My team and I did an in-depth overview of Nike's competitive position in the sports apparel and footwear industry as well as suggested strategies to help improve their performance.

1. Blake, Hanna, Maryellen, & Randell
Case Analysis

2. Description of Company
● American Multinational Corporation
● Mainly sell athletic footwear, apparel, accessories, and equipment
○ Largest supplier of athletic footwear and apparel in the world
● Headquartered in Beaverton, Oregon
○ Portland’s Metropolitan area
● Employ more than 44,000 people worldwide
● Fun fact: The brand name is derived from the Greek goddess of victory, Nike

3. History of Company
● 1964- Phil Knight & Bill Bowerman found Blue Ribbon Sports
● 1971- Cut ties with Onitsuka Tiger (Asics now), changes name to Nike, Inc.
○ Portland State University student, Carolyn Davis, creates the iconic swoosh for $35
● 1972- First athlete, Romanian tennis player Ilie Nastase, signs an
endorsement with Nike
● 1984- signs Michael Jordan, launches Air Jordan series shortly after
● 1988- First “Just Do It” campaign runs
● 1991- Activist, Jeff Ballinger, exposes Nike’s low wages and poor working
conditions in Indonesian Factories
○ In response, Nike inducts its first factory code of conduct
● 1996- signs Tiger Woods

4. History of Company cont.
● 1998- Due to massive protests, Nike raises minimum age of workers,
increases monitoring, and adopts U.S. OSHA clean-air standards in overseas
factories.
● 2002- acquires Hurley Co. (surf apparel)
● 2003- signs LeBron James and Kobe Bryant
● 2004- acquires Converse for $309M
● 2008- signs Derek Jeter
● 2012- becomes official supplier for the NFL apparel
● 2015- becomes official supplier for NBA apparel
● 2018- reveals “Dream Crazy” ad, featuring Colin Kaepernick.
● 2019- cuts ties with Amazon

5. Nike Headquarters Sculpture (2018)

6. Nike Org Chart
Andy Campion
EVP & CFO
Eric Sprunk
COO
Elliot Hill
President of Consumer &
Marketplace
John Slusher
EVP Global Sports
Marketing
Michael Spillane
President of Categories &
Product
Hillary Krane
EVP, CAO, General
Counsel
Monique Matheson
EVP Global Resources
Mark Parker
Chairman, President, CEO

7. Nike Subsidiaries
Air Jordan Hurley
International
Nike Sub Lines
Golf, Air Force 1, Pro, +, Elite
Converse
Nike INC.

8. Competitors
● Under Armour
● Adidas
● Asics
● Ping
● Champion
● New Balance

9. Vision Statement
“To remain the most authentic, connected, and distinctive
brand.”
Very vague about what it does and does not mention the
company

10. Revised Vision Statement
“Nike’s vision is to remain the most authentic, connected,
and distinctive brand in the world by offering unmatched
quality in all things sports.”
● Identifies company
● Specifies industry

11. Mission Statement
“To bring inspiration and innovation to every
athlete* in the world.”
*If you have a body, you are an athlete
“Our mission is what drives us to do everything possible to expand human
potential. We do that by 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.”

12. Purpose
“Our purpose is to unite the world through sport
to create a healthy planet, active communities
and an equal playing field for all.”

13. Revised Mission Statement
Our mission is to bring inspiration and innovation (2) to
every athlete* in the world (1,3). We strive to do
everything possible to expand human potential (2). We do
that by creating groundbreaking sport innovations (2,4), by
making our products more sustainably (5,8), by building a
creative and diverse global team (9) and by making a
positive impact in communities where we live and work
(6,7,8). Our team is made up of athletes* from every
lifestyle and it fuels our continued innovation (9). We hope
to unite the world through sport to create a healthy planet
(6), active communities and an equal playing field for all
(7).
*If you have a body, you are an athlete
Components
1. Customers
2. Product or
services
3. Markets
4. Technology
5. Concern for
survival
6. Philosophy
7. Self-concept
8. Public image
9. Employees

14. Company Objectives
● To carry on founder’s innovative thinking style
● Help athletes reach their full potential
● Create business opportunities that set Nike apart
● Dare to Design the future of sport
● Build a team that's empowered, diverse and inclusive
● Improve our community around us (The World)
● Protect the future of sport (sustainability)

15. Company Strategies
● To carry on founder’s innovative thinking style
○ Nike is looking for ways to be at the cutting edge of designs (Oregon Football)
● Help athletes reach their full potential
○ Provide products that meet the needs of everyone (everyone's an athlete)
○ Create environments for all athletes to compete
● Create business opportunities that set Nike apart
○ Partnerships with tech companies
○ Create new markets that don’t exist before Nike
● Dare to Design the future of sport
○ Constantly researching new products (Medical Shoe)
○ Continue to works with industry professionals to meet their needs

16. Company Strategies cont.
● Build a team that's empowered, diverse and inclusive
○ Driven by passion for sport
○ “Demanding better of ourselves”
○ Everyone's an athlete
○ Foster creativity from workers
● Improve our community around us (The World)
○ Harness the power of sport to unify everyone
○ Fund opportunities for 16 million kids to play sports
○ Nike Community Impact Fund
○ 5,700 nike employees are coaches around the world
● Protect the future of sport (sustainability)
○ Circular design (products designed to be recylceled at the enf of life)
○ Inspiring kids to get involved in sports

17. Overarching Theme of Organization
“We believe in the power of sport to move the world”

18. Competitive Profile Matrix
(CPM)

19. CPM
Nike Under Armour Adidas
Critical Success
Factors Weight Rating Score Rating Score Rating Score
Brand
Recognition
.24 4 .96 2 .48 3 .72
Product
Diversity
.20 4 .80 2 .40 2 .40
Product
Quality
.16 4 .64 2 .32 3 .48
Investment
Opportunity
.10 2 .20 3 .30 4 .40
Public Image
Endorsement/
advert.
.15
.15
2
3
.30
.45
3
3
.45
.45
3
2
.45
.30
Total 1.00 3.35 2.40 2.75

20. CPM Breakdown
The Ratings are simply a comparison and hold no value based on numerical
standings
Each Factor holds a different weight based on its importance in the industry
Based on comparison Nike has the best position

21. External Opportunities
1. Forbes reports that Gen Z is swaying towards leading a more healthy and
active lifestyle (31% of world population in 2021)
2. Business Insider conducted a study about favorite clothing brands among
millennials with Nike placing 3rd
3. The number of female athletes at NCAA schools has increased from less
than 30,000 to over 193,000 since 1972
4. The International Data Corporation predicts that sales of wearable
technologies market will double by 2021
5. According to research firm, Newzoo, E-sports are growing at a 41% year-on-
year growth rate

22. External Threats
1. Counterfeit/imitation products increased by 1.9% in the past year
2. Increasing industry competition (Adidas rose 3% in market share since
2017)
3. Survey showed 75% of economists predict economic slowdown/recession
by 2021
4. 20.4% of clothing sales in 2019 came from online retailers, a majority of that
came from stores such as Amazon which eliminates potential profits from
“direct to customer sales”

23. External Factor Evaluation
Matrix (EFE)

24. EFE Breakdown
EFE (External Factor Evaluation)
The EFE looks at a company’s response to an industry’s external threats and
opportunities
The Ratings range from 1-4
4- Superior Response
3- Above Average Response
2- Average Response
1- Below-Average Response
Each Factor holds a different weight based on its importance in the industry

25. EFE
Key External Factors Weight Rating
Weighted
Score
Opportunities
1. Increase in more active lifestyles in younger
generations
.05 3 .15
2. Business insider review placed Nike and Adidas
as favorite brands among millennials in 2019
.15 4 .60
3. Increase in sporting events popularity (7 times as
many women college athletes compared to 1972)
.10 3 .30
4. Product diversification (technology) .20 2 .40
5. Drastic increase in e-sports popularity .10 2 .20

26. EFE Key External Factors Weight Rating
Weighted
Score
Threats
1. Increase in counterfeit products by 1.9% .10 2 .20
2. Increasing industry competition with Adidas
owning 12% of the apparel market, a 3% increase
since 2017
.15 3 .45
3. Predicted economic slowdown by 2021 .05 2 .10
4. Increased difficulty to sell directly to consumers
(online shopping/ third parties)
.10 2 .20
Total 1.00 2.60

27. Internal Strengths
● Ranked by Forbes as the world's 14th Most valuable Brand in 2019
● Official supplier of NFL, NBA, and MLB apparel as of January 2019
● Low manufacturing costs compared to industry average
● Committed to sustainability by stating they plan to have all European and
North American properties running on renewable energy by 2020
● Dream Crazy Campaign showed commitment to social issues and created
$6 Billion increase in revenue even after the boycotts

28. Internal Weaknesses
● History of low wages/ poor working conditions in foreign countries (1996
Vietnam)
● Bad work environment for women (sexual harassment/pay)
● August 2018 lawsuit (4 women, claim violation of equal pay act)
● Does business with retailers who also stock competition’s brands (900 Nike
stores and 30,000 retail partners)
● 100% of production is by independent manufacturers (554 factories in 42
countries)

29. Internal Factor Evaluation
Matrix (IFE)

30. IFE Breakdown
IFE (Internal Factor Evaluation)
The IFE looks at a company's internal strengths and weaknesses
The Ratings range from 1-4
4- Major Strength
3- Minor Strength
2- Minor Weakness
1- Major Weakness
Each Factor holds a different weight based on its importance in the industry

31. IFE Key Internal Factors Weight Rating
Weighted
Score
Strengths
1. Ranked 14th most recognizable company by
Forbes in 2019
.10 4 .40
2. Currently official supplier of NFL, NBA, & MLB
apparel
.15 4 .60
3. Low manufacturing costs compared to industry
average
.05 3 .15
4. 100% renewable energy at all Nike locations by
2020
.10 4 .40
5. Willingness to embrace stance on social issues .05 3 .15

32. IFE
Key Internal Factors Weight Rating
Weighted
Score
Weaknesses
1. Poor public image from past foreign employee
wages/ treatment
.15 1 .15
2. Unfavorable workplace culture for women .25 1 .25
3. Only 3% of retail locations are Nike only .05 2 .10
4. All production performed by independent
manufacturers
.10 1 .10
Total 1.00 2.30

33. Strengths-Weaknesses
Opportunities-Threats Matrix
(SWOT)

34. SWOT (SO)
Strengths
1. Ranked 14th most recognizable company by Forbes in 2019
2. Currently official supplier of NFL, NBA & MLB apparel
3. Low manufacturing costs compared to industry average
4. 100% renewable energy at all Nike locations by 2020
5. Willingness to embrace stance on social issues
Opportunities SO Strategies
1. Increase in more active lifestyles in
younger generations
2. Business insider review placed Nike
and Adidas as favorite brands among
millennials in 2019
3. Increase in sporting events popularity
(7 times as many women college
athletes compared to 1972)
4. Product diversification (technology)
5. Drastic increase in e-sports popularity
1. Nike can penetrate the e-sports market by extending
their product line to include the highly regarded new
sport in order to become the official supplier for all e-
sports competitions. (O5, S2)
2. Create exclusive apps for each team of the NFL,
NBA, and MLB to have an overarching database that
tracks performance statistics in practices and
games. (S2, O4)

35. SWOT (WO)
Weaknesses
1. Poor public image from past foreign employee wages/ treatment
2. Unfavorable workplace culture for women
3. Only 3% of retail locations are Nike-only
4. All production performed by independent manufacturers
Opportunities WO Strategies
1. Increase in more active lifestyles in
younger generations
2. Business insider review placed Nike
and Adidas as favorite brands among
millennials in 2019
3. Increase in sporting events popularity
(7 times as many women college
athletes compared to 1972)
4. Product diversification (technology)
5. Drastic increase in e-sports popularity
1. Mandate more enhanced sexual harassment training
for all existing and new employees and implement
zero-tolerance policy regarding discriminatory wage
gaps. (W2, O2)
2. Create a women’s division “Nika” (like Aerie to AE) in
brick and mortar locations run for women by women.
A portion of proceeds will go to women’s athletic
programs. (W2, W3, O3)

36. SWOT (ST)
Strengths
1. Ranked 14th most recognizable company by Forbes in 2019
2. Currently official supplier of NFL, NBA & MLB apparel
3. Low manufacturing costs compared to industry average
4. 100% renewable energy at all Nike locations by 2020
5. Willingness to embrace stance on social issues
Threats ST Strategies
1. Increase in counterfeit products by
1.9%
2. Increasing industry competition with
Adidas owning 12% of the apparel
market, a 3% increase since 2017
3. Increased difficulty to sell directly to
consumers (online shopping/ third
parties)
4. Predicted economic slowdown by 2021
1. Implement woven security ribbon into footwear to
combat counterfeit products. (S1, T1)
2. Create new product line in the outdoors/hunting
market capitalizing on our brand recognition and
increasing market share and diversity. (S1, T2, T4)

37. SWOT (WT)
Weaknesses
1. Poor public image from past foreign employee wages/ treatment
2. Unfavorable workplace culture for women
3. Only 3% of retail locations are Nike only
4. All production performed by independent manufacturers
Threats WT Strategies
1. Increase in counterfeit products by
1.9%
2. Increasing industry competition with
Adidas owning 12% of the apparel
market, a 3% increase since 2017
3. Increased difficulty to sell directly to
consumers (online shopping/ third
parties)
4. Predicted economic slowdown by 2021
1. Create our own manufacturing facilities and market
our corporate responsibility of how we changed our
conditions and provided raises to all workers. (T2,
W1, W4)
2. Create more Nike locations in regions that lack a
Nike store presence such as Northern California.
(T3, W3)

38. Product Positioning Maps
Low Brand
Recognition
High Brand
Recognition
High Revenue
Low Revenue
Low Market
Share
High Market
Share
High # of Countries
Operating in
Low # of Countries
Operating in

39. Strategic Position and
Action Evaluation Matrix
(SPACE)

40. SPACE Matrix
Internal Analysis External Analysis
Financial Position (FP) Stability Position (SP)
Return on investment is 32.22 compared to
26.7 in 2017
7 Risk involved in business -2
Revenue increase by 1.06 in the past year 4 Competitive pressure -5
Pre-tax profit margin increased from 11.88
to 12.27 in the past year
6 Price range of competitors -4
Cash Flows increase from 2.98 to 3.65 in
the past year
5 Barriers of Entry into Market -2
Financial Position (FP) Average 5.50 Stability Position (SP) Average -3.25

41. SPACE Matrix cont.
Internal Analysis External Analysis
Competitive Position (CP) Industry Position (IP)
Market Share -2 Growth Potential 4
Customer Loyalty -3 Ease of Entry into Market 2
Product Quality -2 Profit Potential 6
Control over Suppliers/ Distributors -7 Financial Stability 5
Brand and Image -1
Competitive Position (CP) Average -3 Industry Position (IP) Average 4.25

42. SPACE Matrix Coordinate Calculation
FP Average + SP Average = 5.50 + (-3.25) = 2.25 y-axis
CP Average + IP Average = (-3) + 4.25 = 1.25 x-axis
Coordinate (1.25,2.25)
Conclusion: Vector points in the Aggressive Quadrant

43. Space Diagram
(1.25,2.25)
+7
-7
-7 +7
Conservative
Defensive
Aggressive
Competitive
FP
SP
IPCP

44. Potential Strategies Based on Space Matrix
Conclusion: Vector point in the Aggressive Quadrant
Potential Strategies:
● Backward, forward, horizontal integration
● Market penetration
● Market development
● Product development
● Diversification (related or unrelated)

45. Boston Consulting Group
Matrix (BCG)

46. BCG
Division
$Revenues
(in millions)
Percent
Revenues
$Profits
(in thousands)
Percent
Profits
Largest Rival’s
Market Share
Our Market
Share
Relative
Market Share
Industry Growth
Rate (%)
Footwear 22,268 64.74 9,949 62.36 27.4-Nike 27.4 1 3
Apparel 10,733 31.2 5,756 36.07 11.6-Adidas 10.8 93.1 4.3
Equipment 1,396 4.06 251 1.57 6.25-Nike 6.25 1 3.4
Total 34,397 100 15,956 100

47. BCG
Stars
Dogs
Question Marks
Cash Cows
Medium
0.5
High
1.0
Low
0.0
Medium 0
High +20
Low -20
Relative Market Share Position in the Industry
Industry
Sales
Growth
Rate (%)
62.36
Footwear
36.07
Apparel
1.57Equipment

48. BCG
Relative Market Share
Position in the Industry
Industry
Sales
Growth
Rate (%)

49. Potential Strategies Based on BCG
Conclusion: All divisions are “Stars”
Potential Strategies:
● Backward, forward, horizontal integration
● Market penetration
● Market development
● Product development

50. Grand Strategy Matrix
(GSM)

51. GSM
II
III
I
IV
Rapid
Market
Growth
Weak
Competitive
Position
Slow
Market
Growth
Strong
Competitive
Position

52. Two Potential Strategies
ST Strategies
1. Create a new product line in the outdoors/hunting market by capitalizing on our brand recognition
and experience in creating new outdoor apparel. This specific market is relatively untouched by
Nike and entering will both diversify the company’s product mix as well as increase market share.
1. Implement woven security ribbon (similar to $100 bill) in all footwear. This will allow for easier
authentication of legitimate Nike products as well as increasing effectiveness of combating
counterfeits.

53. Strategy 1 - Outdoors Line
● Nike Currently has no products that serve the outdoor/hunting market
● There are over 36 million hunting licenses sold in the U.S. every year that
Nike sells no products for in a 17.8 Billion dollar market
● One of Nike's biggest competitors is already established in the industry
(Under Armor)
● Allows for expansion of the product base which matches the findings of
the SPACE Matrix needs
● We chose outdoors over other potential lines like formal apparel because
it is a large base of “Sportsmen” that Nike is not helping reach their fullest
potential
● They have also tried many other branches like Ski and Snowboard
● This can be easily added under Nikes Action Sports Line of products

54. Cost Breakdown- Strategy 1
● Product development and tooling - $2,000,000
○ Average per item cost is 20,000 for Nike
○ UA has 129 outdoor products if Nike starts with 100 that would be 2,000,000
● Advertising costs - $160,000,000
○ 1.44b (spent domestically)/9 = 160M per product line
● Assuming Nike produces 2,000,000 units...
○ Nikes average production per new item is 20,000
○ Nike runs at a 46% profit margin after overhead is factored into initial run
○ (2,000,000 + X)/ 2,000,000 = (66.85 x .54)36.10 X= production costs
○ Production costs of new line = 70,198,000
● Total costs $162,198,000
○ If all products are sold at average costs it results in 133,700,000 in revenue

55. Strategy 2 - Security Ribbons
● Counterfeit products are an issue for larger well known companies,
especially for Nike. These counterfeit goods take away potential profits and
run the risk of harming the company’s reputation if the consumer is unaware
of the good not being legitimate.
● Begin by designing a unique ribbon that reflects Nike’s motto when under
UV light. One ribbon will be placed along the tongue of each shoe produced.
They will function similar to the strip on the U.S. $100 bill.
● They will be hard to duplicate as well as make the Nike
footwear line more unique.

56. Cost Breakdown- Strategy 2
● 2.5% of all universal trade is from counterfeit products
○ $22 billion x .025 = $550 million in annual losses (footwear)
● Nike averages $500 million per year on R&D
○ Add additional $100 million to cover R & D for ribbons
● Include cost of materials to make & apply ribbons
○ $.05 per ribbon x 200 million per year = $10,000,000
● Total Cost
○ First Year: $110,000,000
○ Following Years: $10,000,000
● Potential Increase in Revenue: $550,000,000
○ Estimated Annual increase in Revenue: $225,000,000

57. Quantitative Strategic
Planning Matrix (QSPM)

58. QSPM
Strategic Alternatives
Strategy 1: Outdoors Line Strategy 2: Security Ribbons
Key Factors Weight AS TAS AS TAS
Opportunities
1. Increase in more active lifestyle in younger
generations.
2. Business Insider review placed Nike and
Adidas as favorite brands among
millennials in 2019.
3. Increase in sporting events popularity (7
times as many women college athletes
compared to 1972).
4. Product Diversification (technology)
5. Drastic increase in e-sports popularity
.05
.15
.15
.10
.10
2
2
1
3
-
.10
.30
.15
.30
-
2
3
3
4
-
.10
.45
.45
.40
-
Threats
1. Increase in counterfeit products by 1.9%
2. Increasing industry competition with
Adidas owning 12% of the apparel market,
a 3% increase since 2017
3. Increased difficulty to sell directly to
consumers (online shopping/third parties)
4. Predicted economic slowdown by 2021
.15
.10
.15
.05
1
4
2
2
.15
.40
.30
.10
4
4
4
2
.60
.40
.60
.10
Total 1.00

59. QSPM
Strategic Alternatives
Strategy 1: Outdoors line Strategy 2: Security Ribbons
Key Factors Weight AS TAS AS TAS
Strengths
1. Ranked 14th most recognizable company
by Forbes in 2019
2. Currently official supplier of NFL, NBA &
MLB apparel
3. Low manufacturing costs compared to
industry average
4. 100% renewable energy at all Nike
locations by 2020
5. Willingness to embrace stance on social
issues
.20
.15
.05
.05
.05
4
2
3
-
-
.80
.30
.15
-
-
4
2
3
-
-
.80
.30
.15
-
-
Weaknesses
1. Poor public image from past foreign
employee wages/treatment
2. Unfavorable workplace culture for women
3. Only 3% of retail locations are Nike only
4. All production performed by independent
manufacturers
.10
.10
.15
.15
-
-
-
1
-
-
-
.15
-
-
-
1
-
-
-
.15
Total 1.00 3.2 3.6

60. Chosen Strategies
● Security Ribbons
We have chosen to implement our security strip strategy. It is addressing a weakness that
not only affects us but also the entire industry. Nike holds its customers and environment
in high regards and protecting them with this strategy is right inline with that value.
● Workplace Equality
Also, we feel it is necessary to implement additional workplace training and equality measures.
Nike’s major issue internally is that it has a reputation of not being a great place for women to work.
This is something that needs to be fixed immediately regardless of what other strategies are being
implemented.

61. EPS/EBIT Common Stock Financing
Common Stock Financing
(In millions) Recession Normal Boom
EBIT
Interest
EBT
Taxes
EAT
# Shares
EPS
*Not necessary with in-house
financing*

62. EPS/EBIT Debt Financing
Debt Financing
Recession Normal Boom
EBIT
Interest
EBT
Taxes
EAT
# Shares
EPS
*Not necessary with in-house
financing*

63. EPS/EBIT 50% Stock - 50% Debt
50% Stock - 50% Debt Financing
Recession Normal Boom
EBIT
Interest
EBT
Taxes
EAT
# Shares
EPS
*Not necessary with in-house
financing*

64. Projected Balance Sheet
(in millions) May 31, 2019 May 31, 2020 May 31, 2021 May 31, 2022
ASSETS
Current assets:
Cash and equivalents $4,466 $4,584 $4923 $5,175
Short-term investments 197 197 197 197
Accounts receivable, net 4,272 5,217 6,371 7,781
Inventories 5,622 6,007 6,420 6,860
Prepaid expenses and other current assets 1,968 2,164 2,381 2,619
Total current assets 16,525 18,280 20,303 22,644
Property, plant and equipment, net 4,744 5,052 5,381 5,732
Identifiable intangible assets, net 283 281 279 277
Goodwill 154 154 154 154
Deferred income taxes and other assets 2,011 1611 1291 1,035
TOTAL ASSETS $23,717 $25,270 $27,400 $29,833

65. Projected Balance Sheet
(in millions) May 31, 2019 May 31, 2020 May 31, 2021 May 31, 2022
LIABILITIES AND STOCKHOLDERS EQUITY
Total current liabilities $7,866 $8,652 $9,517 $10,469
Long-term debt 3,464 3,456 3,456 3,452
Deferred income taxes and other liabilities 3,347 3,625 3,625 3,772
Shareholders’ Equity:
Common stock 3 3 3 3
Capital in excess of stated value 7,163 8,037 9,017 10,118
Accumulated other comprehensive income 231 231 231 231
Retained earnings 1,643 1,266 1,551 1,788
Total Shareholders’ equity 9,040 9,537 10,802 12,140
TOTAL LIABILITIES AND SHAREHOLDERS’ EQUITY $23,717 $25,270 $27,400 $29,833

66. Projected Income Statement
(dollars in millions) For the year ended May 31,
2019 2020 2021 2022
Revenues $39,117 $42,265 $45,407 $48,813
Cost of sales 21,643 22,916 24,263 25,689
Gross profit 17,474 19,349 21,144 23,124
Demand creation expense 3,753 3,937 4,131 4,334
Operating overhead expense 8,949 10,093 11,385 12,841
Total selling and administrative expense 12,702 14,031 15,516 17,176
Interest expense (income), net 49 44 40 36
Other expense (income), net (78) 92 -108 128
Income before income taxes 4,801 5,182 5,696 5,784
Income tax expense 772 834 911 925
NET INCOME $4,029 $4,348 $4,784 $4,859
Diluted earnings per common share $2.49 $2.69 $2.96 $3.00
Diluted weighted avg. common shares outstanding 1,618 1,618 1,618 1,618

67. Implementation Strategy
Steps:
1. Put together a team of existing designers to create the design for models of
shoes containing the security strip
2. Have the team modify existing designs to contain the security strip if
possible
3. While completing steps one and two help our manufacturers tool up to
product the new designs.
4. Pass on the design down to our manufacturers to begin the implementation
5. Advertise the new more secure design and begin the new product sales

68. Long Term Objectives
● Convert all shoe designs to incorporate the new security strip
● Train all sales representatives to identify the security strip to help
identify counterfeits (will create additional costs but worth it for
customer safety)
● Create a safe and equal work environment for all of our employees
○ Mandatory sexual harassment training yearly for existing and
new employees
○ Implement zero-tolerance policy of discriminatory wage gap

69. Recommended Annual Policies
1. Ensure all quality is kept at a high level with the introduction of new
technology
2. Enforce a zero tolerance policy for harassment of any kind
3. Review workers quarterly on their experience within the company and take
suggestions on things they would like to change
4. Promote people solely on the basis of merit or experience
5. Create more-open communication between lower and upper management to
have more transparency within the company

70. Security Ribbon Strategy
Over the next three years:
1. Periodically buy products from suspected counterfeit sellers to check to see
if they have recreated our security measures
2. Watch standard Revenue streams to see if there is a percentage increase in
both numbers and revenue
3. Bring in black market experts to see if/how they can replicate the security
ribbon technology

71. Gender Equality Strategy
1. Every Nike location, as well as upper management, will implement the
sexual harassment trainings within the first year.
2. Whistleblowers for pay-gaps will be rewarded so we can track the
effectiveness of the new policy.
3. Encourage the type of culture we promote outside of the company
(inspiring, uplifting) internally

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