1

STRATEGY AND CHANGE IN THE

GLOBAL ENVIRONMENT

NAME: ANSHUL WADHWA

NO: 09034266

PROGRAMME: MBA

MODULE CODE: SM0493

“…the best way to predict the future is to create it. Thank you.” Gary DeStefano , President

Global Operations, Nike Inc, Nike (2010c, pp. 43)

“To bring inspiration and innovation to every athlete in the world..if you have a body, you are

an athlete.” Nike (2010b)

“But as strong and creative as we are internally, I believe the next generation of growth will

be enabled by creating strategic partnerships. Innovation and collaboration is really the way

forward. We've always been good at innovation and I think we're getting better at

collaborating.” Mark Parker, CEO Nike, Inc Nike (2010c, pp.3)

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CONTENTS

Sr. No. Content Page No

1 Introduction 3

2 PESTEL 3

3 Part 2: COMPETITIVE ADVANTAGE 7

4 Sources of Competitive Advantage 8

5 Part 3: Strategic Change 10

6 Facilitators and Blockages-Forcefield Analysis 12

7 Culture@ Nike, Inc 14

8 Conclusion 15

9 References 17

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Introduction:

NIKE, Inc is the number one athletic shoes company in the world. It was created by Phil

Knight and his coach at Oregon University Bill Bowerman. Since being known as Blue

Ribbon Sports in 1964, when they were importing and distributing Japanese running shoes.

Since then Nike has come a long way in being the leader in the athletic footwear industry,

Locke & Siteman (2002, pp.4). It was in 1972, when they launched the ‘swoosh’ symbol

representing the Greek winged Goddess of victory. In 1980, they decided to go public, Nike

(2010a), after which they managed to display Adidas and then Reebok from top spot in late

1990’s. Today they are headed by Mark Parker, CEO They have over 33000 employees

globally and have their headquarters at Beaverton, Oregon. In the last fiscal year, ending

May 31st, 2009 they ended with record revenues of $19.2, which is a 3% increase in

earnings from the previous year Nike (2010a). Their brands include Nike, Cole Haan,

Converse, Jordan, NIKE Golf and Umbro, Nike (2010c).

The PESTEL framework categorises environmental influences into 6 main types namely

Political, Economic, Social, Technological, Environmental and Legal (Exploring corporate

strategies, Johnson)

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Fig 1: Pestel Analysis, Scholes (2008)

In the case of Nike, its

Political: Framework can be viewed as the role of the government Scholes (2008) in this

case the US government. Since Nike, Inc is an American brand, it is vital that the

government provides a range of political issues in regards to future taxation policy, trade

regulations, governmental stability, and unemployment policy Jeffs (2008). According to

Cuizon (2009) the US government has in ways with its policies have helped Nike enable and

advance its products. The US government has provided Nike with general macroeconomic

stability along with low interest rates and stable currency rates, along with the tax system

internationally being competitive, critically led to Nike’s growth. From a political perspective

outsourcing a product or service is highly beneficial since it saves the company a huge

cost, in the case of Nike, it simply designs and develops new products and then outsources

them for manufacturing to countries like Taiwan, China and Brazil Nike (2010).

In my opinion it is critically vital from Barrack Obama’s governments point of view to tactically

support Nike in its cause, which is the continue to be the best athletic footwear brand in the

world. However research tends to slightly disagree when Obama was caught criticising

Nike’s Oregon running project where he quotes “At a time when so many American runners

risk getting a stress fracture because they can’t afford to buy a new pair of shoes, or no

longer have enough time to run twice a day because they’re forced to work longer hours just

to make their monthly mortgage payment” , he further adds “ the Nike Oregon Project

continues to indiscriminately buy $75,000 anti-gravity treadmills and pay their runners huge

sums to do nothing but run. That is the height of irresponsibility. It is shameful. And part of

what we’re going to need is for the folks in Portland to show some restraint and show some

discipline and show some sense of responsibility” letsrun.com (2010).

Economic:

In an article while addressing investors Nike (2010, pp.3), Mark Parker, CEO at Nike

stresses on the fact that, going ahead there will always be macro-economic forces which

can't be influence. Swings in currency, tax rates, labour costs. In fact during the economic

crisis, they rethought their strategy. They used it as an opportunity to accelerate growth and

expand their future capacity. They reset their cost structures and still maintained profitability

while creatively separating their marketplace. However their main areas of concern going

ahead would be the rise in input costs, mainly oil, labour and derivatives of those such as

freight as rising over the next few years particularly since the market for these commodities

strengthens during the economic recovery. Changes in currency exchange rates can be

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another significant driver of gross margin performance, and that's particularly topical today.

In order to negate these changing currency trends they are building hedging programs to

minimize short-term volatility in order to timely adjust their financial models in respect to

significant currency changes. Nike has begun implementing a trading company structure in

order to enable them with using the natural hedges they have in their product sales and

currencies sourced. Another area of economic concern is the slow and steady recovery

globally, with a special mention of Central, Eastern Europe and Japan. Unemployment

coupled with customer confidence is also an issue, irrespective of Nike outperforming the

marketplace, especially with Hurley and Converse being added to their portfolio. The case of

Anti-dumping by EU in 2005 against shoes imported from China and Vietnam Europe will

also affect their economic growth NKE (2009).

Cuizon (2009) further states that their local market in the US itself is experiencing an

economic downturn.

Social:

Nike represents a post modern organisation, a company which is defined itself both on

physical and emotional empowerment of health and fitness Carty (1997). It operates in a

society where people over the years have become more socially aware and are very health

conscious these days. Since diet and health is a key ingredient of fitness and with the

number of fitness clubs coming up, the demand for fitness products especially apparels,

shoes and equipment. Nike is the leader in this segment and is catering to this surge in

demand as people are looking for sports shoes, apparel and equipment Cuizon (2009).

However back in 1990’s they were accused of being ‘environmentally reckless’ IEHN (2005)

since they were running sweatshops using underage workers in Asia. This hurt their pubic

and social image as a brand resulting in declining sales.

Technological:

Taking a lead to create such a platform, Nike and Creative Commons are leading the

initiative to create a system for “open collaboration”. This project will develop strategies for

using patents and know-how, within a community network framework, to facilitate and

promote open innovation. Other contributors can also join the network by committing their

patents or unpatented knowledge to the network. Collaborations with Science Commons and

others will ensure that the network grows in ways that promote community-based innovation

and sustainable research policies Tomatso (2009, pp. 30). Nike’s teamed up with Apple to

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create the Nike+ Sports Kit and web service transcending its traditional sports category

Wathieu (2010, pp. 30).

Environmental

Considering the environmental issues which are there, Nike realises the slow decrease in

natural resources and with carbon footprints being an issues, climate change being another

and renewable energy being the future they have strategized their business to a more

environmentally sustainable environment Nike (2010b, pp.4). Similarly they are facing a

challenging issue in their footprints as their largest energy impact is integrated in their

materials; approximately 59% of their materials contain this energy Nike (2010b, pp.82).

Newsweek, in an article has ranked Nike 7 amongst the top 500 green companies for its

environmental policies which use organic cotton, generating less waste in retail. They are

focusing on shoes made by recycled polyester packaged in recycled fibre boxes Newsweek

(2009)

Nike has also resigned its position on the board of the United States board of Commerce,

stating that “We fundamentally disagree with the U.S. Chamber of Commerce on the issue of

climate change, and their recent action challenging the E.P.A. is inconsistent with our view

that climate change is an issue in need of urgent action,” Galbraith (2009)

Legal:

Nike insists that any of its contractors caught employing child workers must remove the child

from the factory, continue to pay the child’s wages, and pay for the child’s school fees until

he/she reaches legal working age. Yet, notwithstanding the arrival of IPEC and Nike’s new

child labour policies, the ILO reports that many local employers continue to use children in

their stitching centres and that in response to increased monitoring of standards in Sialkut,

Pakistan, Azam (1999).

For Nike the key drivers for change would be their environmentally sustainable model which

will hold them in good stead as considering the way the global economic downturn is on.

Both domestic and international markets will play a key role considering Asian Markets are

eventually dependent on the mature market economies. They also have to keep in check the

rising input costs of oil going ahead and the focus will shift towards renewable energy. They

need to focus on their core competencies of design and innovation and keep in mind the

unemployment rate along with currency fluctuations and consumer demand.

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Part 2

Competitive advantage

This arises from the differential among firms along its various dimensions in its

characteristics and attributes allowing the firm to create better customer value than others.

Competitive Advantage includes ownership of assets, access to its distribution and supply

chain, its knowledge, competency and capability in its business operations. In order to

sustain this, the firm needs to creatively and regularly exploit the three generic sources. This

includes the pre-emptive attempt of rivals, juxtaposing both creation and pre-emption as well

as ownership based access and its proficiency based resources (Hao, M, 1999)

Over the years many theoretical frameworks were created in order to understand

competitive advantage. The traditional industry analysis approach emphasized the

importance of market positioning and industry structure (Porter, 1980). According to

Schumpeter (1934, 1950) the theory of creative destruction compels us to rethink the

importance of innovation while competing with time and destroying the old equilibrium as

well as established convention. Nonaka (1991) argues that knowledge is the only source of

lasting Competitive Advantage in the 21st century.

Nike is widely recognised as the market leader in the sports apparel industry by virtue of its

market share, profitability and global reach (Stonehouse et al., 2003). Its exceptional

knowledge of its customers and their motivations, marketing, design and development of

new products and its supply chain management have blended together into a unique

strategic knowledge which constitutes its core competencies and it’s Competitive Advantage

(Stonehouse. G, 2008 pp.24)

Over here we shall look at two theoretical models. One being Porters Generic Strategy

(1985) according to which Competitive Advantage can be achieved by either ‘cost

leadership’; differentiation strategy and a combination of either of the two strategies

mentioned earlier with a focused or niche strategy. In the case of Nike it is evident that they

have differentiated their products and services in order to create additional value and provide

their customers with benefits for which they demand a premium price. They have achieved

their differentiation based on initially catering to a niche market, their customer knowledge

and relationships. Their innovations in design, technology they use and their brand image

through their marketing and advertising campaigns, Jeffs (2008).

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For Nike their Sources of Competitive Advantage are:

Customer and Customer Knowledge - in 1972, Nike aimed at positioning its product to the

niche market of serious competitive athletes. Thus targeting and segmenting their markets

for people aged in their 20’s, which led Nike to focus on developing high performance

running shoes. They combined the customer’s requirement and knowledge with the existing

technology and translated that into a knowledge based core competency. This need for the

hour strategy increased Nike’s sales amongst the top athletes. This was followed up by more

organisational learning and strategic thinking. Simultaneously the Nike swoosh logo gained

popularity amongst athletes and Tele-adverts and so was fashion, which resulted in people

imitating their heroes and bought Nike more as a fashion statement. This helped Nike learn

a lot about the behaviours of the younger generation and realised that those resembled the

same of athletes who love to compete and display a rebellious streak. This trend made Nike

strategically take key decisions and thus began focussing on design, development,

marketing and supply chain. Thus interlocking them Nike today is the world leader in athletic

footwear. On today’s date not only does Nike segment its market based on global sports, but

on looking through its websites one understands the depth of its catering to all age groups

(Stonehouse et., al 2008).

Marketing and Advertising - Nike marketing and advertising campaigns are a big source of

competitive advantage! Nike is known best for its strategy of using celebrity ‘athletes’

endorsements. They simple want the best of the athletes in the world to be associated with

them. The tactics used by the associates at Nike would be influential on potential signees.

Not only do they intimidate the star but also create an overwhelming response. This helps

them to strengthen their bargaining power and lure its signee to aspire to being in such great

company (Fortune, 1995).

Nike signed up Tiger Woods for $8 million with one win as a pro back in 1997, thus getting

star loyalty. In fact after Nike rose high and fast as any company could in the ‘90’s after they

launched their indelible ‘Swoosh’ and their ‘Just do it’ slogan challenging sports figures and

thus resulting in sales of $9.2 billion in ’97, Newsweek, (1998), outweighing its two main

competitors Adidas in 1980’s and Reebok in 1990’s (Locke & Siteman, pp2). Their

campaigns are linked with customer needs. In fact stars such as Bo Jackson, Michael

Jordan and John McEnroe campaigned regularly. For Nike launching the ‘Just do it’

campaign was a matter of good timing as in the 80-90’s many Americans desired for a

healthy lifestyle and Nike grabbed that opportunity.

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Design Development/Innovation - Mark Parker Nike (2010b, pp.4) in his CSR report

mentions that when they identified their 2 core competencies - design and innovation, it was

done in order to bring about social, labour and environmental change. Since Nike had

already started gaining popularity amongst the youngsters along with being there for

athletes, they took 2 key strategic decisions. One was widening their existent range of

products for athletes and move into different sporting categories, especially Soccer which

wasn’t all that big in USA .Secondly they increased their overall apparel range for both

competition and casual wear as well. Design and development now became their core

competencies. They realised they had a huge market in terms of fashion as well. This

became one of their core competencies and led to the growing competitive success. What

added to their core competencies was that Nike’s designers were able to match their abilities

with the present technology and the fashion taste of the young generation. There most

significant design was the ‘air’ principle which incorporated an air cushion based on a sole

and heel. In September’07, they rolled out NIKETOWN New York which taught over 2 million

customers a year teaching them how to track their runs. Nike has collaborations with NASA

and Apple to accelerate their innovation process. Innovation is at the heart of Nike, Inc’s

business strategy today, Nike (2010b, pp.4). Phil Knight believes that there are 7 brand

cycles in order to stay ahead, hence enormous expenditure on continuous strategic

knowledge development and innovation. ‘It is Nike’s designs that are the most sought after

by trainer connoisseurs’, Stonehouse & Minocha (2008, pp.3). Designs such as the Air Force

1, the Air Max, the Chuck Taylor, the Pegasus, they generated over $500 million last spring,

Nike (2010b, pp.2)

Considering their competitive advantages, the second theoretical model which can be

applied here is the Value Chain by Porter (1985) who states that it’s called value chain since

it adds value to raw materials during the transformational process of its final product. The

organisation does this in order to add enough value for the customer who will then pay that

extra premium for it ensuring profitability.

Supply Chain Management - Nike as a brand quickly realised through its value chain

process that its strength lays in design and development, marketing and building customer

relationships. They knew manufacturing is something they didn’t strive on, so once they

developed a new product in Portland, Oregon they outsourced the manufacturing to China,

Taiwan and Brazil while imposing strict quality standards, Nike over the years has assured

its partners over the years with its brand name and its services. Not only do they share

customer knowledge with them but also share a generous premium price. They reduced

their retail stores from 32 to 5 in Europe with its headquarters in Netherlands and

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warehousing in Belgium in order to make the overall supply more effective based on

demand, Stonehouse & Minocha (2008, pp.2)

PART 3

Lewin (1952) stated that change is an essential part of any strategic evaluation and

implementation. He developed a 3 stage model in order to explain the process which

included

Unfreezing of current attitudes: which is identifying the change

Moving to a new level: implementing the change

Refreezing attitudes at the new level: change is supported by behavioural changes

Extent of change

Realignment Transformation

SpeedOf Change

Incremental ADAPTATION EVOLUTION

Big bang RECONSTRUCTION REVOLUTION

Fig 2: Types of Change, Balogun & Hailey (1999)

When exploring the process of strategic change, we generally come across the nature of the

change and the extent of the change. Its generally mapped in a matrix where in the nature of

the change is incremental or big bang and the extent of change would be realignment or

transformation. In the cause of Nike, the process of strategic change is incrementally

transformational and the type of strategic change is Evolutionary, Scholes & Whittington

(2008). Nike states that either they can move fast now in order to prepare themselves for the

future for a sustainable economy or wait face a risk of being forced to change. Since Nike

has been on the offensive realising the impacts of climate change, future increasing cost of

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natural resources, peaking oil prices, growing population. Hence it is a learning organisation

which realises the impact of climatic changes and is prepared to examine ways not only to

survive, but do it with a competitive edge. Early in 1990 the firm started to focus on

environmental issues with a small group of employees in the Nike environmental Action

team. They initially started with recycling programs but post 1998, established their own

sustainability policy. They progressed from a standard compliance approach to an across

the board corporate sustainability strategy including sustainable design concepts which led

them to strong financial, brand and environmental benefits. Not only did they manage to

convert the environmental challenges as a competitive advantage but also envisioned a

sustainable business strategy, IEHN (2010). Their timing couldn’t have been better as they

were criticised in the 1990’s for being an environmentally reckless and irresponsible

company for operating sweatshops in Asia using underage workers and also being accused

of using chemicals in less industrialised countries thus polluting their waters. The guys at

Nike quickly responded to this by working with outside agencies like sustainability partners,

focusing on product designs since innovation is their biggest strength. They also ensured

their global suppliers adopted strict environmental standards in manufacturing processes, by

keeping costs low and improving product quality. They installed computer systems for their

Asian suppliers in order to calculate investments costs for environmental projects. They

moved away from undesirable toxic substances to a positive list of substances. Their

involvement with Natural Step led to 65 new pilot projects which focused on sustainable

product design. Since the top guys at Nike were so hell bent on turning the overall strategic

framework of the company, they successfully created a total savings of $4.5million by mid

2000, which ultimately benefited roughly 180,000 workers in more than 37 factories in Asia.

They in fact reduced PVC from the footwear and faced major criticism from the Vinyl industry

but then again they managed to reduce the PVC content to 2% in 2004 from 33% in 1999.

This made them more reliant on organic cotton and they ended up collaborating with roughly

50 companies to form an organic exchange, with the goal of increasing the global organic

share of cotton from 0.05%-10%. As of now Nike garments contain organic cotton to the

extent of 47% in 2004.

These strategic change programmes has led Nike to where it stands today.

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Using the Forcefield analysis one can identify the blockages and facilitators for change.

The Forcefield analysis provides a view of change issues which to be addressed by

identifying he forces for and against the change.

Facilitating change

The vision of Phil Knight the CEO himself, to make Nike a scalable and sustainable

business model in order to thrive as leaders of the apparels industry

The understanding of the BOD, executive leadership team to understand the

potential implications of their business to emerge as a survivor with a competitive

edge.

Ensure that the sustainable business and innovation team focuses on key business

priorities, which include, sustainable -products, manufacturing and marketplaces. A

team of 130 committed employees working closely with sustainability specialists from

other departments such as retail, logistics and IT.

Encouraging a diverse employee base of 30,000 people, irrespective of their cultural

backgrounds, thriving on creativity, innovation and development of strategic

knowledge

Having a talent strategy focusing on coaching, mentoring and online learning

Heavy investment made by HR dept in areas of sustainable talent practices and

infrastructure.

Building and empowering a winning team

Increased overall efficiencies and reduced waste and costs.

Managing adverse publicity on the brand, with a quick response from the senior

management

Leaders encourage employees to think creatively-both strong and informal work ethic

Blockages

Was profiled by the media in the late 1990’s for being an irresponsible and

environmentally reckless corporation as they were accused of using under age

workers in Asia.

On reducing PVC from footwear, faced major criticism from the Vinyl industry

Their marketing involves both stylish and controversial figures triggering a rebellious

streak

Had terribly been criticised over their strategy in Asia where in they were blamed for

child labour, low wages and poor working conditions. It was 1998 then that Phil

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Knight said “ the Nike product has become synonymous with slave wages, forced

overtime and arbitrary abuse”

Nike’s South Korean managers were accused of being stingy with wages and used

abusive languages.

Initially had a blame culture where Nike managers refused to accept responsibility for

any kind of labour issues creeping up at their supplier’s plants, for the sole reason

that they weren’t Nike’s employees.

Now looking at the way Nike operates and the way it evolved strategically one realises the

strength at Nike being its work force. The culture which exists at Nike shows that the

company thrives on innovation of new products in a sustainable way Nike (2010b, pp.22) in

order to continue being the leading athletic brand in the world. For the guys at Nike it’s not all

about trading businesses with others, but it’s all about recognizing future sustainability

through profitability. They deepen their ’bench strength’ while their HR dept focuses on

effectively nourishing talent and change. Looking at a theoretical framework we have two

here, one would be the cultural web, which ‘shows the behavioural, physical and symbolic

manifestations of culture that inform and we are informed by the take for granted

assumptions, or paradigm’, Scholes (2008,pp.197)

Culture:

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Fig 3: The Cultural Web

Phil Knight himself is an ex athlete of long distance running and this culture can have its

influence on strategy itself, since organisations since organisations can be influenced by

their culture which is made up of the people leading it. Managers faced by this change are

most certainly likely to deal with it with what they understand Scholes (2008, pp.197). Now

this in the case of Nike was when Phil Knight realised this while being criticized for his ways

in the late 1990’s regarding underage workers in Asia IEHN (2010). Nike immediately

developed a strategy of becoming more environmentally sustainable and friendly. Put in

stricter measures and implemented them strict environmental standards across its

manufacturing processes. Going back to the cultural web at the company

Their leaders regularly work every day in order to ensure that Nike as a company realises its

potential to encourage more than 30,000 of its employees to reach their potential Nike

(2010b, pp.149). This is their way of doing things on a daily basis to tap their employee

potential and has been working for them since they reviewed their strategy back in the 90’s.

They have a talent strategy where in they focus on assignment planning and manager

accountabilities in order to coach and mentor and also provide classroom learning and

online learning. Their talent reviews are directly linked to their business strategic priorities.

The HR dept of Nike has been heavily investing in talent programmes and infrastructure.

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They had a pilot workshop which is to be launched in FY 10 which will focus on how diversity

drives creativity and innovation.

In FY’08 the D&I team created the ‘culture as offense’ in order to explore how Nike could use

their culture as their Competitive Advantage. They had a full day workshop where in

members of the strategy team spoke to the ‘new crew’ at Nike. This helped them share their

perspectives with the high level decision makers. The CAO model is being used effectively

as a model for intergenerational dialogue.

In the case of Nike’s symbol being the swoosh is considered as one of the top 3 most

recognised globally recognized logo’s in the world Stonehouse & Minocha (2008, pp.3)

which symbolizes its success as the leading performer in the industry (pp.1). It’s ‘just do it’

slogan and its selection of formidable athletes generated sales of up to $9.2 billion for them

in 1997 Solomon (1998). These 3 activities for Nike have symbolised their existence in ways

that has made them recognise globally as a brand without at times even having to use their

name.

Nike has a power structure wherein they use their middle management to communicate

ideas in a ‘bottom up’ approach which thus provides the executives with the ability to

formulate strategic plans. They have the knowledge on design, innovation and creativity and

know that outsourcing their manufacturing is also a Competitive Advantage to them.

Conclusion:

Going ahead Nike’s strategy would be to operate in a closed loop model Nike (2010b, pp.24)

which is to achieve zero waste by completely recycling all materials. They need to invest in

sustainability as a key innovation/R&D priority, alongside fast track innovation through

collaborative investments. They would need to launch the GreenXchange program in order

to share intellectual property in order to fast track the changes. An advocacy body is needed

to promote large scale policies investing in sustainable innovation as a key enabler for

economic competitiveness. Their strategy going ahead would involve Innovation, Integrating

sustainability and Mobilisation with key partners on a gigantic scale. In regard to the Macro

environment they need to lobby the environmental policies in their favour with the U.S.

government on issues of climatic change, since they believe that's crucial to their survival.

There working like a trading company in order to hedge currency fluctuations in order for

them to have time for a financial remodelling would be beneficial to them. Keeping their core

competencies of design and innovation in mind, they need to keep investing heavily in

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consumer knowledge by regularly segmenting the market to understand the demand

customer’s requirements. Their competitive advantage is their customers, their marketing,

design and innovation along with their supply chain, which adds value at each level. There

future business objectives considering in mind these factors of competitive advantage and

there move of an evolutionary transformational change makes sense, since they quickly

foresighted their business model back in 1990’s after their image was hampered in the

sweatshops. No wonder they continue to lead the athletic shoe industry from the front!

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