㈠ 耐克成功的並購案例
可以提供論文製作
㈡ nike網路營銷案例 案例中nike使用了哪些營銷策略組合
抄耐克的營銷策略價值主要體襲現在以下三個方面：
1、廣告變法重在溝通
耐克的早期廣告作品主要側重於宣傳產品的技術優勢，因此當時品牌定位在正式競技體育選手市場上。這段時期的耐克廣告還稱不上是真正意義上的溝通，耐克的溝通廣告是在其「廣告變法」中產生出來的。
2、崇拜與對話：共鳴溝通
耐克公司拓展市場的主要突破口是青少年市場。針對青少年消費者的這一特徵，耐克運動「明星攻勢」，相繼與一些大名鼎鼎、受人喜愛的體育明星簽約。
3、自我與自尊：價值溝通
耐克在女性市場上的廣告更是匠心獨運。思尚營銷中有顯示耐克公司比銳步公司較晚進入女性市場，但是其廣告文字富有情意，意味深長，語氣柔和但充滿一種令人感動的關懷與希望。
㈢ 在求一份耐克的發展史！要包含一個營銷的案例哦．謝謝！
介紹一本書給你吧，正用得上！
書名：
耐克之道：贏取商業桂冠的8項法則
內容提要
如今，「耐克」這一品牌深入人心。擁有一雙「耐克」運動鞋成為千萬青少年的夢想。耐克公司的成功絕非偶然，它有自己的成功秘訣。
本書從耐克公司的發展史、品牌、廣告營銷、經營策略、競爭策略、企業文化、創新策略、社會責任等幾個方面對企業做了詳盡的分析，能夠讓讀者用最少的時間學到最多的知識。
本書既適合企業管理者閱讀，也適合商務人士、咨詢師，以及對耐克公司感興趣的人閱讀。
【 作 者 】 孫立武
【 所屬合集 】 名企課堂
【 出 版 社 】 人民郵電出版社
【 版 次 】 第1版第1次
【 出版日期 】 05年10月01日
【 所屬分類 】 營銷管理
【 ISBN書號 】 7-115-13838-9/F.658
【 開 本 】 16開
【 裝 幀 】 平裝 普通紙
【 頁 數 】 164
【 字 數 】 75000
目 錄
法則1 耐克之道：從模仿者到業界霸主 1
運動鞋之夢，年輕人之夢 2
夢的起點是模仿 3
創建自己的品牌 6
法則2 「勝利女神」之路：耐克如何成就品牌霸業 15
從「六度空間」到「女神」的飛躍 16
品牌成為豐厚收益的源泉 18
品牌之聲——「口號」 21
耐克如何打造品牌 23
耐克的品牌內涵 32
學習耐克——成就你的品牌霸業 39
法則3 強力引擎：耐克的創意廣告 45
耐克的廣告行為 48
廣告——耐克穿上「氣墊鞋」 50
溝通無限——耐克的廣告創意 53
雙贏游戲——耐克廣告的主角 59
明星廣告的極至——喬丹中國之行 63
法則4 世界工廠：耐克的虛擬經營 69
「借雞下蛋」 73
信息時代的耐克全球攻略 81
美特斯·邦威——中國的虛擬經營嘗試 87
法則5 分享盛宴：耐克的競爭策略 95
運動商品市場競爭環境分析 97
分享盛宴 100
耐克產業鏈條的拓展 109
法則6 為運動而生：「以人為本」的耐克文化 115
耐克的「校園」 117
「運動員」公司—耐克人 120
法則7 標新立異：耐克的創新發展之路 129
美式松餅的靈感 132
「創新廚房」里的秘密 133
新技術和新產品 135
營銷創新 140
法則8 社會責任：耐克的危機管理 147
反耐克風潮 149
耐克危機 150
耐克的責任感 159
㈣ 「 耐克的決策困境」
你問的問題
是每個企業都要重視的問題
並不是單單耐克
我之前看了公共管理
雖然俾唔到你理想答案
應該可以幫到你
1.環境不斷變化，對於管理者應該從決策意識、
決策體制、決策機制、決策執行以及主體素質等方面深入分析。
只有你了解了決策，才能做出選擇。
譬如，企業形象，而耐克面對經濟全球化的重要因素是文化差異。
美國資源豐富，玩企業是高來高走，
對成本看得不是很重，產品好了，成本高了，加價就是了。
但在有些國家，明顯接受不鳥。
2。就像你說的，在不斷變化的環境中，企業應該跟住當時的經濟成本，
產本質量，設計美觀化，只有抓住機遇，結合當時特定社會情況，
做出創新的，即更新觀念、明確定位、健全體制、完善程序、注重結合。
3.決策作為一種高度綜合而又極為復雜的行為,
其科學與否,關系企業工作能否更好地適應當前國際化、
經濟全球化、社會信息化、科技現代化的形勢發展要求,切實履行企業的各項職能。
4.引進人才。如果你沒有一個靈活,富有創意的頭腦,
再努力也是白費的,有一句話不是這么說的嗎,
才是1%靈感加99%的汗水,但那1%的靈感比99%的汗水都重要!
管理重在實踐，在實踐中發現問題，找到生產率低下的原因再去解決
創新需要鼓勵，這不僅需要的是經費等支持，重要的是體制，
要注意體制創新，在企業內部形成一種尊重創新的風氣，
理論創新也是必不可少的一方面。
㈤ ESPN和耐克的案例分析，急！謝謝！！
不知道／／／
㈥ 鞋案例分析
第一章 概 要
AERO鞋業公司發展歷史和業績
AERO鞋業公司發展中面臨的問題
尋求解決之道
確定解決方法
實施過程和結果
第二章 問題解答
綜述
AERO鞋業公司發展歷史和業績
始建於1987年，由收購了K.C.公司鞋業分部組建
創新了將休閑和運動結合的品種，並且可以低成本生產銷售
生產AEROSOLES牌休閑鞋子，在高檔商場非常暢銷，生產擴展到義大利、葡萄牙、斯里蘭卡、巴西和中國
AERO鞋業公司發展中面臨的問題（外部）
鞋業市場增長緩慢，從1995年到1996年只增長了1％，這種增長放緩至少持續到1998年
其他公司銷售仿造AEROSOLES專利的暢銷貨
反侵犯商標和專利的大部分官司都敗訴
AERO鞋業公司發展中面臨的問題（內部）
內部嚴重的管理問題，盡管銷售額持續增長，但公司無論業務，還是管理的所有的決定都由Jules Schneider一人決定
計算機系統FOOTWORKS使用了十年，已經沒有能力處理迅速增長的銷售量帶來的大量數據,公司需要使其電腦設備現代化,以便處理大量的業務
公司需要增加資源，使得公司的銷售增長時能夠滿足公司的需要.
尋求解決之道
解決外部問題的辦法是將銷售額的5％用於電視廣告
聘請一個能夠振興該公司所必備的經理班子。1997年聘用了Richard Morris作為執行副總裁, 聘用了Jeffery Zonenshine作為公司副總載以及首席信息官
調查企業資源計劃系統ERP，將財務、銷售市場和庫存一體化, 使得公司能夠更好的控制和製作可靠的財務報告。
實施ERP系統可以使公司有一個良好的機會進行業務方面的重大改革,
使首席執行官Jules Schneider脫離繁重的日常事務
去101學習輔導答疑網看看，那裡有專業的老師在線回答問題的！現在注冊還免費送金豆！
㈦ 跨國管理:教程、案例和閱讀材料(第5版)求：hitting the wall: nike and international Labor Practices
In the mid-1990s Nike, one of the world's most successful footwear
companies, is hit by a spate of alarmingly bad publicity. After years of
high-profile media attention as the company that can "just do it," Nike
is suddenly being portrayed as a firm that relies on low-cost,
exploited labor in its overseas plants. Nike officials vigorously deny
the charges, claiming that Nike has no control over the independent
contractors who manufacture Nike shoes. But the activists will not
retreat. Eventually, Nike must learn to deal with the activists' claims
and with the tangle of conflicting data that surrounds the concept of a
"fair" or "living" wage.
1. By Ngoie Joel Nshisso<br />International Business<br
/>Ph.D. program<br />Northcentral University<br
/>December 2010<br />Hitting the Wall: Nike and International
Labor Practices<br />Company overview<br />Just like
McDonald with its most recognized hamburger - a flat patty of ground
meat, usually beef, that is broiled, grilled, or fried and usually
served in a bun- is a symbol of American pride all around the world,
Nike with its footwear, apparel and all other sport proct embodied of
swoosh logo is a symbol of American business success in sport, athletic
and fashion instry. The company history recall that<br />The
Nike athletic machine began as a small distributing outfit located in
the trunk of Phil Knight's car. From these rather inauspicious
beginnings, Knight's brainchild grew to become the shoe and athletic
company that would come to define many aspects of popular culture and
myriad varieties of 'cool.' Nike emanated from two sources: Bill
Bowerman's quest for lighter, more rable racing shoes for his Oregon
runners, and Knight's search for a way to make a living without having
to give up his love of athletics.<br />In 1963, Phil Knight
traveled to Japan on a world-tour where he met with a Japanese running
shoe manufacturer, Tiger--a subsidiary of the Onitsuka Company,
presenting himself as the representative of an American distributor
interested in selling Tiger shoes to American runners. The Tiger
executives liked what they heard and Knight placed his first order for
Tigers soon thereafter. By 1964, Knight had sold $8,000 worth of Tigers
and placed an order for more and ended up hiring a full-time salesman,
Jeff Johnson. After cresting $1 million in sales and riding the wave of
the success, Knight devised the Nike name and trademark Swoosh in 1971
and went from $10 million to $270 million in sales. Beside the swoosh
logo, Nike was also personified by its motto: just do it (Nike 2010,
para 1).<br />Company business strategies <br />To be
competitive, low price seller and maximize profit, Nike had to find a
way to keep its labor cost as low as possible. The company adopted a
strategy that will take advantage of the new trend offered to many
multinational enterprises by trade agreement, technology and
communication sweeping developed and developing countries alike by
outsourcing proction to low labor cost countries. As noted by
Christopher, Sumantra, and Paul (2008), 「the company would shave costs
by outsourcing all manufacturing and has all procts made by
independent contacting factories」 (p. 102). Another strategy which is a
logical consequence of the above mentioned was that Nike chose not to
have 「physical assets」 (Christopher, Sumantra, & Paul 2008, p.
102).<br />Before to look at how outsourcing ruined the company
reputation and operations, the next section will explain the outsourcing
concept and look at its advantages and disadvantages.<br
/>Definition, advantages and disadvantages of outsourcing<br
/>Definition of outsourcing <br />In its early beginning,
outsourcing is a business strategy by which a company is 「purchasing
from someone else a proct or service that had been previously provided
internally」 (Wheelen & Hunger 2008, p.198). In general, procts
manufactured in repetition and routine sequence are outsourced within
the country or overseas.<br />Advantages of outsourcing<br
/>By the end of the twentieth century, the world was becoming a
global village, term coined by Levitt who noticed that 「the world』s
needs and desires have been irrevocably homogenized with the commonalty
of preference leading to standardization of procts, manufacturing and
institution of trade and commerce」( Christopher, Sumantra & Paul
2008, p. 91). The birth of internet will add to this trend quick, cheap
and variable means of communication, video conference able to establish
live-conversation between persons at distant miles away and finally
electronic mail will help transmit large volume of data and information
that previously could have been done only by regular letter sent by
express mail. <br />As the world globalizes, less
government regulations and trade agreements between nations will start
to dominate the trading environment and they will be enforced
international bodies. The mostly named is the World Trade Organization
for which Tomas (2009) gives the following brief explanation:<br
/>Since 1995, the world trade organization has overseen the global
rules of government policy toward international trade and provided the
forum for negotiating global agreements to improve these rules. The WTO
subsumed and expanded on the General Agreement on Tariffs and Trade
(GATT). The WTO (like the GATT before it) espouses three major
principles: (1) liberalization of trade; (2) nondiscrimination, or the
most-favored nations (MFN) principle; and (3) no unfair encouragement
for exports (p. 168).<br /> The above advantages laid a way to
outsourcing by companies in developed to developing countries. The
destinations of choice were 「Eastern Europe, Asia and Africa」 (Schaffer,
Agusti & Earle 2009, p. 30-31) for a clear reason admits Thomas
(2009) <br />Poor workers in poor countries: many of the world』s
people are very poor. Many work in the informal sector, scratching out
an existence. Even those who have employment for pay often receive wages
that are very low in comparison to wages in the United States, Western
Europe, and Japan (p. 3-4). <br />Some poor countries have even
gone too far by using under age children and slaves in the workforce to
perpetuate a low wage policy. A study initiated by the United States
made an astonishing discovery in Africa and reported that: <br
/>Child labor and slavery are used in this part of the globe for
economic reasons because they provide free or cheap labor in the
demanding work of oil drilling and mining for which statistics show that
「Oil imports (crude and non-crude) continued to dominate imports from
Sub-Saharan Africa with $71.2 billion in oil imports in 2008, accounting
for 82.8 percent of all U.S. purchases」 (U.S.-Africa trade profile
2009, p 13).<br />Advantages of outsourcing<br />Saving on
wages lures company with intensive labor cost to choose countries with
low wages as the best place to outsource part or all operations and if a
location grew richer with rising cost, the delocalization would be an
inevitable decision. Nike gives a perfect illustration of the practice
according to Christopher, Sumantra and Paul (2008). They recall
that<br />Nike signed its first contacts with Japanese
manufacturers but eventually shifted its supply base to firms in South
Korea and Taiwan. As these bases grew richer, costs rose, Nike began to
urge its suppliers to move their operations to lower cost regions. To
remain in the company』s good graces, most manufacturers rapidly
complied, moving their plants to China and Indonesia (p.103).
<br />The practices of chasing low wages suppliers in developing
countries seemed to pay huge dividends to Nike. Indications from
Christopher, Sumantra and Paul (2008) shows that the company』s gross
margin remained largely above 「37% from 1989 to 1999」 (p. 110), with a
markup of 50% per shoe from factory price to Nike. Labor cost per shoe
in 1999 was only 「$ 3.37」 (p. 111) representing 0.76% of the profit made
by Nike.<br />Disadvantages of outsourcing <br />Riding
the waves of outsourcing is not free of risks. Wheelen and Hunger (2008)
published a study of efforts concted by European and North American
firms that lists these seven major outsourcing errors or risks:<br
/>Outsourcing activities that should not be outsourced: companies
failed to keep core activities in-house.<br />Selecting the wrong
vender: vendors were not trustworthy or lacked state-of-the-art
processes,<br />Writing a poor contact: companies failed to
establish a balance of power in the relationship.<br />Overlooking
personnel issues: employees lost commitment to the firm.<br
/>Losing control over the outsourced activity: qualified managers
failed to manage the outsourced activity.<br />Overlooking the
hidden costs of outsourcing: transaction costs overwhelmed other
savings.<br />Failing to plan an exit strategy: companies failed
to build reversibility clauses into their contacts (p. 199).<br
/>Problem that affected Nike <br />One of the problems that
affected Nike is a lack of qualified managers that failed to understand,
manage outsourcing regulations and deals with communication when
critics started. Nike seemed not to have an international marketing and
communication manager whose job description would be 「to develop market
strategies and plan, to capture marketing insights, to connect with
customers, to build strong brands, to shape the market offerings, to
deliver values, to communicate value and to create long-term growth」
(Philip & Kevin 2006 p. 29-30). These responsibilities lead to
marketing audit before and ring outsourcing operations. <br />In
fact, Christopher, Sumantra and Paul (2008) revealed that it was only
when the company found itself in the hot seat because gross violations
「it hired Dusty Kidd in the public relations department to draft a
series of regulations for its contractors」 (p.105) and Andrew Young, the
respected civil rights leader and former mayor of Atlanta, to conct
an independent evaluation of its code of conct」 (p.107), also
「arranged for students at Dartmouth』s Amos Truck School of business to
conct a survey on the suitability of wages and benefits paid in its
Vietnamese and Indonesian contract factory workers」(p. 108).
Unfortunately, it was too little and too late. <br />Key issues
impacting the problem<br />Not having at the executive level
managers to develop global marketing and communication strategies
created many issues within the company. The present study will focus
only on corporate culture and ethics.<br />Corporate culture<br
/>One good definition of corporate culture comes from Wheelen and
Hunger (2008) who said:<br />Corporate culture is the collection
of beliefs, expectations, and values learned and shared by a
corporation『s members and transmitted from one generation of employees
to another. The corporate culture generally reflects the values of the
founder(s) and the mission of the firm. It gives a company a sense of
identity. Corporate culture shapes the behavior of people in a
corporation. Because these cultures have a powerful influence on the
behavior of people at all levels, they can strongly affect a
corporation』s ability to shift its strategic direction (Christopher,
Sumantra & Paul 2008, p. 116).<br />Nike, like any other
corporations in business was very interested on profits but at the very
high level of the company, a destructive culture of non interest on
working conditions, no respect to safety and health standards, no
regard for the environment, corruption and intimidations was one of its
beliefs. When critics mounted about low wages, coerced overtime and work
safety in plants under Nike contracts, the company response was: 「labor
conditions in its contactors』 factories were not – could not – be
Nike』s responsibility」 (p.104).<br /> <br />Problem of
ethics<br />In the philosophy of Knight』s original plan probably
rested ethical problems: 「not only would Nike outsource, but it would
outsource specifically to low cost parts of the world,」 (Christopher,
Sumantra & Paul 2008, p. 116) was a statement that will preside to
the company』s attitude of ignoring any problem requiring amelioration of
working conditions. <br />Corporate America knows that there is
「the fair labor standards act of 1938 that prohibit child labor, limits
working hours and establishes working safety conditions」 (U.S.
Department of labor 2010, p. 1-54). Multinational enterprises choosing
to outsource know also that since 「1970, the United Nations, the trade
organizations and private organizations have laid out regulations
against worker exploitations, child and slave labor」 (Schaffer, Agusti
& Earle 2009, p. 72-73). Deliberately, Nike chose to walk-away from
them. To make matter worse, it threatened its foreign contractors to
move business somewhere if they don』t keep wages down and also kept
blind eye to 「bribery」 of public officials (Christopher, Sumantra &
Paul 2008 p.103). At this point, Nike bears responsibility for actions
of its partners because <br />Ethical or unethical behavior is
not entirely a matter of the character of indivial employees; it is
determined at least in part by factors in the organization. People are
influenced by the forces surrounding them: their peers, their superiors,
the reward system, group norms, and organization policies and values
(Cynthia, Lyle, & James, p. 22).<br />Alternative
solutions<br />Nike and its CEO Knight were weaken by the scandal
but did not lose spirit. They have learn not to be stubborn anymore but
to comply, to change, to improve, to regain leadership in sport and
apparel business under swoosh』s logo. In the search for solutions to
their failure, they run for external marketing audit. This part of
marketing audit is important but presents itself as a second opinion
that confirms or corrects the internal audit. In essence, what is global
marketing audit and what are its components? The next section attempts
to respond to these questions. <br />Global marketing audit<br
/>Outsourcing is now days a major task to undertake. Because of it
advantages and disadvantages, developed and developing countries with
assistance of bodies like United Nations, activists and scientists are
coming together to regulate competition, working conditions, environment
and more. Companies that decide to outsource need to do their homework
in order to learn external forces that will impact operations and define
internal strategies to be competitive. The task that can help gather
external and internal data is global marketing audit. this managerial
function need to be performed before and ring all the period of
outsourcing. According to Warren (2002) global marketing audit is<br
/>A comprehensive, systematic, and periodic examination of a
company』s or business unit』s marketing environment, objectives,
strategies, programs, policies, and activities, which is concted with
the objective of identifying existing and potential problems and
opportunities and recommending a plan of action to improve a company』s
marketing performance. The global marketing audit is a tool for
evaluating and improving a company』s global marketing operations. The
audit is an effort to assess effectiveness and efficiency of marketing
strategies, practices, policies, and proceres vis-à-vis the firm』s
opportunities, objectives, and resources. Its components are 1)
marketing environment audit, 2) marketing strategy audit, 3) marketing
organization audit, 4) marketing systems audit, 5) marketing
proctivity audit, and 6) marketing function audit (p. 525-527).
<br />If Nike performed marketing audit to learn or know existing
national and international regulations, the role of not for profit
organizations to defend human rights and environment, and the
lawlessness of some developing countries, it could avoid its misfortune.
<br />Recommendations and Conclusion<br />Nike case
illustrates decisions of a company acting to remedy the problem of
negative criticism in a legally protected and defended global village
where company』s social responsibility can no longer go unnoticed or
uncensored. As many structured entities (companies, governments,
international organizations, and activists) enter multinational arena
and the public become more aware of social and environmental conditions
in developing countries, the need for sufficient, honest disclosure of
corporate conct will continually increase and put pressure on
companies practices. <br />Nike started working on its culture to
turn things around but the damage was so severe that it need to keep
working to buy in the idea of full disclosure of social responsibility
practices, using internal and external audit to show to consumers,
competitors and the world that it is carrying along with them the trend
of making social responsibility a priority in proction, finance and
purchase decisions. As advised by Philip and Kevin (2006) for whatever
Nike will plan to do for its success, 「adapting and concting business
practices that protect the environment and human」 (p.22) will avoid him
to be its own enemy and will provide him tools to defend against
detractors. <br />References<br />Christopher, B.,
Sumantra, G., & Paul, B. (2008). Transnational management: text,
cases, and readings in cross-border management. New-York, NY.
McGraw-Hill Irwin<br />Cynthia, D. F., Lyle, F. S., & James,
B. S. (2006). Advanced human resource management. Boston, MA <br
/>Edward, B., (2005). The Bhopal disaster and its aftermath: a
review. Retrieved from
http://www.ncbi.nlm.nih.gov/pmc/articles/PMC1142333/ <br />Nike.
(2010). Company overview. Retrieved from
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㈧ 放手去干市場營銷案例耐克選擇的市場目標是什麼
你網路一下唄 這問題..問的 應該是最早出道的時候針對的是慢跑愛好者們 現在嘛 應該是注重品牌意識 風格化的年輕一代
㈨ 案例分析 耐克公司的跨國投資
本案中主抄要涉及四襲個生產要素在發達國家與不發達國家中的垂直流動和重新配置。
一是資本要素。而克公司通過原始積累獲取大量的原始資本為了再獲取最大收益，通過再投資向外轉移。
二是勞動力要素。這里指勞動力的價格要素轉移，通過向不發達的生產，使用低勞動成本國家的勞動力，獲取最大投資價值。
三是技術要素。其的產品開發在國內完成後，在生產過程中固化到產品中，完成國際轉移。
四是信息要素。其利用地域信息不平衡的差異化，調整產品生產和銷售戰略，實際作息要素的國際轉移。
㈩ 市場營銷 案例分析
市場眼光獨到，市場細分准確