Nike Phil Net: First Bet, Then Learn Experience.

NBA star James asked:

In what year was it born? After getting the expected answer, he took out a Rolex watch in 1972 and gave it to Nate.

Knight took a look at the watch.

"Thank you for making a bet on me."

Not born cool, but born good.

In 2016, Forbes, the 78 year old PhilKnight, ranked twenty-fourth in the world for $24 billion 400 million in the list of the world's richest men on the list of "Forbes".

He is always the most eccentric leader in the Fortune 500, but he has also been ignorant and green for years, even the rookie.

It was in 1962 that when Standford returned to work with his MBA degree, he was deeply confused: he wanted to get ahead, but he had no direction, and he didn't even know what success was.

I didn't smoke a cigarette. I didn't touch a drug. I didn't break a rule, not to mention breaking a law or even having a girlfriend.

He said he was the only person in the United States who had followed the rules and had never been rebellious in 1960s, but it was useless.

On the threshold of the advancing society, he can not tell what kind of person he is or what kind of person he may become in addition to a good obedient child.

He may even have a clearer goal in college.

At that time, he was intent on becoming a top athlete. He had tried baseball and long-distance running, and he had been working hard from primary school to university.

Unfortunately, baseball was eliminated by the school team in high school. Long distance running has participated in the state track and field competition in the state of Oregon, and has won 3 awards in 4 years, but it is hard to think of running the world stage.

Dad saw his confusion, but there was no better way. He could only give him a cheque and let him go outside.

He traveled to Japan and worked as a salesperson, selling encyclopedias and securities funds, but because he always had thousands of words to speak, he did not speak beautifully. His final performance was bleak and he returned home again.

Asleep again in the bed of childhood, Knight heard the voice in his heart: "I hope life is meaningful and purposeful..."

The most important thing is to be different and not to lose. "

And repeatedly asked: is it possible for athletes to experience the same feeling as athletes? Is it possible to love a job or even view it as a competition?

In repeated questioning, he remembered his graduation thesis in Standford.

The teacher gave them a question: imagine that you want to start a company, and then describe the logic and goals of creating it.

The idea of running and studying shoes is the idea of using cheap labor in Japan to produce high quality sneakers to defeat in the United States.

The dominant sports shoes in Germany.

Why do I not practice this idea so closely with the race? After a few sleepless nights, NAT, who seems to have seen the clouds, finds out from his heart: "this is what I really want to do."

A track loser dream legend begins.

Not to sell shoes, but to believe in running.

In addition to Standford's thesis, Knight also thought of a person who might pursue this dream with him -- Bill Bowerman, a track and field coach at University of Oregon.

At University of Oregon, Nate joined hands with Bowerman.

And improved sports shoes.

Bowerman also said a sentence which impressed NAT. "Cowards never start, but the weak die on the road. We only move forward, and we can not stop at all."

It also makes him feel that Bowerman is a man who dare to try new challenges and a good partner to start running again.

In 1964, knight and Bowerman invested $500 each to set up a small company called blue ribbon, to design running shoes for Japanese enterprises, and then to sell them in the United States.

But the father of a newspaper owner is rather despised by a Standford MBA to sell shoes.

He wanted Nate to make himself more respectable and ask him to work in an accounting firm.

Knight did not want to go against his father's life, nor would he give up his dream and redouble his efforts.

On weekdays, while doing accountants in PWC, they set up points on the surrounding campus or street stalls, and drove far away during holidays.

In the first year, the blue belt sold us $8000, and this small figure gave him confidence.

Whenever he thinks of his shoes being liked by runners, he feels he is in a different way to realize the dream of athletes.

"I'm not selling shoes, but I believe in running."

The recognition and trust from the depths of life also made him a salesman who had never been able to sell, and became a confident salesman when he sold shoes.

Because believing running, selling shoes in the eyes of his father has become the most worthwhile effort in his eyes, and also embodies the value and significance of self.

In order to have more time to run the blue ribbon, he also resigned from the sticky PWC and went to Portland State University to start a relatively relaxed professor. But his father thought that teaching is not a respectable thing. Teaching at Portland State University is not worth respecting. Once again, he added to his life and asked him to return to the accountant office.

For a long time, knight has done nothing but concentrate on selling shoes - "believing that running can make the world a better place", and concentrated on the journey of "There is no finish line, the slogan of Nike initial", until running out of the world's first general education company, and the world's most distinguished brand of excellence.

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It's not that he is fierce, but that he believes in people.

Knight's achievements were great, but he never looked at himself as a hero, including his own team.

But he firmly believed that if everyone was ignited, they could shine brightly.

Standford, his alma mater, invited him to give his graduation speech. He stressed that everyone is not good enough, but working hard can make things happen.

"The two nine points of the people cooperate with each other, far better than the two great men who are themselves."

In Nike, even the name of Nike, which is now a loud world, is neither Nate nor Bowerman.

When he decided to rename the company in 1971, he was the first employee of the company, Johnson, and God said that he had dreamed of a name in his dream, Nike, which happened to be the name of Nike, the goddess of athletics success in Greek mythology.

If we look at the traditional perspective, Knight's founding team will be hopeless.

Not only did four of Nike's early diamond Kong were born in shoes or businesses, but they were quite regrettable.

These include: Woodell, a paralytic man who can only be wheelchair, Johnson, a social worker at the grassroots level, and two more than 150 kilograms of weight: alcoholic drink Hayes, described as the savage of North America.

Coupled with the skinny bamboo knight, this group of people is not a symbol of sports, but an antonym of sports.

"What people want is not money, but the achievement of certain values through life."

NAT, who advertised himself as track and field track loser, and those who are called loser in different fields, regard the selling shoes as the meaning of life in other people's eyes, and rather go to death to pursue them in the end. They also form a team that they call themselves broken but indestructible.

Knight called Nike's early high level meeting "buttfaces meeting", every six months, to solve major problems and make decisions for the future.

Knight in the conference, in addition to maintaining an atmosphere of free speech, is listening to and inspiring people's imagination and expression, and everyone can say anything, including dirty words.

"We are all losers. We can accept imperfections and failures."

This is the consensus of Nike.

They pursue no one can not be denied style, which not only let them lose their own and wisdom, but on the contrary, in equality and freedom, stimulate the full expression of ideas, innovation and creativity, and eventually form a strong consensus.

Because you can see clearly your shortcomings, you can listen to others more modestly; because you know your shortcomings, you must be prepared for failure; because you can tolerate failure, so you dare to try more; because you try more, you have more chances to succeed, and then you will be more successful.

These original consensus and habits have also become the culture of Nike so far.

Under the nourishment of this culture, the "miscellaneous" of the people who fulfilled their beliefs by life have risen to become the great gods in other people's eyes.

Johnson, a social worker, was not good at verbal and face-to-face communication, but he established communication through words, maintained customer relations, and persevered in correspondence with each other, thus becoming the greatest hero of Nike.

Woodell can only work in a wheelchair. He does what he can do in his wheelchair. Besides accounting and legal services, he has worked in all fields of the group and even replaced NAT.

The two one, weighing more than 150 kilograms, Hayes helped Nike set up an automated accounting system, laying the foundation for rapid expansion. Nike, the marketing director of Nike, who had never been marketing, was a key to Jordan.

If it weren't for the culture of giving full play to and making mistakes, it might not only be without Nike today, or even Nike.

At first, Knight himself took out the name of the "six dimensional space", and Johnson laughed at the "six dimensions" of what a ghost was, and said "Nike" in his dream.

Before that, Johnson, who did not make much contribution, had the courage to speak to Nate first for a raise.

But knight is a yard code. He believed that Johnson was right. He accepted the proposal with pleasure. He also bought a famous hook design from a student in Atlanta design department for $35.

In 1978, coach Nike, who joined Nike as consultant, said there were two kinds of leadership styles in sports: one is forwards and the other is logistics leadership.

The former is intimidating and the latter is close to the public.

He concluded with his own decades of experience: Knight is the logistics leader close to the heart of the people, and this is the key to his success in Nike.

First bet, then learn experience.

Let's take a gamble first and learn from experience again. This is Nike's philosophy, which was summed up by Nat's interview with Harvard Business Review.

Nike encourages adventure and innovation, allows the first attempt under inadequate conditions, and emphasizes the rapid learning and improvement in the attempt to ensure the success of innovation and control the risk of failure.

This is the spirit of Nate when he first started his business.

Before the establishment of Nike, Japan's production partners, who saw red ribbon outstanding achievements, found NAT's harsh cooperation conditions: buying 51% of the blue ribbon, accounting for two seats in the 5 board seats, otherwise they would be out of stock.

Faced with the most devastating disaster, he made a big bet: he refused the demands of Japanese companies and set up new partners.

It is precisely through this challenge that he deeply realized the importance of the supply chain, and learned from experience and forward-looking problems, and continued to learn and improve. He constantly made his strategy of virtualization production conceived in Standford.

Today, Nike still does not have a factory, firmly entrenched in the most valuable ends of the smile curve (R & D and marketing), and their mode has also changed the global industry.

The introduction of air cushion shoes is a key battle for Nike to surpass Adidas, and the starting point of reversing victory is that NAT gambled on a madman who did not dare to bet on Adidas, and his crazy plan.

One morning in March 1977, a strange spatial scientist named Frank Rudi came to NAT in the early morning, mysteriously saying that he had a secret weapon to show to knight.

"Mr. knight, we have come up with a way to pour air into running shoes."

And then handed him a clumsy inflatable shoe pad sample.

Nat recalls that although he had heard a lot of unreliable things in the shoe industry, he felt at the moment that they were nothing more than the present ones, so he also showed his disdain: "is there bubbles inside? Why?" he asked.

Rudi replied: "compressed air bags, in order to strengthen earthquake prevention, in order to strengthen support, in order to walk a lifetime."

"Are you kidding?" Knight asked with disdain.

But even so questioned, Rudi still "persevered, not to be shocked, concentrating."

Then he shrugged his shoulders and gave him a more disdain: all right.

I understand.

Before seeing you, I have seen Adidas. It seems that you are nothing different.

At that time, the annual revenue of Nike has exceeded $140 million, while Adidas is more than $two hundred million.

The whole company is struggling to get through it.

When I heard Adidas dare not do it, Knight immediately became the spirit of the whole person.

Nike's biggest bet in 16 years has just begun.

But unfortunately, Nike lost the first bet.

They use the air cushion technology in the new running shoes "downwind" and expect to catch up with Adidas.

As a result, because of the design of the problem and the wrong paint, the number of sold at the end of how much recall, the original plan to exceed the opponent's killer, did not hurt the opponent but first to give him a knife.

It was also a period of gloomy Nike.

"What we need to boost morale has finally hit everyone's confidence.

Hayes clown around in a bulldozer, and Woodell stayed at the office for a longer time every day. I was stuck between baseball gloves and lock chairs.

But even if the pressure is high, Nate will not give up. Instead, he will continue to learn and play again: "it is a glorious thing to come back again."

Once again, Nike came for many years.

In the middle of 1980s, they changed the improved air cushion into the running shoes again, put the "Ari" sign on the soles, and invited Jordan to endorse them, and sold 400 thousand pairs in one month. Not only did they finally surpass Adidas, but they also opened up the trend of the whole sports shoes and even the sportswear to the science and technology with the breakthrough innovation.

From 2016 to 2016, Nike released a new product with automatic shoe lace function.

This pair of shoes comes with inductive chips. When they are put on, the two sides will automatically tighten and adjust buttons.

Nike said it took 10 years for the pair of shoes.

A pair of shoes gamble for 10 years, I'm afraid that only Knight's "trust running" "shoe idiot" will make such a decision.

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In advertising marketing, knight is also a benchmark for betting, and even this is his most notable feature.

In 1973, Nike invited the runner runner, TF purfonfond, to speak for his sneakers, the first to create famous brands with stars.

Since then, they have asked Jordan to launch the "Just Fuck It", making Nike a symbol of sports spirit and American culture in a very bold and imaginative way.

This is also one of the keys for Nike to continue to lead the trend.

The Washington Post even highly commented that Nike and knight started the era of creative marketing, while more people commended: no one will do more branding and marketing than Nike and knight.

In July 2005, Nike spokesperson, NBA LeBron LeBron James, made a special request to meet Lebron.

During the meeting, he asked the question: "which year was Nike born? After receiving the expected answer 1972, he gave Nate a 1972 Rolex watch.

Knight took a look at the watch.

"Thank you for making a bet on me."

First bet, succeed, sum up experience, make persistent efforts; fail, learn lessons, and take another.

Relying on the spirit of not being defeated but not accepting defeat, Knight made a legend and left a sentence:

"If you want to be exhausted, you may have to fight harder."

Of course, Nate also had the wrong time.

In those days, it was suggested that he signed a basketball superstar Magic Johnson, but his answer was: "players without position will never get to fame in NBA".

To be the one you want to be.

In June 30, 2016, Knight delivered the position of chairman of Nike board to the current CEO Mark Parke, who also gave most of the voting rights of Nike to the trust fund of the second son, and formally bid farewell to the dynasty he founded.

A day's earnings report showed that, in the 2016 fiscal year ended May 31st, Nike achieved a revenue of $32 billion 400 million, an increase of 6% over the same period last year, and continued to sit firmly on the throne of the world's largest sporting goods company.

Before that, he had faded or retired many times, but all of them were fired by the dissatisfied successors.

In 1983, he handed over the company to Woodell management and went to China to visit the mountains and rivers. After several months, he could not bear Woodell's conservatism. He went back to the company to reunite and persuade Woodell and other elders.

In 1997, Knight appointed Tom Krak to take over as CEO, but in return he suffered another round of decline in performance. So he once again returned to Clark and fired the company back to growth.

In 2004, Matthew, the oldest son of a charity work, died when he was 34 years old. He had a heavy blow and made him feel the uncertainty of life.

For the future of the company, he retired again: he invited William Peres, the former US Johnson CEO, to take over himself. But in less than two years, he could not bear to see that Peres tried to institutionalize the rules of the Nike, and fired Peres to go on the pitch again until this year.

A few handover did not make him feel helpless, even ironic.

He has always wanted to build Nike into a company that is important and everyone can get away from it.

But the reality has repeatedly told him that Nike can not do without him.

So even though this time he is a total retreat, will he return? It is still a question.

Knight, who is looked up to by the world, is a shy entrepreneur so far.

A few years ago, he met Bill Gates and Buffett at the theatre.

He recalled that he went up to the two and said "I never met you here!" after that, I lost my mind.

Turn around and ask yourself, "do I still feel shy in front of celebrities? Is that possible?"

He said he always wore sunglasses, not to play cool, but to hide a bit of shyness.

He made a two or three cm long Nike tattoo on his left ankle.

Someone asked, why is he so small? His answer is: "because I am afraid of pain."

Because he basically refused to interview, the outside world knew little about him before his autobiography was published.

Why can such a person achieve such a legendary career?

Knight's answer is not about business philosophy, but because he has found his ambition: "not selling shoes, but I believe in running."

Over the past 60 years, he has not changed his mind.

His ambition is not enough. He is also very unhappy with the successors whom he has replaced. "Everything is not just a business. It is never."

If one day it becomes pure business, then it represents the business is very bad.

He firmly believed that only the business defined by the meaning of life can make life bloom the most brilliant.

He admits that hard work is essential. Good teams are indispensable, and brains and determination are invaluable. Luck is even more important. But to get the best light, you have to find your own career.

He said, along with the ambition, fatigue will be easier to get through, stumbling stones will become fuel, high walls will be like you can not feel at all.

And luck, the harder you work, the stronger it will be.

He recommends young people to "run" in their own life: don't just find a job or an industry or even a career, and find your ambition to become the person you want to be.

People are tired and grieved every day by their hard work. Holding a great dream is perhaps the only way out of the bitter sea. This dream has practical value, fun and fun, and is consistent with their abilities and interests.