Nike Vision Statement Analysis

1322 Words 6 Pages
After reading Nike’s vision statement, “To experience the emotion of competition, winning, and crushing competitors (1978)” is a great me great metaphor, both related to their products and as their company. Sounds a bit aggressive, but after reading this it would make give me the idea that if I purchase a pair of Nike’s shoes then I would be out my opponents, and as a company slogan in itself. Nike appears to be honest about what the company stands for, by crushing the completion and focusing on winning, but business is business. This core ideology concept is what separates great companies from the mediocre ones, and that Nike’s attitude gives its ability to move forward as a multidivisional organization instrument for viewing or scope. Not …show more content…
This is a key efficient and effective way to reach potential clients and generate profits. Due to Nike’s business trade, at this point, has not lost sight of its full potential for expansion. Why? Because Nike asked “Who are your current customers, and why do they buy from us? These are the reason; thus far, growth still continues for Nike. Also, looking for common characteristics and interests is another reason why other people like them to benefit from your product. An industry is a customer-satisfying process, not a goods-producing process. Businesses will do better in the end if they concentrate on meeting customers’ needs rather than on selling products. In fact, Companies stop growing because of a failure in management, not because the market is saturated but because of myopia …show more content…
Industry attractiveness needs to be evaluated from three angles: the attractiveness of each industry on its own, the attractiveness of each industry relative to the others, and the attractiveness of all the industries as a group. Secondly, to check for cross-business strategic fit. A business is more attractive strategically when it has value chain relationships with the company's other business units that offer potential to: realize economies of scope or cost-saving efficiencies, transfer technology, skills, know-how, or other resource capabilities from one business to another, leverage use of a trusted brand name or other resources that enhance differentiation, and build new resources and competitive capabilities via cross-business collaboration. Cross-business strategic fit represents a significant avenue for producing competitive advantage beyond what any one business can achieve on its own. And lastly, Rank the performance prospects of the businesses from best to worst, and determine what the corporate parent's priority should be in allocating resources to its various businesses. The most important considerations in judging business-unit performance are sales growth, profit growth, contribution to company earnings, and the

Related Documents