutions

Building on what they've learned on their corporate responsibility journey, they're thinking in new ways about each element of their strategy

Geography.

Nike has contracted with more than 700 shops around the world and has offices located in 45 countries outside the United States. Most of the factories are located in Asia, including Indonesia, China, Taiwan, India, Thailand, Vietnam, Pakistan, Philippines, and Malaysia.

Key numbers

It is the world's leading supplier of athletic shoes and apparel and a major manufacturer of sports equipment, with revenue in excess of US$24.1 billion in its fiscal year 2012 (ending May 31, 2012). As of 2012, it employed more than 44,000 people worldwide. The brand alone is valued at $10.7 Billion making it the most valuable brand among sports businesses. Nike and Precision Cast parts are the only Fortune 500 companies headquartered in the state of Oregon.

General presentation of market with general tendencies

When it comes to campaigns in Brazil, one size does not fit all. Ad campaigns need to be tailored around Brazil’s five macro regions, each of which has its own unique characteristics and diverse backgrounds. For example, the North East is an emerging sub-market sometimes referred to as the ‘China of Brazil’. The region’s nine states are home to 30% of the population and families there are larger, with more children, and 43% of homes have four or five residents. Here, neighborhood grocery stores are more popular than big supermarkets, while consumers are highly sensitive to low prices and pro¬motional efforts.

Brazilian’s love of creativity, color and spontaneity is evident in all walks of life and a number of advertising campaigns and initiatives reflect this.

Outdoor advertising remains illegal in Sao Paulo. In 2007, mayor Gilberto Kassab, passed ‘Clean City’ laws after becoming unimpressed with the “visual pollution” caused by the city’s 8,000 billboard sites, many of which were erected illegally. The changes were greeted with huge public approval. Advertisers have adjusted and found alternative strategies,

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