1972, Knight and Ballman finally invented a kind of shoes and decided to make them themselves. They contracted production tasks to Asian factories with cheap labor and named the shoes Nike, which was named after the Greek god of victory. At the same time, they also invented a unique logo Swoosh (meaning "whoosh"), which is extremely eye-catching and unique. Every product of Nike has this logo.
In short, Swoosh is the symbol of Nike.
Early period: 1960s-1970s.
When it comes to the history of Nike, it must be traced back to 1958. At that time, founder phil knight was only a member of the track and field team of Oregon State University. During practice, he often complained to coach Bowerman that the United States has never produced a really good pair of sports shoes. Knight majored in accounting and returned to China to teach in Portland after graduation. 1964, Knight and his coach borman each invested $500 to set up a sports shoes company named Nike, which comes from Greek and means "victory".
In the early days of the company, Knight used his relationship in sports to shuttle back and forth in various track and field venues and set up stalls to sell his running shoes. At that time, all the products were purchased from Japan, and he often thought that American-designed sports shoes must have unlimited potential. In the early 1970s, Knight began to implement his own idea of designing shoes. At the same time, after careful research and investigation, he found that the market demand was enough to support him to establish his own production line. But in the end, I decided to learn from Japanese production experience. 1972, Knight signed the first contract with Japan to formally produce Nike sports shoes completely designed in the United States.
In the following years, the yen continued to appreciate and the labor cost was high, which made the cost of producing shoes in Japan higher and higher. At this time, Nike has accumulated stable overseas production experience and extended its reach to manufacturers in more countries. In order to reduce the production cost, Nike moved the Japanese production line to South Korea and Taiwan Province Province with relatively low labor costs on 1975. After the cost is greatly reduced, Nike has more abundant resources to engage in R&D and marketing activities.
Nike expanded its OEM business from countries with low labor costs, which was a revolutionary move in the industry at that time. Nike knows that the production of shoes must inject intensive labor, so it is bound to seek overseas low-cost OEM, and there is no room for change. Nevertheless, there are still risks in overseas OEM, and the distance and cultural differences between different countries increase the difficulty of quality control. Therefore, when Nike places a large-scale order with a foundry, it often goes through a very careful evaluation process to ensure that the finished product can meet Nike's quality standards.
During this period, Nike's strategic focus is completely focused on: 1. Establish the best overseas production and operation mode; 2. Explain new designs and styles for original equipment manufacturers; 3. Maintain quality standards
Facing Difficulties and Striving for Prosperity: 1980s
In the early 1980s, Nike made a fortune and continued to play the role of a professional manufacturer of sports shoes in the United States, but it did not own any production plants in the United States. Soon, the number one competitor Reebok followed. Founded in 198 1, under the leadership of its founder and CEO Paul Farman, it has sprung up suddenly, launched sports shoes with novel design and strong momentum, and successfully swept some markets. By the mid-1980s, Reebok had been able to compete with Nike in the fierce competition. 1987, Reebok by going up one flight of stairs topped the sports shoes market with sales of 99 10/00000 USD and 30% share, followed by Nike with 597 million USD and 18% share.
In the struggle between Nike and Reebok, the problems and opportunities lie entirely in the changeable target market and the essence of design orientation. In other words, young people (teenagers and young adults) buy not only sports shoes, but also the "fashion sense" represented by the shoes themselves. Both shoe giants realize that if they want to expand the market scale, they must transfer the original concept of professional sports shoes to a broader "fashion-seeking" youth and young adults market. Reebok Cave took the lead in entering this gold market, and gave Nike a heavy blow with superior products and aggressive public relations activities. Filmon, CEO of Reebok, once publicly criticized Nike: "Knight is just a shoemaker and always thinks he is a great athlete." . Knight responded contemptuously: "I hate Reebok, because its research and development system is simply a cottage."
In order to counter Reebok's provocation, Nike made up its mind to invest heavily in the research and development of new products. The most popular classic product is Nike air shoes in the late 1980s. John Horan, a critic, once expressed his views on Nike air shoes in the special issue of American Sports Industry: "In fact, it is an easy-to-understand shoe-making technology, which only needs to inject air into the sole to form an elastic insole, and that's all." Nike pneumatic shoes were not officially launched until the early 1990 s and achieved unprecedented success. Therefore, the 1980s was an era when Nike faced difficulties and made great efforts. During this period, Nike suffered fierce market competition, which established the strategic theme of new product development and design in the future.
Climbing the Peak: 1990s.
Nike Air Shoes went public with great fanfare, and spent millions of dollars to hire NBA superstar Michael Jordan as product spokesperson to engage in various marketing and advertising activities, setting a new high in the sponsorship price of sporting goods in history, which amazed the whole world. The attraction of advertising is linked with Nike's air-cushion shoes, Jordan's image and almost magical basketball skills. Since then, Nike has gradually recovered its lost ground in the market. Reebok, forced by the situation, hastily launched "Reebok pumps", with shaquille o'neal, the second red star in the NBA, as the spokesperson, but the general trend has gone. At this time, the share of Nike increased from 25% in 1989 to 28% in 1990, and Reebok decreased from 24% to 2 1%. The surprising success of this counterattack made Nike deeply realize that promotion is indeed the most powerful magic weapon for the brand. Therefore, in the following years, Nike continuously increased its investment in this area. For example, in 1995, Nike spent as much as $654.38 billion on sports marketing, while Reebok was close to $400 million.
Nike's Sports Marketing
Following Michael Jordan's sponsorship activities, he signed tiger woods, a golf superstar, at a sky-high price, and signed a contract with the Brazilian football team in 1996, which set a historical record of the highest sponsorship activities in the world football, including buying the TV broadcasting rights of five world-class championships of the Brazilian national team. Since then, the Nike hook logo has appeared on the TV of many world golf championships, 1998 World Cup and 2000 Sydney Olympic Games.
Sports marketing is the main force of Nike, but it also attaches great importance to brand communication. From 1980s to 1990s, Nike firmly grasped the pulse of the target market-youth, individuality and teenagers who challenged reality. All Nike products highlight its "hook" brand logo and develop the communication theme of "Just Do It". With the advertising slogan "Win in your way", endorsed by the world's top sports stars, it quickly captured the hearts of young people around the world. Nike's products are not cheap. In America, the price of a pair of sports shoes can be as high as $65,438+000. This high-priced strategy has made great contributions to Nike, but it has also brought great trouble. Some American civil organizations protested, forcing Nike to raise the wages of shoemakers in overseas factories. Although Nike is not heartless, business is still business, and phil knight has no intention of giving in.
After the air cushion shoes achieved unprecedented success in the market, Nike increased the research and development of new products. In just one year, there are more than 300 new styles on the American market. Nike declared: "Scientific product research and development is one of the key factors for Nike's success, and we spare no effort to develop new shoemaking materials, fibers and modern designs". To put it another way, the motivation for Nike to concentrate on the research and development of new products still lies in the behavior and attitude of target consumers seeking innovation and change. In fact, Nike is not the only company in the industry that pays special attention to new product research and development. In order to catch young people's pursuit of fashion, many well-known brands have no choice but to constantly innovate their products.
In the 1990s.
The backbone of Nike's marketing-the depth and breadth of market research aimed at teenagers, is beyond the reach of other brands in the sports shoes market, which makes Nike's share continue to grow, climbing to 43% (Reebok 16%) in 196, and the sales in the US market alone exceeded $3 billion.
Welcome to a new era: 2000.
Throughout the 1990s, the rapid development of Nike mainly has two directions: 1. Expand global sales and achieve substantial growth; 2. Develop non-footwear sporting goods, such as sportswear and sports equipment.
1996 Nike is the world's largest manufacturer of sports products with total global sales of 9 billion US dollars. At the end of 1990s, Nike suffered a short setback because teenagers gradually regarded sports shoes as a kind of fashionable casual shoes. In addition, the economic recession in Asia is also a serious blow to Nike, resulting in excessive inventory and falling profits, and measures have to be taken to streamline personnel. However, Nike authorities are still quite optimistic about the future development. Phil knight stepped down as president of Nike Group, and the baton of CEO was handed over to tom clarke. The new CEO also has a wonderful description of the company's future development:
"Nike is growing rapidly. Once it encounters an economic downturn, we need some time to adjust. Please don't forget that we are a group of Nike people with high self-requirements. The company's operation is long-term and sustainable, not just to let everyone clap their hands in the next few years. "
Indeed, Nike's sports products and clothing, whether it is research and development technology or brand marketing, may set off another wave of climax in the global market at any time and continue to maintain the number one position in the world.
Analyze the key point of developing new product strategy-guide consumers, don't let consumers lead by the nose.
The first step to investigate the success of Nike's new product development strategy is still inseparable from the basic principles of marketing-mastering the market pulse, understanding customer needs, and creating new products that cater to and meet the needs. But we must understand that the biggest problem in developing innovative new products is that consumers will not take the initiative to ask for new products in advance. In other words, you must lead consumers and don't let them lead you by the nose.
You can recall that in the early 1970s, before investigating the needs of new customers, how many consumers would take the initiative to ask for products such as video recorders, fax machines and microwave ovens? Creative enterprises can often make good use of their rich imagination, dig out unclear consumer needs, and walk in the front end of consumption trends, rather than being followers of others.
In order to explore market opportunities, we must have a deep understanding of consumers' needs, lifestyles and aspirations, and we must also be creative. Who would think that there is no market for pocket translators for tourists' language barriers? How do enterprises get the initial idea of this demand? The answer is to try our best to approach and observe the most urgent customers and make further contact with them. For example, Japan's Sanye exhibited music equipment in London, allowing outstanding European musicians to personally experience the most advanced music hardware. The purpose is not only to know more about customers, but also to show advanced product technology.
Because Nike can fully grasp the demand of young people for sports and leisure shoes, understand their lifestyle and realistic psychological desire, and develop creative new products, communication demands and promotional activities, Nike has always been at the forefront of creating consumer trends, and Nike's world number one is not a hollow reputation.
Nike 360 Nike Classic
NIKE 360 was opened by Indonesian boss James and his four brothers. The company name is UCCAL. It is also called Heguang Clothing Co., Ltd. in Shanghai, as well as St. Jhon, Kuhel and Jocky. Former main agents U2 and G2000.
360 means all-round, in fact, it means selling everything. Because retro style is popular, there are many retro things.
Nike headquarters has many licensed producing areas, such as Jiangsu, Guangzhou, Indonesia and Vietnam in Southeast Asia. ..
360 Difference between Nike and Nike
Difference 1: The display requirements are different. The easiest thing to see is that the nike360 doll can only have half a body and likes to dim the lights.
Difference 2: Different styles of clothes, nike360 mainly deals in leisure series, while nike is a sports series. It is very likely that 1 half of the goods from the factory will be given to nike360 and half to nike.
So the difference between the two is not that the manufacturers are different!
Simply put, the difference between nike360 and Nike is equal to the difference between Adidas Clover and Sports Adidas.
The brand of this enterprise ranks 44th among the top 500 brands in the world in 2006 compiled by the World Brand Lab. This enterprise ranked 499th in the ranking of Fortune 500 enterprises in the world in 2007.