Nike Inc.
Introduction
Nike, Inc. was founded between 1964 and 1978. Its headquarters are in Oregon, which is in Beaverton. Both Phil Knight and Bill Bowerman created the company (Beresin, 2011). The company's initial retail outlet was opened in 1966, which led to the creation of the Nike shoe brand in 1972. In 1978, the company gained Nike's name, making it go public two years later (Beresin, 2011). Currently, it has retail outlets and distributors in more than 170 nations, and it has diversified its product line and expanded massively after making several acquisitions (Beresin, 2011). For example, it purchased Canstar Sports, Umbro, and Converse, Inc. The company's primary market is sporting products, and in 1966, it marketed the products for extreme sports like snowboarding and mountain biking (Beresin, 2011). Recently, Nike has begun selling accessories in the sporting technologies. They include portable heart-rate monitors and even high wrist compasses. Nike has several goals and operations, and its organizational structure helps it improve, and power and politics have a role to play in its activities.
Organizational Goals
Nike's existence is mainly done to follow its vision, values, goals, and mission, considering all the stakeholders. The firm's goal is to bring innovation and inspiration to every athlete globally. It also hopes to supply everyone on the globe with equipment. Shoes and apparel and give those who have the potential of being athletes these items. From the beginning, it is easy to understand that one of the main goals of Nike is merchandising for the world of athletes. This is a considerable activity that entails several sets of stakeholder groups. The goals act as catalysts for the company. The stakeholders can influence the process of achieving the goals (Dyer, 2020). The stakeholder groups have different objectives, expectations, goals, and ideas, and the company aims to make them part of its activities. The plans are part of the vision, and they aim to ensure that the consumers have a sustainable economy where the planet, profit, and people are in balance. Integrating data from several stakeholder groups helps the company rethink its past processes and mistakes, further allowing it to go ahead with implementing sustainable principles (Dyer, 2020). Nike uses the information collected to make remarkable changes, identify any issues involved, and brainstorm solutions that assist in evaluating, monitoring, and reevaluating if the goals and vision align with the expectations.
Nike's operations are mainly based on ten distinct decision areas. The first is the design of the goods and services. The company ensures that its product design aligns with its business goals and capabilities. The other area is quality management Nike mainly emphasizes the quality of its products and processes. This area especially satisfies the customers' expectations about the quality of products. It also addresses any concerns through the manufacture of high-quality products. The other area is process and capacity design. It is considered a strategic decision area that makes efficiency and streamlining easier in production (Dyer, 2020). It ensures that there is efficient, effective, and adequate production. Location strategy is the fourth decision area that optimizes the efficiency and costs of Nike products to the target market, suppliers, and employees based on the corporate strategy. The other is the layout strategy and design. Nike's operations management mainly deals with the layout design, and this optimizes its workflow based on the technology, human resources, requirements in the inventory, and capacity requirements. The company also has operations in human resources and job design. Its human resource department is adequate and well-maintained through internal leadership development to manage its operations (Dyer, 2020). It has a supply chain management to facilitate more efficient production in supporting the global sports business. Inventory management also exists, maximizing the company's efficiency and effectiveness. It entails continuous monitoring by the retailers and distributors. The company operations also entail scheduling related to its operations and the supply chain coordination in the retail and distribution operations....
…been looming in the American economy (Strese et al., 2016). The inflation has led to a significant cutback in consumer spending. Most consumers nowadays prefer discounted items, which creates a new challenge for Nike. It also faces market saturation. Consumers may scan the market for different and unique apparel and footwear products. Most of the primary manufacturers in the sector have been there for many years.Improvements in its activities
Nike's success has been seen mainly as the top leader in sports equipment, apparel market, and footwear. Nevertheless, the organization must assess the rising concerns on the competition. Competition is inevitable, and the company can address these concerns by creating unique products. It also does labor practices. These labor practices protect employee rights and help attract a vast talent pool (Dyer, 2020). The company must also collaborate with the government to address the patent protection challenges that it may witness. Its activities must coincide with those of the government to avoid problems with the law and pay hefty fines.
The other recommendation is that Nike should work on its technology and use it in manufacturing the products. It can use the Nike+ technology, leading to the birth of an entire unique generation of Nike products. It also leads to fantastic innovation to motivate people and include sports in their everyday lives. Nike has gained a top role in almost all the worldwide sporting events like the 2012 Olympics and soccer Euro and the NFL super bowl (Strese et al., 2016). Using this technology can help Nike to embed its fans and customers in the major sporting events to create a new experience for them.
Conclusion
In summary, Nike was a company started by Phil Knights and Bill Bowerman as Blue Ribbon Sports initially. Its name changed to Nike later on. The company's organizational structure is based on geographical distribution. The goals for Nike act as a catalyst to improve the organization. Power influences people. Influential tactics are employed to help the…
References
Beresin, A. R. (2011). Recess battles: Playing, fighting, and storytelling. Univ. Press of Mississippi.
Dyer B. (2020). A Pragmatic Approach to Resolving Technological Unfairness: the Case of Nike's Vaporfly and Alphafly Running Footwear. Sports medicine - open, 6(1), 21. https://doi.org/10.1186/s40798-020-00250-1
McIntyre, R., & Ramstad, Y. (2018). Not only Nike's doing it. The Institutionalist Tradition in Labour Economics, 297-314. https://doi.org/10.4324/9781315699578-20
Strese, S., Meuer, M. W., Flatten, T. C., & Brettel, M. (2016). Organizational antecedents of cross-functional coopetition: The impact of leadership and organizational structure on cross-functional coopetition. Industrial Marketing Management, 53, 42-55. https://doi.org/10.1016/j.indmarman.2015.11.006
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