Nike Checkpoint 2

B O A M E N T, C O L I N B E S T, B R E N D A N
C O U G H L I N , D A R R I E N H O R N , C H A S E F R E R K I N G ,
D A N I E L J O N E S , D Y L A N M O R G R E T, A A R O N
P L AT T S
NIKE INC.
CHECKPOINT 2: STRATEGY FORMULATION,
IMPLEMENTATION, FIT & PERFORMANCE

STRATEGY FORMULATION & IMPLEMENTATION: 7S FRAMEWORK
SOGs,
SGs, VMPGs,
Strategy
(as Plan)
Strategy
(as Position)
Structure
(OS)
Style
(OC)
Systems
(VCA)
Skills
(VRIO/CC)
Staff
(OL, VCA)
Strategy
Formulation
Strategy
Implementation
• Main Idea:
Greater fit amongst
subsystems leads to greater
organizational effectiveness

CHECKPOINT 2: PRESENTATION OUTLINE
STATEGY FORMULATION
SOG’S: Vision, Mission, Purpose, Goals, and “Mantra”
STRATEGY: Business-Level Strategic Positioning
STRATEGY IMPLEMENTATION
SKILLS: VRIO Framework/Core Competencies
STYLE: Organizational Culture Analysis
STRUCTURE: Organizational Structure Analysis
STRATEGY FIT AND PERFORMANCE
FIT: Modified 5S Analysis
PERFORMANCE: Financial Analysis
 APPENDIX AND REFERENCES AT END
STRATEGY FORMULATION STRATEGY IMPLEMENTATION FIT AND PERFORMANCE

STRATEGY FORMULATION: SUPERORDINATE GOALS
SOGs,
SGs, VMPGs,
Strategy
(as Plan)
Strategy
(as Position)
Structure
(OS)
Style
(OC)
Systems
(VCA)
Skills
(VRIO/CC)
Staff
(OL, VCA)
Strategy
Formulation
Strategy
Implementation
• Main Idea:
Greater fit amongst

Mission Vision
Purpos
e
Goals Mantra

Mission: “To bring inspiration and innovation to every athlete in the
world.”
Mission Vision Purpose Goals Mantra

Vision: “If you have a body, you are an athlete.”
Design a shoe for everyone
 Using high quality materials
 Made ethically (wages and work conditions)
 Safe for the Planet
Purpose: “Nike is dedicated to serving athletes
and helping them reach their full potential”
‘Continually innovate to remain sustainable’
Create value for shareholders
Mission Vision Purpose Goals Mantra

Goals: We Strive for Innovation that:
 Serves the athlete
 Grows the company
 Delivers inspiration
 Minimize Waste (Recycling ‘Reuse a Shoe’
program
 Promote Social Responsibility
 Focus on innovation, collaboration,
transparency and advocacy
Mission Vision
Purpos
e
Goals Mantra

• Tagline: “Just Do It!”
• Mantra: “Authentic, athletic performance”
Mission Vision
Purpos
e
Goals Mantra

S T R E N G T H S
 Great customer loyalty
 Sponsorship Pride
W E A K N E S S E S
 Too geared towards the
athlete and less towards
their average consumer.

STRATEGY FORMULATION: STRATEGY AS POSITION
SOGs,
SGs, VMPGs,
Strategy
(as Plan)
Strategy
(as Position)
Structure
(OS)
Style
(OC)
Systems
(VCA)
Skills
(VRIO/CC)
Staff
(OL, VCA)
Strategy
Formulation
Strategy
Implementation
• Main Idea:
Greater fit amongst

Broad
Differentiation
Broad Low Cost
Focused
Differentiation
Focused Low
Cost
BroadNarrow
Differentiation Low Cost
Scopeofadvantage
Type of Advantage
Strategy: Porter’s Strategy Typology

Type of Advantage: Differentiation
•Willingness to pay a premium price:
•On average Nike’s customers pay over twice the world average
price for a running shoe
•Over 50% of the shoe sales greater than 85% are Jordan’s

Strategy Formulation:
Business Level Strategic
Positioning
Scope of Advantage: Broad
• Diverse Demographic:
•People of all ages, race and sex wear Nike shoes and apparel for
a wide variety of uses.
• Wide Geographic:
•Nike has a presence on every continent and provides its products
to every country in the world, touching a wide base of different
cultures.
• Variety of Usage:
•Nike makes all sorts of shoes that serve a variety of purposes
such as shoes for: Runners, Soccer, Skateboarding, Leisure,
Formal, etc. There is a shoe for everybody.

Strengths & Weaknesses: Business Level
Strategy
S T R E N G T H S
• Globally positioning
themselves all over the
World makes it fast and
easy to produce and deliver
products.
W E A K N E S S E S
High prices make switching
costs lower for some
consumers; potentially
switch to lower cost
rivals.

STRATEGY IMPLEMENTATION: SKILLS
SOGs,
SGs, VMPGs,
Strategy
(as Plan)
Strategy
(as Position)
Structure
(OS)
Style
(OC)
Systems
(VCA)
Skills
(VRIO/CC)
Staff
(OL, VCA)
Strategy
Formulation
Strategy
Implementation
• Main Idea:
Greater fit amongst

Resources Valuable Rare Inimitability Organization
Leadership X
Diversity X
Accessibility X
Product Differentiation X
Customer Service X
Supply Chain X X
Culture X X
Endorsements X X
Corporate Social Responsibility X X
Marketing/Advertising X X X
Research & Development X X X
Brand Awareness X X X X
Innovation X X X X
Efficiency X X X X
Consumer Loyalty X X X X
VRIO ANALYSIS

CORE COMPETENCIES METAPHOR
The
Approach:
Core
Competenci
es
• Brand Awareness
• Innovation
• Efficiency
• Consumer Loyalty
The Dunk:
End
Products
• High quality
Footwear/Apparel
• Advanced
technological
products
• Equipment
The Grip:
Core
Products
• Soles
• Fabrics

VRIO AND CORE COMPETENCIES
S T R E N G T H S
 Nike’s combination of financial
resources, global supply chain, and
decades of established vendor
relationships makes the firm incredibly
efficient.
 Few companies are as globally
recognized as Nike. This is in part due to
their extensive marketing campaigns.
 Nike has an extensive R&D program.
This allows them to stay at the forefront
of their industry, as they consistently
release innovative and technologically
advanced products.
W E A K N E S S E S
 Although Nike has strived to
better their image of CSR, there
are still allegations of abuse and
mistreatment of employees in
some factories

STRATEGY IMPLEMENTATION: STYLE
SOGs,
SGs, VMPGs,
Strategy
(as Plan)
Strategy
(as Position)
Structure
(OS)
Style
(OC)
Systems
(VCA)
Skills
(VRIO/CC)
Staff
(OL, VCA)
Strategy
Formulation
Strategy
Implementation
• Main Idea:
Greater fit amongst

ORGANIZATIONAL
CULTURE
ANALYSIS
Cohesive
Strong
Non-cohesive
Weak
Focus on “Production”
Impersonal
Focus on “People”
Humanistic
Bureaucratic
Stability
Adaptive
Change
Risk-averse
Security
Focus on “Effort” (or not)
Enjoy the Process
Support Orientation
Change Orientation
Strength Orientation
5
4
5
4
5
4
5
4
5
4
1
2
1
1
2
1
1
2
2
3
1
3
3
3
3 2

ORGANIZATIONAL CULTURE:
STRENGTH ORIENTATION: 4
• Cult-like culture
• Nike’s tribal identity: “We have the best-kept secrets”
• Employees are said to quote the 11 Maxims of Nike
– Similar to the Ten Commandments
• Nike’s story and history is embedded into employees
• Quote from one of Nike’s GMs:
– “It’s about making sure that every person in the system adopts a different
world view, sense of purpose and approach to their job.”
1 2 3 4 5
Non-Cohesive
Weak
Cohesive
Strong

CHANGE ORIENTATION: 3.5
1 542 3
Bureaucratic
Stability
Adaptive
Change
•“To fulfill our potential we know we need to operate in completely new ways, making
sustainability integral to our innovation and performance.” (Mark Parker, Nike President &
CEO)
•After trouble regarding illegal manufacturing practices, Nike became the 1st company in the
industry to voluntarily disclose names of all contract factories producing Nike products.
•Nike launched Making, which is an app that helps designers and product creators make
informed decisions about the environmental impacts of materials they choose.
•33,000 employees worldwide, yet only 14 (board of directors) make the important decisions
regarding the company.
•Every year Nike requires all employees to read and verify they read the code of ethics, “Inside
the Lines”

SUPPORT ORIENTATION: 2.5
1 2 3 4 5
Focus on
“People”
Humanistic
Focus on
“Production”
Impersonal
•During the 1990s and early 2000s, people accused Nike of sweatshop labor: This proved to be an impersonal process stated
by then Nike director, Todd McKean, “Hey, we don't own the factories. We don't control what goes on there.
•
•Four core principles for Nike management team:
- Lead - Coach - Drive - Insprire
•"Figure out where you want your career to go, and when you see something that would help you get there, ask us for it.” (Nelson Farris,
Nike’s head of corporate education)

ORGANIZATIONAL CULTURE ANALYSIS
S T R E N G T H S
 Strong cult-like culture
 Focus on helping
employees grow
 Industry leading results
W E A K N E S S E S
 Bureaucratic decision-
making
 High R&D costs from risk
seeking

STRATEGY IMPLEMENTATION: STRUCTURE
SOGs,
SGs, VMPGs,
Strategy
(as Plan)
Strategy
(as Position)
Structure
(OS)
Style
(OC)
Systems
(VCA)
Skills
(VRIO/CC)
Staff
(OL, VCA)
Strategy
Formulation
Strategy
Implementation
• Main Idea:
Greater fit amongst

ORGANIZATIONAL STRUCTURE ANALYSIS
HIERARCHY OF AUTHORITY DIMENSION
ORGANIC
STRUCTURE
Flat, horizontal
hierarchy.
HIERARCHY OF
AUTHORITY
The extent to which there
are many (or few) levels
in the organization’s
hierarchy.
1 2 3 4 5 6 7 8 9 10
MECHANISTIC
STRUCTURE
Tall, vertical
hierarchy.
• PHILLIP H. KNIGHT (CHAIRMAN OF THE BOARD OF DIRECTORS)
• MARK PARKER (PRESIDENT AND CEO, NIKE, INC.)
• TREVOR EDWARDS (PRESIDENT, NIKE BRAND)
• DAVID AYRE (EVP, GLOBAL HUMAN RESOURCES)
• DON BLAIR (EVP AND CFO)
• JEANNE P. JACKSON (PRESIDENT, PRODUCT & MERCHANDISING)
• HILARY KRANE (EVP, CHIEF ADMINISTRATIVE OFFICER)
• JOHN SLUSHER (EVP, GLOBAL SPORTS MARKETING)
• ERIC SPRUNK (CHIEF OPERATING OFFICER)
• CORPORATE GOVERNANCE
• BOARD OF DIRECTORS

FORMALIZATION DIMENSION
ORGANIC
STRUCTURE
Few (formal) written
rules and
regulations; more
informal approach.
FORMALIZATION
The extent to which
rules exist in written
form and cover a wide
range of
contingencies.
1 2 3 4 5 6 7 8 9 10
MECHANISTIC
STRUCTURE
Lots of (formal)
written rules and
regulations; “by the
book” approach.
• Nike’s subsidiaries reap minor independence within definitively set
boundaries.
• Projects that exceed limits placed by regional headquarters or global
headquarters do need approval of the region
• Nike’s contracted manufactures are required to comply with their “code of
conduct”
• Environmental and sustainability requirements – suppliers
• The 11 Nike Maxims that all employees follow

SPECIALIZATION DIMENSION
ORGANIC
STRUCTURE
Employees perform a
wide range of tasks in
their job; fluid roles;
overlapping tasks.
SPECIALIZATION
The extent to which
tasks are subdivided
into separate jobs.
1 2 3 4 5 6 7 8 9 10
MECHANISTIC
STRUCTURE
Each employee
performs only a narrow
range of tasks; rigid
roles; task are
separated with little/no
overlap.
• Nike uses a functional structure to divide up activities and decentralizes
control within the design process to individual teams
• Nike’s specialization within the company has lead to departmentalization
(footwear, apparel, equipment, marketing/sales)
• Nike has succeeded by remaining flexible in a volatile market by using
subcontracting relationships overseas in low labor-cost countries

OVERALL STRUCTURE ANALYSIS
FORMALIZATION
8
CENTRALIZATION
5
STANDARDIZATION
5
SPECIALIZATION
8
HIERARCHY OF AUTHORITY
3
OVERALL STRUCTURAL ANALYSIS
5.8

STRENGTHS AND WEAKNESSES
STRENGTHS
• Standardization: Nike gives its employees flexibility (with specific
guidelines) to continuously innovate
WEAKNESSES
• Specialization: Most of the income comes from footwear segment – may
need to emphasize moreszk on other segments

ORGANIZATIONAL FIT & PERFORMANCE
SOGs,
SGs, VMPGs,
Strategy
(as Plan)
Strategy
(as Position)
Structure
(OS)
Style
(OC)
Systems
(VCA)
Skills
(VRIO/CC)
Staff
(OL, VCA)
Strategy
Formulation
Strategy
Implementation
• Main Idea:
Greater fit amongst

MODIFIED 5S ANALYSIS
Superordinat
e Goals
Position Structure Style Skills
Superordinate
Goals
Position
Structure
Style
Skills

Best Fits
SOG’s & Position
Skills & Position
 Both “best fits” relate to Nike’s extremely
strong positioning
 Reaching every athlete everywhere
made possible through broad
differentiation
 “PUPPY” achieved through effectively
communicated SOGs, top-down
 Excellent core and end products
teamed with top-notch distribution &
manufacturing system = SOGs
satisfied

Worst Fits
Structure & SOGs
Style & SOGs
 Both weaknesses point to issues with
compatibility of the flat, mechanized,
sometimes-bureaucratic organization
with the goals of CSR, inspiration, and
advocacy

Overall Subsystem Fit Very
Good
If 7S Thesis holds, then financial performance should be “very good” as well

FINANCIAL ANALYSIS
Key takeaway: Nike is turning over inventory at a rate at least 30% greater than key
industry competitors, implying strong sales and effective inventory management
practices.
0
1
2
3
4
5
6
2010 2011 2012 2013 2014
COGS/AverageInventory
Activity: Inventory Turnover
Nike Under Armour Puma Adidas/Reebok
Activity - Inventory Turnover
2010 2011 2012 2013 2014
Nike 4.64 4.77 4.5 4.21 4.16
Under
Armour
2.93 2.82 2.97 3.03 3.13
Puma 3.45 3.1 3.11 2.98 2.9
Adidas/
Reebok
3.49 3.04 3.13 2.87 2.95

FINANCIAL ANALYSIS
0
5
10
15
20
25
30
2010 2011 2012 2013 2014
NIasa%ofEquity
Profitability: Return on Equity (ROE)
Key takeaway: Nike has set the bar for the Textile and Apparel industry, achieving ROE
greater than 20% every year with consistent and stable growth. Nike’s ROE indicates it
is effectively using shareholder funds to generate profits.
Profitability - ROE (%)
2010 2011 2012 2013 2014
Nike 20.67 21.77 21.92 23.08 24.5
Under
Armour
15.27 17.1 17.67 17.36 17.31
Puma 15.4 15.38 4.38 0.34 4.11
Adidas/
Reebok
13.52 13.5 9.87 14.58 8.82

FINANCIAL ANALYSIS – SUMMARY
Overall Financial Performance =
Excellent
At or near industry leader in almost all
financial ratio analyses

S T R E N G T H S
SOG & Position fit
Skills & Position fit
ROE
Inventory Turnover
W E A K N E S S E S
Skills & Style
Structure & SOG

MODIFIED 5S & FINANCIAL ANALYSIS SUMMARY
Modified 5S Analysis:
Over fit = Very Good
Financial Analysis:
Financial Performance
= Excellent
7S Framework holds

APPENDIX
Complete Organizational Culture Analysis
Complete Organizational Structure Analysis
Complete Financial Analysis
References

OUTCOME ORIENTATION: 5
• “Because we are Nike, we have a very powerful and very high profile brand.
Along with those come extremely high expectations, as well as very high
demand with a very low timeframe” (Shawn Browning, Nike Facility Manager).
• Quote from Professional Retailstore Maintenance Association
– “Working with Nike, Inc.’s Facilities maintenance department to changing a tire on a car going 65
miles per hour down the road” (Former Supplier of Nike).
• Accelerated innovation to maintain sustainability
1 2 3 4 5
Focus on “Performance”
Pressurized/Get Results
Focus on “Effort” (or
not) Enjoy the
Process

RISK ORIENTATION: 5
1 52 3 4
Nike’s culture stresses risk, and more importantly, innovation. Using a highly
differentiated mindset, Nike aims to be the first company to expand its products
and is unafraid of risks.
Risk-seeking
Innovative
Risk-averse
Security
•Expanded to Canada in 1972 (Giving Nike their global recognition), now located in +24
countries
•According to Fast Company, leading business media brand, Nike was the #1 most innovative
company of 2013
• “My fear is being this big, slow, constipated, bureaucratic company that’s happy with its
success.” (Mark Parker, Nike President & CEO)
•Example of innovation: Flyknit Racers, which are lightest running shoe at 5.6 ounces

STANDARDIZATION DIMENSION
ORGANIC
STRUCTURE
People are free to create
and introduce new ideas
which means their
organizations are less
likely to routinely do
things the same way after
time.
STANDARDIZATION
The extent to which
things are done the
same way, time after
time.
1 2 3 4 5 6 7 8 9 10
MECHANISTIC
STRUCTURE
Organization
consistently and
routinely does things
the same way, time
after time.
• “Nike can respond to changes in sports shoe fashion very quickly. Using its
global computer system, it can, literally overnight, change the instructions it
gives to each of its suppliers so that, within a few weeks, its foreign
manufacturers are producing new kinds of shoes.” – Hill, Jones
• The Nike Swoosh is used as a pattern standardization tool among all levels
of promotional/advertising functions
• Nike divides product lines into specific customer categories – specific,
individual customer groups

CENTRALIZATION DIMENSION
ORGANIC
STRUCTURE
Decision making is
delegated to
empowered individuals
at lower levels in the
organization.
CENTRALIZATION
The extent to which
decisions are made at
or near the top of the
organization’s
hierarchy.
1 2 3 4 5 6 7 8 9 10
MECHANISTIC
STRUCTURE
Decisions are made
at or near the top of
the organization.
• Global headquarters is at the top of the hierarchical decision-making matrix
and also manages Nike’s regional operations/all major markets
• Regional headquarters adds an additional layer to make the structure more
effective/efficient by reducing complexity
• Regional headquarters allows for leverage in financial/management
operations and also enhances supply chain management

FINANCIAL ANALYSIS
SG&A expenses cover everything from direct selling expenditures to salaries of non-sales personnel, rent, etc.
When normalized against revenue and compared to other industry firms, SG&A expenses can give insight into
whether management is spending efficiently or wasting valuable cash flows.
Key takeaway: Over the past five years, Nike has consistently spent a lower percentage of its revenues on
SG&A expenses, suggesting efficient sales and effective monetary controls in comparison to industry firms.
0
5
10
15
20
25
30
35
40
45
50
2010 2011 2012 2013 2014
%ofRevenue
Selling, General, & Administrative Expenses (% of
Revenue)
Selling, General, & Administrative Expenses (% of
Revenue)
2010 2011 2012 2013 2014
Nike 34.45 33.14 30.34 30.80 31.53
Under
Armour
39.30 37.45 36.55 37.27 37.55
Puma 38.02 37.65 42.70 42.97 40.82
Adidas/
Reebok
41.23 40.54 42.36 41.87 42.57

FINANCIAL ANALYSIS
Liquidity ratios, such as the Quick and Current ratio, provide a look into a firm’s ability to pay off its short-term debt obligations.
The higher the liquidity ratio, the larger the margin of safety from insolvency.
Key takeaway: Quick Ratio (QR) was used to eliminate significant inventory differences, as Nike carries noticeably less of its
current assets in inventory (25-28%) than other key industry competitors (34-41%). Nike has remained at or near the top of its
industry in terms of QR, suggesting strong management of short-term assets and sufficient protection against bankruptcy in the
short term.
0.00
0.50
1.00
1.50
2.00
2.50
2010 2011 2012 2013 2014
QuickAssets/CurrentLiabilities
Liquidity: Quick Ratio
Liquidity Ratio - Quick Ratio
2010 2011 2012 2013 2014
Nike 2.32 1.94 1.82 2.31 1.71
Under
Armour
2.00 1.64 2.02 1.29 2.05
Puma 1.19 1.22 1.18 1.23 1.15
Adidas/
Reebok
0.83 0.79 0.87 0.77 0.92

FINANCIAL ANALYSIS
Leverage ratios provide a measure of how indebted the firm is. The Debt/Equity (D/E) ratio in particular depicts how
aggressive firm’s are with financing its activities with debt, versus equity. Aggressive debt financing can amplify
shareholder returns, but can also contribute to volatile earnings.
Key takeaway: Nike’s D/E ratio is similar to other key industry competitors, and indicates Nike is no more/less
aggressive with debt financing than most industry competitors (exception: Adidas). The graph does depict Nike, and the
industry, becoming more aggressive with debt financing over time.
0
0.2
0.4
0.6
0.8
1
1.2
1.4
2010 2011 2012 2013 2014
TotalDebt/TotalEquity
Leverage: Debt/Equity Ratio
Leverage - Debt-to-Equity Ratio (total debt/total equity as
a %)
2010 2011 2012 2013 2014
Nike 47.84% 52.37% 48.97% 57.62% 71.78%
Under
Armour
35.81% 44.50% 41.62% 49.76% 55.19%
Puma 70.71% 60.87% 58.99% 55.24% 59.02%
Adidas
/Reebo
k
129.83% 113.54% 119.96% 111.48% 120.91%

FINANCIAL ANALYSIS
Profitability ratios such as ROE and ROA provide a metric to analyze a firm’s ability to generate earnings relative
to various balance sheet accounts. ROA gives an idea of how efficient management is at using assets to
generate income, with a higher ROA implying more effective use of assets.
Key takeaway: While Under Armour is setting the industry standard, Nike is right behind, exhibiting strong and
consistent returns on assets compared to industry firms.
0
2
4
6
8
10
12
14
16
18
20
2010 2011 2012 2013 2014
NIasa%ofAssets
Profitability: Return on Assets (ROA)
Profitability - ROA (%)
2010 2011 2012 2013 2014
Nike 13.78 14.5 14.55 15.04 14.89
Under
Armour
15.27 17.1 17.67 17.36 17.31
Puma 9.23 9.3 2.75 0.22 2.64
Adidas
/Reebo
k
5.82 6.1 4.56 6.77 4.08

REFERENCES
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2010. Web. 2015.
Brown, Melanie. "“It’s Not About the Shoes”: How Nike’s Advertising Crosses Borders and Transcends Nationality." Melanie Brown, 19 June 2011. Web. 14 Apr. 2015.
Chiles, Todd. "Management 4970 - Strategic Management." Columbia, January 2015. 11. 05 April 2015.
Farfan, Barbara. "Company Mission Statements." About Money. N.p., n.d. Web. 3 Apr. 2015.
Hill, Charles, and Gareth Jones. Strategic Management: An Integrated Approach. N.p.: Cengage Learning, n.d. Cengage Learning, 27 Oct. 2007. Web. 14 Apr. 2015.
Jackson, Lisa. "How Nike Drives Innovation & Change." Corporate Culture Pros. N.p., 03 June 2013. Web. 15 Apr. 2015.
Jay, Mary Lou. "Nike, Inc.: High Profile Brand, High Expectations." January 2015. ServiceChannel. 14 April 2015. <http://corp.servicechannel.com/wp-
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loyalty-we-can-all-learn-from-nike/
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"Working at NIKE." Glassdoor. N.p., n.d. Web. 7 Apr. 2015. http://www.glassdoor.com/Overview/Working-at-NIKE-EI_IE1699.11,15.htm

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