耐克公司4ps營銷策略對我國體育用品產(chǎn)業(yè)的啟示-文學(xué)學(xué)士畢業(yè)論文

AbstractWiththefasteconomicprosperityinthelastthreedecades,researchersathomegraduallyattachenthusiasmtothestudiesofmarketingstrategiesinsportsgoodsbrands.Consequently,afewstudieshaveemergedinChina,whilethoseofforeigncapitalismcountrieshavebeenflourished.Therefore,thisstudyattemptstoexploitmarketingstrategiesofNiketoenlightensportsgoodsbrandsinchina.Inthisstudy,theauthorlooksintothehistoryanddevelopmentregardingtomarketingstrategiesofNike,andthenselectsNike’s4Psmarketingstrategiesadvantagesonthechosensubjects.Throughthe4PsanalysiscomparisonofbothNikeanddomesticbrands,wefoundoutNike’sstrengthstoconcludeviewpointstoredeemourbrandsshortages.Wehopethatthisstudycanprovidesomeinsightfulviewpointstoenlightenourbrands.KeyWords:Nike;4Psanalysis;marketingstrategies;domesticbrands摘要隨著改革開放30年經(jīng)濟的快速發(fā)展，有關(guān)于體育用品品牌營銷策略的研究逐漸引起了國內(nèi)學(xué)者研究的興趣。其結(jié)果是，國內(nèi)涌現(xiàn)出一批相關(guān)研究，盡管國外資本主義國家關(guān)于這方面的研究已相當發(fā)達。有鑒于此，此篇論文嘗試去挖掘耐克公司的市場營銷策略對我國體育用品品牌產(chǎn)生的啟示作用。在這次研究中，作者首先研究了耐克市場營銷策略的歷史和發(fā)展，然后根據(jù)選定的主題挑選出耐克市場營銷策略的優(yōu)勢。通過4Ps分析方法比較耐克和國內(nèi)品牌，我們發(fā)現(xiàn)耐克的優(yōu)勢，并總結(jié)出來有助于彌補國內(nèi)品牌此方面的不足之處。我們希望本研究能夠提出一些對中國體育用品品牌起到啟示作用的觀點。關(guān)鍵詞：耐克；4Ps分析方法；市場營銷策略；國內(nèi)品牌ContentsTOC\o"1-3"\f\h\zAbstract i摘要 ii1.Introduction 11.1Rationale 11.2Aimandobjectives 11.3Organizationofthepaper 22.LiteratureReview 32.1Definitionofmarketingstrategies 32.2PreviousstudiesonmarketingstrategiesofNike 33.MainContentof4PsTheories 44.AnalysisandApplicationofNike’s4PsTheories 54.1Product 54.1.1Technologyrenewalaccordingtorealisticneeds 54.1.2Crossoverproductthroughnon-competitivestrategicalliance 54.1.3Activelyimitatingcompetitor 54.1.4Focusingondesignandcontribution,outsourcingtheproduction 64.2Price 64.2.1Specificpricelocationaccordingtodifferentmarket 64.2.2Fixedprice 74.3Place 74.3.1DistributionthroughE-commerce 74.3.2Reasonabledistribution 74.4Promotion 74.4.1Diversifiedinvestmentonwell-knownathletesandteamstogainattention 74.4.2Skillsinimplementingconsumers’emotionalacquiring 85.Conclusion 105.1Majorfindings 105.2Suggestionstoourbrands 105.3Shortagesofthispaper 11References 12Acknowledgements 131.Introduction1.1RationaleStudiesonanalyzingmarketingstrategiesofsuccessfulsportsgoodscompanieshavegainedgreatattentionindevelopedcountries,becausenotonlythescholarsbutalsotheentrepreneurswanttofindoutthehiddensecretofthosecompanies.Sportsindustryhasarapiddevelopmentinthelastdecade.Earlyinthe2000,theglobalsportsindustry’sgrossoutputhasattained400billiondollars,meanwhileanaverage20%increaseachievedeachyear.Moreover,inAustralia,Canada,Japan,UK,German,France,Italy,etc.,sportsindustrycontribute1%-1.5%GDPinthosedevelopedcountry.(ZhouXikuan,2003:Althoughournationalsportsindustrydidnotkeeppacewiththetrend,encouraginglyseveralnationalsportsgoods’brands,LikeLiNing,Peak,Anta,361,andsoforth,emergeoneafteranothernotonlyinthedomesticmarket,butalsopenetrateforeignmarkets,concludingfromtheNBAstarswearingthosebrands’shoesinthegames.Wecan’tdenythat“madeinChina”productsmakearemarkablesalesvolumeglobally.Inanotherwords,theworkshopoftheworldisputforwardtodescribeChinaactsanimportantroleinmanufacturingandprocessing.Actually,agreatmajorityofconsumersassociatesChineseproductswithimageoflowprice,inferiorquality,andbadafter-salesservice.CanChineseathleticbrandsgetridofthenegativeimage?Cantheytransformtheirtraditionaloperatingideasintofar-sightedandestablishgloballywell-knownsportsempireasothersportsindustrygiants,likeNike?Confuciussaid,amonganythreepeoplewalking,Iwillfindsomethingtolearnforsure.Theirgoodqualitiesaretobefollowed,andtheirshortcomingsaretobeavoided.Nike,themostvaluablebrand,canberegardedasasuccessfulmodelandwecanextractsomeuseful,advancedmethodstofollow.1.2AimandobjectivesThisstudyaimstofindoutNike’seffectivemarketingstrategiesandprovidesomesuggestionsonhowtodevelopourownbrands.Ingeneral,thestudyhasthefollowingthreeobjectives:(i)toinvestigatetheinfluentialeventsinNike’shistoryandthecurrentsituation;(ii)toconductananalysisonspecificbranchesofNike’smarketingstrategies;(iii)toextractessenceofNike’s4Psmarketingstrategiestoenlightenoursportsgoodsbrands.Duringtheprocessofthestudy,wefirstaccumulatebothdomesticandabroaddissertationsaboutNike’smarketingstrategies.ThenweallocatethemundereachcategoryofNike’s4Psmarketingstrategiesandanalyzethecertaineffectoncustomers.1.3OrganizationofthepaperThispaperisdividedintosixchapters.Chapteroneservesasanintroductionoftherationaleandaimofthestudy.Chaptertwoisanoverviewofthetheoriesandstudiesrelatedtomarketingstrategieslearning.Chapterthreedescribestheresearchmethodology—4Psmarketingstrategies.Inchapterfour,weseparateNike’sdevelopmentintothreeperiodstorevealitsfocusesonstrategieschange.ChapterfivefocusesondividingNike’smarketingstrategiesintofourcategories:product,price,place,promotion,whichisthecoreelementinthewholestudy.ChaptersixconcludesthefindingsofNike’s4Psmarketingstrategiesandprovidessuggestionstoourcountrysportsgoodsindustrystrengths,aswellastheshortagesofthispaper.2.LiteratureReviewInthischapter,wewillbrieflyintroducethetheoriesandstudiesconcerningNike’s4Psmarketingstrategies.2.1DefinitionofmarketingstrategiesMarketingstrategyisaprocessthatcanallowanorganizationtoconcentrateitslimitedresourcesonthegreatestopportunitiestoincreasesalesandachieveasustainablecompetitiveadvantage.Marketingstrategiesserveasthefundamentalunderpinningof\o"Marketingplan"marketingplansdesignedtofillmarketneedsandreach\o"Marketing"marketingobjectivesMarketingparticipantsoftenemploystrategicmodelsandtoolstoanalyzemarketingdecisions.Whenbeginningastrategicanalysis,the\o"3C's"3Cscanbeemployedtogetabroadunderstandingofthestrategicenvironment.The3C’sModelisa\o"Businessmodel"businessmodel,whichoffersastrategiclookatthefactorsneededforsuccess.The3C’smodelpointsoutthatastrategistshouldfocusonthreekeyfactors—thecorporation,thecustomer,andthecompetitors,forsuccess.Andthenthe\o"4P's"4Pscanbeutilizedtoformamarketingplantopursueadefinedstrategy.Marketingstrategyinvolvescarefulscanningoftheinternalandexternalenvironments.Internalenvironmentalfactorsincludethe\o"Marketingmix"marketingmix,plusperformanceanalysisandstrategicconstraints.(Almaney,2000:3)Externalenvironmentalfactorsincludecustomeranalysis,\o"Competitoranalysis"competitoranalysis,\o"Targetmarket"targetmarketanalysis,aswellasevaluationofanyelementsofthetechnological,economic,culturalorpolitical/legalenvironmentlikelytoimpactsuccess.Akeycomponentofmarketingstrategyisoftentokeepmarketinginlinewithacompany’soverarching\o"Missionstatement"missionstatement.2.2PreviousstudiesonmarketingstrategiesofNikeInrecentdecadestherewerelargeamountsofresearchachievementsaboutthestudiesregardinglearningstrategiesbothintheforeigncountriesandinChina.Forexample,amongtheforeignstudies,DonaldKatz(2001)studiedhowNikebenefitfromexploitingthesportsstars’potentialvalues;A.J.Almaney(2000)instructshisteamprovetheirfindingsthroughprofessionaldataandsegmentstrategiesby4Psanalysis.InChina,ChenLimin(2008)conductedastudyontwotypicaladvertisementsofNike,emphasizingNikewellimplementingcustomers’emotiontoincreaseitsbrandrecognition;XueJie(2009)conductednon-competitivealliancestudyhowNikeandApplecooperateonperfectlyintegratingproduct.3.MainContentof4PsTheoriesThemarketingmixisabusinesstoolusedin\o"Marketing"marketingproducts.Themarketingmixisoftencrucialwhendeterminingaproductorbrand’suniquesellingpoint(theuniquequalitythatdifferentiatesaproductfromitscompetitors),andisoftensynonymouswiththe“fourPs”:“price”,“product”,“promotion”,and“place”.However,inrecenttimes,the“fourPs”havebeenexpandedtothe“\o"SevenPs"sevenPs”withtheadditionof“process”,“physicalevidence”and“people”.Recently,“\o"FourCs"fourCs”theoryisalsointhelimelight.Theterm“marketingmix”wascoinedin1953byNeilBordeninhis\o"AmericanMarketingAssociation"AmericanMarketingAssociationpresidentialaddressandbecamepopularinthearticlewrittenbyNeilBordencalled“TheConceptoftheMarketingMix.”Hestartedteachingthetermafterhelearnedaboutitwithanassociate.Theprominentmarketer,\o"E.JeromeMcCarthy"E.JeromeMcCarthy,proposedaFourPsclassificationin1960,whichhassincebeenwidelyusedbymarketersthroughouttheworld.Since\o"Consumerism"consumerismappearedlateinthe1960s,FourCstheoryhasbeenproposedinJapan(1973)andtheUnitedStates(1993).The“fourPs”consistofthefollowings:(1)\o"Product(business)"Product.Aproductisseenasanitemthatsatisfieswhataconsumerneedsorwants.Itisatangiblegoodoranintangibleservice.(2)\o"Pricing"Price.Thepriceistheamountacustomerpaysfortheproduct.Thepriceisveryimportantasitdeterminesthecompany’sprofitandhence,survival.(3)\o"Productplacement"Place.\o"Productplacement"Placereferstoprovidingtheproductataplacewhichisconvenientforconsumerstoaccess.Placeissynonymouswith\o"Distribution(business)"distribution.(4)\o"Promotion(marketing)"Promotion.\o"Promotion(marketing)"Promotionrepresentsallofthemethodsofcommunicationthatamarketermayusetoprovideinformationtodifferentpartiesabouttheproduct.Promotioncompriseselementssuchas:\o"Advertising"advertising,\o"Publicrelations"publicrelations,\o"Personalselling"personalsellingand\o"Salespromotion"salespromotion4.AnalysisandApplicationofNike’s4PsTheories4.1Product4.1.1TechnologyrenewalaccordingtorealisticneedsContinuousemphasisontechnicalinnovationinthedesignoffootwear,apparel,andathleticequipmenthasbeenthekeyforcompany’sleadershippositioninthefootwearandapparelmarket.Thecompanyemploysitsownstaffspecialistsintheareasofbiomechanics,chemistry,exercisephysiology,engineering,industrialdesign,andrelatedfields,inordertopursuethesimplegoal-productsbestsuitedtoathleticneeds.Besides,thecompanyalsoutilizesresearchcommitteesandadvisoryboardsmadeupofathletes,coaches,trainers,equipmentmanagers,orthopedists,podiatrists,andotherexpertsforconsultationsondesigns,materials,andconceptsforproductimprovement.Furthermore,thecompanyemploysservicesofathletes,eitheremployedwiththecompanyorengagedundersportsmarketingcontracts,toevaluateproductsduringthedesignanddevelopmentprocess.Theywill,incertaintime,meetthecompany’sstaff,scrutinizevariousdesignprojects,productstuffandthinkofproductimprovement.4.1.2Crossoverproductisaheatedtopicnowadays.Twounrelatedelementscanbeelaboratelyassembleintoonenewproduct,likeBMW’sautomobileofferingitsbraketechniquestobicyclemanufacturing.Apparently,thiscrossoverattemptshouldfollowthenon-competitiveallianceprinciple.Thepartiesincludingthenon-competitivestrategicallianceareusuallynotinthesameindustryline,notevensubjecttolimitationofthetraditionsupplychain.Consequently,theircorporationisbasedonresourcecomplementary,thatis,throughcoreresourcesharing,includingvisiblesourcelikeproduct,techniques,equipment,andinvisiblesourcebrand,likeintellectualproperty,thealliancemembercanreachawin-winsituationposition.Forexample,NikelaunchedNike&GPRSAppontheAppStoreinSeptember2010.ThenewNike&GPRSAppincludesseveralfeatureswhichallowrunnerstousetheiriphonestomapeveryrunwhiletrackingpace,distancetimeandcalories-burned.Italsoprovidesinstantfeedbackduringandaftereachrunfromathletes.NikepartneredwithAppletodevelopashoewithembeddedchipthatcommunicatesdataonspeedanddistancecoveredtotherunner’siPod.ThepopularityandcustomerpenetrationofiPodsandothermobiledevicesthatrunnersoftenuseduringexerciseshowcasesNike’scompetencyininnovativeproductdesign.4.1.3Creativitydoesn’tmerelymeancontinuouslyexploitingundiscoveredaspects,italsomeansdigestingother’ssuccessfulexperienceandthenitinternalizes,andimproves.NikeneverconcealsitsrespectandinteresttoAdidas,especiallyAdidasproductstrategy.Wecanconcludethisstrategyasthefollowings:(i)Manufacturingnew-design,differentmodelproducttosegmentmarket,fulfillingdifferentneeds;(ii)Associatingproductwithcontractedfamousathletes,wearingtheproductwithcompany’slogo;(iii)Updatingproducttofollowthepaceofproductdevelopment.Nikeimitatesitscompetitorandshortensitstimetosuccess.4.1.4Thecompleteprocessofsalecontainsthreeelements:productdesign,productmanufacturing,andproductdistribution.Outsourcingthemanufacturingpartwithlowaddedvalue,Nikecanmakenospareeffortondesignanddistribution.Nike’sproductionfacilities,mostlysituatedthroughoutAsiaandSouthAmerica,arelocatedclosetorawmaterialsandcheaplaborsources.Thecostsavingsduetotheplacementofproductionfacilitiesallowsforcheaperproductionofproducts.4.2PriceNikeaimsattheconsumerswhoarelikelytodevelopproductintimacy;thosewhocaremoreabouttheutilityandqualityoftheproductthantheprice.Inthisway,thepricingisnotaffectedtoomuchinabidtoaccommodatealargenumberofconsumers.Niketargetstheconsumerswhoembraceproductintimacyandthuscarelessabouttheproduct.ThishasenabledNiketosetrelativelyhigherpricesthanitscompetitors.Thisisastrategythatcallsforhigherpricingpointssoastopushtheperceivedproductvalue.Ithasbeenestablishedthatconsumerswhoconsideraproducttobeofhighqualityarelikelytopaythehighpricemoreoftenandconsistently.Onceconsumersdevelopproductintimacy,theycometoassociatetheirpersonwiththeproductandwillpaywhateverpricequotedontheproductprovidedithastheNikelogoonit.AnotherveryimportantthingtonoteisthefactthatNikeusestheverticalintegrationpricingstrategyinwhichtheytakeownershipoftheparticipantsatchannellevelsthatdifferandtheyalsoengageinmultifariouschannelleveloperationsbothinabidtocontrolcostsandthusinfluencepricingfunction.4.2.1Whenitcomestosetprice,thecustomers’psychologyneedtobeweighedasimportantlyasraisingcompany’sincomesimultaneously.Onlyreachingabalancebetweentheabovetwoaspectscanacompanysteponafastgrowthtrack.ReferringtoAsiapurchasingculture,luxurygoodsrepresentone’suniquetaste,highsocialstatus,respectedoccupation,whichhasacloserelationwiththeChineseconcept“face”.ThroughoutaChineselife“face”mustbemaintainedandenhancedthroughgivingtoandreceivingfromothersinwordsandactions.Throughadmittinghighpricestrategies,consumersspontaneouslyrealizehighpriceequalstointernationalquality,theirfaceenhancinginvisiblywithwhichtheywear.Whattheyconcernmostisifothersgrantwhattheappearancetriestoconvey,priceseemslessessentialtoconsumers’objectives.4.2.2FixedpriceAsNikeenjoyshighbrandrecognition,wellmarketresponse,firmcustomerloyalty,thereisnoneedtoreducepriceforbettersales,regardlessofadoptingpromotionwhenproductwasoutdatedandoldfashiondesigned.Firstandforemost,Nike’swell-establishedreputationwillnotfadeawayincustomers’bottomheart;somehowthiscanstabilizecustomers’confidenceandimposeconsistentsatisfactiononconsumers.Furthermore,itsignalsNikeistheleadingroleinthesportsgoodsindustryandthissituationwon’tbealteredinthefuture.4.3Place4.3.1Nikehastakentheleadingroleine-commercebybeingthefirsttomarketwithitse-commerceweb-site.Nikelauncheditse-commercesiteinApril1999byoffering65stylesofshoestotheU.S.marketforpurchase.Nikeincreaseditse-commercepresencebylaunchingNikeIDinNovember1999.NikeIDenablesonlineconsumerstodesignkeyelementsoftheshoestheypurchase.Theprogramrepresentsthefirsttimeacompanyhasofferedmasscustomizationoffootwear.Thetraditionwayofpromotionbasedonsubstantialoutlets,franchisedshopandsoforthwillcostalotofinvestmentonfindingpartner,location.Thevirtualatmospherecanprovidequickaccesstocustomersnomatterwhattimeorwherethecustomerslive,offeringrelativelylowpriceduetocuttingpriceonprocess.4.3.2Thedeliveryoftherightproductattherighttimetotheconsumernotonlyeffectsutilitybutalsoleadstohighdegreeofconsumersatisfactionandloyalty.Nikehasbuiltacomprehensivecomputerizednet-workinglinkingitsshop,acceleratingproductionandallocation.Nikedistributesitsproductsonbasiclevel.ThehighpricedpremiumproductsaregiventocertaindistributorswhileleavingthelowpricetobesoldathighlydiscountedpricesatmegaretailstoressuchasWal-Mart.WhereasReebokembracedalimiteddistributionstrategyNikeventuredmoreintoaglobalmarketcapitalization.4.4PromotionApartfromNikesellingqualifiedproductswhichhaveledtoahighdegreeofcustomer’sloyalty,thepromotionalstrategiesthatthecompanyemploysaresimplysuperb.Nikehascontractedanumberofprofessionalandcelebrityathleteswhichhavemanagedtodrawaconsiderableattentiontotheirproducts.Nikepaystopathletesinmanysportsfieldstousetheirproductsandpromotes,advertisestheirtechnologyanddesign.4.4.1Nikehassponsoredmanyothersuccessfultrackandfieldathletesovertheyears,suchasCarlLewis,JackieJoyner-KerseeandSebastianCoe.However,itisthesigningofbasketballplayerMichaelJordanin1984,withhissubsequentpromotionofNikeoverthecourseofhisstoriedcareer,withSpikeLeeasMarsBlackmon,whichprovedtobeoneofthebiggestbooststoNike’spublicityandsales.Duringthepast20yearsespecially,Nikehasbeenoneofthemajorclothingandfootwearsponsorsforleadingtennisplayers.Someofthemoresuccessfultennisplayerscurrentlyorformerlysponsoredinclude:JamesBlake,JimCourier,RogerFederer,LleytonHewitt,JuanMartinDelPotro,AndreAgassi,RafaelNadal,PeteSampras,MarionBartoli,LindsayDavenport,DanielaHantuchova,MaryPierce,MariaSharapova,andSerenaWilliams.Nikesponsorssomeoftheleadingclubsinworldfootball,includingthenationalteamsofIndia,France,Brazil,Portugal,theNetherlands,theUnitedStates,andMalaysia.Someoftheworld’stopgolfplayersaresponsoredbyNike,amongthemTigerWoods,StewartCink,LucasGlover,MichelleWie,TrevorImmelman,andPaulCasey.NikealsosponsorsvariousminoreventsincludingHoopItUp(highschoolbasketball)andTheGoldenWestInvitational(highschooltrackandfield).Nikeuseswebsitesasapromotionaltooltocovertheseevents.Nikealsohasseveralwebsitesforindividualsports,including,,and.Thisinvestmentwon’tconvertintoprofitimmediately,butthisbehaviorhasmadetheredhookbrandpenetratethegeneralpublicminds.Undoubtedly,everysportsfanhashisfavoritesportsstarsorasportsteam,andhislovecanbetoldbecausehewillact,talk,especiallydressinthecertainstyle.Investingonsomecharactersthathavealreadyaccumulatedhighpopularityorpotentialtobepopular,bindingitsproductwiththecharactersthroughmassmedia,Nikehasconveyedapieceofconcepttotargetgroups—loveyourloved,andlovewhatyourlovedloves.4.4.2Besidesthesigningofcelebritysportsmentopromotetheirproducts,Nikehasalsoemployedagreatdealofadvertisementsthroughthemassmedia.Nikeemploysaselective-demandadvertisementfocusedonthehighpricedshoesusedfortraditionalsports.ThefollowingwillillustratetwoNikeOlympicadvertisementsaboutLiuXiang.Nikehastechnicallyintegratedemotionalacquiringwithadvertisementdemands,whicheasilytouchesChinesegreatexpectandattentiontoLiuXiang,expandingNike’sinfluenceamongChina.(i)MagnifyinginfluencewiththeLiuXiang’ssuccessAstrongOlympicdreamhasdeeplyrootedinourmindsincetheestablishmentofOlympicGames.WhencanaChineseparticipateOlympicGames?WhencanourcountrysendateamtoOlympicGames?WhencanourathleteswinagoldenmedalinOlympicGames?Nowadays,Chinabecomesabigsportspopulationcountry,yetnotastrongsportscountry.Theweaknessintrackandfieldeventcanaccountfortheproblem.Itisbelievedthatinnatesufficiencyinmusclepowerpreventsyellow-skinpeoplefromachievinggoodresultintrackandfieldevent.However,LiuXiang’sgreatsuccessin2004AthensOlympicGamehasalteredthehistoryfromthenon.NoonehasnoticedLiuXiangbeforetheBeijingOlympicGames;hewasnobodybutanordinaryChineseathletewhohaswonthegoldenmedalinuniversiade.Nikeorganizedaseriesofadvertisementnamed“breaktherule,youarefasterthanyoucan”,bravelypredictingLiuXiangwouldmakeagreatprogressinAthens.Justbeforethepreliminarycontest,thisadvertisementreachedtheaudiencesondifferentprovincialchannelsandboldlythrewoutthe“AsianMan”concept,inthewakeofseveralquestions“AsianManlackofmusclepower”,“AsianManwon’tbecrownedindashinggames”aswellastheconclusionof“theruleisdoomedtobreak”.TheadvertisementpushedChineseaudiences’nationalismtounprecedentedlevel,becauseChinahasexecutedopeningpolicyandreformfor30yearsandpresentasatisfactoryachievement,whichwaitsforwesterncountriesfairtreatmentandchangethetraditionalviewtochina.LiuXiang’ssuccesshasmuchmoremeaningforindividualsuccess.Nikedarestoexploitthehiddenmeaning,magnifyingLiuXiangindividualsuccesstoChineseflourishingprosperity.(ii)AdjustingadvertisementtounexpectedeventsAfterthe2004success,therewasnodoubtthatcivilianpaidattentiontoLiuXianganothersuccess.LiuXiang’sunexpectedquitastonishedeveryChinese,theentrepreneurswerebewilderedwhethertheiradvertisementsacclaimingLiuXiangasdefenderwasworthreleasing.Nikegraspedthisopportunityandpublishedthewarm-heartedadvertisement—“Lovegames,Lovetobetondignity,Lovetowinitback”,evenithurtsyousomuch.Sometimes,sadnessspeakslouderthanhappiness.Nike’swarm-heartedadvertisementhasgainedmostChineseactiveresponse;meanwhileitemphasizedNikegiveswarmconcernandsupporttoathletes.Inaword,NikehasattractedpublicattentionandledittoNikebrand.5.Conclusion5.1MajorfindingsNike’s4Psmarketingstrategyrestedentirelyuponabrandimagewhichisfavorableandhasevolvedintoagreatmultinationalenterpriseovertime.ThefavorablebrandimagehasbeenkeptexplicitduetothestrongassociationwiththeNike’slogowhichisquitedistinctiveandtheslogan“JustDoIt”whichhasbeenusedinadvertisementforquitesometime.Thecompanyhasbeenknowntoinvestheavilyinadvertisementsandbrandpromotion.Inreturn,theinspiringhero,whoeverawell-knownsportsstaroranordinary-lookpeoplechallengehisphysicalorpsychologicallimitandsucceedatlast,hasstimulateduscontinuouslytobreakourlimits.Nike’shigh-techandgoodqualityproductsarepackedwithinnerspiritualmeaning,allocatedtoeachoutletsaccordingtodemand,andtheycanbeseemthroughmultimediachannel,likeTV,billboard,computer,newspaperandsoon.ImmergedintheNike’spowerfulmarketingstrategy,youmayeitherbeboredwiththeredhookbrand,oryoumaygraduallyfallinlovewithNikeandcouldnothelptopropagandizeNiketoothers.Obviously,mostpeoplechoosethelatterone.Moreover,thankstolayingpriorityondesignanddistributionandoutsourcingmanufacture,Niketightlyholdshighaddedvaluepartandmonitorsthelessvaluablepart,thatis,tocutcostandtoraiseprofit.4PsmarketingstrategyhelpsNikefocusonwhatitshoulddoasfollows:(1)Insistingonproductdevelopment.(2)Acquiringlocalcompanies,makingbrandbutterflyeffect.(3)Contractingwithlocalfamousathletes,constru