Strategic Alternatives of Nike - 1116 Words

Strategic Alternatives Available to the Organization 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†¦show more content†¦Which Alternative to choose? How to implement the alternative? How to control the alternative? Nike is establishing a norm of reporting transparency and the check and balance system with outside sources reviewing their progress. Transparency is an essential element of our corporate responsibility commitment. Nongovernmental organizations (NGOs), trade unions, students and academicians, shareholders and others have taught us a great deal about how best to live up to our company values; we want to continue learning from them. By providing a clear explanation of how our business and industry work our challenges and opportunities as we understand them, our corporate responsibility goals and the progress we are making toward them, we can put these stakeholders in a position to offer relevant and thoughtful feedback. We see value in different methods of reporting and communicating, and we rely on a number of different mechanisms, disclosures, self-assessments, activities and examples, and legal challenges to reporting. Future prospects for the organization Investment Fourth-quarter gross margins slid to 43.8 percent compared with 45.2 percent last year, and selling and administrative expenses edged up to 30.8 percent of revenue from 30.6 percent last year. Mark Parker, Nike president and CEO, said, We deepened our brand leadership in core categories such as basketballShow MoreRelatedNike Case Analysis717 Words   |  3 PagesNike’s Global Women’s Fitness Business: Driving Strategic Integration | [Your Name] | Introduction and Background In 2006, the American footwear, apparel and equipment manufacturing giant announced a major corporate reorganization that would switch the company’s attention from a product orientation to a category-driven approach. 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