Business Strategy (574) Assignment Submission

ASSIGNMENT 1 FRONT SHEET BTEC Level 5 HND Diploma in Business Unit number and title Unit 32: Business Strategy (574) Submission date August 2, 2021 Date received (1st submission) Date received (2nd submission) Re-submission date Student name Le Hoang Long Student ID GBD18372 Class GBS0815B.1 Assessor name Huynh Ai Van Student declaration I certify that the assignment submission is entirely my own work and I fully understand the consequences of plagiarism. Student’s

ASSIGNMENT 1 FRONT SHEET
Qualification BTEC Level 5 HND Diploma in Business
Unit number and title Unit 32: Business Strategy (574)
Submission date August 2, 2021 Date received (1st submission)
Re-submission date Date received (2nd submission)
Student name Le Hoang Long Student ID GBD18372
Class GBS0815B.1 Assessor name Huynh Ai V
Student declaration
I certify that the assignment submission is entirely my own work and I fully understand the consequence
understand that making a false declaration is a form of malpractice.
Student’s signature:
Long
Grading grid
P1 P3 M1 M3

 Summative Feedbacks:  Resubmission Feedbacks:
Grade: Assessor Signature: Date:
Internal Verifier’s Comments:
Signature & Date:

Business strategy
Full name: Le Hoang Long
Class: GBS0815B.1
Teacher: Huynh Ai Van
Word count: 4932 words

Table of Contents
Introduction ................................................................................................................................................................... 6
About the Nike company ....................................................................................................................................... 6
About the assignment ............................................................................................................................................6
I. Strategic context of the company ...............................................................................................................................7
1. Nike’s vision, mission and objectives .................................................................................................................7
2. Business strategy’s definition, role and model ..................................................................................................7
2.1. Definition of business strategy ................................................................................................................7
2.2. Role of business strategy ........................................................................................................................ 7
2.3. Strategy model ........................................................................................................................................8
2.4. Nike’s business strategy ..........................................................................................................................8
II. PESTEL analysis ...........................................................................................................................................................9
1. Pestle analysis model .........................................................................................................................................9
2. Nike’s Pestle analysis........................................................................................................................................ 11
3. The importance of Pestle analysis ....................................................................................................................12
4. Key drivers of change in fashion industry ........................................................................................................13
III. Porter’s five forces ..................................................................................................................................................14
1. Porter’s five forces analysis of Nike .................................................................................................................14
2. Critical success factors ..................................................................................................................................... 16
2.1. Definition ...............................................................................................................................................16
2.2. Critical success factors of sportswear companies .................................................................................17
IV. Stakeholder analysis ............................................................................................................................................... 17
1. Stakeholder mapping model ............................................................................................................................17
2. Nike’s stakeholder map ....................................................................................................................................18
V. Opportunities and Threats .......................................................................................................................................20

VI. Recommendation ................................................................................................................................................... 21
Conclusion ....................................................................................................................................................................22
References ................................................................................................................................................................... 23
Table of figures
Figure 1 : Strategy model (Johnson et al., 2018) .................................................................................... 8
Figure 2 : Pestle analysis model .............................................................................................................. 9
Figure 3 : Key drivers of change toward fashion industry .................................................................... 13
Figure 4 : CSFs of well-known brand sportswear companies (Comparably, 2020) ............................. 17
Figure 5 : Stakeholder mapping: the power/attention matrix ................................................................ 18
Figure 6 : Nike's stakeholder map ......................................................................................................... 19

Introduction
About the Nike company
NIKE, Inc. engages in the design, production, promotion and selling of sporting apparel, clothes, products,
equipment and services. It operates across the following segments: North America; Europe, Middle East
& Africa; Greater China; Asia Pacific & Latin America; Multinational Brand Divisions; Converse; and
Corporate. North America; Europe, Middle East & Africa; Greater China; and the Asia-Pacific & Latin
America divisions relate to the design, production, promotion and sale of athletic apparel, garments and
equipment. The Global Brand Branches are NIKE Brand Licensing Agencies. Converse segment
manufactures markets, license and sells casual shoes, clothes and accessories. The Business Section
consists of undivided general and operating expenditures. The business was founded on January 25,
1964 by William Jay Bowerman and Philip H. Knight and is headquartered in Beaverton, OR.
About the assignment
Deloitte LLP is a corporate consulting firm where the author is working. The Nike incorporation has
ordered Deloitte LLP to help them conduct a complete organization audit including evaluating both its
internal and external environments. Meanwhile, external environments analyses of Nike Company will be
discussed in this assignment. Firstly, the mission, vision and objectives of the company will be mentioned
and role of business strategy to the company. Secondly, the PESTEL tool is used to analyze macro
environment audit of the company. Thirdly,Porter’s 5-force model and industry life cycle analysis are
used to analyze industry audit. Finally, the consulting firm Deloitte LLP will use stakeholder-mapping
analysis to formulating appropriate strategy for important groups on the stakeholder map. These above
tools can help Nike company identify and analyze the main opportunities and threats that the
incorporation are facing lately.

I. Strategic context of the company
1. Nike’s vision, mission and objectives
Mission: “Bring inspiration and innovation to every athlete in the world.”
If you have a body, you are an athlete.
Vision: “Do everything possible to expand human potential. We do thatby creating groundbreaking
sport innovations, by making our products more sustainably, by building a creative and diverse global
team and by making a positive impact in communities where we live and work.”
Objective: Nike’s purpose is to unite the world through sport to create a healthy planet, active
communities and an equal playing field for all.
2. Business strategy’s definition, role and model
2.1. Definition of business strategy
According to Johnson et al., (2018), the strategy is described as the organization's long-term direction.
This has two benefits. First, the long-term direction of an enterprise may involve both a strategic, logical
approach and more subtle, evolving trends of strategy. Second, long-term direction may involve
strategies that emphasize distinction and competitiveness, and strategies that identify the roles of
collaboration and imitation.
2.2. Role of business strategy
Thompson, Strickland and Gamble (2007) find that there are two key factors why strategy is essential to
business organization. The first critical component of the strategy is that management has to work
proactively on how the organization's business is to be conducted. They also claim that a simple and well
thought-out strategy is the management's prescription for doing business, its path map for gaining
competitive advantage, its game plan for pleasing consumers and enhancing financial results. Secondly,
they say that a strategic-focused organization is more likely to be a good bottom-line leader than a

Company whose management sees strategy as secondary and sets its goals elsewhere. Forming and
conducting an effective strategy for an organization can have positive impact on its revenue growth,
earnings and return on investment.
2.3. Strategy model
Figure 1: Strategy model (Johnson et al., 2018)
2.4. Nike’s business strategy
Using a value-based sales approach, Nike Inc. acknowledges the consumer's understanding of the value
of its products. In the context of the marketing mix, this value is used to determine the overall costs that
customers are able to pay for the company's athletic shoes, clothes and appliances. In relation to this the
premium pricing strategy involves high costs, based on a premium positioning strategy that sets Nike
products as better in quality and performance than rival products. The use of commercials featuring high-
profile celebrity endorsers by the company is reflective of such focus on luxury branding. In 2014,

the company effectively raised its retail rates and produced higher profits and revenues. This pattern
persists as the company celebrates rising operating profits while steadily increasing costs. Based on the
PESTEL/PESTLE study by Nike Inc., this pattern is related to socio-cultural and economic developments in
the manufacturing climate the firm adjustments its price points due to these shifts. In this marketing mix
aspect, Nike Inc. has effectively used its pricing strategy to increase revenues while emphasizing high
value in the advertising of its products and labels (Gregory, 2018).
II. PESTEL analysis
1. Pestle analysis model
Figure 2: Pestle analysis model
PESTLE is a strategic planning technique used to determine the possible effect of political, economic,
social, technical, environmental and legal influences on the initiative. It requires an organization that
understands the external world before beginning a project. It is a safe approach to guarantee that one
has recognized all possible threats and problems. They are (Rastogi and Trivedi, 2016):
Political factor: these factors decide the degree to which the government will affect the economy or the
sector. Political considerations include tax laws, monetary policies, import tariffs, etc., which can be

imposed by the government around the fiscal year and may have a direct effect on the market climate
(economic environment).
Economic factor: these factors are determinants of the success of the economy that directly affect the
business and have long-term resonating impacts. In addition, this would have an effect on the buying
power of the customer and would shift the demand/supply models for that economy. Economic
considerations include inflation, interest rates, foreign exchange rates, trends of economic activity, etc. It
also accounts for FDI (foreign direct investment) based on the particular sectors undertaking this study.
Social factor: the sociological element shall take into account all activities, which have a social effect on
the economy and the society. It is also therefore important to recognize the benefits and drawbacks for
the residents of the region in which the project is taking place. These incidents include community
standards, traditions, demographic growth, medical tolerance, occupational altitudes, global warming,
etc. These variables analyze the social market climate and gage determinants such as behavioral patterns,
economics, population research, etc.
Technological factor: these considerations apply to technical advances that can have a positive or
unfavorable impact on the activities of the industry and the market. This applies to automation, research,
development, and the amount of technical awareness that the industry has. This element takes into
account all activities affecting technology. Since technology is always out of date within a few months of
its introduction, it is important to recognize this. This consideration should also take into account all
obstacles to penetration into such markets and improvements to financial decisions.
Environmental factor: this consideration takes into account all legal issues such as wages, quotas, taxes,
energy, imports and exports, etc. These variables are both external and internal. There are certain
regulations that influence the corporate climate of a given region, although there are certain rules that
businesses maintain for themselves. Judicial research considers these two angles and then maps the
tactics in the context of this legislation.
Legal factor: This consideration comprise all factors that affect or are decided by the surrounding
climate. Factors in market environmental analysis include but are not limited to, atmosphere,

temperature, geographical location, global climate change, environmental offsets, land conditions, soil
pollution, nearby water sources, etc.
2. Nike’s Pestle analysis
Applying Pestle analysis will provide external factor which affect to Nike corporation (Pandey, 2017):
Political factor
The United State is willing to support the organizations and has good policy for industrial development.
The government provides low-interest capital and well-arranged international tax agreements. Besides,
tax and manufacturing laws are facilitated well for company growth. Meanwhile, recent news has found
that tension between China and American is increasing day by day. This can effect significantly to Nike’s
revenue, because China is a big market to Nike.
Economic factor
It can be seen that Nike is one of the most famous brand in the world and the company operates a huge
profit margin so the economic factor has no impact on the company. However, it also got impacted by
the recession some time ago in Western countries. During that time, the purchasing rate was so low, so
customers wanted to buy lower products. Nike has found that western market has almost been
saturated, so Nike is looking for emerging markets.
Social factor
Nike has sponsors for many different national teams. Doing that, the company has connection with
people who are diehard fans of these teams. Then, Nike can build a strong brand image and increase
revenue of the company. Besides, Nike has organized different types of contests to involve fans of
different sports. Besides, globally rising 'health literacy' means that more and more people are heading
towards healthier lifestyles. Without a question, these customers would buy a lot of sports gear,
something that will make Nike happy.

Technological factor
Nike believes in innovation, so it owns a state of the art production line and different research institutes
to develop innovative products. It is said that the company has huge cash reserves. This can help Nike in
connecting with different governmental research institutes to improve their products and get all
international certification. Besides, technology allows businesses to evolve in so many different forms.
From contact with consumers to product creation, technology brings value to companies like Nike. In
detail, social media helps things to blow up or blow down faster than ever before. Nike is doing well to
use social media to develop their identity, but it can be a double-edged sword if used inappropriately.
Environmental factor
Nike also does much corporate social responsibility function, supports marathon as well as tree
plantation in any part of the globe. Nike also has a recent environmental campaign, with the use of
organic cotton, since the act of traditional cotton growing has a significant effect on the climate, water,
soil and health of people living in cotton growing areas. Moreover, in 2002, Nike launched a woman's
range of 100% organic cotton called 'Nike Organics,' and several more models have been introduced since
then.
Legal factor
Nike has many subsidiaries around the world so the Nike has to know law practices of each country
where their subsidiary is operated. Expanding more subsidiaries and following business rule before
joining a new market can help Nike increase revenue. Meanwhile, like other big companies, Nike often
avoids large amounts of tax. There has not been that much of a ban on this in recent years, but it is
always worth remembering.
3. The importance of Pestle analysis
According to Rastogi and Trivedi (2016), they found four main reasons why Pestle is important to
business strategy. Firstly, Pestle tool help an organization to give advanced warning of significant threats.
Secondly, it reveals the changes within the business environment of a company and this helps influence
what the organization does, so that the organization deals with the changes rather than against the
changes. Thirdly, Pestle analysis also helps the organization avoid starting projects that may fail. Finally,

it provides the organization necessary such as business law, things needed to follow and anobjective
view when the organization expands to a new country or a new market.
4. Key drivers of change in fashion industry
It is important to step back to define key factors for change. Main drivers for change are environmental
conditions that are expected to have a high effect on future performance or failure of the strategy.
Typical primary factors will vary from sector to industry. For example, a retailer may be concerned
specifically with social changes that drive consumer tastes and behavior.
Figure 3: Key drivers of change toward fashion industry
Not only Nike but also other big fashion brands are also facing massive changes about fabric technology,
manufacturing locations, retailing and much more. Nike wants to find out what kind of challenge that
Nike will face in the future. There are two key drivers that Nike should be concerned in the future, they
are interconnectivity and speed of change (the figure 2). The divergent directions of the two key drivers
define four scenarios for future fashion industry. The first is “Slow is beautiful” which based on slow
world and high interconnectivity. People tend to own fewer clothes, but higher quality clothes. “Vintage”

and “secondhand clothes” will be trend in this scenario. “vBay” (eBay) is known as a dedicated channel
for vintage clothing. Therefore, Nike should focus on design and produce these types of clothe such as
vintage and smart clothes. Besides, Nike can buy its old clothes from people and resell. The second
scenario is “Community couture”. In this context, the world is struggling to cope with impacts of climate
change, resource constraints, and poverty. Besides, political barriers will reduce forms of international
trade between countries. Therefore, the strategy that Nike should focus is buy its old clothes and resell
or produce cheap clothes because of the increasing of the poor. Beside, only the rich can afford new
clothing, so investing on designing new patterns is not necessary. In “Techno-chic” scenario, however,
clothe products will be smarter because of fast changes of the world and high interconnectivity about
international trade between countries. Besides, in fast developing world, people care more about their
health. Therefore, Nike should focus on designing more creative sport clothes and expands many
different markets around the world. The last scenario is “Patchwork Planet”. Based on the matrix, it
can be seen that interconnectivity is completely low, but change of the world is fast. In this context, many
emerging economics will appear, so each of emerging economics has its own culture. Therefore, national
fashion will be more prevail than global fashions. A strategy will be suggested is Nike should design
patterns, which are in line with national culture. For example, Nike should know what type of fashion that
American people tend to wear, and then the company will focus on that type of fashion and provide
proper products.
III. Porter’s five forces
1. Porter’s five forces analysis of Nike
Porter’s five forces model is used to identify and analyze threats and competitiveness in every industry.
Applying five competitiveness forces model can determine a company’s strengths and weaknesses, and
then a company will have proper strategies to enhance long-term profitability of the company. Porter’s
five forces are:
Competitive Rivalry - high
The global sports apparel industry is a highly concentrated market. It can be seen that competitors such
as Adidas, H&M and Zara are the biggest rivalries of Nike. According to Satista (2020), Nike is the largest

and most recognizable brands on the planet. In 2017, Nike held 2.8 percent, while Adidas with1.8
percent and H&M with 1.4 percent (Statista, 2017). The remaining market share is distributed to smaller
rivals (e.g. Puma, Under Armour, New Balance, Sketchers and Asics).
The competitive level in this industry has been intense, particularly in recent decades and at the top of
the industry. Moreover, a very poor separation in brands is apparent, with rival firms selling comparable
products. This makes it much more difficult for the existing company to retain a competitive advantage,
resulting in a lower average profitability of the industry. It can also be inferred that industrial
competition is strong (Stangl, 2020).
Supplier Power - moderate
The raw materials usually used for sportswear and sports footwear are cotton, calico, microfibre,
spandex, polyester and nylon. Any business that is willing to meet the quality requirements of the sports
apparel industry at a given price is a potential supplier. This makes it impossible for manufacturers to
negotiate prices when there are very low switching costs for sports clothing companies by selecting
another provider. In addition, some industry incumbents have vertically consolidated their activities,
lowering still further the purchasing power of manufacturers (Stangl, 2020).
Buyer Power - low
In the sports apparel industry, the big players also set prices for their products, influencing the price costs
of the entire industry. Customers had no bargaining power over pricing. The fact that sports clothing has
been a commodity for many consumers and is often worn outside of sport has further weakened market
purchasing power. The explanation is that the more consumers buy from the industry, the lower the
purchasing power of any particular purchaser (Stangl, 2020).
Threat of Substitutes - low
There are a range of alternative items, including non-athletic footwear (e.g. loafers, moccasins, chukkas
and boots) and footwear for particular uses (e.g. sandals and flipflops). These products are incomplete
replacements since they only replace the basic feature, such as the sole of the foot. They do not replace
or use a particular athletic feature. For sportsw e a r , the case is close because there are no
perfect

replacements for recreational or athletic clothing. It can also be inferred that the danger to replacement
goods is minimal (Stangl, 2020).
Threats of New Entry - low
Major players in the sports apparel industry have well-diversified product ranges and in the past, they
have already enforced their products, processes and practices. In addition, the industry needs intense
capital investment, especially for marketing activities. It is known that Nike has strong capital investment,
which is one of competitive advantages of Nike. However, emerging niche clothing start-ups may
become extraordinary in the future. One example is the UK-based sports apparel firm Gym shark, which
specializes on gym’s clothes. It has evolved in recent years by leveraging social media influencer
marketing (Stangl, 2020).
2. Critical success factors
2.1. Definition
Critical success factors (CSFs) are crucial aspects of a successful strategy that could affect results in either
a positive or a negative way (Raravi et al., 2013). Besides, Johnson et al. (2018)defined that Critical
success factors (CSFs) are those factors that are either especially respected by consumers or have a
significant cost advantage. Critical success factors are also likely to be a major source of comparative
advantage or disadvantage (Johnson et al., 2014).

2.2. Critical success factors of sportswear companies
Figure 4: CSFs of well-known brand sportswear companies (Comparably, 2020)
This graph shows three critical success factors in sportswear industry such as Product Quality, Price and
Customer Service between Nike, Adidas and Under Amour. When it comes to Price, Nike has the highest
price among well-known sportswear brands. Meanwhile, Adidas’s price is higher than UnderAmour’s
one. In term of Product Quality, Nike is successful in creating and designing many different high quality
products. This helps Nike predominates than Adidas and Under Amour about quality of product. The
graph also shows that service customer of Under Amour is lower Adidas and Nike. On the other hand,
Nike always tries to improve customer service constantly. That is why rate of customer service of Nike is
highest.
IV. Stakeholder analysis
1. Stakeholder mapping model
Stakeholder mapping is a method of assessing who may have the most positive or negative effect on the
initiative among stakeholders or who is likely to be the most affected by the effort so that effective
communication methods can be established for potential initiatives. To summarize the characteristics of

stakeholders, it is also helpful to use tables or maps as a way of grouping or prioritizing stakeholders so
that effective communication strategies can be defined. The stakeholder research is often performed in
terms of power/influence vs interest/importance. Mendelow's Power-Interest Matrix originally created
by Aubrey L. Mendelow shown in Figure 1 is a well-established methodology used in stakeholder
mapping, a technique used in the project to examine the power and interest of stakeholders in relation
to social challenges (Ezekiel and Paul, 2006). Techniques prioritize stake through the power and interest
of stakeholders and help inform the degree of involvement expected by the different stakeholders. The
criteria was, High Power- High Interest (Hp,Hi), High Power- Low Interest (Lp,Hi), Low Power- High
Interest (Lp,Hi) and Low Power- Low Interest (Lp,Li).
Figure 5: Stakeholder mapping the power/attention matrix
2. Nike’s stakeholder map
Stakeholder mapping can help Nike determine which stakeholders are the most important to appease
when the major decisions are being taken. Besides, Nike can propose proper strategies for each
stakeholder group (Khan, 2015).

Figure 6: Nike's stakeholder map
Local Community: This group has little power and low level of interest about Nike’s business activities.
Therefore, Nike does not need to focus this group much. However, they would like to be informed of
news about Nike Company, but it is not necessary to target much about this group. Nike has better focus
other groups of stakeholder map.
Suppliers and Staff: This group is different from Local Community. It has high interest on Nike Company
but it has low power in Nike. Suppliers and staffs are categorized as a group, because they will be kept
informed of the business’ activities. For instant, redundancies can lead to job losses, and changing
suppliers. It is easy for Nike to change suppliers elsewhere and employees can find easily as well.
Shareholder may have a high interest of Nike Company, but it is put in an area with high level of power.
Besides, it has low level of interest to Nike company because it can be understood that shareholders who
care more about profits, increased share prices and dividends than business’ activities of Nike. However,
they are a part of Nike, so they can vote and attend the annual general meeting of the company.
Therefore, this group should be kept satisfied by showing shareholders that the company has good
business result that can bring profit to shareholders.

Customers group has high level of interest and high level of power. Nike found that customers have
significant impact on revenue of the company. Besides, the customers also would like to know products,
which they are going to buy and have high interest in company. They need to be kept happy and cared
by Nike. Producing innovative and creative products can build more interest from customers.
V. Opportunities and Threats
Opportunities Threats
Government support: The United State is willing to
support the organizations and has good policy for
industrial development. The government provides
low-interest capital and well-arranged
international tax agreements. Besides, tax and
manufacturing laws are facilitated well for
company growth.
Counterfeit Products: Counterfeit products will
have a huge effect on Nike's profits and credibility.
The business works internationally and the risk of
counterfeit goods has risen. Many merchants and
sellers sell imitation Nike items at cheaper prices.
The low-priced items are made of low-quality
materials but also have the Nike logo. This will
tarnish the reputation of the brand, as consumers
might believe as if Nike has begun making low-
quality items.
Emerging markets: While Nike already has a
presence in several international countries, there
are still plenty of opportunities for Nike. This is
because emerging markets like India, China and
Brazil are increasingly booming.
Increased competitive pressure: While Nike is
dominant in the athletic industry, rivalry and new
emerging brands are still potential challenges to
the business. With a higher competition level, Nike
has to expend more money on promotions and
advertisement. To overpower rivalry, Nike's best
bet is to develop creative goods targeted to the
needs of athletes.
Acquired Artificial Intelligence Start-up – Through
its enormous financial capital, Nike may buy small
Economic Uncertainty: No matter the industry,
both businesses are vulnerable to the detrimental

to medium-sized businesses or start-ups. It has
recently acquired a predictive analytics tool –
Celect to extend its online sales capability and
forecast consumer-buying behavior.
consequences of a global recession. Nike has
already reported a 38% decrease in revenue in
Quarter 2 2020 and will continue to decline in the
future if the recession is as serious as expected by
analysts (Kohan, 2020).
Efficient Integration: The supply and distribution of
Nike's products relies on independent suppliers.
The brand may either acquire a few of these or
make some of its own for a more effective and
seamless supply chain.
Trade Tensions: Nike relies on various markets
around the world, as shown by the recent rise in its
stocks, along with an increase in revenue in China.
With China and the US as their main customers, a
substantial portion of Nike's revenues will be
affected if trade disputes between the two giants
intensify.
VI. Recommendation
After analyzing the current position of Nike in sportswear industry and external factors that, have impact
on Nike’s performance. There are a few number of recommendations that can help Nike have overview
future and continued development of the brand:
Nike's new strategy of continually expanding the variety of sports they produce should be continued and
more extended. There is a high level of demand for outdoor activities in the United Kingdom; Nike might
look into this market, such as fishing, walking and hiking. These markets contain few obstacles to entry,
and Nike involvement is merely a matter of shifting personal perceptions, as Nike and Tiger Woods have
done with Golf.
There are additional prospects present not only within the Sporting and within Apparel industries; Nike
could attempt to extend its merchandise range through partnerships or acquisitions with companies.
Converse's takeover was successful, but companies in developing markets could be targeted as a growth
tactic for Nike, if they could search for young, up-and-coming brands to take over, they could benefit
from economies of scale, while also being a different option to Nike.

Conclusion
Many different tools such as Pestle model, key drivers of change, Porter’s five forces and Opportunities
& Threats from SWOT analysis which were used to analyzed external factors. From that, some important
factors have significant impact upon Nike’s business’ activities. This can help Nike make appropriate
strategies to maintain and enhance leading position in sportswear industry.

References
Comparably, 2020. Adidas Competitors. [online] Comparably. Available at:
<https://www.comparably.com/companies/adidas/competitors> [Accessed 29 November 2020].
Ezekiel, C. and Paul O., (2006) Introducing Stakeholder Management. In: E. Chinyio and P. Olomolaiye
(eds) Construction Stakeholder Management. West Sussex: Blackwell Publishing Ltd.
Gregory, L., 2018. Nike Inc.’S Marketing Mix (4Ps/Product, Place, Promotion, Price) - An Analysis -
Panmore Institute. [online] Panmore Institute. Available at: <http://panmore.com/nike-inc-marketing-
mix-4ps-product-place-promotion-price-
analysis#:~:text=In%20relation%2C%20the%20premium%20pricing,such%20emphasis%20on%20pr
emium%20branding.> [Accessed 25 November 2020].
Johnson, G., Whittington, R., Scholes, K., Angwin, D. and Regner, P., 2018. Exploring Strategy. 11th ed.
Pearson, p.12.
Johnson, G., Whittington, R., Scholes, K., Angwin, D. and Regner, P., 2018. Exploring Strategy. 11th ed.
Pearson, p.4.
Johnson, G., Whittington, R., Scholes, K., Angwin, D. and Regnér, P., 2014. Exploring Strategy. 10th ed.
Pearson, p.58.
Khan, A., 2015. Business Environmental Study on Strategic Direction of The Nike Brand.
Kohan, S., 2020. NIKE Sales Drop 38% But Leadership Is Not Concerned. [online] Forbes. Available at:
<https://www.forbes.com/sites/shelleykohan/2020/06/25/nike-sales-drop-38-but-leadership-is-not-
concerned/?sh=7bc1da9e2a37> [Accessed 29 November 2020].
Pandey, B., 2017. Nike Inc- Complete Analysis. BookRix.
R. Newcombe, ‘From client to project stakeholders: a stakeholder mapping approach’, Construction
Management and Economics, vol. 21, no. 8 (2003), pp. 841–8
Raravi, P., Bagodi, V., & Mench, R. G. (2013). Critical Success Factors: Service Industries. SCMS
Journal of Indian Management, 10(1).

Rastogi, N. and Trivedi, M., 2016. Pestle Technique - A Tool Identify External Risks In Construction
Projects. International Research Journal of Engineering and Technology, 03(01), p.386.
Rastogi, N. and Trivedi, M., 2016. Pestle technique - A tool to identify risksin construction
projects. International Research Journal of Engineering and Technology (IRJET), 03(01), p.385.
Stangl, L., 2020. Digital Transformation in the Sports Apparel Industry: The Case of Nike, Inc.
Statista, 2017. Market Share Clothing Worldwide | Statista. [online] Statista. Available at:
<https://www.statista.com/statistics/856454/market-share-of-the-leading-clothing-and-apparel-brands-
worldwide/> [Accessed 29 November 2020].
Thompson Jr., A., Strickland III, A. J. and Gamble J. E. 2007, Crafting & Executing Strategy. 15th Edition,
New York: McGraw-Hill Irwin.