The Nike ethos is characterised by an emphasis on the role of internationalisation as an entrenched component of their business strategy. This is reflected by their mission statement, which aims to “bring inspiration and innovation to every athlete* in the world” with the caveat that “*if you have a body, you are an athlete” (Nike.com, 2017). Significantly this emphasises a global outlook, that transcends the elementary definition of international marketing - “the marketing of goods, services and information across political boundaries” (Albaum et al., 2005). Many firms take mercantile approaches to marketing that “satisfy customer requirements profitably” (Marketing and the 7Ps, 2015). Nike, however, follows more holistic principles - “11 maxims” (Farfan, 2017) - that allow it to achieve its fundamental premise - to inspire its global consumer base, albeit in a financially rewarding manner. Armed with a global marketing orientation, Nike caters to a range of customers that have a plethora of demands, which vary along demographic, geographic, and cultural lines. Thus, their marketing model is predicated upon nuanced strategies that consider domestic market variables (domestic and foreign controllables & uncontrollables) (Ghauri & Cateora, 2014). Consequently, and because of the large role that internationalisation has played in Nike’s success story, this paper evaluates its marketing strategy; with a focus on micro, macro, and task analysis.