㈠ 耐克成功的并购案例
可以提供论文制作
㈡ nike网络营销案例 案例中nike使用了哪些营销策略组合
抄耐克的营销策略价值主要体袭现在以下三个方面：
1、广告变法重在沟通
耐克的早期广告作品主要侧重于宣传产品的技术优势，因此当时品牌定位在正式竞技体育选手市场上。这段时期的耐克广告还称不上是真正意义上的沟通，耐克的沟通广告是在其“广告变法”中产生出来的。
2、崇拜与对话：共鸣沟通
耐克公司拓展市场的主要突破口是青少年市场。针对青少年消费者的这一特征，耐克运动“明星攻势”，相继与一些大名鼎鼎、受人喜爱的体育明星签约。
3、自我与自尊：价值沟通
耐克在女性市场上的广告更是匠心独运。思尚营销中有显示耐克公司比锐步公司较晚进入女性市场，但是其广告文字富有情意，意味深长，语气柔和但充满一种令人感动的关怀与希望。
㈢ 在求一份耐克的发展史！要包含一个营销的案例哦．谢谢！
介绍一本书给你吧，正用得上！
书名：
耐克之道：赢取商业桂冠的8项法则
内容提要
如今，“耐克”这一品牌深入人心。拥有一双“耐克”运动鞋成为千万青少年的梦想。耐克公司的成功绝非偶然，它有自己的成功秘诀。
本书从耐克公司的发展史、品牌、广告营销、经营策略、竞争策略、企业文化、创新策略、社会责任等几个方面对企业做了详尽的分析，能够让读者用最少的时间学到最多的知识。
本书既适合企业管理者阅读，也适合商务人士、咨询师，以及对耐克公司感兴趣的人阅读。
【 作 者 】 孙立武
【 所属合集 】 名企课堂
【 出 版 社 】 人民邮电出版社
【 版 次 】 第1版第1次
【 出版日期 】 05年10月01日
【 所属分类 】 营销管理
【 ISBN书号 】 7-115-13838-9/F.658
【 开 本 】 16开
【 装 帧 】 平装 普通纸
【 页 数 】 164
【 字 数 】 75000
目 录
法则1 耐克之道：从模仿者到业界霸主 1
运动鞋之梦，年轻人之梦 2
梦的起点是模仿 3
创建自己的品牌 6
法则2 “胜利女神”之路：耐克如何成就品牌霸业 15
从“六度空间”到“女神”的飞跃 16
品牌成为丰厚收益的源泉 18
品牌之声——“口号” 21
耐克如何打造品牌 23
耐克的品牌内涵 32
学习耐克——成就你的品牌霸业 39
法则3 强力引擎：耐克的创意广告 45
耐克的广告行为 48
广告——耐克穿上“气垫鞋” 50
沟通无限——耐克的广告创意 53
双赢游戏——耐克广告的主角 59
明星广告的极至——乔丹中国之行 63
法则4 世界工厂：耐克的虚拟经营 69
“借鸡下蛋” 73
信息时代的耐克全球攻略 81
美特斯·邦威——中国的虚拟经营尝试 87
法则5 分享盛宴：耐克的竞争策略 95
运动商品市场竞争环境分析 97
分享盛宴 100
耐克产业链条的拓展 109
法则6 为运动而生：“以人为本”的耐克文化 115
耐克的“校园” 117
“运动员”公司—耐克人 120
法则7 标新立异：耐克的创新发展之路 129
美式松饼的灵感 132
“创新厨房”里的秘密 133
新技术和新产品 135
营销创新 140
法则8 社会责任：耐克的危机管理 147
反耐克风潮 149
耐克危机 150
耐克的责任感 159
㈣ “ 耐克的决策困境”
你问的问题
是每个企业都要重视的问题
并不是单单耐克
我之前看了公共管理
虽然俾唔到你理想答案
应该可以帮到你
1.环境不断变化，对于管理者应该从决策意识、
决策体制、决策机制、决策执行以及主体素质等方面深入分析。
只有你了解了决策，才能做出选择。
譬如，企业形象，而耐克面对经济全球化的重要因素是文化差异。
美国资源丰富，玩企业是高来高走，
对成本看得不是很重，产品好了，成本高了，加价就是了。
但在有些国家，明显接受不鸟。
2。就像你说的，在不断变化的环境中，企业应该跟住当时的经济成本，
产本质量，设计美观化，只有抓住机遇，结合当时特定社会情况，
做出创新的，即更新观念、明确定位、健全体制、完善程序、注重结合。
3.决策作为一种高度综合而又极为复杂的行为,
其科学与否,关系企业工作能否更好地适应当前国际化、
经济全球化、社会信息化、科技现代化的形势发展要求,切实履行企业的各项职能。
4.引进人才。如果你没有一个灵活,富有创意的头脑,
再努力也是白费的,有一句话不是这么说的吗,
才是1%灵感加99%的汗水,但那1%的灵感比99%的汗水都重要!
管理重在实践，在实践中发现问题，找到生产率低下的原因再去解决
创新需要鼓励，这不仅需要的是经费等支持，重要的是体制，
要注意体制创新，在企业内部形成一种尊重创新的风气，
理论创新也是必不可少的一方面。
㈤ ESPN和耐克的案例分析，急！谢谢！！
不知道／／／
㈥ 鞋案例分析
第一章 概 要
AERO鞋业公司发展历史和业绩
AERO鞋业公司发展中面临的问题
寻求解决之道
确定解决方法
实施过程和结果
第二章 问题解答
综述
AERO鞋业公司发展历史和业绩
始建于1987年，由收购了K.C.公司鞋业分部组建
创新了将休闲和运动结合的品种，并且可以低成本生产销售
生产AEROSOLES牌休闲鞋子，在高档商场非常畅销，生产扩展到意大利、葡萄牙、斯里兰卡、巴西和中国
AERO鞋业公司发展中面临的问题（外部）
鞋业市场增长缓慢，从1995年到1996年只增长了1％，这种增长放缓至少持续到1998年
其他公司销售仿造AEROSOLES专利的畅销货
反侵犯商标和专利的大部分官司都败诉
AERO鞋业公司发展中面临的问题（内部）
内部严重的管理问题，尽管销售额持续增长，但公司无论业务，还是管理的所有的决定都由Jules Schneider一人决定
计算机系统FOOTWORKS使用了十年，已经没有能力处理迅速增长的销售量带来的大量数据,公司需要使其电脑设备现代化,以便处理大量的业务
公司需要增加资源，使得公司的销售增长时能够满足公司的需要.
寻求解决之道
解决外部问题的办法是将销售额的5％用于电视广告
聘请一个能够振兴该公司所必备的经理班子。1997年聘用了Richard Morris作为执行副总裁, 聘用了Jeffery Zonenshine作为公司副总载以及首席信息官
调查企业资源计划系统ERP，将财务、销售市场和库存一体化, 使得公司能够更好的控制和制作可靠的财务报告。
实施ERP系统可以使公司有一个良好的机会进行业务方面的重大改革,
使首席执行官Jules Schneider脱离繁重的日常事务
去101学习辅导答疑网看看，那里有专业的老师在线回答问题的！现在注册还免费送金豆！
㈦ 跨国管理:教程、案例和阅读材料(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
http://www.nikebiz.com/company_overview/<br />Philip, K., &
Kevin, L. (2006). Marketing management. Upper Saddle River, NJ. Prentice
Hall <br />Schaffer, R., Agusti, F., & Earle, B. (2009).
International business law and its environment. South-Western Cengage
Learning. Mason OH<br />Thomas, A., P. (2009). International
economics. The McGraw-hill Irwin N.Y. New York<br />U.S.
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㈧ 放手去干市场营销案例耐克选择的市场目标是什么
你网络一下呗 这问题..问的 应该是最早出道的时候针对的是慢跑爱好者们 现在嘛 应该是注重品牌意识 风格化的年轻一代
㈨ 案例分析 耐克公司的跨国投资
本案中主抄要涉及四袭个生产要素在发达国家与不发达国家中的垂直流动和重新配置。
一是资本要素。而克公司通过原始积累获取大量的原始资本为了再获取最大收益，通过再投资向外转移。
二是劳动力要素。这里指劳动力的价格要素转移，通过向不发达的生产，使用低劳动成本国家的劳动力，获取最大投资价值。
三是技术要素。其的产品开发在国内完成后，在生产过程中固化到产品中，完成国际转移。
四是信息要素。其利用地域信息不平衡的差异化，调整产品生产和销售战略，实际作息要素的国际转移。
㈩ 市场营销 案例分析
市场眼光独到，市场细分准确