nike分析報(bào)告專業(yè)知識(shí)講座

NikePresentedbyQinkai,CaoNingning,Lixue第1頁(yè)Definition:TheU.S-basedmanufacturerofathleticshoes,apparelandsportsequipment.

Stocksymbol:NIKEAnnualrevenue(2023):morethan$18billionFounders:BillBowerman,PhilipKnightYearestablished:1964(predecessorasBlueRibbonSports)Industry:Sportswear/equipmentCEO:MarkParkerStaff:30,200Products:shoes,apparelandsportsequipment,accessoriesSlogan:JustDoIt!FirmOverview第2頁(yè)MeaningoftheNameandtheLogoNikeistheAncientGreekgoddessofvictory.

“Itisoneofthemostrecognizedsymbolsintheworld–TheSwoosh.Simple.Fluid.Fast.”

(QuotefromNike’swebsite)第3頁(yè)EvolutionoftheSwooshLogo第4頁(yè)P(yáng)ESTELAnalysisPolitical

Politicalunrestintheproductioncountries

Vietnam,IndonesiaandThailandmanufactured36%,22%,6%ofNIKEbrandfootwear,buttheirpoliticsarenotstable.

Terrorisminthehomecountry

第5頁(yè)EconomicEconomicrecession

ThebiggestthreatforNikeisglobaleconomicrecession,duringrecession,Nike’sgrowthisadverselyaffected.

Reductioninconsumerconfidence

scandalofemployingchildrenlabors第6頁(yè)Social

ChangeinbuyinghabitsinyoungerpeopleTheirhabitschangeveryfast,youdon’tkwonwhatstyletheypreferinthefutureandwhatproducttheywanttobuy.

IncreaseinthefemaleshareofthemarketThefemalemarketisstillsmall.

CorporatesocialresponsibilitySocietyandconsumersdemandmoresociallyresponsiblecompanies.

第7頁(yè)TechnologicalNewmarketinginformation

NikeusesITinitsmarketinginformationsystemsveryeffectively.Nikeappliesmarketinginformationsystemstotheeconomicsofinnovation,segmentationanddifferentiationformostofitsbusinesses.DesignandResearchAbilitiesNikeismaintainingtheleadingpositioninR&D.第8頁(yè)EnvironmentalReducingpollutionisaconsensus

Ifonecompanycannotreachtheenvironmentalstandards,itisdifficulttoenterthiscountry.SustainabilityphilosophyForexample,Nikeisresearchingsomerecyclablematerialsandre-useproductstoreducetheoilconsumptionandmanufatureringcostinthefuture.第9頁(yè)LegalCorporatesocialresponsibility.Tradeagreements.LackofLegislationforprotectingintellectualproperty.InChina,Nikebrandshoesarethemostpopularobjectsforimitatingbecauseoflackoflegalrelated.第10頁(yè)BCGmatrixofproductsStarQuestionmarkCashcowDoglowhighhighlowMarketgrowthMarketingshareAthleticfootwearApparelEquipmentOther第11頁(yè)Fiscal2023ComparedtoFiscal2023(1)

RevenuebyGlobalMarket(source:)20232023Footwear0.26%5.58%Apparel-4.13%0.20%Equipment-7.43%-1.8%Growthrate第12頁(yè)GlobalMarketShares第13頁(yè)BCGmatrixofareasStarQuestionmarkCashcowDoglowhighhighlowMarketgrowthMarketingshareNorthAmericaWesternEuropeChinaEmergingMarketsCentralanEasternEuropeJapan第14頁(yè)Fiscal2023ComparedtoFiscal2023(2)Earningsbeforeinterestandtaxesineachmarket(source:)第15頁(yè)SWOTanalysisofNIKE第16頁(yè)Strengths

Contractswithabout700shopsworldwide,runsofficesin45countries;managesfactoriesinlowcostcountries(China,Indonesia,Taiwan,Thailand,India,Vietnam,Philippines,Pakistan,andMalaysia);BelongstoFortune500companieswhich2023totalrevenueexceeded19billionUSD;Employsmorethan30.000peopleworldwide;Strongmarketingstrategy(cooperatewithNBA,sponsorsportstar);

Strongbrandrecognition(No.25intherankingofInterbrand);第17頁(yè)Weaknesses

Theincomeofthebusinessisstillheavilydependentuponitsshareofthefootwearmarket;

Lackofstorescateringtotheactivefemales;

Providespoorworkingconditions,andtendstoexploitcheapworkforceoverseas,especiallyinfreetradezones(Philippines);第18頁(yè)Opportunities

Marketingtowomen;Emergingmarket(ChinaandIndia);

Nikeisafashionbrand;(e.x:ConsumersthatwearNikeproductdonotalwaysbuyittoparticipateinsport)R&D;

第19頁(yè)Threats

Bigcompetitors(AdidasandReebok);Financialcrisis;

Theretailsectorisbecomingpricecompetitive;Copyingofproduct(counterfeitingindeveloppingcountries);

第20頁(yè)ChineseMarketAnalysisChina’seconomicgrowthGDPQuantityGrowthperyearGDPperheadgrowthtrends第21頁(yè)MarketValuein2023:morethan6billionUSDMarketSize(2023):thirdlargestmarketintheworld(behindUSandWesternEurope)MarketGrowthRate:morethan10%since2023(except2023and2023)Marketsizeandgrowth第22頁(yè)

MarketSegment第23頁(yè)KeyPlayersWholesalesvaluein2023(RMB):Nike4BAdidas3.6BLining2.5BAnta4BMizuno700MPuma700MReebok700MMarketSharesofSportswearBrandsinChinabyRevenue,2023第24頁(yè)P(yáng)orter’sfiveforcesanalysis:ChineseMarket

Rivalry(veryhigh)1.FierceCompetitionfromglobalbrands2.Localplayerswithculturaladvantageandpricecompetition

Buyerpower(high)1.Highpricesensitivity2.Brandimagetobere-establishedinsecondorthirdtiescities

Supplierspower(low)1.Cheaplabor2.Cheapresources,commodityitems

Substitutes(verylow)1.Leatherbootsandslippers

2.OthertypeofapparelThreatofnewentrants(high)Localplayersadvantage–Conservativegovernmentpoliciestohelplocalplayers2.Hugemarketvalue,soeveryonewillbeinterested3.NonSophisticatedmarketneeds

第25頁(yè)ThreatofNewentrants(High)

Chinaisverybig,someregionsarethemarketswhoarequitenewandunexplored,everybigplayerintheworldislookingtoenterintothesemarkets.

Themarketislesssophisticatedandcustomerswillgetsatisfiedwithbasiclevelproducts.Hence,lesscapitalisneededtoproducebasiclevelgoods.Theproduce,R&Dandmarketingcostsarelow.

第26頁(yè)Theintensityofcompetitiverivalry(veryhigh)

Theoverallthreatofrivalryishighhere,arisingfromtwodimensions:GlobalcompetitorslikeNike,Adidas,Reebok,Pumawhohavehightechnologyandmorecapital.Localcompetitorswhohavecostadvantageandculturaladvantageinunderstandingthecustomer.

第27頁(yè)Thebargainingpowerofbuyers(high)Chinesemarketingeneralisverypricesensitive.Thepremiumsectorwillgrowwithtimeasthemarketbecomesmoresophisticated.

Butinmaincities,thecustomersarenotawareoftheproductorbrand.Theypaymoreattentiontothefeaturesandthecomfortthesportwearprovides.Andinsmallcitiesandareasofruraledge,peopledon’tunderstandenoughthebrandimage.第28頁(yè)Thebargainingpowerofsuppliers(low)Forexample,typicallyathleticshoesaremanufacturedusingthreemajorrawmaterials-cotton,rubber,andfoam.Allofthesematerialsarecommoditygoods,thesupplierscangetthematerialseasilyandcheaplyfromfarmers.Thelaborcostisverylow.Sincethese2points,therearenumeroussuppliersinChina,buttheordersisalwayslimited,

soonesupplierhasnotthepowertobargainthepriceofitsproduct.

第29頁(yè)Thethreatofsubstituteproducts(verylow)

Thereareaseveralsubstitutesofsportswear:First,inthesportsindustry,othertypesofapparelcouldalsobeseenasasubstitute,intermsofbuildingimageandstyle.Second,inthesameproductcategory,othertypesofshoesarealsosubstitutes,suchasslippers,heels,leatherbootsHowever,thethreatisverylow

becauseoneproducthasuniquefunction.第30頁(yè)FinancialanalysisCompetitorAnalysis第31頁(yè)MarketShare

InternationalSportswearBrandsSportswearBrandsMarketinChina,2023MarketinChina,2023第32頁(yè)ItcanbeseenthatNikehasproductsinalllines.Duringearly2023,Nikewaslackingproductsintheskatingcategory.However,theyquicklyrecognizedthisshortcomingandintroducedaskateboardingshoe.Withsuchaproductline,Nikewillbeabletocompetewithallplayersintheindustry.Therefore,Nikeisatastrategicadvantage.

ProductPortfolioAnalysis

Typeofshoe/companyNikeAdidasLiNingAntaKappaMizunoRunningWalkingBasketballChildren’sTennisLifestyleSkatingCross-trainingSoccerxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxShoeproductlineforthemajorplayer第33頁(yè)AdvertisingstrategyMarketingstrategycompanystrategyNikeLiNingAdidasSponsoringSportseventsTVadvertisementsBanners&BillboardsEndorsingtopathletesfromtopleaguesMixinginfluenceofsports,lifestyle&fashionPromotingitssloganSponsoringSportseventsTVadvertisementsEndorsingtopathletesfromtopleaguesSponsoringSportseventsTVadvertisementsEndorsinglocalathletesfromlocalleaguesBanners&BillboardsLiNingshowNikespend5-7%ofitsrevenuesperyearinadvertisingandendorsement.Nikehasplannedtospend$4.2Billionuntil2023forendorsementsalone.advertisingstrategyforthemajorplayersintheindustry

第34頁(yè)Brandstrategyideaofthecustomer’sperceptionofthebrands.

companyBrandingmessageandstrategyNikeLiNingAdidasBM:athletic,influential,outgoing,aggressive,hitech,futuristic,cool,Americanwayofliving

BS:AssociatedwithAthletesattopleagues

BM:athletic,orderly,practical,hitech,sincere,conservativeEuropeanstyle

BS:Associatedwithelitesoccerplayers/teams,NBAstarsBM:Athletic,fashion,practical,ChinastyleBS:

AssociatedwithAthletesatlocalleaguesNikehasinvestedalotsofarindevelopingapremiumbrandthatimplieshighqualityandcareforthecustomer.BrandisthebiggestadvantageforNike,soitisalwaysachallengetofightagainstbranddilutionwithinNike.

第35頁(yè)SalesstrategyInsalessegment,localplayersarestrongertheninternationalplayers,Nikeneedstoopenmorestores第36頁(yè)Nikefieldssomeofthebestinclasstechnologicalpracticesandhasafewpatentstoitscredit.Nikeemphasizesontheseandhasdevelopedalotofnewproductswithuseofhightechnologyandsophistication.

Anexampleofthatisthemicroprocessorshoetogivegreatexperienceandcomforttothecustomer.

AdidasandNikehavebeendoingentertainmentbasedmarketingcampaignbyformingallianceswithtechnology/entertainmentcompanies.

forexample,

NikehadanalliancewithAppletosellNikeshoeswithAppleiPodswhileAdidastiedupwithMicrosofttosellAdidasgoodswithMicrosoftXboxgamingsystems.

Sofarthesuccessofthesealliancesisyettobequantified.TechnologyandInnovationstrategy第37頁(yè)Nikefollowsa100%outsourcingstrategy.

Nikedoesn’townfactories,buttheycooperatewithlocalsuppliersandmanagedthesefactories.Inthisway,Nikehasverylowmanufacturingcost,

Mostcompetitorsfollowtheoutsourcingstrategy.

Itprovethisstrategyissuccessful,Nikedoesn'tworryaboutthisandcangoonfollowthisstrategy.Manufacturingstrategy第38頁(yè)KeyIssuesMarketingissueIncreasingcompetitioninChina