Nike is an international company specializing in sports apparel, footwear, and accessories. The recommendations for business development are based on the SWOT analysis of Nike and the information presented on its website. The company’s leadership should focus more on client feedback and adapt to the changing circumstances in the market. For instance, recent years have been marked by the shift from the offline to the online shopping experience. Therefore, Nike’s leadership style should consider the need for an online presence on various platforms and pay more attention to online training and consultations (Khan, 2019). For instance, the development of Nike+, which is responsible for the digital marketing of the corporation, should be the priority for leadership. It is possible to connect the digital slant in the leadership strategy choice and the relationships with the workforce. Active communication with the employees in the online format might allow the company to overcome its existing weaknesses based on the workers’ feedback. In addition, training the workers and hiring the workforce can also become more digital, which improves the conditions of the employees who gain a more flexible schedule.
The choice of the strategy for development aims at increasing the company’s profits. At this moment, Nike tries to promote using the most progressive discourse that supposes inclusion and freedom from stereotypical perception. This strategy focuses on the young customers who embrace these changes, leading to the controversial attitude of older clients. It is appropriate to address the generation of baby boomers, who are among the loyal clients of the brand, using a different strategy and overall message. The focus in this communication should be on athletic achievements and the high quality of the products instead of emphasizing the inclusive side of the brand. Increasing the variety of products is an opportunity in the operations of Nike (Khan, 2019). For example, introducing products for different age groups might increase the number of variants the company proposes to its customers.
References
Khan, L. M. (2019). The separation of platforms and commerce. Columbia Law Review, 119(4), 973–1098. Web.