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Nike's Corporate Responsibility Committee

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The Corporate Responsibility Committee was a part of the Board of Directors committee structure and this committee had a say in major business decisions pertaining to labor practices and corporate responsibility issues as well as environmental impact and sustainability issues (Nike Sustainable Business Performance Summary 2010-11, https://www.unglobalcompact.org/system/attachments/15435/original/NIKE_SUSTAINABLE_BUSINESS_REPORT_FY10-11_FINAL.pdf?1337190353). The committee would consist of at least three directors appointed by the board for any duration, most of the members whom would not be affiliated to NIKE in any way (Corporate Responsibility and Sustainability Committee, http://investors.Nike.com/investors/corporate-governance/board-committee-charters/corporate-responsibility-and-sustainability-committee/default.aspx). …show more content…

This groundbreaking move took the industry by storm and highlighted the company’s staunch belief that transparency and collaboration would be the pillars of progress. This disclosure was referred to as Nike’s manufacturing map. (Nike, Inc., FY2010-11, Sustainable Business Performance Summary). 2008 Nike’s considered product line gained worldwide attention in 2008 when 3 products made using recycled material were showcased during the Beijing Olympics: the Precool Vest, Swift running and rowing apparel and medal stand shoes. This year also saw a significant reduction in packaging material (3%, resulting in an estimated savings of $6 million) usage through redesign and construction of Nike shoeboxes. To further improve its sustainable product innovation techniques, Nike partnered with not for profit NGO The Natural Step in order to develop a long term vision. This partnership resulted in the North Star vision, a well rounded plan consisting of the following 6 elements (Kim Mackrael for The Natural Step, 2008, Case Study -Nike, …show more content…

Historically, the company’s business units had been structured in a matrix with business units centred along 3 product dimensions: footwear, apparel and equipment forming the primary axis and geographic regions the secondary. However, this structure was insufficient to cater to the growing demand among athletes for complete tailored high performance, sport specific gear. To respond to this need, Nike reorganized itself around 5 core sports categories - running, football (soccer), basketball, men’s training and women’s fitness- thus improving customer focus and moving away from its product-driven model towards delivering integrated customer solutions. (Marcia Blenko, Eric Garton, Ludovica Mottura, 2014, Winning Operating Models That Convert Strategy to Results, http://www.bain.com/publications/articles/winning-operating-models-that-convert-strategy-to-results.aspx). The resulting complex organizational matrix interactions between the product dimensions (apparel, footwear & equipment), the sports categories and the geographic regions is depicted in annexure A. Details of the regional matrix structure, consisting of interactions between functional units and sports categories are shown in annexure

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In the section of R&D, Nike has a major capability and it includes the core competencies in the R&D section. The company heavily focuses and invests in staffing specialist to enhance and improve their products performance. In addition, the marketing section of Nike has an important core competency and a competitive advantage in being able to market its products. Other competitors might have the resources to contest but they don’t have the ability to use them appropriately. VRIO:

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Nike has managed to shift their Manufacturing unit into Asian country’s were the labor is cheap to be exact wages of USD1 an hour were so little as one-tenth of those given in the US. No wonder that a pair of shoes which were sold for $150 in 1991 is made by indoasian women who were 58 cents a day but the situation has started to change and due to that reason the company has managed to minimize cost of production and not only double triple the the revenue as comparing to the year 1996. Finally we come up with promotion and advertising campaigns which became a grand success not only because they introduced sportspersons , they also introduced innovative ideas and wise strategies and the image of the Product, due to this process we can say that Nike targeted a huge no of audience and created a Prestigious brand which will be easily available for average people . they also came up with great tag lines such as ‘there is no finish life’ , and in the 1980 they changed it into “ JUST DO IT “ these quotes of tag lines are considerd very simple but very attracting and extremely encouraging for the customers .

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