Introduction
Companies such as Nike and Reebok have achieved enormous success in producing and marketing athletic footwear by relying on foreign suppliers. Firms must have a global view and be adaptable to the cultural norms of the countries in which they trade. Nike has attained considerable success in the athletic footwear market by establishing an internationally known brand name. The organization has a lengthy history of effective marketing and has developed a solid relationship with its consumer base. Like Reebok, the enterprise has a profound grasp of the cultures in which it operates. Due to the company’s familiarity with local customs and practices, it has efficiently adapted its goods for sale in various international markets. In addition, Reebok has done an outstanding job of developing a strong production network and a multicultural outreach program in the many nations where it operates.
Nike and Reebok indeed sell the bulk of athletic shoes on the world market. Thus, this provides numerous valuable lessons about the industry. Firstly, corporations operating in similar lines of economic activities would be advantaged because of attracting an international perspective (Rosenzweig 2-5). Secondly, companies need to have a comprehensive understanding of the cultural morals of the countries in which they do business. As a result, the long-term viability of any firm is dependent on a production process that can maintain activities regardless of the economic condition. Lastly, firms must modify their offerings to cater to the requirements of a diverse range of client demographics.
Connecting the Dots
The article “International Sourcing in Athletic Footwear: Nike and Reebok” emphasizes the necessity of having a broader mentality and being able to adapt to diverse cultures when it comes to the need to source abroad. Hence, both Nike and Reebok are included in the essay. This is a lesson that may be applied not just to the industry in which one works but also to other businesses as well. For instance, having a global mentality is essential for organizations to adopt for them to be successful in the automobile sector (Rosenzweig 2-5). Companies aiming for success in the automobile sector need to grasp the many cultures in which they operate.
In addition, the above entities need to have a reliable production network and the ability to modify their goods to suit the requirements of the various markets. In the world of commerce, it is essential to have a worldwide perspective, as discussed in the article “Hitting the Wall: Nike and International Labor Practices.” Nike not only was able to build a strong firm strategy, but it was also successful at adapting to the numerous cultures within which it trades. (Spar 4-6). Because of this, Nike did achieve great success in the sports footwear sector.
As stated in the article “GE’s Two-Decade Transformation,” GE created a strong production network and expertly modified its commercial procedures to the diverse societies in which it conducted operations (Bartlett and Wozny 5-11). As a result of this, GE was able to achieve much success in the electrical equipment market. To be successful while in corporate activities, as discussed in the article “McKinsey & Co.: Managing Learning and Knowledge. McKinsey was able to not only develop a strong distribution network quickly and effectively, while also being able to completely adapt to the numerous cultures within the region in which they flourished (Tan 4-6). As a result of this, Tan was able to achieve great success in the consulting market.
According to the article “Procter & Gamble Europe: Vizir Launch,” Procter & Gamble’s overall performance was supported by the company’s ability to effectively adapt to the numerous cultures in which it dealt directly, as well as its ability to create a reliable distribution network. As a result, Procter & Gamble has enjoyed tremendous success in the consumer goods market (Beiske 3-9). The article “ABB’s Relays Business: Creating and Maintaining a Global Matrix” underlines the need to keep a global perspective while trading. ABB not only established a solid production process, but it also adapted to the many communities in which it began trading (Bartlett, ABB’s Relays Business 8-9). As a result, ABB has gained success in the electrical equipment industry. A worldwide view is essential while making transactions, as stated in the article “Acer, Inc.: Taiwan’s Rampaging Dragon and Acer America: Development of the Aspire.” Acer created a stable distribution network and successfully adapted to the varied cultures of its strategic partners. Acer is well-known for producing PCs (Bartlett and St. George 4-9). As a result, Acer achieved great success in the computer market.
As described in the article “Philips vs. Matsushita: The Competitive Battle Continues,” a global perspective is crucial for company success. Because of its ability to adapt to different cultures, Philips built a reliable distribution network. Philips was also quite good at adjusting to its diverse cultural norms (Hanno 6-12). This paved the way for Philips’ enormous success in the creation of electrical tools. When it comes to doing trade, it is essential to have a global perspective, as discussed in the article “Jollibee Foods Corp. International Development.” Jollibee was able to efficiently adapt to the many cultures in which it did commercial activities while also developing a strong supplier network (Bartlett, Jollibee Foods Corporation 6 – 10). This enabled Jollibee to successfully expand its trading. This element may have contributed to Jollibee’s success in the food industry.
The piece “Lincoln Electric: Venturing Abroad/ Lincoln Electric’s Harsh Lessons from International Expansion,” which can be accessed here, discusses the need to keep a global mindset when conducting trading. Lincoln Electric was not only able to build a strong supplier base, but it was also able to effectively adapt to all of the ethnic backgrounds in which it traded (Hastings 3-5). As a result, Lincoln Electric was able to achieve substantial success in the welding gear firm.
As discussed in the article “The Need for a Corporate Global Mindset,” which can be read here, having a broad perspective is crucial in cultures in which it conducts commercial operations, as well as the availability of a reliable supply chain, to thrive (Begley and Boyd 3-5). As a result, firms will be able to expand and thrive in foreign marketplaces. The most essential conclusion from reading these articles is that companies must function with a bigger mentality. Success necessitates a company’s ability to effectively adapt to the many ethnicities with whom it does commercial activities, as well as the availability of a healthy supplier network. As a consequence, firms will be able to perform better in international markets.
Another worldwide brand that has achieved a great deal of success in the market for athletic footwear is Puma. The enterprise has established a strong foundation of customer loyalty due to years of successful marketing. Puma has perfected the skill of constructing a trustworthy supplier network and has a comprehensive understanding of the traditions of the nations in which it does commercial activities. Puma’s domination in the market for athletic footwear is likely to serve as an example for many people (Begley and Boyd 6). To begin, having a more comprehensive perspective is necessary for the success of companies operating in this industry. Second, enterprises need to have an in-depth understanding of the cultural mores of the nations in which they do business. Thirdly, keeping a consistent supply network is critical to the success of any firm. Finally, the ability to tailor one’s goods to a certain market is required for economic success.
Recommendation
Companies must maintain an eye on the larger picture while trading internationally if they want to be competitive in today’s global economy. Companies must not only have a dependable supplier network, but they must also be able to effectively adapt to the many various cultures in which they do commercial activities. As a consequence, organizations will find it simpler to compete effectively in the global market. To have a more broad mentality, organizations must understand the various cultural norms of the nations where they do commerce. They must also have a reliable production network and the capacity to tailor their goods to the tastes of the local populace.
Conclusion
In conclusion, Nike and Reebok are used to sourcing footwear from international sources. Companies must have a more broad vision and the flexibility to accept varied cultural norms to survive in today’s market (Rosenzweig 2-5). Nike’s global reach is critical to the company’s capacity to dominate the sports shoe industry. It has an exceptional marketing track record and maintains great ties with its customers. Nike has a great production network and a broad cultural awareness.
Reebok, like its competitors Nike and Adidas, has found success via worldwide sourcing. Because of its expertise with local conventions, the firm has effectively adapted its services for worldwide markets. Because of its well-established supply chain and extensive knowledge of local traditions, Reebok is well-equipped to service its multiple worldwide markets (Bartlett and O’Connell 6 – 10). Nike and Reebok’s dominance in the sports shoe enterprise may teach us a few things. Taking a wider picture is critical to the success of these organizations. Additionally, firms must get acquainted with the customs of the country in which they operate. A dependable supply network is essential for every successful firm. Adapting a product to satisfy the demands of a certain market is an important aspect of commerce.
Work Cited
Bartlett, Christopher A. “ABB’s Relays Business: Building and Managing a Global Matrix.” Harvard Business School, 1999, pp. 1–23
Bartlett, Christopher A., and Anthony St. George. “Acer America: Development of the Aspire.” Harvard Business School, 2001, pp. 1–20.
Bartlett, Christopher A., and Jamie O’Connell. “Lincoln Electric: Venturing Abroad.” Harvard Business School, 1998, pp. 1–22.
Bartlett, Christopher A., and Meg Wozny. “GE’s Two-Decade Transformation: Jack Welch’s Leadership.” Harvard Business School, 2005, pp. 1–25.
Bartlett, Christopher A. “Jollibee Foods Corporation (A): International Expansion.” Harvard Business School, 2001, pp. 1–23.
Begley, Thomas M, and David P Boyd. “The Need for a Corporate Global Mind-Set.” MIT Sloan Management Review, vol. 44, no. 2, 2003, pp. 1–10.
Beiske, Ben. “Procter & Gamble Europe: Vizir Launch.” Harvard Business School, 1989, pp. 1–18.
Hanno, Maha. “Philips versus Matsushita the Competitive Battle Continues.” Harvard School of Business, 2003, pp. 1–20
Hastings, Donald F. “Lincoln Electric’s Harsh Lessons from International Expansion.” Harvard Business School, pp. 1–12.
Rosenzweig, Philip M. “International Sourcing in Athletic Footwear: NIKE and Reebok.” Harvard Business School, 1994, pp. 1–17.
Spar, Debora L. “Hitting the Wall: Nike and International Labor Practices.” Harvard School of Business, 2002, pp. 1–23.
Tan, Valerie. “McKinsey & Company: Managing Knowledge and Learning.” Harvard School of Business, 2000, pp. 1–20.