The Driving Force Of Nike's Innovative Marketing

Introduction: when the American business community worshipped the innovative rules of Peter Drucker's (PeterF.Drucker) professor's painstaking effort, Nike seemed to be indifferent to it and put a disdain on it. Professor Drucker believes that most innovations, especially successful ones, are the result of consciously and purposefully seeking opportunities for innovation. Opportunities exist only in a few cases. There are 4 kinds of innovation opportunities within a company or an industry: one is accidents, two is inconsistency, three is process needs, and four is industry and market changes. In addition, there are 3 other opportunities for innovation in the external, social and intellectual circles of enterprises: first, demographic changes, two is the change of ideas, and three is new knowledge. When Anita McGahan, a professor at Boston University's management school, an outstanding Everett.Lord scholar and a senior research fellow of Harvard University's Institute of strategic and competitiveness, suggested that Nike should be sniffed when the industry changed its trajectory. Because Nike, the world's sporting goods supremacy, is the chief portrayed by the industry. Professor McGahan's theory is of little significance to Nike. Although professor Drucker's innovation rules are more or less the same in the trajectory of Nike's product innovation, Nike seems to be obsessed with Professor Drucker's "InnovationKitchen" design studio in the exposition of the innovation rules, so he thinks Drucker is just summarizing Nike's innovation rule. The headquarters of Nike is located in Beaverton, Oregon. The headquarters building is a building called Mia Ham (MiaHamm). The incubator of Nike sports product innovation is located on the first floor of the building. The Nike sports shoes that really made hundreds of millions of dollars in Nike brand value are the legendary stories in this kitchen. For most visitors and even the majority of Nike employees, innovative kitchen is a mysterious virgin land. Because the design studio is filled with thousands of new sports shoes, sportswear and other design sketches, which is a sharp weapon for Nike in the sports market. Although Nike is famous for its rebellious spirit, it does not turn a blind eye to all academic theories. Tom Peters, the master of management, said with a clear voice: "Dowhatyoudobestandoutsourcetherest is the best you can do, and the rest is outsourcing" (Nike). As we all know, the dumbbell type enterprise structure adopted by Nike, one end of dumbbell is product research and development innovation, the other end is brand integrated marketing, and the middle slender part is the production of products. This structure is dubbed the devil figure of beautiful woman in China. Here, this article will focus on exploring all kinds of power sources of Nike from its establishment to product development and technological innovation, hoping to enlighten Chinese local enterprises in product innovation. As Gary Hamel, a senior researcher at Fortune magazine, analyzed the conclusion of Nike research: it is an important reason for Nike to create risks by taking risks, breaking the rules and making innovations. In the process of exploring the power source of Nike's product innovation, the author also found that no rule is the biggest law of Nike's product innovation. First Olympic Games: frustrated by the Olympic Games, Phil Nate and Ballman, the two founders of Nike, suffered the biggest blow in the 12 years of the 1976 Olympic Games. The reason is that due to the limited financial strength of the company, the only athlete they have ever strives to take off Nike shoes in the first minute before entering the stadium. When playing the triumphant song on the sports ground, Nike company is filled with unspeakable elegy. Most of the employees, including knight, are depressed and depressed. It is not the end of the day that is doomsday, which engulf the fighting spirit of Nike employees. When the fighting spirit of the staff almost dropped to freezing point, Ballman rose to his feet and made an inspiring speech for all the colleagues of the company in the enterprise concept of "all for athletes". After that, I devoted myself to the research and improvement of sports shoes. Since then, Bowerman has been shuttling around every sports field in the United States. He grasped every sports opportunity and collected as many opinions as possible from every athlete. Continuous trial production, continuous improvement, and constantly invite all kinds of athletes with different feet to try on, until the athletes are satisfied, Nike shoes new products come out in succession, the voice on the sports ground is also higher and higher, and word of mouth is also getting better and better. Perhaps the heavy blow and humiliation of that time stimulated Nike's endless fighting spirit and laid the tone for Nike's future development: product R & D and innovation will always be the top priority of the company's development strategy. Three years later, Nike launched its first pair of Tailwind running shoes equipped with advanced Nike-Air shockproof technology. It also opened the curtain on the marketing of NIKE sportswear brand. Driving force two: bullying and recovering land lost. In 1980, 2 million shares of NIKE stock were publicly listed, and the NIKE R & D laboratory was set up in Exeter, New Hampshire. In that year, the number of employees increased to 2700, with a revenue of $269 million. In 1981, NIKE player AlbertoSalazary New York marathon rewrote the world record. Nissho and NIKE jointly established NIKE Japan company in Japan. Just when Nike was advancing vigorously at home and abroad, in the same year, Paul Fairmont founded a Reebok sports shoe company in the United States. Reebok emerged from the dark horse posture and launched a sneaker with novel design and strong momentum, which has successfully swept some markets. In 1987, Reebok took the 991 million dollar sales and 30% share of the sports shoes market to the throne of the sports shoes market, and Nike took the place of 597 million US $18%. In order to counterattack Reebok's provocation, Nike has invested a lot in the research and development of new products. The most popular classic product is the "TheNikeAirShoe" at the end of 80s. Nike gas shoes were not officially launched until the early 90s, and have been unprecedentedly successful. At the end of the 80s, Reebok had learned a lot about Nike's overshoes under the eyes of Nike, which made Nike once again suffer from the humiliation of the market. At the same time, it once again strengthened the core strategy of the product's continuous R & D innovation. The driving force three: consistent words and deeds, all in all, Nike attaches great importance to the research and development of products and technological innovation. In order to find more competitive market running shoes, the number of R & D personnel hired by Nike has exceeded 3000 by 2005. Many of them have degrees in biomechanics, experimental physiology, engineering technology, industrial design, chemistry and related fields. In the process of product innovation and development, Nike attaches great importance to the combination of design and practice. In particular, it has hired research committees and customer committees, including coaches, athletes, equipment operators, foot doctors and plastic surgeon. They regularly meet with companies to examine various designs, materials and ideas for improving athletic shoes. On the investment of R & D funds, Nike is enough to make Chinese sporting goods enterprises feel ashamed. It is estimated that even in 2005, many Chinese sports shoe manufacturers spent less than 4 million dollars on R & D investment in 2005. Zhang Wei, general manager of Deng Ya Ping (Quanzhou) footwear industry limited, said that even Anta and Sanxing, who claimed to be the best developers, had to admit "weak technological strength". And most of the research and development of enterprises are in the stage of "inclusive" imitation. "Buy a pair of good brand shoes, study them and make them become products after a slight change." Zhang Wei said, "the level of competition in China is still relatively low."