Naomi-­‐Jane

 Scroggins  
 

 
 
487964  -­‐  Integrated  Marketing  Communications  
 
 
An  Analysis  and  Overview  of  the  IMC  Program  
Within  Nike  Corporation  Limited  
 

 
 
 
 
Student  Name   Naomi-­‐Jane  Scroggins  
Lecturer   Stephen  Lloyd  
Paper   IMC  

 
 
Naomi-­‐Jane  Scroggins  
 

Table  of  Contents  

 

1   Introduction  .....................................................................................................   3  
2   Nike’s  Integrated  Marketing  Communications  .................................................   3  
2.1   Advertising  ............................................................................................................  4  
2.2   Internet  &  Interactive  Media  .................................................................................  4  
2.3   Sponsorships  &  Celebrity  Endorsements  ...............................................................  5  
3   Integrated  Marketing  Communications  (Defined)  ............................................   5  
3.1   The  Importance  of  IMC   .........................................................................................  6  
3.2   The  relationship  between  brand  strategy  and  IMC  ................................................  8  
4   IMC  process  and  implementation  .....................................................................   9  
5   IMC  as  a  business  process  ...............................................................................  10  
6   Conclusion  ......................................................................................................  10  
References  ............................................................................................................  12  
 

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1 Introduction  
 
Nike  could  be  classed  as  the  ultimate  sports  brand  of  all  time,  the  brand  that  revolutionised  the  
athlethic  footwear  industry.    Two  visionaries  named  Bill  Bowerman  and  Phil  Knight  started  the  
company  in  January  1964  (originally  called  Blue  Ribbon  Sports),  amidst  a  handshake,  an  agreement  to  
improve  the  quality  of  running  shoes  for  athletes  (Nike  Inc.,  2013).    According  to  Nike  Inc.  (2013)  Bill  a  
widely  respected  track  and  field  coach,  and  Phil  a  talented  middle-­‐distance  runner,  set  about  to  work  
with  Japanese  footwear  maker  Onitsuka  Tiger  as  US  distributors  for  the  footwear  brand.    Whilst  Phil  
began  selling  the  footwear  to  athletes  out  the  back  of  his  car;  Bill,  however,  was  frantically  tearing  the  
shoes  apart  and  testing  his  creations  on  University  of  Oregon  runners  in  an  effort  to  determine  how  
he  could  make  them  lighter  and  better    (Nike  Inc.,  2013).      
 
Determined  to  grow  their  company  and  both  men  working  full  time  jobs,  Bill  and  Phil  employed  their  
first  full-­‐time  staff  member  in  1965,  a  fellow  runner  and  gentleman  by  the  name  of  Jeff  Johnson.    
Johnson  set  about  to  revolutionise  Blue  Ribbon  Sports  with  the  opening  of  its  first  retail  store,  and  the  
creation  of  the  company’s  initial  product  brochures,  advertisements  and  marketing  materials.    As  the  
relationship  with  Onitsuka  Tiger  began  to  deteriorate,  Bill  and  Phil  felt  they  were  ready  to  break  away  
as  distributors  and  were  determined  to  begin  manufacturing  their  own  range  of  athletic  shoes.    Whilst  
all  this  change  was  happening  Johnson  decided  to  re-­‐brand  the  company  in  1971,  and  this  formed  the  
basis  of  the  Nike  brand  we  know  and  love  today  (Nike  Inc.,  2013).  
 
Today  the  Nike  brand  is  famously  recognised  by  the  prominent  Swoosh  logo  and  the  “Just  Do  It”  
slogan,  its  defining  brand  trademarks.    As  the  athletic  footwear/apparel  industry  leader  and  a  
prominent  manufacturer  of  major  sporting  goods  equipment,  Nike  also  owns  other  subsidiary  brands  
such  as  Cole  Haan,  Converse,  Hurley  International,  Jordan  and  Nike  Golf    (Nike  Inc.,  2013).    Nike  is  at  
the  forefront  of  adapting  creative  and  innovative  ways  to  connect  with  stakeholders  and  the  company  
has  always  understood  the  meaning  of  the  Nike  brand  and  who  it’s  consumers  really  are;  key  factors  
behind  the  long-­‐standing  success  of  the  company  today.    Analysis  of  the  Nike  brand  provides  valuable  
insight  into  the  achievement  of  successful  IMC  programs;  examples  of  which  will  be  analysed  and  
discussed  in  detail  to  form  the  basis  and  structure  of  this  report.  
 

2 Nike’s  Integrated  Marketing  Communications  

 
With  an  annual  advertising  budget  of  $2.4  billion  dollars  (Cendrowski,  2012),  Nike  combines  an  
extensive  range  of  promotional  touch  points  to  engage  and  communicate  directly  with  their  

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consumers.    Since  the  company  began  advertising  in  1982  (Nike  Inc.,  2013),  Nike  has  continually  
evolved  its  advertising  strategies,  and  frequently  adapts  its  preference  of  touch  points  to  create  
powerful  and  meaningful  brand  experiences  (Cendrowski,  2012).    Nike  is  adept  at  utilising  both  
traditional  mass  media  advertising  as  well  as  online  touch  points  to  construct  comprehensive  and  
meaningful  IMC  activities.    
 

2.1 Advertising  
 
For  the  past  20  years,  Nike  has  worked  with  renowned  American  advertising  agency  Wieden  +  
Kennedy  (W&K)  for  all  of  the  company’s  advertising  strategies,  a  relationship  that  has  been  
attributable  to  the  success  of  both  companies  (Belch  &  Belch,  2012).    Wieden  +  Kennedy  have  been  
influential  in  developing  strong  television  and  print  media  campaigns  that  focus  on  sportsmen,  
sportswomen  and  athletes  alike,  appealing  to  consumers  on  an  emotional  level  through  
transformational  advertising    (Anderson,  1999).    According  to  Belch  &  Belch  (2012  p296)  
“transformational  advertising  can  help  differentiate  a  product  or  service  by  making  the  consumption  
experience  more  enjoyable  by  suggesting  the  type  of  experiences  consumers  might  have  when  they  
consume  the  product  or  service”.    Nike  designs  its  advertisements  to  capitalize  on  consumer’s  
emotions  and  emphasise  individual  feelings  such  as  pride,  achievement,  ambition  and  actualisation  
(Zazo  &  Seiz,  2013).  
 

2.2 Internet  &  Interactive  Media  

 
With  the  explosion  of  Internet  and  interactive  media  technologies,  online  touch  points  provide  a  
valuable  resource  to  connect  with  and  engage  directly  with  consumers.    Nike  maintains  a  powerful  
and  consistent  brand  image  across  various  Internet  and  interactive  media  channels,  ensuring  that  the  
experiences  consumers  have  within  their  retail  stores  carry  to  touch  points  online  (O'Malley,  2006).    
Nike’s  corporate  website  ranks  amongst  the  top  five  visited  sports  related  sites  on  the  Internet;  
what’s  more  there  are  over  50  separate  microsites  for  the  company,  tailored  to  specific  IMC  related  
campaigns  (Anderson,  1999).    Nike  was  also  one  of  the  first  brands  to  understand  the  engagement  
potential  for  viral  video’s  through  YouTube;  with  over  20  million  hits  received  to  date  on  its  
Ronaldinho  half-­‐minute  video  (Wasserman,  2006).    Social  media  sites  including  Twitter  and  Facebook  
and  the  company’s  own  social  network  named  Nike+(plus);  are  key  stratetic  devices  essential  to  
integration  of  Nike’s  IMC  objectives    (Cashman,  2012).    
 

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2.3 Sponsorships  &  Celebrity  Endorsements  

 
Nike  depends  heavily  on  sponsorships  and  celebrity  endorsement  contracts  to  drive  awareness  and  
popularity  growth  of  the  company’s  brand.    By  connecting  its  products  to  successful  athletes  and  
sports  stars,  Nike  boosts  its  image  and  conveys  the  impression  that  its  products  play  a  leading  role  in  
the  success  of  the  athlete’s  performance  (Johnson,  2013).    Following  its  endorsements  of  both  
Michael  Jordan  and  Tiger  Woods,  Nike  boosted  itself  as  one  of  the  top  sports  manufacturers  within  
these  product  categories  (Johnson,  2013).      The  company  has  signed  many  sponsorship  deals  with  
leading  universities  and  international  sports  teams  in  order  to  have  its  logo  emblazoned  on  uniforms,  
enhancing  the  visibility  of  the  Nike  brand    (Johnson,  2013).  
 
 

3 Integrated  Marketing  Communications  (Defined)  

 
The  exact  definition  of  Integrated  Marketing  Communications  (IMC)  causes  widespread  debate  
amongst  marketers  and  academics  alike,  specifically  as  the  concept  continues  to  adapt  and  evolve  
with  advances  in  technology,  ongoing  research  on  the  topic,  and  the  increasing  demand  for  
accountability  towards  marketing  activities.  Throughout  the  1980’s  and  during  a  rapid  time  of  change  
within  the  field  of  marketing,  a  growing  number  of  companies  recognised  the  importance  of  
strategically  managing  and  coordinating  all  areas  of  promotional  tools  and  marketing  activities  to  
achieve  a  consistent  and  unified  message  towards  consumers,  hence  the  introduction  of  IMC  (Belch  &  
Belch,  2012).    
 
Jerry  Kliatchko  (2005)  defines  IMC  as:    
 
“The  concept  and  process  of  strategically  managed,  audience-­‐focused,  channel-­‐centred,  and  
results-­‐driven  brand  communications  over  time  (Kliatchko,  2005).”    
 
Kliatchko’s  definition  describes  IMC  as  a  process,  a  universal  strategic  approach  to  marketing  
communications  planning;  the  ability  to  manage  and  measure  the  process  itself  and  the  programme  
over  time,  in  line  with  corporate  vision  and  organisational  objectives  (Kliatchko,  2005).    He  also  
introduces  the  pillars  of  IMC  (audience-­‐focused,  channel-­‐centred  and  results-­‐driven)  whereby  
activities  should  be  directed  towards  the  relevant  public  to  whom  it  is  directed;  there  must  be  an  
integrated  approach  towards  planning  and  managing  touch-­‐points  and  all  programmes  should  be  
measurable  and  accountable  in  accordance  with  business  objectives  (Kliatchko,  2005).  
 

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According  to  Don  Schultz  (2004)  his  explanation  of  IMC  states  that:    
 
“Integrated  marketing  communication  is  a  strategic  business  process  used  to  plan,  develop,  
execute  and  evaluate  coordinated,  measurable,  persuasive  brand  communications  programs  
over  time  with  consumers,  customers,  prospects,  employees,  associates  and  other  targeted,  
relevant  external  and  internal  audiences.  The  goal  is  to  generate  both  short-­‐term  financial  
returns  and  build  long-­‐term  brand  and  shareholder  value  (Schultz,  2004)."      
 
Schultz,  an  original  pioneer  in  the  field  of  IMC  argues  that  the  true  definition  must  fit  what’s  driving  
the  current  marketplace,  it  should  reflect  all  audiences  that  are  part  of  the  process,  describe  the  
importance  of  metrics  and  measurement,  and  stress  the  strategic  view  of  marketing  communications.    
It  will  not  last  forever  but  will  continually  change  and  evolve  as  IMC  does  (Schultz,  2004).  
 
Similarly  the  American  Marketing  Association  (AMA)  defines  IMC  as:    
 
“A  planning  process  designed  to  assure  that  all  brand  contacts  received  by  a  customer  or  
prospect  for  a  product,  service,  or  organization  are  relevant  to  that  person  and  consistent  
over  time  (AMA,  2013)”.      
 
Although  lacking  any  mention  of  accountability  towards  IMC  activities,  the  AMA’s  definition  does  
follow  the  same  message  as  Kliatchko  and  Schultz  whereby  IMC  should  be  seen  as  a  continual  process  
for  maximising  brand  engagement  with  stakeholders,  ensuring  relevance  and  consistency  over  time.  
 
Whilst  the  debate  on  defining  IMC  is  likely  to  endure,  what  is  important  is  that  marketers  and  
academics  continue  to  adapt  and  redefine  the  concept  of  IMC  in  line  with  contemporary  business  
strategies,  technological  advances  and  market  trends.    
 

3.1 The  Importance  of  IMC  

 
Based  on  the  numerous  definitions  of  IMC,  it  is  clear  that  integrated  marketing  communications  is  an  
important  concept  between  academics  and  marketers  equally.    For  academics,  the  relative  infancy  of  
IMC  combined  with  a  rapidly  changing  communications  environment,  shows  the  importance  for  
researchers  to  undertake  ongoing  enquiry  towards  the  foundation  of  modern  theoretical  perspectives  
on  the  concept,  so  as  to  improve  marketing  strategies  for  practitioners  (Kitchen,  Brignell,  Tao,  &  
Jones,  2004).    
 

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In  order  to  develop  effective  and  efficient  marketing  programs  that  project  a  consistent  and  unified  
message  for  consumers,  marketers  are  increasingly  adopting  an  IMC  approach  in  order  to  achieve  
their  marketing  communications  objectives.    According  to  Belch  &  Belch  (2012),  marketers  
understand  the  importance  of  strategically  integrating  communications  functions  in  a  continually  
changing  external  environment;  particularly  with  the  advent  of  modern  technology,  frequent  shifts  in  
consumer  attitudes  and  media  consumption  behaviour.    Furthermore,  by  integrating  marketing  
communications  activities  as  a  whole,  marketers  are  able  to  achieve  more  in  terms  of  value  for  a  
brand  than  operating  functions  separately  (Belch  &  Belch,  2012).    Several  explanations  regarding  the  
growing  importance  of  IMC  strategies  are  analysed  and  discussed  below.  
 
Increasing  Touch  Points  
 
Traditional  mass  media  channels  such  as  radio,  print  and  television  are  still  widely  used  
communication  vehicles  to  engage  with  audiences  when  advertising  products,  services,  and  brands.    
However,  consumers  today  are  increasingly  touching  and  interacting  with  brands  in  such  a  diverse  
variety  of  methods  beyond  this  (Renzie,  2008).    More  and  more  consumers  are  now  responding  to  
word  of  mouth,  internet  and  mobile  applications,  online  social  media  platforms,  celebrity  
endorsements  and  direct  marketing  activities  just  to  name  a  few  (Belch  &  Belch,  2012).    It  is  up  to  
marketers  to  understand  the  activities  and  behaviour  of  today’s  consumers  in  order  to  achieve  
maximum  penetration  of  key  touch  points.    
 
Widespread  Internet  &  Mobile  Engagement  
 
With  the  explosion  in  mobile  and  online  media  technologies,  and  the  ability  for  marketers  to  narrowly  
target  consumer  interests,  interacting  and  connecting  with  consumers  extends  far  beyond  Internet  
capabilities  of  the  past  (Renzie,  2008).    According  to  Belch  &  Belch  (2012),  marketers  are  now  able  to  
communicate  with  their  consumers  at  all  times  through  mobile  applications  and  text  messaging;  
search  engine  advertising  including  Google  and  Bing;  social  networking  sites  such  as  Facebook  and  
YouTube;  and  targeted  programs  on  cable  television  and  video  on  demand;  blogs  and  company  
websites.      
 
Concentrated  Media  
 
Historically,  developing  communications  strategies  through  the  use  of  traditional  mass  media  
channels  used  to  be  enough  to  engage  with  consumer  audiences.    Belch  and  Belch  (2012)  point  out  
that  due  to  the  proliferation  of  media  and  fragmentation  of  audiences,  consumers  are  increasingly  
becoming  tired  of  the  bombardment  of  sales  messages,  are  less  responsive,  and  have  shorter  
attention  spans  towards  traditional  advertising.    Marketers  have  recognised  that  in  order  to  combat  

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adverse  consumer  attitudes  towards  advertising,  they  have  to  bring  their  messages  to  consumers  in  
different  ways  (Belch  &  Belch,  2012).    Consumers  are  now  responding  to  more  specialised  and  
concentrated  media  platforms  with  magazines  that  cater  to  sports  fans  and  garden  enthusiasts;  cable  
television  and  TV  on  demand;  podcasts,  viral  videos  and  blogging  networks  (Renzie,  2008).  
 

3.2 The  relationship  between  brand  strategy  and  IMC  

 
Branding  expert  Kevin  Keller  (2008),  states  that  integrated  marketing  communications  plays  a  major  
role  in  the  process  of  developing  and  sustaining  brand  identity  and  equity.    According  to  his  customer-­‐
based  brand  equity  model,  marketing  activities  can  contribute  to  a  brands  awareness  by  connecting  
key  brand  associations  within  consumers  minds;  thus  creating  positive  judgements  or  feelings  for  
consumers  and  ultimately  a  stronger  consumer-­‐brand  connection  and  brand  resonance  (Keller,  2008).    
Keller  postulates  that  the  key  to  building  and  maintaining  a  brands  equity  is  to  create  well-­‐known  
brands  that  have  strong,  favourable,  and  unique  associations  in  the  minds  of  consumers  (Keller,  
2008).  
 
According  to  Madhavaram,  Badrinarayanan,  &  McDonald  (2005)  IMC  has  the  ability  to  make  firms  
more  efficient  and  effective  in  communicating  with  consumer  audiences,  allowing  them  to  achieve  
superior  financial  performance  through  increased  brand  equity.    They  believe  that  IMC  and  brand  
identity  strategies  form  critical  components  towards  a  company’s  overall  brand  equity  strategy    
(Madhavaram  et  al.,  2005).    Furthermore,  Madhavaram  et  al.  (2005)  suggest  that  brand  identities  are  
key  influencers,  and  should  guide  IMC  initiatives  in  an  effort  to  develop  and  maintain  customer-­‐based  
brand  equity.    In  essence,  by  clearly  and  consistently  communicating  a  brand,  marketers  can  ensure  a  
more  collaborative  and  effective  IMC  program  (Madhavaram  et  al.,  2005)  
 
Integrated  marketing  communications  has  allowed  the  Nike  brand  to  engage  with  consumers  
amongst  multipe  touch  points;  in  an  effort  to  develop  and  sustain  its  brand  identity  and  equity.  For  
example,  endorsements,  advertising  and  experience  focused  retailing  are  key  communication  
channels  for  the  company  in  order  to  enrich  its  brand  image  and  awareness  (UK  Essays,  2013).    
Celebrity  endorsements  with  athletes  such  as  Michael  Johnson,  Tiger  Woods,  and  Michael  Jordan  
allow  Nike  to  capitalise  on  the  idolised  view  of  famous  athletic  heroes,  thus  associating  Nike  as  a  
successful,  superior,  and  top  performing  brand  (Coucha,  2011).    In  terms  of  advertising,  the  famous  
“swoosh”  logo,  utilised  across  all  touch  points  from  print  advertising  to  product  design,  accounted  for  
a  99%  increase  in  sales  of  apparel  throughout  2006,  based  on  the  powerful  brand  equity  created  
through  Nike’s  IMC  strategies  (Goldman  &  Papson,  1998).  
 

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4 IMC  process  and  implementation  

 
Belch  &  Belch  (2012),  state  that  in  developing  an  integrated  marketing  communications  strategy,  
marketers  must  combine  various  promotional-­‐mix  elements  and  balance  the  strengths  and  
weaknesses  of  each  to  produce  a  successful  marketing  program.    To  begin  this  process,  marketers  
adopt  the  use  of  an  integrated  marketing  communications  plan  that  details  the  structure  for  
developing,  implementing,  and  controlling  the  company’s  overall  IMC  program  (Belch  &  Belch,  2012).  
 
According  to  Belch  &  Belch  (2012),  the  IMC  planning  process  must  begin  with  a  review  of  the  existing  
marketing  plan  in  order  to  ensure  that  marketers  understand  the  existing  position  of  the  company  
and  its  strategic  objectives.    Secondly,  marketers  must  undertake  a  promotional  program  situational  
analysis,  whereby  an  internal  and  external  assessment  of  factors  that  may  influence  the  overall  
promotional  strategy  are  analysed  (Belch  &  Belch,  2012).    It  is  important  that  examination  of  the  
existing  communications  process  is  also  undertaken  to  determine  how  the  company  is  able  to  
communicate  with  it’s  potential  consumers  (Belch  &  Belch,  2012).    Following  these  steps,  
development  of  the  IMC  program  is  also  carried  out  delineating  what  promotional-­‐mix  elements  are  
to  be  included,  their  importance,  and  coordination  with  one  another.    Here  key  decisions  must  be  
made  as  to  what  type  of  advertising  appeal  is  going  to  be  used  and  the  creative  executional  style  with  
which  to  convey  the  message  (Belch  &  Belch,  2012).    
 
The  Nike  Plus  campaign  launched  by  the  company  is  2006,  provides  an  ideal  insight  into  the  Nike’s  
typical  IMC  processes  and  methods.    An  analysis  and  review  of  Nike’s  overall  strategic  marketing  plan  
indicated  the  need  for  the  company  to  increase  sales  of  their  running  footwear  and  apparel.    In  
addition,  the  company  was  eager  to  generate  interest  for  their  Nike  Plus  Human  10K  Race  event  held  
in  25  cities  worldwide  on  August  31,  2008  (Zazo  &  Seiz,  2013).    A  situational  analysis  was  undertaken  
including  a  review  of  their  budget  and  internal  capabilities  to  determine  the  company’s  position  
compared  to  industry  competitors  within  the  running  shoe  market  (Zazo  &  Seiz,  2013).    Furthermore,  
various  elements  of  the  companies  existing  communication  processes  were  also  reviewed  to  
determine  any  potential  weaknesses  Nike  had  in  engaging  with  consumers  (Zazo  &  Seiz,  2013).    This  
allowed  the  company  to  segment  and  target  their  potential  consumers,  which  included  establishing  
engagement  with  serious  athletes  as  well  as  appealing  to  runners  who  were  new  to  the  sport  (Zazo  &  
Seiz,  2013).    Promotional-­‐mix  decisions  surrounding  how  to  connect  with  consumers  were  made  and  
respective  touch  points  for  the  campaign  included  the  10K  running  event,  multiple  media  platforms  
such  as  TV,  print,  radio  and  online.    The  company  also  coordinated  point  of  sale  merchandise,  to  
feature  prominently  within  their  Nike  Town  stores  (Zazo  &  Seiz,  2013).  
 

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5 IMC  as  a  business  process  

 
As  has  been  discussed  within  this  report,  IMC  is  more  than  just  a  marketing  activity  it  is  a  strategically  
managed  business  process,  coordinated  in  an  effort  to  achieve  organisational  goals  and  objectives    
(Madhavaram  et  al.  2005).    The  strategic  nature  and  importance  of  IMC,  facilitates  the  need  to  track  
and  monitor  the  effectiveness  of  all  activities  within  an  IMC  promotional  program.    
 
With  a  growing  emphasis  on  the  accountability  and  continuous  improvement  of  marketing  activities  
and  strategies,  marketers  must  understand  the  effectiveness  of  their  IMC  campaigns  in  an  effort  to  
determine  what  options  are  working  and  what  needs  to  be  improved  (Belch  &  Belch,  2012).    
Measuring  the  effectiveness  of  tactics  both  before  and  after  implementation,  provides  a  number  of  
advantages  to  marketers:  
 
Sidestepping  costly  mistakes  –  if  IMC  programs  are  struggling  to  achieve  their  objectives,  
marketing  managers  need  to  be  aware  so  they  can  stop  spending  money  on  wasted  activities.    
Not  only  does  this  save  money,  but  also  prevents  loss  of  the  possible  gain  that  could  be  achieved  
from  an  effective  IMC  program  (Belch  &  Belch,  2012).  
 
Alternative  strategies  –  Marketers  generally  have  a  number  of  alternative  strategies  under  
consideration.    With  the  assistance  of  research,  marketers  are  able  to  determine  which  
strategies  are  likely  to  be  the  most  effective  for  their  intended  audience  (Belch  &  Belch,  2012).  
 
Improving  the  efficiency  of  advertising  –  Conducting  research  helps  marketers  to  develop  more  
effective  and  efficient  marketing  communications  that  their  audience  is  likely  understand  and  
resonate  with  (Belch  &  Belch,  2012).    
 

6 Conclusion  
 
When  executed  effectively  integrating  marketing  communications  provides  a  valuable  tool  for  
communicating  with  internal  and  external  audiences.    The  IMC  concept  helps  marketers  to  streamline  
and  maximise  the  communication  process,  aids  marketers  in  achieving  their  strategic  marketing  
objectives  and  contributes  to  the  development  and  strengthening  of  brand  identity  and  equity.    IMC  
as  a  business  process  guides  marketers  towards  making  improved  promotional-­‐mix  decisions  and  is  
valuable  in  helps  to  maximise  potential  returns  on  investment.  
 

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Naomi-­‐Jane  Scroggins  
 

Based  on  this  assessment  of  Nike’s  marketing  activities  it  is  clear  to  see  that  IMC  plays  a  key  role  
towards  improving  value  for  the  company.    Strategies  are  carefully  developed  to  integrate  with  and  
create  dialogue  with  consumers  through  a  variety  of  important  touch  points.    These  strategies  not  
only  serve  to  benefit  the  continued  sales  and  success  for  the  company  but  are  also  designed  to  form  a  
strong  bond  with  athletic  consumers,  building  on  and  maintaining  the  brand’s  identity  and  equity.      
 

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