Nike Borrows Chicken To Lay Eggs To Integrate External Resources

In the era of network economy, the rapid development of computer technology and network technology has provided good technical support for virtual operation and made it develop vigorously.

But in fact, virtual management is not the new era of Internet economy.

In the era of industrial economy, some entrepreneurs have begun to use the virtual operation mode intentionally or unintentionally.

Take Nike as an internationally famous brand, not only in Europe and America, but also in developing countries.

This is entirely the result of the careful planning of Phil Nike, the president of the modern business sense, and his pioneering efforts to choose a suitable and flexible way of laying eggs by laying hens.

At the beginning of the business, because Phil Nike accurately predicted the market prospect of the good and damp proof sneakers, Nike shoes opened the market quickly in the United States with its unique design and novel modeling.

As the company grew, Phil Nike turned his sights on the international market.

However, the price of Nike shoes is relatively high. If we rely on exports to enter other countries' markets, their high price plus the high tariffs of countries, especially developing countries, will hardly be accepted by customers in these countries.

So how can we solve this problem?

This is Nike's egg laying method.

Nike has entered the European market by setting up factories in Ireland, which has avoided high tariffs, and has jointly entered factories in Japan. In the late 70s, this ingenious conception can not be admired.

So, if we tell the public that Nike is an American company without a factory, it depends on other enterprises to produce it. People will understand the meaning of borrowing chicken.

The managers of Nike are only focused companies's resources, specialize in the highest value-added design and marketing, then travel around the world by plane, and hand over the designed samples and drawings to the enterprises with lower labor costs, and finally accept the products, paste the trademarks of quot Nike, and sell them to everyone who loves Nike.

With the change of production costs in various regions, Nike partners moved from Japan and Western Europe to Korea and Taiwan, and then moved to developing countries with lower labor prices, such as China and India. By 90s, Nike was more optimistic about Vietnam and other Southeast Asian countries.

Because Nike has adopted the method of laying eggs by laying hens in production, the staff of this department are quite simple and dynamic, so that many problems of production are dragged down, so that the company can concentrate on the problems of product design and marketing, collect market information in time, reflect it in product design in time, and quickly produce it to meet the demand by the manufacturers all over the world.

Nike's strategy can be classified as a virtual operation in theory.

The so-called "virtual" is a common term in computer terminology. In essence, it is a strategy to integrate external resources directly with external forces.

Although the strategy of virtual strategy has not been put forward for a long time as a management method, many enterprises have already applied it unconsciously. Nike's egg laying is a typical example.

And the new development of virtual operation in the era of network economy will be a problem worthy of all our enterprises to study and discuss together.