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Challenges that Nike faces
Challenges that Nike faces
Challenges that Nike faces
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Nike will face numerous challenges as it attempts to regain corporate responsibility. The temptation to use low wage, unethical labor practices in order to increase performance will exist not only for Nike, but also its contactors (Ferrell, Fraedrich, & Ferrell, 2015). Competition in a global environment will present continued pressures on cost-reduction, and often these reductions are accomplished by either lower wages or less hospitable working conditions. Locke (2013) points out that private corporations pledges to increase corporate responsibility can delay appropriate legal and regulatory efforts that would have otherwise improved known issues with unethical or socially irresponsible behavior. Nike will no doubt face pressures to use its …show more content…
Consumers are increasingly aware of CSR behaviors and expect corporations to act in a socially responsible manner (Smith & Brower, 2012). This increased importance of CSR behaviors is particularly important for millennial consumers, and millennials actively look for information on products regarding CSR and environmental related issues. As millennial consumer group continues to grow in purchasing power in the coming decades, CSR programs and ethical conduct will become increasingly important to organizations. However, as jobs continue to be lost to automation, society may begin to view the environmental impact and risks involved in unethical labor practices to be less important than the inability for members of a society to find suitable employment. Nike does indeed have a program designed to increase automation in its production processes (Wei, 2016). This increasing automation will not only be an issue that Nike will have to deal with, it will also be an issue that society and other industries will face as well. As previous jobs working in factories become decreased substantially, society will need to find alternative ways for individuals to gain employment. In order to face these issues, Nike will need to continue to form partnerships with others in various industries to …show more content…
(2015). Business ethics: Ethical decision making and cases (10th ed.). Mason, OH: Cengage. Locke, R. M. (2013). Can global brands create just supply chains?. Boston Review, 38(3), 12-29. Smith, K. T., & Brower, T. R. (2012). Longitudinal study of green marketing strategies that influence Millennials. Journal of Strategic Marketing, 20(6), 535-551. doi:10.1080/0965254X.2012.711345 Wei, J. (2016, December 27). Nike's manufacturing revolution: A source of hidden value for shareholders. Seeking Alpha. Retrieved December 28, 2016, from
Nike has been under a great deal of pressure to correct the misdoings that have been done regarding production facilities in the East. As Nike is responsible for these plants, their reputation has been tainted with increasing public debate about ethical matters. While Nike still promotes itself as one of the industry leaders in corporate social responsibility, workers in Asia are still forced to work excessively long hours in substandard environments and are not paid enough to meet the basic needs for themselves or their families. They are faced to a life of poverty and are unfortunate subjects to harassment and violent threats if they make any attempt to form unions or tell journalists about labour abuses in their factories. Phil Knight’s speech regarding Nike’s steps to improving human rights in Asian countries was a step in the right direction for Nike, but it would have been much more effective had Nike fully followed through with these initiatives.
Executive Summary Introduction Kimi Ford, a portfolio manager at NorthPoint Group, a mutual-fund management firm, was considering buying shares in the fund she manages, the NorthPoint Large-Cap Fund, with an emphasis on value investing. Ford held an analysts’ meeting to disclose its fiscal-year 2001 results and, most importantly, to communicate a strategy for revitalizing the company. Nike has maintained revenue of about $9 billion since 1997. However, its net income had fallen from almost $800 million to $580 million. Moreover, Nike’s market share in U.S. athletic shoes has fallen from 48% in 1997 to 42% in 2000.
Unlike Hobby Lobby, which has its policies and mission rooted in Christian ideals, the apparel giant Nike, Inc. serves as an example that change is possible. The company suffered tremendous backlash in 1991 when an activist published about the poor working conditions in some of the textile factories for Nike overseas, specifically in Indonesia. While Nike did provide some formal response, the following year in 1992, the same activist publishes “The New Free-Trade Heel: Nike’s Profits Jump on the Backs of Asian Workers,” (Ballinger). Further controversy arose as protestors spoke out against Nike at the 1992 Barcelona Olympics, urging the boycott of Nike products. Amidst some efforts for Nike to investigate the claims, the company faces further backlash, forcing layoffs due to weakened sales by 1998. In 1999, former President Bill Clinton established a task force that evolved into the Fair Labor Association (FLA), amid the Nike sweatshop rumors, as well as other companies. FLA is responsible for protecting workers’ rights through transparent audits. As a participating member, Nike performed factory audits between the
During the past several years global companies, like Whirlpool Corporation, have gained global awareness of the complex and evolving legal, ethical, and social expectations of their stakeholders. While many companies have started to tackle these new set of requirements by modifying their mission statements, business policies, and workplace practices, leadership companies continue to wrestle with the challenge of integrating these three vital topics into their overall business operation. Companies that successfully integrate plans to incorporate the legal, ethical and corporate social responsibility concerns within all areas of their business stand to gain financial and social benefits through the identification of new business opportunities, the strengthening of their brands and corporate reputation, the attraction and retention of top employees, and the recognition as a trusted partner (Integrating CSR: New Risks, New Rewards, 2004).
Only a week earlier, on June 28, 2001, Nike had held an analysts' meeting to disclose its fiscal-year 2001 results.1 The meeting, however, had another purpose: Nike management wanted to communicate a strategy for revitalizing the company. Since 1997, its revenues had plateaued at around $9 billion, while net income had fallen from almost $800 million to $580 million (see Exhibit 1). Nike's market share in U.S. athletic shoes had fallen from 48%, in 1997, to 42% in 2000.2 In addition, recent supply-chain issues and the adverse effect of a strong dollar had negatively affected revenue.
Consumers must be aware of the changes that might occur in Nike through media and social awareness
In 1965 two men by the names of Bill Bowerman and Phil Knight started Blue Ribbon Sports, now known as Nike, the business almost instantly became a top competitor. In 2012 Nike was said to have a net worth of 67 billion dollars, and co-founder Phil Knight a net worth of 18.7 billion dollars. The amount of profit Nike has attained is eye- opening, which made individuals that much more infuriated when they discovered Nike was accused of having sweatshops internationally. The accusations began in 1991 when activist Jeff Ballinger published a report, documenting the harsh conditions workers were forced to work in. Acknowledging the fact that Nike’s business plan was more about making profit than treating employees with any dignity. Nike’s strategy seemed to be to enter into poor nations where individuals were desperate for work. In 1996 it has been ...
“At NIKE, we are on the offense, always. We play hard, we play to win, but we play by the rules of the game. This Code of Ethics is vitally important. It contains the rules of the game for NIKE, the rules we live by and what we stand for. Please read it. And if you've read it before, read it again. Then take some t...
Nike has been accused of using child labor in the production of its soccer balls and shoes for Nike in Pakistan. While Pakistan has laws against child labor, the government has taken very little action to terminate it. It is said that only a boycott by the United States and other nations will have any impact on child-based industries. In addition, the U.S constitution states that child labor is an illegal and inhumane practice and any U.S. company found guilty practicing and encouraging it will be prosecuted. The World Trade Organization (WTO) prohibits member nations, like the United States, from discriminating against the importation of goods made by children.
First, we want Nike to play a role in effecting positive, systemic change in working conditions within our industries. If our efforts lead to a workplace oasis -- one solitary and shining example in a desert of poor conditions -- then we’ve not succeeded. Even if that single shining example were to exist (and we’re not claiming it does), we’ve learned that positive changes won’t last unless the landscape changes. Our challenge is to work with the industry and our contract manufacturers to collectively address these systemic non-compliance issues that our data so highlight. This is one of the key reasons we made the decision to disclose our supply base; we believe this could encourage other companies to do the same. Our belief is that in disclosing, the industry will find ways to better share knowledge and learnings. This, in turn, will facilitate the building of further partnership approaches that are built on best practice and gradually lead us to standard codes, standard approaches to monitoring, standard reporting and standard parameters for transparency. It’s our belief that for market forces to enable responsible competitiveness, consumers must be able to reward brands and suppliers using fact-based information. Compliance efforts need to be optimized, made affordable and demonstrate real return if better working conditions are to become widespread. Disclosure of our supply chain is done in an effort to jump-start disclosure and collaboration throughout the industry and support efforts towards that final goal of market forces, providing the tipping point for the mainstreaming of best practice.
Many global companies like Nike, Inc. are seen as role models both in the market place as well as in society in large. That is why they are expected to act responsibly in their dealings with humanity and the natural world. Nike benefits from the global sourcing opportunities, therefore areas such as production and logistics have been outsourced to partner companies in low-wage countries like China, Vietnam, Indonesia and Thailand. As a result the company is limited nowadays to its core competencies of Design and Marketing.
Phil Knight started his shoe company by selling shoes from the back of his car. As he became more successful in 1972 he branded the name Nike. In the 1980’s Nike Corporation quickly grew and established itself as a world leader in manufacturing and distributing athletic footwear and sports' attire. The Nike manufacturing model has followed is to outsource its manufacturing to developing nations in the Asia Pacific, Africa, South and Latin Americas; where labor is inexpensive. It quickly became known for its iconic “swoosh” and “Just do it” advertisements and products. Its highly successful advertising campaigns and brand developed its strong market share and consumer base. But, the road has not always been easy for Nike; in the late 1990’s they went through some challenging times when their brand become synonymous with slave wages and child labor abuses. During this period, Nike learned that it paramount that the company understands its stakeholders’ opinions and ensures their values are congruent with their stakeholders. Nike learned that their stakeholders were concerned with more than buying low cost products; their customers were also concerned with ethical and fair treatment of their workers. Because Nike was unwilling to face the ethical treatment of its employees, the company lost its loyal customers and damaged its reputation. Nike has bounced back since the late 1990’s and revived its reputation by focusing on its internal shortfalls and attacking its issues head on. Nike nearly collapsed from its missteps in the late 1990’s. They have learned from their mistakes and taken steps to quickly identify ethical issues before they become a crisis through ethics audits. This paper is based on the case study of Nike: From Sweatsh...
With the increasing awareness and publicity of poor working conditions in subcontracted factories in East Asia, Nike has stimulated an uprising of activist and watchdog groups working toward seeing these conditions changed. With Nike in the negative spotlight, various organizations have revolved around generating a negative outlook on Nike’s practices of social irresponsibility. Certain campaigns such as the “National Days of Consciousness” and “International Day of Protest” were organized to educate people on the deplorable working conditions in Nike’s Asian manufacturing plants, and were designed to get more people involved in global employment issues.
For the past twenty-five years, we have seen one of the most popular brand sayings become a part of our daily life. Nike started its “Just Do It” campaign in 1988 with the simple commercial advertisement of an 80-year-old man, Walt Stack, who runs seventeen miles each morning. This campaign is said to be one of the simplest slogans, but yet one of the most effective ones. While athletic apparel companies are struggling to captivate the attention of potential buyers, Nike has influenced the minds of its consumers with three simple words. As a consumer, we are persuaded though this campaign by several high-profile athletes throughout the years such as, Ken Griffey Jr. and Michael Jordan in the 90’s to Tiger Woods and the Williams sisters in the 2000’s. After too many celebrity scandals, Nike decided to campaign their “Just Do It” ads with everyday athletes. The media has interpreted the ‘Just Do It’ ads in many different forms, but mainly contributing a negative connotation with the athletes Nike selects and their irresponsible behavior. Ethically, this advertisement has been provided a confidence boost to a younger generation. Whether it was bad or good, this has been the outcome from this campaign.
Nike is the number one innovator in the world in athletic footwear, apparel, equipment, and accessories. This worldwide company operates in an extremely different organizational structure than other companies, such as Reebok and Adidas. Nike operates tremendous marketing strategies and develops inventive designs to inspire athletes around the world. This company is one of the largest suppliers in the world in athletic footwear and apparel, main producer of sports equipment, and making Nike the most valuable brand among sports companies. The task for Nike is to join diversity and inclusion to encourage ideas and innovation. Around the world, this company is a popular brand.