耐克(Nike)SWOT分析

1、案例五:耐克 (NikeSWOT分析優(yōu)勢(shì)-耐克 是一家極具競(jìng)爭(zhēng)力的公司,公司創(chuàng)立者與 CEO 菲爾 ·奈特 (Phil Knight 最常提及的一句話便是 “ 商場(chǎng)如戰(zhàn)場(chǎng) ” (Business is war without bullets。劣勢(shì)-耐克擁有全系列的運(yùn)動(dòng)產(chǎn)品。(譯者注:可以理解為沒有重點(diǎn)產(chǎn)品機(jī)會(huì)-產(chǎn)品的不斷研發(fā)。威脅-受困于國(guó)際貿(mào)易。Nike SWOT分析原文 3Strengths.Nike is a very competitive organization. Phil Knight (Founder and CEO is often quoted as saying

2、 that 'Business is war without bullets.' Nike has a healthy dislike of is competitors. At the Atlanta Olympics, Reebok went to the expense of sponsoring the games. Nike did not. However Nike sponsored the top athletes and gained valuable coverage.耐克是一個(gè)充滿競(jìng)爭(zhēng)力的組織。 Phil Knight(耐克的創(chuàng)辦者和總裁曾說道:商場(chǎng)就 是

3、沒有硝煙的戰(zhàn)場(chǎng)。耐克認(rèn)為對(duì)健康的最好理解就是競(jìng)爭(zhēng)。在亞特蘭大奧運(yùn)會(huì)上,銳步強(qiáng)調(diào) 對(duì)比賽的宣傳。而耐克則開創(chuàng)性地將宣傳的焦點(diǎn)鎖定在那些頂級(jí)的運(yùn)動(dòng)員身上,此舉大獲成 功。Nike has no factories. It does not tie up cash in buildings and manufacturing workers. This makes a very lean organization. Nike is strong at research and development, as is evidenced by its evolving and innovative pr

4、oduct range. They then manufacture wherever they can produce high quality product at the lowest possible price. If prices rise, and products can be made more cheaply elsewhere (to the same or better specification, Nike will move production.耐克沒有工廠。它不愿將資金套在廠房和生產(chǎn)工人身上。這使得它能夠?qū)Ｗ⒂谠O(shè)計(jì)。 強(qiáng)大的研發(fā)部門為耐克開發(fā)了大量革命性的創(chuàng)新產(chǎn)

5、品。而他們則拿著設(shè)計(jì)圖找那些質(zhì)優(yōu)價(jià)廉 的生產(chǎn)商家代工。如果價(jià)格上漲,它能夠很輕松地將生產(chǎn)基地移至那些價(jià)格更具競(jìng)爭(zhēng)力的區(qū) 域。Nike is a global brand. It is the number one sports brand in the World. Its famous 'Swoosh' is instantly recognisable, and Phil Knight even has it tattooed on his ankle. 耐克是一個(gè)全球性的品牌。它是世界運(yùn)動(dòng)品牌中的 No.1。它著名的 “ 一道鉤 ” 很迅速 被人們識(shí)別出來,并且 菲爾 &

6、#183;耐特 還把這個(gè)圖形紋到了他的腳踝上。Weaknesses.The organization does have a diversified range of sports products. However, the income of the business is still heavily dependent upon its share of the footwear market. This may leave it vulnerable if for any reason its market share erodes. 這個(gè)組織有著很廣的運(yùn)動(dòng)產(chǎn)品系列,然而,主要的收入來

7、源還是依賴于鞋業(yè)市場(chǎng)。這使得耐克公司如果在該市場(chǎng) 上的份兒收到侵蝕將受重創(chuàng)。The retail sector is very price sensitive. Nike does have its own retailer in Nike Town. However, most of its income is derived from selling into retailers. Retailers tend to offer a very similar experience to the consumer. Can you tell one sports retailer from

8、another? So margins tend to get squeezed as retailers try to pass some of the low price competition pressure onto Nike.零售行業(yè)對(duì)價(jià)格非常敏感。誠(chéng)然,耐克有著自己的零售商,但它的大部分收入?yún)s都 仰仗各個(gè)零售商的銷售。而零售商的收入則來源于消費(fèi)者。但作為普通消費(fèi)者,你能區(qū)別出 零售廠商的不同么?因此,耐克的利潤(rùn)往往會(huì)因零售商通過轉(zhuǎn)嫁價(jià)格戰(zhàn)的壓力而受到擠壓縮 水。Opportunities.Product development offers Nike many opportuni

9、ties. The brand is fiercely defended by its owners whom truly believe that Nike is not a fashion brand. However, like it or not, consumers that wear Nike product do not always buy it to participate in sport. Some would argue that in youth culture especially, Nike is a fashion brand. This creates its

10、 own opportunities, since product could become unfashionable before it wears out i.e. consumers need to replace shoes.There is also the opportunity to develop products such as sport wear, sunglasses and jewellery. Such high value items do tend to have associated with them, high profits. The business

11、 could also be developed internationally, building upon its strong global brand recognition. There are many markets that have the disposable income to spend on high value sports goods. For example, emerging markets such as China and India have a new richer generation of consumers. There are also glo

12、bal marketing events that can be utilised to support the brand such as the World Cup (soccer and The Olympics.Threats.Nike is exposed to the international nature of trade. It buys and sells in different currencies and so costs and margins are not stable over long periods of time. Such an exposure co

13、uld mean that Nike may be manufacturing and/or selling at a loss. This is an issue that faces all global brands.The market for sports shoes and garments is very competitive. The model developed by Phil Knight in his Stamford Business School days (high value branded product manufactured at a low cost

14、 is now commonly used and to an extent is no longer a basis for sustainable competitive advantage. Competitors are developing alternative brands to take away Nike's market share.As discussed above in weaknesses, the retail sector is becoming price competitive. This ultimately means that consumer

15、s are shopping around for a better deal. So if onestore charges a price for a pair of sports shoes, the consumer could go to the store along the street to compare prices for the exactly the same item, and buy the cheaper of the two. Such consumer price sensitivity is a potential external threat to Nike.If you have a body, you are an athlete - Bill Bowerman said this a couple of decades ago. The guy was right. It defines how he viewed the world, and it defines how Nike pursues its destiny. Ours is a language of sports, a universally understood lex