Nike Case Analysis Essay

heading 1- forward to the feeble Changing plan for global womans fitness where would you put Nike on the CSI chart? Why Prior to Game Changing initiative, I would categorize Nike as a scope-driven organization on the Complex strategical Integration Chart. Gener on the wholey, in a scope-driven strategy, resources are mobilized crossways melody units to pursue major opportunities. Nike business strategy is centered on big events. Nike scope symmetry indicates the magnitude to which pursuing a refreshedly business opportunity requires the collaboration of the existing business units with the corporate strategy. Prior to the Game Change proposal, Nike was an initiative-driven organization, intersection point group and business units work unitedly on major marketplaceing events but then go rump to their silos as soon as the common goal is accomplished. Nike management on product improvement, it has organized its core business around a product orientation, with primary busin ess units focused on their main competencies.In a nonher(prenominal) words, Nikes strategical integration contributes to the support of the strategic push of the associations core business. Further more than, Nikes business units represented the lead dimension of the matrixed organization structure. Within Nikes matrixed structure, the business units dominated decision- devising and priority setting. Members of contrary business unit teams only collaborated across business unit boundaries commonly to support short-term projects as such World Cup and Olympics. The cross-communication, sharing, and transferring of resources among business units is conducted in order to meet Nike strategic desire to optimize cosmos and execution around its primary products. As an example, prior Game changing, Nike strategic integration did not support redirection Nikes marketing strategy was focus on products and product innovation.According to Nike managers, it was difficult to gain the support of all the business units in on-going strategy preceding the Game changing initiative. To pass water the matter even more challenging business units were much disintegrated each business unit had its own timelines of bringing product to market, making collaboration harder. Functional representative were not always involved in vital business activities. Nikes structure did not support ongoing strategy. This prevented Nike from recognizing opportunities. QUESTION 2-How would you describe the raw strategy for Global Womans Fitness? The Game Changing strategy is crucial in the womens fitness segment since it focuses onproviding vertical integration of all products inside the segment rather than having products developed separately without a common vision. The new strategy proposed by the Game Change team puts Nike in a strong position to capture significant market shares domestically, as well as in emerging markets where women had traditionally keep not been allowed to participate in sports are now determination it agreeable to do so.This new strategy returns womens fitness its own category of focus, instead of the focus being on product divisions such as footwear and apparel. Nike had traditionally organized its business around footwear, apparel, and equipment. Integration in the midst of these three business units was inconsistent at best. The goals of the Game Change proposal was to shakeup and take a more consumer-oriented approach to the market to give customers holistic collections of everything they want and need in a particular sports category. This essential Nike to breakdown its product-oriented silos and collaborate on a more formal, ongoing basis. The reorganization also reflected a change in Nikes corporate strategy. The vizor of womens fitness to a major focus for the company was a substantial victory to proponent of this initiative, those who recognized the potential of women market, and had been fighting for the increase prominence of this market segment for old age.For Nike female consumers are the core of a new organizational product and marketing strategy aimed at finding ways to capture the womens sport market after years of failure. QUESTION 3-What was the biggest external barrier facing Nike? Nike external barriers are its consumers, retailers, and competitors. Nonetheless, the biggest Nikes external barrier was consumers, trying to be clear on what they precious exactly, that would lead to want to buy from Nike. Nike discovered that they had to get much more specific regarding what is different about dance versus running and so forth. Nike go about off against a handful of traditional but well well-thought-of brands in the womens footwear market, also a lot of new and smaller competitors. Nike light-emitting diode the market in some categories, but not other.As an example, Reebok dominated the market in womens aerobics, but Nike led in women running from the market share and revenue perspective. Fundamen tally, no rigid controls the market. For this reason, Nike competitors appeared to be rethinking their positioning in the space. Retailers were also other external barrier, the retailers Nike barter to arelocked into their own of doing business. It would not be easy for them conform to Nikes collection of creating a store within a store for Nikes products. The game changing team would have to work with their supplier to make sure that they had the product available together.REFERENCEBurgelman, R, Christensen, C & Wheelwright, S 2009, fifth Ed., Nikes Global Womens fitness Business Driving Strategic Integration, Mc Graw-Hill, America,pp. 1213-1234