2. 2
Executive Summary
The purpose of this paper is to develop an Internet marketing strategy for Nike
and its sneakers. I will give a brief history of Nike and then elaborate on its dominant
market share. This section will also discuss Nike’s footwear and what makes Nike, Nike.
Nike’s target market is far-reaching, yet very specific. The average age of a Nike
consumer is 25, but they have been concentrating more on the teen market because of the
growth potential. This paper will provide proof to why this is and elaborate on its other
demographics, such as its adult and female market.
This paper will touch on Nike's business model and its various pricing strategies,
such as premium pricing, target-costing/pricing and dual pricing and why it uses these
strategies. Then I will discuss the only payment mechanism at Nike’s online stores.
Nike has a very extensive and complex value chain system. It has to monitor the
distribution of its footwear from its production centers in Asia to their main distribution
centers in the US and Europe. From there they have to ship their products to all of their
retailers. In this paper I will explain how Nike does this and how it handles the logistics
of a complicated distribution system.
Nike is no stranger to promoting its products. It shells out about $1 billion a year
on creating demand for its products through marketing. Nike has never been one to use
traditional online promotions and I will explain why that is and why Nike has used
sophisticated, unique and interactive ways to promote its footwear online.
Finally, I elaborate on Nike’s potential sales over the next three years, which
appear to be very good, and determine the viability of Nike’s market strategy for
promoting and advertising Nike’s footwear on its online stores.
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Company and Product Overview
Nike has a storied history that goes back to a long-lived business partnership
between Bill Bowerman and Phil Knight that began all the way back in 1962 when the
two opened Blue Ribbon Sports (BRS). In 1972 BRS changed its name to Nike, which is
named for the Greek winged goddess of victory. (Further history: see Exhibit 1 & 2) The
Nike Corporation went public in 1981, and in its first year as a public company, it led the
industry and was sold in more than forty countries worldwide. It has evolved from a
traditional brick and mortar company to a click and mortar company, as a number of
other companies have also done. Nike employs 22,000 people worldwide, and including
the manufacturers, shippers, retailers and service providers, nearly 1 million people help
bring Nike to “athletes” everywhere (www.NikeBiz.com).
Nike is primarily engaged in the design, development and worldwide marketing
of footwear, apparel, equipment and accessory products. They sell athletic footwear and
apparel worldwide. Nike sells its products to approximately 18,000 retail accounts in the
United States and through a mix of independent distributors, licensees and subsidiaries in
approximately 140 countries worldwide (Nike, Inc. profile). Each month, Nike will
assess the factory's performance and licenses may be withdrawn if something goes wrong
or gets a poor assessment. Nike will also assist its subcontractors in finding better
production sites.
In addition, Nike operates Niketown shoe and sportswear stores and has opened
two Nikegoddess stores, which caters to women. Nike does not have a single sneaker
factory in the U.S. because independent contractors manufacture virtually all of its
products. All footwear products are produced outside the U.S., while apparel products
4. 4
are produced both in and out of the United States. At the moment, Indonesia is Nike's
biggest production center, with about 17 footwear factories that employ 90,000 workers
and produce about 7 million pairs of shoes each month (www.NikeBiz.com).
The athletic shoe industry is one of the largest markets in the U.S. today and
Nike’s largest concentration is on the sneaker market itself. They also sell all kinds of
athletic apparel and equipment, from warm-up pants to soccer balls and football pads.
The three major corporations that dominate the industry are Nike, Reebok, and Adidas.
Nike controls roughly 40% of the entire market, while Reebok maintains about 12%, and
Adidas owns about 10% (Herzog, 2003). Its market share is more than Reebok and
Adidas’s market share combined. (Exhibit 4) There are many other competitors such as
New Balance, Puma, Champion, and Fila, but these companies do not run the market like
the big three. They just own much smaller segments. (Exhibit 5)
Nike is the world’s most popular brand, hence making it the world's top shoe
company. The $10 billion company still has just over 39% of the U.S. athletic footwear
market and sold six of the top 10 styles in 2002 (McCarthy, 2003). (Exhibit 6) The
Company's athletic footwear products are designed primarily for specific athletic use,
although a large percentage of the products are worn for casual or leisure purposes. Nike
designs and sells shoes for a variety of sports, including baseball, cheerleading, golf,
volleyball, wrestling, and so forth. (Exhibit 3 & *) They also sell Cole Haan dress and
casual shoes and a line of athletic apparel and equipment.
Almost every American has at least one or two pairs of Nike shoes, which is due
directly to the quality and popularity of the sneakers they sell. It is those sneakers that
5. 5
have been its foundation and they have been Nike’s money makers. Nike may have
diversified its product line, but it will always be associated the shoe industry.
Nike has been able to remain a dominant market player for a majority of their
existence because of their innovative technology and diverse and ever changing product
line. They also have a reputation for fancy footwork, especially in the arena of
marketing. Nike is not only the biggest producer of sports shoes, but also spends the
largest amount of money on advertising and promotion. It was Michael Jordan, a five-
time MVP, whose endorsement of Nike and their marketing of the superstar that helped
turn the company into the industry's dominant maker of athletic shoes and apparel. Now,
Nike is hoping that the endorsements of LeBron James, Kobe Bryant (Exhibit 9), and
other international stars like Ronaldo and the Brazilian Nationals will continue its
dominance as a maker of athletic shoes and apparel. Nike's presence in soccer, which is
the world's biggest sport, became stronger after entering into new partnerships with top
European club teams such as FC Barcelona and Inter-Milan. During the 1998 World
Cup, six teams: Brazil, Holland, Italy, Nigeria, South Korea, and the United States,
competed in uniforms designed by Nike. Furthermore, in 1999 Nike negotiated a new
contract with the Dutch soccer association, KNVB, and the Dutch team will be playing
with the Nike swoosh on their uniforms until 2006.
Nike shoes have become the gold standard of sports. The Nike swoosh has been
omni present on sports products and in many sports venues and will continue to be for
years to come. Its Swoosh trademark is as recognizable as the Stars and Stripes and may
be better known than the McDonalds’ Golden Arches or even Jell-O (Reilly, 1997).
6. 6
Sneakers are not a necessity, but they are not a luxury either. Almost everyone has
at least two pairs of sneakers, but the only possible difference would be the brand of the
sneakers and one pair is usually Nike. Nike has been able to sustain a competitive
advantage since their beginning. They have established their name through
advertisements, endorsements, quality, and innovation.
What Nike has done is create a link between a solid product and a solid company.
Consumers trust the products that Nike Inc. sell. This has been the key to Nike’s success
and is one of the main reasons why they are able to charge what can be viewed as very
exorbitant prices that they do for their sneakers. However, this is the way Nike sneakers
make their revenue. The fact is consumers are not just buying the shoe they are also
investing in the label.
Target Market
Nike has done a remarkable job of positioning itself. They have had to reinvent
themselves many times in order to reach its target market. Nike has gone through a
running craze when consumers wanted the best running shoe. There was the coming of
Michael Jordan where basketball shoes ruled the footwear market. Then athletic urban
wear became king when consumers started buy Nike just for a fashion purpose. Nike has
been able to create an emotional link with their customers, and more specifically their
target market.
It is extremely important to clearly define your target market and to think about
how the product fits into their life (de Asis, 2002). Nike has been able to do this. Nike
considers its customers as any and every athlete and more specifically, they target those
who endeavor to do their best in sports. For that reason, Nike markets to those who desire
7. 7
to become “champions” in whatever they do. Nike currently sells about 300 models of
athletic shoes in 900 styles for 25 different sports (www.Nike.com). (Exhibit 2) Running
shoes take the greatest share of consumer spending composing of 29% of the total market
(Werth, 2002), while basketball shoes account for 18.3% of total consumer spending for
sport shoes (Lenetz, 2002). (Exhibit 8) In addition, in a bold move to continue its market
dominance, Nike is spending more marketing dollars on soccer than basketball in a
concerted bid to become the No. 1 soccer brand by 2006 (Nike Heats…, 2002). However,
Nike also sells more casual shoes to those who do not consider themselves as “die hard”
athletes. In its goal to diversify its footwear line, this has given Nike a very broad
customer base. (Exhibit 8)
Even with its broad customer base, Nike is not really considered a Gen-X or baby
boomer brand. The average age of a Nike consumer is 25 and their main target market
for their shoes are males and females between 15 and 35 years old. More specifically,
Nike concentrates on the fashion-conscious 18- to 24-year-olds with cash to burn
(Markiewicz, 2002). Nike has been concentrating more so on the affluent teen
demographic. The growth opportunities in the teen market are enormous. Young adults
12-24 represent the fastest growing market segment since the baby boom and are
estimated to exceed 40 million by next year (Fusient Media, 2001). In addition, there are
currently 56 million boys and girls between the ages of 10 and 24 in the U.S and it is
growing 19.5% faster than the overall U.S. population and accounts for more than $250
billion of annual disposable income (Silverstar Holdings…, 2001). There are also more
than six million teens involved in sports. Nike understands that there is an extraordinary
opportunity exists in this valuable market.
8. 8
The teen market is as fickle and bewildering, but teenagers have money and are
willing to spend it, whether it is theirs or their parent’s. Teens are spending an average of
$135 per month on apparel and related products, an increase of 23% over last spring's
$110 total and are looking for more brand names, such as Nike (Teens…, 2002). (Exhibit
10) Over a 30-day period teens shop at a supermarket 5.3 times, at a convenience store
4.7 times and in a mall setting 4.3 times and 36% of teens also claim to have at one time
or another purchased something online (teen shopping…, 2002). This is why the
emphasis remains on the young. They represent the future life-blood of the market.
Even though Nike is concentrating on their younger demographic, they have not
forgotten the more steady adult market. Nike likes to stress their shoes' general trendy
styling and superior performance in a given sport, which is more important to adult
shoppers. Nike is a strong example of a company that markets to both adults and
children with equal impact, and without dilution of the brand image. (Baby Steps: 2003).
The adult market, specifically baby boomers, are only getting bigger in numbers and are
probably the wealthiest component of our society that currently account for nearly 30%
of the $15.7 billion in annual sneaker sales, second only to the teen market (Yen, 2003).
Nike has also made a dramatic push in recent years at the long forgotten female
market. A lot of this is directly due to the fact that spending for women's sports apparel
and related products has grown at a greater clip than spending for men's. Women also
make about 60% of all sports apparel purchases and the women's category accounts for
about 45% of total spending (D'Innocenzio, 2002).
In response to these trends, Nike has signed prominent female athletes, such as
Sheryl Swoopes and Gabrielle Reece in hopes of attracting more female shoppers. Nike
9. 9
has also developed more versatile sneakers because women definitely want a product that
looks good, but also has key performance benefits (Buss, 2002). It is looking to meet all
the athletic needs the female shopper.
Nike has also gone a step further than any other athletic footwear company to
attract more female shoppers by opening any all-female store, Nikegoddess. The hope
here is to make the retail experience more meaningful to their female demographic while
providing a concentrated consumer input and feedback loop. It provides a very intimate
setting with a unique look and feel in terms of the environment of the store that is
designed to address the needs of the female shopper. Nike will use Nikegoddess as a way
of determining how to approach the women's business (D'Innocenzio, 2002).
Nike has realized that their brand does not have to exactly represent their target
market's description or lifestyle. However, Nike also realized that it must at least be
compatible with the company’s target market and it must match their consumer's profile
and expectations. Nike has built its brand around star athletes, such as Tiger Woods,
Ronaldo, Martina Hingis, and Kobe Bryant, to name a few. However, Nike does not just
sell shoes, but an image. It is selling the mythology of sport, and the surrounding
philosophy of youth, health, fitness, and the sort of in-your-face rebellion that appeals to
the adolescent in all of us. Nike works because their product, icon, and target market are
all seamlessly integrated into one ideology. All this has allowed Nike to make their
brand more relevant and familiar to their target market. Nike may have a specific target
market, but the way Nike has been marketed allows everyone to think of the Nike brand
as "my kind of product."
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Pricing
Nike's business model is based on the total revenue equation, TR=P*Q, which
means that in order for them to make a profit they must maintain high margins while
expanding sales. This business model is normally consistent with demand curve pricing,
which means that if you raise prices, demand will decrease and vise versa. However, in
the case of prestige goods, the demand curve sometimes slopes upward. Some
consumers believe that they getting a better shoe at a higher price, but that all depends on
the perceived value of the brand, which will be discussed next.
Nike practices a premium pricing policy. (Exhibit 11) Prices range on the high
end from $200 for a pair of Gary Payton Basketball sneakers to $175 for either a pair of
Tiger Woods golf shoes or the new Air Jordans. A pair of women’s running shoes will
run you as much as much as $150, $140 for a pair of lifestyle shoes, or $130 for a pair of
soccer sneakers. On the low range prices range from $30 for a pair of men’s sandals or
$50-$65 for a pair of casual sneakers and $20 for a pair of women’s sandals and $30-$45
for a pair of casual/leisure sneakers. You are not only paying for the “best product,” you
are also paying for the Nike brand. (Exhibit 12)
Nike is able to charge a premium for its sneakers because of the strength of their
brand. Its brand recognition is very high and it has a strong international base. Because
Nike is an established premium brand, the pricing strategy should clearly demonstrate the
high quality and style of the brand, if the product is to meet the consumers' needs for
image and social status. This pricing strategy is based on the consumer's perceptions of
value and a strong brand such as Nike usually equals a higher perception of value. A
11. 11
strong brand allows you to maintain a certain amount of pricing premium and consumer
interest, which is beneficial to the sales and margin growth the product should generate.
Nike may have a premium pricing policy and it may be able to do so because it is
a premium and established brand, but it is very important to remember that the consumer
decides whether a product’s price is right. That is why, pricing decisions are buyer
oriented like the other marketing mix decisions. The willingness to pay is the maximum
price a customer will pay for a specific product at a certain performance level and the
higher the perceived value of a product, such as sneaker, the more the customer is willing
to pay for it (Butscher & Laker, 2000). However, effective buyer-oriented pricing
involves understanding how much value consumers give to the product and setting a
price that fits this value. If consumers perceive that the price is greater than the product’s
value, they do not buy the product. In addition, if consumers perceive that the price is
below the product’s value, they buy but then the seller loses from its profit opportunities.
This is where target-costing/pricing approach becomes very important. (Exhibit 13a&b)
Target-costing/pricing approach can help maximize return on products with short life
cycles while determining the value consumers give to the product.
Nike also incorporates a dual-pricing strategy, which means that after a new
sneaker ($90+) is introduced, Nike will sell off the rest of the “old product” at a lower
price corresponding to its relative market values. Nike displays its latest shoe models
first at premium retailers like Footlocker or Niketown and sells its older shoe models at
discounters and outlets (Billington, Lee, & Tang, 1998). Nike’s target-costing approach
plays an important role here also because as mentioned earlier, it can help maximize
12. 12
return on products with short life cycles while determining the value consumers give to
the product.
Finally, Nike does not offer a price-matching program because as the
manufacturer, they can only suggest a retail-selling price. If Nike were to do so, they
would be "price-fixing," which is against business law. A retailer can determine if they
want to lower the price for competitiveness and keep in with the selling costs of the
current market (www.NikeTown.com).
Nike footwear can be bought online from any retailer that has a website. There
are a variety of ways a person could pay for their Nike’s online, like online check, debit
card, or credit card. At Nike the only payment mechanism that is used is a credit card
because it is the safest and most secure way to guarantee payment for the product. It is
also a way of protecting the consumer. Nike footwear is available at a number of local
retailers so if you do not have a credit card they can be purchased at your local retailer.
Purchasing footwear through NikeTown.com or NikeGoddess.com is not necessary it is
just another added service Nike provides for purchasing their footwear.
Distribution
Nike has a very extensive and complex value chain system. Tens of thousands of
sneakers get piled onto cargo ships from Asia and sent to distribution centers in the US.
Nike is a manufacturer without factories, meaning that they separate the physical
production of goods from the design and marketing stages of the production process
(Gereffi, 2001). Since all Nike footwear products are produced outside the U.S., Nike
has to monitor the distribution of its footwear from its production centers in Indonesia,
China, and so forth to their two main distribution centers in the U.S. in Memphis,
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Tennessee and Wilsonville, Oregon. Nike also owns or leases several other U.S.
distribution centers. (Exhibit 15)
When Nike footwear is shipped from Asia to the Wilsonville, Oregon distribution
center is one of the first stops it makes before being sent off to their various retailers. It
ships out 26.6 million pairs of footwear each year (www.NikeBiz.com). The Memphis,
Tennessee distribution center (Exhibit 16) serves as the other main distribution centers in
the U.S. for Nike footwear. It is a major force in the U.S. making sure Nike’s footwear
gets to their retailers.
Nike operates 19 distribution centers in Europe, Asia, Australia, Latin America
and Canada. They have had more distribution centers in the past, but because of EU
policies Nike closed around 20 distribution centers throughout Europe and replaced it
with a main center in Belgium for all of Europe. (Exhibit 15)
Nike markets its products in approximately 140 foreign countries through a
number of independent distributors, licensees, subsidiaries and branch offices. It also
operates 162 retail outlets outside the U.S., which are comprised of NikeTowns, factory
stores, employee stores and Cole Haan stores.
In the U.S. Nike sells its products to approximately 18,000 retail accounts, which
include main retailers such as Champ's, Eurostar, Finish Line, Footaction, Footlocker,
Hibbett's to name a few. Recently, Hibbett cut a deal with Nike that lets the company
import goods directly from the Far East instead of going through Nike's distribution
center, which cut their freight costs quite a bit (Reeves, 2002). Many of Nike’s retailers
also include various department stores and smaller local “athletic stores.” Finally, there
are a number of Nike retailers. Nike runs 13 NikeTowns in major cities, over 70 Nike
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Factory Stores featuring healthy discounts on recent inventory and a few Nikegoddess
stores. This is not to mention the Nike’s online retailer, www.Nike.com or
www.NikeTown.com. Nike has 17 regional sales offices throughout the U.S., which are
responsible to taking orders from retailers and maintain inventory. (Exhibit 17)
Nike has recognized the importance in monitoring value chains and its
distribution is as about as tight as you can make a consumer goods-oriented business. It
is actively working with their many logistics vendors. They are incorporating the latest
warehouse management software with Nike’s system in order to manage their shipping,
inventory, distribution, etc… Toll’s integrated logistics solution has consolidated three
Nike distribution centers into one in Altona, Victoria (Rennie, 2002). Last year Menlo
customized and staffed Nike’s distribution center in Memphis (Menlo in…, 2002). In
addition, Emery Forwarding, which is part of the Menlo Worldwide group, provides Nike
with its integrated "QuickSource" logistics program that combines inbound/outbound
transportation, storage, inventory management and order fulfillment 24 hours a day,
seven days a week.
Mallory Distribution Centers (MDC) is the logistics and warehousing arm of The
Mallory Group and provides warehouse logistics services, including inspection and
packaging for Nike (www.mallorygroup.com). FKI Logistex is the world’s second-
largest materials handling systems company and provides Nike with an automated
logistic system for handling parcels and packages, particularly in the overnight courier
market (www.fkilogistex.com). Another of Nike’s vendors, Island Pacific, provides them
with fully integrated suite of software to manage the entire range of their merchandising
15. 15
activities assuring that merchandise desired by customers is in retailers' stores priced
competitively (Island Pacific…, 2003).
Finally, the UPS Logistics Group has tailored shipping information for Nike’s
online retail store www.NikeTown.com. If you place an order for sneakers online from
Nike, a UPS Logistics Group company has had its hands all over your order. UPS stores,
packs, and ships all goods ordered through the Nike Web site. It stocks shoes and warm-
ups in their warehouse and fulfills orders hourly, loading goods into trucks headed to the
hub (Eskew, 2000).
Nike prides itself on its ability it effectively and efficiently manage its value chain
system. By effectively and efficiently managing its value chain, Nike’s goal is to reduce
its cycle time, reduce its inventory costs and lower its overall spending on transportation,
and so forth. Nike believes that they have been able to achieve this goal with their
various logistics vendors. With its core logistics vendors, Nike has been able to better
server all of its consumers by being able to cut costs and improve shipment time and
inventory turnover. Satisfied customers and an effective and efficient distribution system
is a key aspect of Nike’s marketing strategy.
Promotion
Nike shells out about $1 billion a year, or a tenth of its annual revenues, on
creating demand for its products through marketing (Herzog, 2003). It uses a product
oriented advertising campaign meaning Nike is trying to convince the consumer to
purchase their product. Nike has been able to develop successful advertising campaigns
and effectively market their footwear through the hard work of their many ad agencies.
Throughout the years Nike has had many different advertising campaigns, some
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more successful than others, but were always created to reflect public opinion. Some of
the major strategies used to achieve this goal are the use of television,
magazine/newspaper, and online promotion. (Exhibit 20 & 21) Nike has been
successfully using traditional promotion tools since its inception. However, Nike was
slow to respond to the e-commerce market and online promotion methods and it did not
fully embrace them until well into the new millennium. Nike finally realized that the
Internet can leverage and enhance the other vehicles such as media advertising,
promotions, sponsorships and publicity (Narisetti, 1998).
Nike has never been one to use traditional online promotions. It has not invested
much in banner ads or search engines because anyone that knows Nike knows that they
also have a website. They do not need to use a search engine to find NikeTown.com or
Nike.com. In addition, almost all of their TV ads have their website address on it.
Furthermore, Nike products are sold by hundreds of retailers and any number of them can
have a website so it is the responsibility of that retailer to promote their site. If you type
in Nike in a search engine any number of retailers that sell Nike’s will pop up along with
Nike.com and the NikeTown site. Even if you type in Nike sneakers the Nike websites
do not even make it into the top 100 search returns. Nike does however, promote their
website and use banners on top online malls, such as 24HourMall.com.
Because of clutter caused by pop-ups, banner ads and many other online
annoyances, Nike has pushed the envelope to develop unusually sophisticated and
engaging Web offerings (Elkin, 2003). When Nike first wanted to generate traffic
towards its website in 2000, it used the combination of rich media Web advertising, a
cliffhanger TV spot, and an engaging e-commerce-enabled site (Jackson, 2001). Part one
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of the advertisement was a normal TV commercial. However, in order to see the
conclusion of the commercial, the individual would have to sign on to the Nike website.
It was the first time traditional advertising was used to send its viewers directly to the
Internet. This not only increased Nike’s already high brand awareness, but also increased
website traffic and sales. The fact is the future of online advertising is more about
applications than ads because those applications involve the user in new, unique, and
most importantly interactive experience (Carton, 2003). An application such as rich
media allows you to create so much more of an emotional experience for people
compared with a banner ad (Rewick, 2000). By inviting a consumer to participate in
something interactive will reward them for their participation, often in the form of
more/specific information that matches their needs or some degree of entertainment
(Jaffe, 2003).
In keeping with the style and philosophy of their TV ads: sports as self-
realization, Nike’s online ads and promotions place a lot of emphasis on athletic
potential. They utilize limited video-like images as icons/links to additional pages to
showcase their products. Nike called upon several companies for its online branding and
advertising solutions. Viewpoint worked directly with Nike to provide a complete rich
media solution for an interactive product presentation at the Nike Shox website.
Customers were able to look at all of the shoes in the Shox line from any point of view
and could also take the shoe apart and examine its separate components (Nike Shox).
Traffic to Nike’s online store dramatically increased along with sales. The Nike Shox
site received an estimated 540,000 hits and NikeTown.com sold out all three Shox line
18. 18
products within 24 hours of their release. They continued to be top sellers daily in the
NikeTown with almost 4,000 units sold in the first 4 weeks after launch (Nike Shox).
Nike is also actively using Macromedia Flash and Director and Shockwave on its
various websites, like NikeBasketball.com. Macromedia, the maker of the popular Flash
tool for Web animations, actively works with YaYa, Radius Inc., and Zendo Studios to
provide Nike with additional interactive applications on its various websites. Flash is one
of the most widely used development applications for Web sites, advertisements and
games. YaYa worked with Nike to design a Vince Carter slam-dunk game. The game,
which launches from an email sent by Nike to a targeted audience, begins by letting
players choose their own shoe color of Nike Shox basketball sneakers (Vitzloff, 2001).
Players can then email their high scores to their friends, which they can try to beat. This
is email advertisement with an interactive twist.
Zendo Studios created the Nike Freestyle Remixer, which is an innovative online
entertainment piece featured on NikeBasketball.com. This is an interactive online
extension of Nike’s Freestyle TV ad that features pro basketball players and streetballers
showing off their hottest ball-handling skills (Chu, 2001). Nike and Zendo have given
users the ability to create their own re-mix of the video and send it to their friends via
email. The Freestyle Remixer is one of the most-visited features of NikeBasketball.com
and it has allowed users to simultaneously create and consume a video experience
(“Zendo Studios: 2001). Nike has just used this as another interactive email
advertisement.
Another important interactive feature that Nike has added to its website is
NikeiD.com. NikeiD lets customers design their own shoes. They can select from 1,000
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or more possible design combinations, which are basic style, colors, size and a brief
phrase of your own creation that appears on the back of the shoes. Customers can then
view their personal designs from a variety of angles, as discussed earlier. Nike spent six
months working with suppliers in Asia to rejigger its manufacturing for custom-made
sneakers (Keenan, 2002). NikeiD has been able to draw steady traffic and 20% of
sneaker sales at the site are customized (Swartz, 2002). This is just another hands-on
interactive tool that wraps Nike products in an engaging, relevant brand experience, while
also being able to recreate Niketown's intensity and popularity (Fleming & Shiple, 2001).
Finally, NikeTown.com provides customers the opportunity to locate a store near
them that sells Nike products, if you do not or cannot shop online. The store locator is
powered by Vicinity and it provides customers with locations, directions, distance, and
contact information to Nike retailers' up to 500 miles of your location. Vicinity has more
than 280 clients with an aggregate of more than three million real world store locations
(Christopher, 2000).
Basically, Nike realizes that different consumers are going to connect with them
in different ways and they want the consumer to have a brand experience that's relevant
to them (Elkin, 2003). It has been through these interactive and engaging promotions that
have helped generate all the traffic and sales on Nike’s websites. Nike was even named
Advertiser of the Year at this year’s One Show Interactive (Creative; 2003). (Exhibit 24)
Nike has a number of ad agencies, such as Wieden & Kennedy, R/GA and
DoubleYou, which have created a number of e-commerce sites for Nike. The uniform
mind-set among them has been to resonate with the consumer in as many ways as
possible and that has been to through deep interaction with the Nike brand (Taylor,
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2003). Nike is continuing to look for ways to do more with online advertising as a brand
communication medium, such as leveraging their TV creative and giving it impact online
(Hayes, 2003). They also continue to do a lot more with services and tools that enhance
the Nike brand from a value-added service point (Hayes, 2003), which should continue to
increase traffic to the Nike sites, while quite possibly increasing sales.
Pro Forma Financials
The sneaker market is an elastic one and is dependent on the economy and the
health of the retail market. As the economy and/or the retail market goes so does the
sneaker market. Since consumer confidence and spending is increasing and the economy
continues to improve, Nike has great growth potential and should continue its dominance
well into the future.
Most recently Nike’s sales grew 8% to it over $10 billion mark for the first time.
In addition, last year sales grew by almost 7% to just under $9.9 billion. (Exhibit 25)
What has made this growth so impressive is that it has come on the heels of the
Footlocker Nike feud. This has been a battle that has gone on for over a year and it
started when Footlocker cut the number of Nike sneakers priced above $100. In
response, Nike cut its sneaker shipments to Footlocker by roughly 40%. Footlocker has
been their most profitable strategic alliance, until now. It has and will continue to effect
US sales the longer the dispute goes on. However, even though Nike’s US footwear sales
have fallen around 1% from last year and by almost 5% since 2001, Nike’s sales have
increased significantly because of a greater reliance on non-U.S. markets. (Exhibit 25)
Nike is still dependent on the US footwear market and cannot allow this dispute
with Footlocker to continue. However, there is still greater growth potential
21. 21
internationally and Nike has learned to develop that market since their dispute with
Footlocker. If and when this dispute resolves itself, nothing should hinder Nike’s sales
potential.
Nike spends on average over $1 billion on advertising and promoting their
products and three-quarters of that is spent just on their footwear. Advertising production
costs are expensed the first time the advertisement is run. TV and print placement costs
are expensed in the month the advertising appears. The majority of Nike's promotional
expenses result from payments under endorsement contracts. Accounting for
endorsement payments is based upon specific contract provisions. Generally,
endorsement payments are expensed uniformly over the term of the contract after giving
recognition to periodic performance compliance provisions of the contracts.
Total advertising and promotion expenses have continued to increase each and
every year. They will continue to increase, especially with the recent signing of Lebron
James to a $90 million endorsement contract and Kobe Bryant to a $40 million one. Nike
has seven of the top ten most expensive endorsement contracts. (Exhibit 9) Nike’s
advertising and promotion expenses have increased almost $50 million since 1999.
(Exhibit 26)
Nike has made a name for itself through its advertising and promotion. It does
not hold back when advertising and promoting their products. When expenses need to be
cut the advertising and promotion budget is usually left untouched. As was already
mention, Nike uses a variety of traditional and Internet advertising and promotion
techniques. They are looking to increase the brand identity and consumers value
perception. The stronger the brand, the higher the perception of value, which leads to an
22. 22
increase in sales. With Nike’s goal to continue to dominate the global athletic product
market, they will continue to increase their advertising and promotion budget. It is
expected that by 2006 Nike will be spending over $125 million more then they do now to
advertise and promote their products. (Exhibit 26)
23. 23
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33. 33
Appendices:
Exhibit 1:
Nike Timeline:
Year
1938 Phil Knight: Born, Portland, USA
1959 Graduates from the University of Oregon where he
met coach Bill Bowerman
1962 Graduates from Stanford University where his MBA
paper was on trainer manufacturing
1964 Sets up Blue Ribbon Sports with Bowerman to import
trainers from Japan
1971 Nike, named after the Greek goddess of winged
victory, is founded. The swoosh is designed by
Portland University design student Carolyn Davidson,
who is later paid in shares
1972 Bowerman invents the waffle trainer sole
1974 Jimmy Connors wins Wimbledon wearing waffle
Nikes
1980 Nike lists on the New York stock exchange
1984 Carl Lewis and Nike dominate the LA Olympics
1985 Knight signs unknown basketball rookie Michael
Jordan
1987 Nike launches Air Max
1988 Nike ad man Dan Wieden says "you guys just do it" at
a meeting. A company slogan is born. “Just Do It”
1997 Nike's rookie golfer Tiger Woods wins the Masters by
a record 12 strokes
1998 Signs $17m (£11m) annual deal with Brazilian
football team.
2000 Nike signs £300m deal with Manchester United giving
it rights to all of United's merchandise
2003 Nike announces third quarter results with sales up 6%
to $2.4bn (£1.4bn) and profits of $125m. Annual sales
are forecast to be $10.6bn
Source: (Hatfield, 2003)
Exhibit 2:
Nike History:
35. 35
Air Resolve – Tennis $75.00
Air Jordan’s $175.00 Air Payton’s $200.00
Tiger Wood’s Golf Shoe $175.00
Air Max Griffey – Cross-Training $140.00 Nike Shox TL – Running $150.00
36. 36
Air Zoom Total 90 II F.G. – Soccer $150.00
Air Rift Leather B (unisex) – Lifestyle $100.00 Air Vos – Walking $75.00
Air Zoom Talac – Outdoor $140.00
Exhibit 4:
Nike Competitors
DIRECT COMPETITOR COMPARISON
NKE FLH RBK ADDDY.PK Industry
Market Cap: 14.12 B 106.16 M 1.99 B 206.25 M
Employees: 22,700 2,099 7,400 2.40 K
Revenue Growth (ttm): 4.30% 4.50% 3.50%
37. 37
Revenue (ttm): 9.89 B 3.13 B 471.55 M
Gross Margin (ttm): 40.98% 38.95% 37.44% 35.28%
EBITDA (ttm): 1.17 B 66.69 M 248.63 M 38.04 M
Operating Margins (ttm): 10.50% 2.81% 6.30% 3.66%
Net Income (ttm): 740.10 M -63.65 M 135.29 M 10.60 M
EPS (ttm): 2.77 -1.42 2.09 0 0.606
PE (ttm): 19.16 16.11 14.813
PEG (ttm): 1.23 1.02 0.930
PS (ttm): 1.31 0.11 0.63 0.452
FLH = Fila Holdings SpA
RBK = Reebok International Ltd
ADDDY.PK = Adidas-Salomon AG
Industry = Apparel, Shoes & Accessories Industry
Nike, Inc. Competitors. Yahoo! Finance: http://beta.finance.yahoo.com/q/co?s=NKE
Exhibit 5:
Nike Athletic/Casual Footwear Competitors
Adidas Salomon, Inc. Fila
Kenneth Cole Productions, Inc. K-Swiss, Inc.
New Balance Reebok International Ltd.
Saucony, Inc. Skechers U S A Inc.
Steven Madden Ltd. The Timberland Company
Vans Inc.
Exhibit 6:
Market share
2002 market share of U.S. athlete shoe
market based on wholesale value of retail
shipments
Brand Market Share
Nike 39.1%
Reebok 12.0%
New Balance 11.6%
Adidas 9.6%
(McCarthy, 2003)
Exhibit 7:
Sneaker sales: 1998 – 2003
38. 38
1998 -3.3%
1999 -1.4%
2000 2.7%
2001 2.7%
2002 2.5%
2003 (estimate) 4.4%
(McCarthy, 2003)
Exhibit 8:
Athletic footwear U.S. retail dollar sales by
classification:
Shoe Type Sales Percentage
Running 27.9%
Basketball 15.6%
Cross training 10.9%
Walking 9.1%
Low performance 6.3%
Hiking 6.3%
Tennis 4.8%
Skateboard 2.7%
Sport sandals 2.6%
Other 14.3%
Source: (McCarthy, 2003)
Exhibit 9:
Top 10 endorsement contracts
Athlete Contract Company
Tiger Woods $100 million Nike
LeBron James $90 million Nike
Allen Iverson $50 million Reebok
Michael Jordan $47 million Nike, Others
Kobe Bryant $40 million Nike
Venus Williams $40 million Reebok
Martina Hingis $30 million Nike
Lleyton Hewitt $30 million Nike
Tracy McGrady $12 million Adidas
David Duval $8 million Nike
39. 39
Source: (Top Shoe Endorsement Deals for Athletes, 2003)
Exhibit 10:
The Coolest Brands According to consumers 13 - 18 years old
BRAND TOTAL MALES FEMALES
NIKE 23% 28% 18%
SONY 13% 22% 5%
ADIDAS 13% 12% 13%
A&F 10% 8% 12%
OLD NAVY 9% 6% 12%
Source: (Teen Shopping…, 2002)
Exhibit 11:
Source: (http://www.theproduct.com/6m147/solutions/nike.pdf)
Exhibit 12:
Nike Marketing Channel
Manufacturer Wholesaler Retailer
Labor $2.75 Nike's payment to $20.00 Retailer CGS $36.48
40. 40
factory (CGS) (from Nike's
SP)
Materials $9.00 Sales, general & $5.00 Other expenses $12.50
administrative & profit
costs
Factory Overhead $3.00 Advertising, $4.00 Rent $9.00
promotions &
endorsements
Other Operating $5.25 R&D $2.00 Other cost $7.00
expenses and net income
TOTAL $20.00 Taxes $1.82 Personnel $9.50
Interest Expense $.33 Average Retail $74.48
SP
Net Income $3.33
TOTAL SP $36.48
None of these figures are representative of Nike’s actual pricing structure. Its purpose is to give a generic
example of Nike’s marketing channel and how it would determine a price for their sneakers. Nike has to
incorporate product-mix, pricing strategies because there are more than one Nike product. In product-line
pricing, Nike must decide on the price steps, such as cost differences between the products, customer
evaluations of their different features, and competitors’ prices, to set between the various products in the
line. From there, Nike must establish perceived quality differences that support the price differences.
Those “premium sneakers” such as the Air Jordans, Air Paytons, or any shoe that is endorsed by a sports
celebrity would have a higher cost because the name attached to the Nike sneaker. However, Nike
considers all of its footwear as a “premium shoe” whether it is endorse by a sports celebrity or not. Nike
goal is to provide a competitive edge to anyone who wears their shoes and by doing so they have enhanced
performance by reducing weight, developing new sizing and fit concepts, rethinking the traditional mix of
outsole, midsole and upper, new materials and closure systems, sustainability in production
(www.NikeBiz.com). This means that you are also paying for the technological innovation that goes into
the development and manufacturing of their shoes. Basically, you are paying for the Nike brand, any
endorsements, and the technology involved in the shoe. You must also take into consideration the target
margin and the dealer’s margin. A pair of Nike running shoes for example may cost only $15 to $20 to
produce, however, they retail for four times the factory cost in the U.S. (Larson, 1996). All of these factors
must be taken into consideration when Nike prices their shoes.
41. 41
Exhibit 13a:
Source: (Butscher & Laker, 2000).
Exhibit 13b:
This shows the example of a new basketball sneaker from JUMP that had several advanced features and a
modified cushioning technology. The cost of the sneaker was $40, dealer price $80 (target margin of
100%), and a market price of $120 (dealer's margin of 50%). Sales projections were thin so JUMP decided
to reevaluate the new shoe using the target-costing approach and it was discovered that the target segments
preferred a less elaborate shoe. The maximum acceptable price for such a shoe was determined to be $99.
42. 42
Deducting the 50% dealer margin-subtracting 33% from the $99-led to a price to the dealer of $66
($66+50%=$99). Deducting the 100% target margin from that price-subtracting 50% from the $66-resulted
in a target cost for the sneaker of $33 ($33+100%=$66), $7 lower than the current cost. JUMP was able to
slash the cost to $33 by slightly redesigning the sneaker to lower the production cost and by optimizing
transportation from the Asian production plant to the distribution centers globally. It launched the sneaker
nine months after the original target date (Butscher & Laker, 2000).
Exhibit 14:
2002 Average Retail Price per Pair - 1997 Average Retail Price per Pair
5-Year Percentage Change
Shoe Type 2002 1997 Price
Change
1.) Hunting $64.79 $58.46 10.8% Hunting boots carried the highest price tag of all
sports footwear in 2002, mainly because of their
expensive components, which often include
Thinsulate Insulation and a Gore-Tex bootie. These
boots are designed to keep feet warm and dry in all
weather conditions.
2.) Golf $62.12 $60.11 3.3% It's not just the pricey clubs that makes golf an
expensive sport. The components incorporated into
most golf shoes can also drive up price points. In
addition to featuring typically soft-grain leather and a
soft, cushioned footbed, most golf shoes also employ
sophisticated outsole technology that includes spike
systems.
3.) Basketball $56.12 $55.57 1.0% Today's court-conscious consumer considers
performance as well as street fashion when it comes to
basketball shoes. Industry watchers tie the category's
recent success to the popularity of more mid-priced
shoes from brands such as Nike, Adidas and New
Balance that now incorporate better technology and
more fashionable styling.
4.) Cycling $53.67 N/A N/A Cycling shoes are a study in striking a balance
between weight and stiffness. The goal is to ensure
less rotational weight on the feet to help the rider
accelerate faster, while providing hard soles for
pedaling efficiency. Other typical design features
include ultralow stack height and uppers using mixes
of synthetic leather and mesh to provide breathability.
5.) Volleyball $53.28 $50.88 4.7% Built for maximum shock absorption and stability,
volleyball shoes often contain a combination leather
and mesh upper, with a compression-molded EVA
midsole containing foam in the heel.
6.) Jogging/Running $50.99 $48.71 4.7% Running has been a growing athletic shoe category
during the past few years, due mainly to the category's
constant technological innovations and the popularity
of the running silhouette as casual footwear. For
spring 2003, running shoe vendors addressed the
needs of both serious and casual runners by launching
product that focuses on various aspects of motion
control.
43. 43
7.) Trail-Running $49.68 N/A N/A Performance-enhancing components such as
waterproofing systems, Kevlar lacing and mesh
detailing have become key purchase points for the
trail-running consumer. But while technology is
pivotal, developers need to be careful not to let it
overwhelm the shoe.
8.) Track $47.28 $39.40 20.0% Most outdoor track-shoe styles contain removable
spike plates, which are designed to give the racer
greater power and efficiency. For athletes in multiple
events, track shoes often contain extra heel cushioning
and a rubber outsole for flexibility and protection.
9.) Hiking Shoes/Boots $46.42 $45.59 1.8 % Hiking shoes vary greatly in price depending on the
terrain and distance they're designed to cover and the
amount of waterproof protection offered. Many longer
hiking trips require higher-topped, stiffer boots, often
waterproofed and containing a hard plastic or steel
shank designed to keep the boot and ankle from
twisting during hiking.
10.) Cross-Training $46.10 $49.96 -7.7% Cross-training shoes were actually the only sport shoe
category in the top 10 to see a decrease in average
price. The category's popularity has deteriorated due
to rising demand for more specialized athletic
categories such as running and basketball. What's
more, vendors have been slow to introduce innovative
product specific to the multisport concept.
Source: (Sports Nut: Top Ten Priciest Sport Shoe Categories, 2003)
Exhibit 15:
50. 50
Exhibit 20:
Summarizes some of the media characteristics.
TV Radio News- Magazine Posters Direct Web site
paper mail banner ads
(Sunday
and daily
Audience Some National Large and Mostly National Large No national
size wastage, coverage mostly national coverage national coverage but
large and possible national and difficult and global
national (also internation internat segments 100
international al ional million+
Audience Few 15-14 Many Socioecon Lifestyle/ Commu- Any Beyond
type years old housewives omic Demograph ters, car target techies.
and ic drivers availabl middle class,
commuters e educated
Cost of High Low Low- Low- Medium Low Low but liked
production medium medium web site may
be high
Extra Adds Transportable Quality Inexpensive
advantage credibility to medium method of
product and gaining web
company presence
(without
having to
build)
Message Sight, sound, Sound and Now 4-colour 4- 4-colour, 3-D,
elements color, time mostly colour movement,
movementti constraint colored and 3- sound,
me constraint with some D interactive
black and possibil
white ity
Serial ad Viewed Serially, less Must compete with Non-linear
sequence serially, no zapping the other ads and medium can
competition editorial on same jump back
from other page and forward
ads or
editorial but
zap
Transition Highly transitory since one Can keep clippings Can refer Can Non-linear
can not refer back to ad once or refer back if back, walk refer
shown (unless taped) desired back or drive back/ke
past ep
coupon
51. 51
Demonstrat Ideal for usage Difficult Benefits or results Only short Yes Yes
ion and impulse can be shown but image benefit
purchase not product usage
demonstration
Detail/ Viewer can not Urgency Yes Yes No Yes yes
technical absorb detail and
topicality
Ease of Flexible Inflexible Inflexible Flexibl Yes
media e
buying
Lead times Long Short Short Mediu Long Short Short
m long mediu
m
High Hourly and daily Hourly Yes Weekly ? Yes Yes
frequency and daily /
facility monthly
National Yes Yes Yes Yes Yes Yes No but global
coverage segments
(Smith, P.R., 2002)
Exhibit 21:
Source: http://www.pg.dk/advertising/thomsen.pdf
52. 52
Exhibit 22:
Source: http://www.pg.dk/advertising/thomsen.pdf
Exhibit 23:
Top 25 Search Engines
1.) Google - Google UK - Google Image 2.) Ask Jeeves - Jeeves For Kids - Ask
Search Jeeves UK
Google is a search engine that makes heavy Innovative online search service that
use of link popularity as a primary way to rank processes plain-language queries with
web sites. Users across the web have in surprising accuracy.
essence voted for good sites by linking to
them.
3.) Lycos - Lycos UK 4.) Alta Vista - Alta Vista UK - babelfish
translator
53. 53
Lycos has been around since the early days of An awesome site from Digital, it maintains
the net and is still one of the most popular a HUGE index with powerful and FAST
search engines. The service employs human search functions. Coverage is excellent so it
editors for some of its listings, complemented is good for broad searching and for offbeat
by crawler-based results. The name Lycos subjects but you can be overwhelmed by too
comes from the Latin for "wolf spider." many hits. The Advanced Search is useful
for finding images, MP3/audio and video
files, and there's the useful Babelfish
Translator.
5.) LookSmart - Looksmart UK 6.) Yahoo! - Yahoo UK
LookSmart is the closest rival Yahoo has, in Yahoo is the web's most popular search
terms of being a human-compiled directory of service and has a well-deserved reputation
the web. The high quality of the directory is for helping people find information easily.
thanks to a team of nearly 200 full-time The secret to Yahoo's success is human
professional editors. beings. It is the largest human-compiled
guide to the web, employing 80 or more
editors in an effort to categorize the web.
Yahoo has at least 1 million sites listed.
7.) MSN (Microsoft) 8.) BBC - Search The Web 5.02
Microsoft's MSN service features both The BBC's "family friendly" search engine,
directory listings and search engine results. based on Google search technology. Results
Powered by Inktomi, this is now one of the are clear, uncluttered, relevant, and
most powerful search engines. commercial free. "Our results are the ones
that best match your search words - not the
ones advertisers want you to see."
Excellent!
9.) GigaBlast3.02 10.) GO Network
Gigablast is a new search-engine that looks set Go is the reincarnation of Infoseek, a newly
to challenge Google. It's been set up by a New designed site claiming to have enhanced
Mexican Software Engineer, and already capabilities, with a 50% larger search index
producing great search results. and search results pages that are 30% faster.
It offers portal features such as
personalization and free e-mail.
11.) HotBot 12.) Open Directory
This search engine has a great many loyal NetScape's Open Directory Project aims to
fans. It very often comes up with the goods build the most comprehensive human-
where other engines fail. reviewed directory of the web, by relying on
a vast army of volunteer editors.
13.) Teoma Search4.02 14.) FAST Search
Teoma, which means "expert" in Gaelic, One of the new generation of search
determines the authority or quality of a site's services, armed with next-generation
content, by using Subject-Specific Popularity. technology. FAST aims to be bigger,
54. 54
Subject-Specific Popularity ranks a site based speedier and more accurate than the existing
on the number of same-subject pages that major search engines.
reference it, not just general popularity.
15.) Multi Search8.02 16.) Webcrawler
Multi Search is a powerful tool which will One of the first and biggest search engines,
search all the top search engines with one and it still produces highly relevant results.
click.
17.) REX 18.) HandiLinks
This is a VERY nice site - a little sense of This is a great directory. HandiLinks
humour, very professionally done. listings are all organized into a hierarchical
index and it's fast and easy-to-use. It has
extensive categorization, and uses a frame
design that aids rather than getting in the
way of searches.
19.) Snap.com 20.) Scour.Net
Snap.com is a human-compiled directory of A useful multimedia search engine. Use it
web sites, supplemented by search results. It to find audio, video, images and animation
aims to challenge Yahoo as the champion of Scour.Net takes you directly to the
categorizing the web. multimedia you are searching for, quickly
and easily.
21.) AAA Matilda 22.) UK Plus
The most popular search engine outside of UK Plus features reviews of UK-relevant
North America. Matilda is a very individual sites, prepared by a team of journalists.
search engine from Australia, and growing Reviews are grouped into various channels,
rapidly in popularity. covering everything from Arts and Business
to Travel and Work. They are also
searchable.
23.) Direct Hit 24.) Dogpile
This Popularity Engine tracks the sites that Sends a search to a customizable list of
people actually select from the search results search engines, directories and specialty
list. By analyzing the activity of millions of search sites.
previous Internet searchers, Direct Hit
determines the most popular and relevant sites
for your search request.
25.) Britannica Internet Guide
This site strives to list only the highest quality sites on the Net. It's now integrated into the
Britannicca.com website, so you get a high-quality search engine and encyclopaedia at the
same time
55. 55
Source: http://www.wisecat.verywise.co.uk/search-engines.htm
Exhibit 24:
Nike Ad agency: R/GA
Got three of the four Pencils in the E-commerce Business to Consumer Website category
Gold Pencil www.Nikegoddess.com
Silver Pencil www.Nikebasketball.com & www.Nikerunning.com
Gold Pencil www.nikelab.com: Corporate Image category
Gold Pencil www.Nike-Presto.com: Promotional Advertising Website category
Nike Ad agency: R/GA received 3 Gold awards, the most of any agency & tied for the number of silver
winners with 2.
The R/GA projects that were selected to be included in the traveling show
and annual traveling exhibition in conjunction with the competition that
will feature work published in One Show Annual Volume 25 include:
Nike.com USA Homepage Corporate Image Business to Consumer
Website
Nike Basketball Corporate Image Business to Consumer
Website
Nike Basketball E-Commerce Business to Consumer
Website
Nike Goddess E-Commerce Business to Consumer
Website
Nike Goddess Corporate Image Business to Consumer
Website
Nike Lab Corporate Image Business to Consumer
Website
Nike Presto Promotional Advertising Website
Nike Running E-Commerce Business to Consumer
Website
Nike Running Corporate Image Business to Consumer
Website
Source: (R/GA Takes the…, 2003)
56. 56
Exhibit 25:
Sales & Net Income 1993 – 2003
1993 1994 1995 1996 1997 1998 1999
Sales 3,931.0 3,789.7 4,760.8 6,470.6 9,186.5 9,553.1 8,776.9
($ mil.)
Net 365.0 298.8 399.7 553.2 795.8 399.6 451.4
income
($ mil.)
Income 9.29% 7.88% 8.40% 8.55% 8.66% 4.18% 5.14%
as % of
sales
Sales & Net Income continued: 1993 – 2003
2000 2001 2002 2003
Sales 8,995.1 9,488.8 9,893.0 10,684.4
($ mil.)
Net income 579.1 589.7 663.3 716.4
($ mil.)
Income as % of 6.44% 6.21% 6.70% 6.71%
sales
2002 Footwear Sales
$ mil. % of total Sales
5,753.7 58
57. 57
2002 Total Sales
Americas $ mil. % of total
US 5,258.8 53
Other 691.0 7
Europe 2,731.5 28
Asia/Pacific 1,211.7 12
Total 9,893.0 100
The breakdown of Footwear revenue per region:
Fiscal 2002 Fiscal 2001 FY02 vs. Fiscal 2000 FY01 vs.
FY01 % FY00 %
CHG CHG
(In millions)
USA Region $3,185.0 $3,208.9 (0.7)% $3,351.2 (4.2)%
Footwear
EMEA 1,551.8 1,422.8 9.1% 1,309.4 8.7%
Region
Footwear
Asia Pacific 657.7 632.4 4.0% 557.0 13.5%
Region
Footwear
Americas 359.2 355.2 1.1% 343.9 3.3%
Region
Footwear
Total 5,753.7 5,619.3 2.4% 5,561.5 1.03%
Footwear
Revenue
Exhibit 26:
Advertising and Promotion Expenses: 1999-2002
1998 1999 2000 2001 2002
$978.2 million $978.6 million $998.2 million $1,000.5 million $1,027.9 million
Estimated Advertising and Promotion Expenses: 2003 – 2006
2003 2004 2005 2006
$1,056.1 million $1,088.4 million $1,125.1 million $1,171.5 million
