ASSIGNMENT 1 FRONT SHEET

Qualification BTEC Level 4 HND Diploma in Business

Unit number and title Unit 1: Business and Business Environment

Submission date 30/09/2020 Date Received 1st submission

Re-submission Date Date Received 2nd submission

Student Name Vu Ngoc Linh Student ID GBH200283

Class GBH0908 Assessor name Trang Thu Do

Student declaration

I certify that the assignment submission is entirely my own work and I fully understand the consequences of plagiarism. I understand that
making a false declaration is a form of malpractice.

Student’s signature Linh

Grading grid

P1 P2 P3 M1 M2 D1

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 Summative Feedback:  Resubmission Feedback:

Grade: Assessor Signature: Date:

Internal Verifier’s Comments:

Signature & Date:

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Table of Contents
Introduction .................................................................................................................................................................. 4
P1. Type and Purpose ................................................................................................................................................... 4
1. Type: ..................................................................................................................................................................... 4
2. Purpose: ................................................................................................................................................................ 7
2.1. Vision: ............................................................................................................................................................ 7
2.2. Mission: .......................................................................................................................................................... 7
2.3. Core Value:..................................................................................................................................................... 8
2.4. Goals: ............................................................................................................................................................. 8
3. Objectives: ............................................................................................................................................................ 8
3.1. Economic Objectives: ..................................................................................................................................... 8
3.2. Social Objectives: ......................................................................................................................................... 16
P2. Size and Scope: ..................................................................................................................................................... 17
1. Size: ..................................................................................................................................................................... 17
1.1. Analyze the balance sheet: .......................................................................................................................... 17
(M) DEEPER ANALYZE: ................................................................................................................................................ 22
2. Scope:.............................................................................................................................................................. 24
(M) DEEPER ANALYZE: ................................................................................................................................................ 26
P3. Organizational structure and functions: ............................................................................................................... 28
1. Structure: ............................................................................................................................................................ 29
2. Function: ............................................................................................................................................................. 30
(M) Advantages and Disadvantages of Nike’s Organizational Structure: ................................................................... 34
Conclusion:.................................................................................................................................................................. 36
References .................................................................................................................................................................. 38

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Introduction
This report provided by a business analyst at Well Wells Fargo, a US multinational financial services
company will demonstrate specifically about NIKE company including type, purpose, size, scope, firm
structure and function. NIKE Inc. engages in the design, development, marketing, and sale of athletic
footwear, apparel, accessories, equipment, and services. It operates through the following segments:
North America; Europe, Middle East & Africa; Greater China; Asia Pacific & Latin America; Global Brand
Divisions; Converse; and Corporate. The North America; Europe, Middle East & Africa; Greater China; and
Asia Pacific & Latin America segments refers to the design, development, marketing, and selling of athletic
footwear, apparel, and equipment. Nike, Inc., formerly (1964–78) Blue Ribbon Sports, American
sportswear company headquartered in Beaverton, Oregon. It was founded in 1964 as Blue Ribbon Sports
by Bill Bowerman, a track-and-field coach at the University of Oregon, and his former student Phil Knight.
They opened their first retail outlet in 1966 and launched the Nike brand shoe in 1972. The company was
renamed Nike, Inc., in 1978 and went public two years later. By the early 21st century, Nike had retail
outlets and distributors in more than 170 countries, and its logo—a curved check mark called the
“swoosh”—was recognized throughout the world.

P1. Type and Purpose

1. Type:
This capture from Nike Inc, Annual Report 2019 illustrates that the dividends that are distributed to
shareholders had increased from 0.18 million to 0.20 million after a year. This company also has a specific
data of net income, for example, as can be seen from the chart below, the net income had gone up from
950 million in 2018 to 1092 million in 2019. Obviously, Nike Inc, is a profit organization.

Most of the big companies are Public Limited companies, including multinationals (Samsung, Coca-Cola,
Microsoft, etc.) and Nike is not an exception. Nike's stock was launched to the public markets in an initial
public offering (IPO) on December 2, 1980 and the stock code is NKE. According to the chart below, in 1980
$1,000 would have bought 5,555 shares. After stock splits an investor would have 711,040 shares for a
total value of $52,154,783. Nike began paying a quarterly cash dividend in 1984. Since 2004, the company
has also been steadily increasing the dividend on an annual basis. In the TTM through October 2018, Nike

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has paid 77 cents per share in dividends. In conclusion, Nike Inc, is a Public Limited company (Buehler,
2018).

The charts are captured from Yahoo Finance https://finance.yahoo.com/quote/NKE?p=NKE

Nike declared a quarterly dividend of $0.245 per share, or $0.98 annualized. The dividend will be payable
on October 1, 2020, to stockholders of record on August 31, 2020, with an ex-dividend date of August 28,
2020. The annual yield on the dividend is 1%. Nike also declared a quarterly dividend of $0.245 per share,
or $0.98 annualized. The dividend was payable on April 1, 2020, to stockholders of record on March 2,

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2020, with an ex-dividend date of February 28, 2020. The annual yield on the dividend was 0.9 %. As can
be seen from the pictures above, the dividend rate is so outstanding and show us the whole picture of a
worth-working company. This company is truly profitable and the data is just enough to show such thing.

The graph below from Yahoo Finance will indicate shareholders of Nike Inc, with the specific data for
references (Nike Inc, 2020)

Institutional investors hold the majority of Nike's shares at about 86.84% of total shares outstanding, with
3 outstanding shareholders standing right on top of the chart, Vanguard Group with 150.170.585 shares,
Blackrock with 95.685.586 shares and State Street Organization with 59.189.236 shares.

➔ Nike Inc, is also a private-owned company with the large number of shareholders.
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2. Purpose:
2.1. Vision:
Nike’s vision statement is “do everything possible to expand human potential.” Although precisely crafted,
this statement shows that the company does not limit itself to certain strategies in ensuring it gives its
customers the best there is in the world of sports. The picture portrayed by this vision statement is that
Nike does not settle for normal, instead, the company goes for the most dynamic, simple, yet incredibly
efficient designs with worthwhile impacts on the users. In accordance with this observation, the following
characteristics relate to this vision statement. Here are 3 main visions: Improvement of lives, Exceeding
expectations and Expanding human potential (Nike Inc, 2020).

2.2. Mission:
Nike mission statement is “to bring inspiration and innovation to every athlete in the world.” This
statement focusses on the influence that Nike has in the sports sector. It specially resounds the ability of
this company to stimulate and turn athletes into their best versions. In fact, it also hints that this is what
athletes who want to be clutch should look out for (Nike Inc, 2020).

Some of the components related to this mission statement include:

Bringing inspiration: To satisfy this component, Nike has been on the front row when it comes to
motivating its customers how it knows best – providing them with comfortable footwear and apparel.
Additionally, the company understands the importance of looking the part, and this motivates their desire
to excel. For instance, its wide range of sportswear gives an impression of what this is exactly all about.
After that is Innovation: The reason Nike has remained at the top in this game narrows down to its
unrelenting clamor for coming up with the most versatile, aesthetically appealing and most of all
dependable products. It does this by engaging the most creative minds in its team of experts to advance
its innovative agenda when launching any products in the market. In fact, the house of innovations
showcases lots of artifacts and facts that prove the commitment of the company to innovations in the
sports sector. With Global presence: In this element, Nike shows that it is a company that wants its
presence felt everywhere. The desire to meet this component explains the diversification tactics of the
company to include different products targeting athletes across the globe. For instance, Nike has initiated
signature initiatives that look to grow sports talents across the globe (Nike Inc, 2020).

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2.3. Core Value:
Nike’s core values include “inspiration, innovation, every athlete in the world, authentic, connected, and
distinctive.” These values define what Nike holds dear in its quest to become the best there is (Nike Inc,
2020).

Nike stresses on the need to maintain top inspiration among its employees to ensure they design and
produce innovation-driven products that are not only authentic but also those that meet the needs of all
athletes irrespective of where they are in the world. In this way, the company satisfies the demands of its
first to fourth values. The company also emphasizes building relationships with everyone it comes in
interacts with, something that makes everything about the company unique. (Nike Inc, 2020)

2.4. Goals:
The goal for Nike is believing in the partnerships formed valuing the opportunity to work together with all
stakeholders in the apparel industry and to share best practices. Nike has built a stronger relationship with
the U.K. and European governments by considering legislation that will form the future of the clothing
industry in areas such as recycling, environmental labeling, consumer awareness, and sustainability. Nike
supports the goal of partnerships that bring solutions to enhance sustainability throughout its supply chain
and helping the world (Nike Inc, 2020).

➢ In conclusion, Nike's mission, vision, values, and goals take on the responsibility living up to these
stated purposes. Working together to provide inclusiveness, and diversity inventing ways for people,
products and profit to thrive for the Nike organization. Creating systems that work together with
partners to rethink, reshape, and analyze challenges. Each component builds upon the other to
accomplish primary reasons that Nike exists, for the athlete, the planet and to profit (Nike Inc, 2020).

3. Objectives:
3.1. Economic Objectives:

3.1.1. Revenue:
The Company updated its projected long-term growth plans in the NIKE Brand geographies through fiscal
2020. For its developing geographies (Emerging Markets, Greater China, and Central & Eastern Europe),
the Company stated it expects to grow at a low double-digit average annual growth rate for the next five

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years. The Company expects its Emerging Markets geography to grow at a low double-digit average
annual growth rate and for Greater China to grow at a mid-teens growth rate over the next five years,
reaching $6.5 billion in revenue by the end of fiscal year 2020. The Company provided an overview of its
plans to drive growth in its NIKE Brand Direct to Consumer (DTC) operations. Driven by its digital
business as well as inline and factory stores, the Company now anticipates achieving $16 billion in
revenue by the end of fiscal year 2020. Over the next five years incremental growth in DTC revenues is
expected to be driven by e-commerce sales, which are projected to grow to $7 billion. The Company also
expects to drive wholesale growth in the mid-to-high single-digit range over the next 5 years. The
Company expects its Women’s business to reach $11 billion in revenue by the end of fiscal year 2020. It
expects the Running category to grow to $7.5 billion by the end of fiscal year 2020. The Jordan Brand,
which will be reported separately from the NIKE Basketball category going forward, is expected to nearly
double in size, to $4.5 billion, by the end of fiscal year 2020 (Nike Inc, 2020). Here is the specific data for
Nike’s primary financial objectives through the end of fiscal 2020.

3.1.2. Product Development:

At Nike, the belief that “if you have a body, you are an athlete” isn’t just an affirmation of human potential.
The phrase also spurs the design process — helping teams innovate, create and envision bold solutions.
Few years have witnessed the breadth of this truth like 2019. In fact, the most memorable products of the

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year speak to an essential quest to bring innovation, and thus inspiration, to all. From the fields of France
to the hallways of our local hospital, here are the ideas that soared in 2019 (Nike Inc, 2019).

• Designing for the Female Footballer:

The tournament in Paris this summer didn't just signal a tipping point for women's football. It also marked
the occasion to unveil a new women’s specific fit for the 14 Nike Federations, a dialogue three years in the
making between Nike designers and some of the world’s best players (Nike Inc, 2019).

This picture is originally captured from the website of Nike (Nike Inc, 2019).

• Growing FlyEase from the Ground Up:

Created for athletes with physical disabilities, along with those who want an easy on-off option, the Air
Zoom UNVRS arose from the principles of FlyEase, enabling all athletes to compete and play in sport
regardless of physical capacity or dexterity. The shoe was worn by Washington Mystics forward Elena Delle
Donne, who passionately led the concept as a result of her experience with her sister, Lizzie, who lives
with disabilities. The FlyEase platform expanded to the Jordan Brand in October and entered the gridiron
with a special-edition FlyEase Football Cleat for defensive end Shaquem Griffin of the Seattle Seahawks
(Nike Inc, 2019).

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 FlyEase design is defined by three criteria: it must be easy to open and close, it must be easy to put on
and take off and it must accommodate different foot shapes (Nike Inc, 2019).

• Making Fast Even Faster:

In July, the undertaking of the Zoom Vaporfly 4% moved forward with the introduction of the ZoomX
Vaporfly NEXT%. The line is an example of how product design can capture the fascination of an entire
sporting community and, more broadly, inspire new benchmarks of athletic potential (Nike Inc, 2019).

On October 12, when marathoner Eliud Kipchoge broke the two-hour record, he wore a future edition of
Nike's NEXT% marathon shoe (Nike Inc, 2019).

• Refining Fit and Feel Through Platforms:

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In January, Nike’s uncompromising dedication to progressing fit was demonstrated by the debut of a new
advanced power-lacing system, Nike Adapt, that first appearing in the Nike Adapt BB. The technology
evolved out of the vision of the Nike HyperAdapt 1.0, and is a first step toward intelligent product. The
Adapt Huarache, which launched in August, extends the premise of the platform to all-day city wear. Nike
Joyride, a proprietary cushioning innovation, released in July. The system, created on a footbed made of
TPU bead pods, allows the foam to expand in all directions. The benefits of Joyride apply to shoes designed
for running, sportswear and young athletes, bringing a new range of runners into the fold by showing them
that the sport isn’t all gassed lungs (Nike Inc, 2019).

Thousands of beads work together in the Nike Joyride cushioning system to provide an unexpectedly fun
experience underfoot (Nike Inc, 2019).

• Creating for All Sport Communities:

An awareness of the cultural and physical implications of swim for women was the starting point for the
Nike Victory Swim, a collection with full-coverage options that brings innovation to modest swimwear
(Nike Inc, 2019).

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 The Nike Victory Swim Collection serves all women who want to swim, dive and experience the bliss of
water without reservation (Nike Inc, 2019).

• Honoring Real-Life Superheroes:

Workers in the healthcare field, spending upward of 12 hours a day on their feet in fast-paced settings,
were the focus for the new Air Zoom Pulse. With its vocation-specific design, the shoe gifts the wearer a
non-slip outsole for wet surfaces, an entry point that’s easy to step into and more (Nike Inc, 2019).

In 2019, the six kid designers from Doernbecher Freestyle presented custom designs of the Air Zoom
Pulse to their hospital staff. The picture above was designed by Kahleah Corona of Richland, Washington
(Nike Inc, 2019).

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3.1.3. Diversification:
Diversification is major tool of corporate level strategies. Accordingly, there are different levels of
diversification. Nike products are the typical example moderate-high, related constrained diversification.
It means that around 70% of revenues come from major business fields, all businesses share product,
technological, and distribution linkages. Indeed, Nike has its major products that yield biggest share of
income: Apparel and shoes. However, there are numerous different products which constitute around 35
% of company income. For dominant and minor products company uses same distribution channels,
technological and other resources (Mathew, 2019).

As management describes in annual rapport “Our primary product focus is athletic footwear designed for
specific-sport and/or leisure use(s). We also sell athletic apparel carrying the same trademarks and brand
names as many of our footwear lines. Among our newer product offerings, we sell a line of performance
equipment under the Nike brand name that includes sport balls, timepieces, eyewear, skates, bats, and
other equipment designed for sports activities. In addition, we utilize the following wholly-owned
subsidiaries to sell additional sports-related merchandise and raw materials: ColeHaan Holdings Inc., Nike
Team Sports, Inc., Nike IHM, Inc., and Bauer Nike Hockey Inc.” (PARKER, 2019)

There are some most popular product categories below:

Running, Basketball, Cross-Training, Outdoor Activities, Tennis, Golf, Soccer, Baseball, Football, Bicycling,
Volleyball, Wrestling, Cheerleading, Aquatic Activities, Auto Racing, Other athletic and recreational use.

3.1.4. Brand name:

In Greek mythology, Nike is the Winged Goddess of Victory. The logo is derived from goddess' wing,
‘swoosh’, which symbolizes the sound of speed, movement, power and motivation (Times, 2017).

Nike frequently appears in discussions about branding, because of its strong history of creating a
sustainable image in the athletic space. Although the Nike “swoosh” brand mark cost the business less
than $50 when they first had it designed, it’s gone onto be one of the most recognized images in the
world. Today, people no longer need the iconic “Nike” name to recognize a Nike product. The swoosh is
enough to tell someone everything he/she needs to know about the organization. In one simple shape,

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Nike has conveyed all the fitness, athleticism and versatility of their company, making the swoosh a truly
powerful symbol in the consumer world (Peate, 2019).

3.1.5. Return on Equity:

This chart is based on selected financial data in 2019 Nike Annual Report (Nike Inc, 2019).

• NIKE's latest twelve months return on common equity is 29.2% (Nike Inc, 2019).
• NIKE's return on common equity for fiscal years ending May 2016 to 2020 averaged 30.9% (Nike
Inc, 2019).
• NIKE's operated at median return on common equity of 30.1% from fiscal years ending May 2016
to 2020 (Nike Inc, 2019).
• Looking back at the last five years, NIKE's return on common equity peaked in May 2019 at 42.7%
(Nike Inc, 2019).
• NIKE's return on common equity hit its five-year low in May 2018 of 17.4% (Nike Inc, 2019).

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 • NIKE's return on common equity decreased in 2018 (17.4%, -49.4%) and 2020 (29.7%, -30.5%) and
increased in 2016 (30.1%, +8.3%), 2017 (34.4%, +14.1%) and 2019 (42.7%, +145.7%) (Nike Inc,
2019).

3.1.6. Growth and Development:

Nike continues to develop new technologies, and it simultaneously focused on the design of innovative
products incorporating such technologies throughout our product categories. Using market intelligence
and research, its various design teams identify opportunities to leverage new technologies in existing
categories responding to consumer preferences. The proliferation of NIKE Air, Lunar, Zoom, Free, Flywire,
Dri-Fit, Flyknit, Flyweave, ZoomX, React, Adaptive and NIKE+ technologies, among others, throughout our
Running, NIKE Basketball, Jordan Brand, Football (Soccer), Training and Sportswear categories typifies the
dedication to designing innovative products (Nike Inc, 2019).

3.2. Social Objectives:

3.2.1. Moving the World Forward, Starting with Kids:

Community has always been at the core of who we are and what we do. We make investments and work
with partners and employees around the world to help promote equality, level the playing field for all
and provide play- and sport-based programs to kids. Because we know that active kids do better in all
aspects of their lives. And making play and sport more accessible and approachable across the globe will
allow everyone to reach their greatest potential — both on the court (or field or track) and off (Nike Inc,
2019).

3.2.2. Getting Kids Moving:

Only 1 in 5 kids globally gets the physical activity they need, and girls are less active than boys. That’s
why we’ve made a commitment, through Made to Play, to get kids moving. We make investments and
work with partners around the world to provide play- and sport-based programs to 17 million kids (Nike
Inc, 2019).

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3.2.3. Committing to Communities:
Together with our employees and 90+ community partners — schools and local organizations — around
the world, we’re investing in solutions and taking strides to create positive, lasting change (Nike Inc,
2019).

3.2.4. Engaging Our Employees:

Nike employees around the world continue to share their passion for sport and giving, bringing their
purpose to life in their communities. We’re proud to support their efforts (Nike Inc, 2019).

P2. Size and Scope:

1. Size:
1.1. Analyze the balance sheet:
The balance sheet provides creditors, investors, and analysts with information on company’s resources
(assets) and its sources of capital (its equity and liabilities). It normally also provides information about
the future earnings capacity of a company’s assets as well as an indication of cash flows that may come
from receivables and inventories. Here is the balance sheet from 2019 Nike Annual Report (Nike Inc,
2019).

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1.1.1. Assets:

Assets are resources controlled by the company as a result of past events and from which future economic
benefits are expected to flow to the entity. Overall, as can be seen from the chart above, here are some
short summaries:

• Current assets:

Cash and equivalents which include short-term investments, accounts receivable, net, inventories and
prepaid expenses and other current assets has increased from $4243 in 2018 to $4466 in 2019. Three
categories all experience an increase after 1 year. Specifically, account receivable, net has increased from
$3498 in 2018 and $4272 in 2019; the data of inventories also expected an increase from $5261 in 2018
to $5622 in 2019; prepaid expenses and other current assets also reaches an amount of $1968 after a year.

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In contrary, short-term investment has experienced a downward trend with only $197 in 2019 while it had
$996 in 2018 (Nike Inc, 2019).

• Total current assets:

Overall, the total current assets have increased throughout the year, from $15134 in 2018 to $16525 in
2019. Specifically, the amount of money in identifiable intangible assets net, and deferred income taxes
and other assets has slightly decreased to $283 and $2011 respectively. Only the Goodwill category
remains unchanged with $154 in both year and property, plant and equipment, net has experienced an
upward trend, from $4454 in 2018 to $4744 in 2019 (Nike Inc, 2019).

1.1.2. Liabilities:
• Current liabilities:

As can be seen from the graph, the current portion of long-term debt remains stable with $6. Notes
payable violently decreased from $336 in 2018 to $9 in 2019. Meanwhile, the data of account payable,
accrued liabilities and income taxes payable after a year all experienced an increase to $2612, $5010, $229
respectively (Nike Inc, 2019).

• Total current liabilities:

Generally, it has increased from $6040 in 2018 to $7866 in 2019. Long-term debt slightly decreased from
$3468 in 2018 to $3464 in 2019, while the data of deferred income taxes and other liabilities saw a growth
from $3216 in 2018 to $3347 in 2019 (Nike Inc, 2019).

1.1.3. Equity:

Overall, shareholders’ equity has reduced from $9812 in 2018 to $9040 in 2019 (Nike Inc, 2019).

➔ In conclusion, the number of liabilities is different from equity. Whilst the data of total liabilities saw
an upward trend, the data of equity fell off (Nike Inc, 2019). From all, we can conclude that Nike Inc,
belong to the category of large company.
1.2. Number of Labor:

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1.2.1. Number of employees:

As of May 31, 2019, NIKE had approximately 76,700 employees worldwide, including retail and part-time
employees. Management is committed to maintaining an environment where all NIKE employees have the
opportunity to reach their full potential. None of the employees are represented by a union, except for
certain employees in the APLA geography, where local law requires those employees to be represented
by a trade union. Also, in some countries outside of the United States, local laws require employee
representation by works councils (which may be entitled to information and consultation on certain
Company decisions) or by organizations similar to a union. In certain European countries, NIKE is required
by local law to enter into and/or comply with industry-wide or national collective bargaining agreements.
NIKE has never experienced a material interruption of operations due to labor disagreements (Nike Inc,
2019).

Specific chart of employees in Nike Inc, (Nike Inc, 2019).

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1.2.2. Labor Structure:
• Age: Nike specifically and directly forbids the use of child labor in facilities contracted to make Nike
products. The Nike Code of Conduct requires that workers must be at least 16 years of age, or past
the national legal age of compulsory schooling and minimum working age, whichever is higher. The
requirements also specify that workers between the ages of 16 and 18 cannot be employed in
positions which may be hazardous such as working with chemicals or heavy machinery, nor can they
work at night. Our Code of Conduct age requirements exceed those of the International Labor
Organization (15 years of age, and 14 years of age in some developing countries) (Nike Inc, 2019).

• Gender: The majority of workers involved in the global production of apparel and footwear are
women. Many of those women have unique vulnerabilities relative to their male peers and can
therefore be at risk for exploitation and abuse. Nike has long recognized these risks and has specific
standards to protect women workers. Our requirements for suppliers include equal pay for equal
work, safe work in connection to pregnancy, childbirth and nursing, prohibitions on discriminatory
pregnancy testing or forced use of contraception, and provision of maternity benefits (Nike Inc, 2019).

• Qualification: Nike continues to prioritize recruiting the best and brightest talent – to bring in critical
capabilities, support our company’s continued growth, build our pipeline of talent, and diversify our
workforce (Nike Inc, 2019).

➔ Nike has been recognized three times by FORTUNE magazine on its “100 Best Companies To Work
For” list for employee benefits like paid sabbaticals, on-site childcare, and a 50 percent discount on
company products, as well as for corporate responsibility efforts in addressing conditions in overseas
contract factories (UKessays, 2011). These qualifications above for an employee to work in Nike are
enough to give a hand to create a sustainable brand like Nike.

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(M) DEEPER ANALYZE:
Both size and labor of Nike have given us the whole picture of a successful company. The revenue chart
given above (in the Size part) shows that this company is truly profitable and here is the Nike’s revenue
worldwide graph throughout 15 years, from 2005 to 2020 (Statista, 2020).

Overall, the profitable monetary of Nike has been rising throughout the years, it shows an upward trend
of profit that is the main evidence of Nike being the successful company. Especially, in 2019, Nike reached
a peak at $39117 million US dollars, nearly 2 times higher than it in 2005. But in 2020, it decreases a little
bit to $37403 due to the effect of Covid-19 pandemic but it is still higher than all the years before. This
shows that the revenue of Nike is sustainable and remains increasing all the years upcoming. Also, the
fluctuation of all the assets, liabilities and equity of Nike Inc, is quite sustainable with the total current
assets have increased throughout the year, from $15134 in 2018 to $16525 in 2019. Specifically, the
amount of money in identifiable intangible assets net, and deferred income taxes and other assets has
slightly decreased to $283 and $2011 respectively. Only the Goodwill category remains unchanged with
$154 in both year and property, plant and equipment, net has experienced an upward trend, from $4454
in 2018 to $4744 in 2019. Generally, the total liabilities have increased from $6040 in 2018 to $7866 in

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2019. Long-term debt slightly decreased from $3468 in 2018 to $3464 in 2019, while the data of deferred
income taxes and other liabilities saw a growth from $3216 in 2018 to $3347 in 2019. Overall,
shareholders’ equity has reduced from $9812 in 2018 to $9040 in 2019. All the data above is taken from
all charts mentioned at the Size part (Nike Inc, 2019). Those specific numbers obviously depict the
sustainable growth of Nike.

When it comes to labor, the clear human resources show us how strong the employees in this company is.
Through the tough choice of age, qualification, talent and certification of the staff, Nike proves that it has
a strong team of employee. They are deliberated from every single test of HR Team until the final step is
being the official staff of Nike. Nike’s labour rating is also ‘It’s a Start’. Though the brand has focused on
female empowerment and inclusiveness in their recent advertising campaigns, the women who work for
Nike (whether in its factories or headquarters) are seemingly left out of this picture. In 2018, Nike was in
fact sued by two former female employees who accused the sneaker giant of creating a culture of gender
discrimination and sexual harassment. On a positive note, the company is Fair Labor Association (FLA)
Workplace Code of Conduct certified, and received a score of 51-60% in the Fashion Transparency Index.
Nike likely publishes detailed information about its supplier policies, audits, and remediation processes. It
also publishes a detailed list of suppliers in the final stage of production, and some information about the
findings of supplier audits. While there is some public information about forced labour, gender equality,

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or freedom of association, as well as policies to protect suppliers in its supply chain from the impacts of
COVID-19, sadly the workers were left out of the picture. Even worse, there is no evidence it ensures
payment of a living wage in most of its supply chain. The Foul Play report by the Clean Clothes Campaign
and Collectif Ethique sur l’Etiquette shows just how far Nike has to go when it comes to living wages. It
highlights the difference between the ever increasing amount of money paid on sponsorships to sports
stars and other marketing expenses, compared to the reduction of the share of the final price of your
sports gear paid to workers in the supply chain. The report calls on Nike to commit to paying living wages
across its supply chains by a specific date and other supporting action (Nike, 2019). That’s the reason why
the operation of this company is so smooth that it cannot make any small mistake. From the smallest thing
is to choose the human resources to the final step is releasing the products to the markets. That is the
reason why they always represent for one of the most successful brands.

2. Scope:
2.1. Geographic locations:

Nike Inc, is an international company. In 2017, Nike changed its reportable operating segments. Nike has
four geographical reporting segments: North America, Europe, Middle East, and Africa (or EMEA), Greater
China, Asia Pacific and Latin America (or APLA). Apart from these geographical segments, Nike also reports
two other operating segments—Global Brands Division and Converse. As a key target market for Nike,
Greater China’s sales have been growing at a brisk pace (Oberoi, 2020).

❖ North America is a key target market:

North America is Nike’s largest segment, accounting for 40.3% of total revenues in Q1 of fiscal 2020, down
from 41.7% in Q1 of fiscal 2019. In comparison, Nike’s major competitor in the US market, Under Armour
(UA), derives around 70% of its revenues from North America. Nike’s revenue share from North America
has fallen over the last five years as its international sales have increased. Among Nike’s other competitors,
VFC Corporation (VF) and Lululemon Athletica (LULU) have a much greater dependence on North American
sales. NKE, UA, and VFC are part of the Vanguard Total Stock Market ETF (VTI), the SPDR Consumer
Discretionary Select Sector ETF (XLY), and the SPDR S&P 500 ETF (SPY) (Oberoi, 2020).

❖ Greater China: Another key target market

24
Greater China: In terms of growth, Greater China is Nike’s key target market. It accounted for 15.8% of
Nike’s total revenues in Q1 of fiscal 2020. Five years ago, Greater China’s contribution to Nike’s revenues
was in the single digits. The region’s percentage contribution to Nike’s top line has increased for two
reasons. Firstly, Nike’s sales in the region have increased sharply. For example, between fiscal 2017 and
fiscal 2020, Nike’s Greater China revenues increased at a CAGR of 13.6%. In comparison, its consolidated
revenues increased at a CAGR of 4.4% over this period. Notably, China is a key target market for several
luxury brands. A growing middle class has made China an attractive target market for foreign brands
(Oberoi, 2020).

2.2. Target customers:

Nike’s target market is largely consumers ages 15–45. Nike has focused its marketing efforts on the digital
space in recent years. The company went high-tech with its push into digital sports and e-commerce. Here
the target customers are young people who play or used to play football in the streets. They are millions
of them. These guys are mainly active people, who enjoy outside activities, like visiting different kinds of
sports clubs and are very communicative. Also, their family has enough income to pay 100 $ for a new
shoe (Perch, 2020).

➔ Analyze the characteristic of customer:

Their age is from 16 to 28 years. They have a strong tendency to stand out in a crowd. They would like to
perceived as very confident personalities They want to reach the highest level of their career, the level
that is deserved. Where their position and strength will be obvious. Peacocks are mainly highly educated
people, who think that money is the main symbol of success. They go to clubs and pubs where they can
be seen by successful people. Also going to gyms is an activity that is very popular among Peackoks, looking
after their shapes and being sporty. While speaking about their shopping attitude, we must mention that
primarily they want to buy trendy products and also serf on web to buy new things. They think that brands
are the reflection of what they are inside, and the flashy look is one of their main direction in fashion. If
they find a brand they like, they stick to it and Nike gives them flashy and elite look (Perch, 2020).

25
(M) DEEPER ANALYZE:
If the first advantage is the size of Nike Inc, then the next advantage is scope, the cost savings linked to
offering different products by a single corporation for sale, rather than products by different companies.
Nike offers a broad range of shoes, clothing, and gear, catered to men, women, and children. here a many
different aspects to consider when deciding on how to market a product and who to market a product to.
Nike’s target market for its shoes, clothes and other accessories are males and females between the age
of 13 and 35 years. Nike segments its markets on the basis of age, gender, geographic locations,
psychographic, benefits sought, and usage. On the basis of age, Nike targets a variety of age groups from
young adolescent to middle-aged adults. Nike has different advertisements for men and women of every
race and nationality separately. Nike now is focusing on targeting more on women and Generation Y. Also
teams of any sport, any size, and anywhere in the world are targeted by Nike. Nike’s aim is to push its
products in countries that apply to certain sports, which are popular in that particular country. For
example, Products relating to Rugby are advertised more frequently in Europe when compared to U.S., as
Rugby is popular in Europe than in U.S. Nike promotes a positive and confidant attitude and targets people
who want to attain that attitude. It also is targeted towards customers who are interested in athletics. On
the basis of benefits sought, Nike provides shoes, apparel and equipment for an extensive variety of sports
all over the world. It also offers products to many different people who have different tastes, interests and
needs. This can be seen from the fact that Nike has a website where consumers can design their shoes
according to their requirements and tastes. On the basis of usage, Nike is trying to maintain the constancy
of purchases being made. There is a theory known as the ’80/20 principle’ (Czinkota et al., 2000, pg 200).
This means that a company derives 80 percent of its sales from 20 percent of its consumers who always
purchase the product of that particular company or brand. Nike is trying to maintain these customers who
are brand loyal towards Nike by constantly bringing about product innovation (Nike Inc, 2020).

26
These charts above describe the manufacturing disclosures of 600 locations and the data given above is
just a small part of the whole data to show that how huge Nike is. Nike’s Manufacturing Map is a tool to
learn about the independent factories contracted to make Nike and Converse products – including the
names and location of each factory, the types of product made, the factories that supply our collegiate
product and demographic statistics about the workers at each factory. The interactive map is updated on
a quarterly basis to reflect changes in our source base. This resource provides extensive details about the
factories Nike contracts with around the world. For each factory, you are able to learn more about the

27
types of products made, the factories that supply its collegiate product, demographic statistics about
workers at each factory and the factory address and contact information. The Nike Manufacturing Map
will begin disclosing information on materials suppliers within our supply chain, including detailed names
and location of each factory, beginning in Q1 FY2019 (June onwards). Materials suppliers dye and finish
the textiles and materials that go into those products (Nike Inc, 2020). The scope is definitely suitable to
achieve the objectives. Destination of Nike all over the world and the wide range of products of this brand
give a hand to fulfill the success of this company.

P3. Organizational structure and functions:

Nike Organizational Structure Chart

28
1. Structure:
Nike is a multinational company. Nike first became an international company when it opened an office in
Taiwan in 1975, it now has branch offices all over the world. Almost all of Nike shoes are made outside the
US in Asia and Latin America. Nike does not make the shoes themselves, they contract production out to
other companies (Thompson, 2019). Nike is a multinational company because it is a corporate organization
that owns or controls production of goods or services in at least one country other than its home country.
The chart depicts an organizational structure defines task delegation, and line authority establishment
within an organization. Nike’s organizational structure is a matrix structure.

Businesses of all shapes and sizes use organizational structures heavily. They define a specific hierarchy
within an organization. A successful organizational structure defines each employee's job and how it fits
within the overall system. Put simply, the organizational structure lays out who does what so the company
can meet its objectives. This structuring provides a company with a visual representation of how it is
shaped and how it can best move forward in achieving its goals. Organizational structures are normally
illustrated in some sort of chart or diagram like a pyramid, where the most powerful members of the
organization sit at the top, while those with the least amount of power are at the bottom (Kenton, 2020).
For example, we have CEO on top and below, it divided into 4 main links with Chief Executive Office,
President Innovation, Nike President and Product & Merchandising.

On top of the chart is Nike CEO with few indispensable parts of the company like: Chief financial officer,
Chief administration officer, HR, sports marketing, global design and creative. These departments give a
hand to handle such intellectual jobs which truly help to develop the whole company in a thorough way.
Chief financial officer manages the financial problems, administration officer takes care of the whole
managing chain, HR manages and recruit talented employees and those positions left help to care about
the image and quality of the products. This organizational structure is actually accurate just because it is
divided into small branches, easy to manage and operate. This can also be called as a perfect organizational
structure because it’s operative, frank, obvious and well-regulated. It can help to operate the people
working in this company and the products that can be released in a smooth way (Nike Inc, 2020).

The product division has some specific categories such as: global sport apparels, kids, global running, global
women’s, men’s, women’s, global marketplace and categories, products & merchandising and

29
merchandising. These specific factors contribute such huge part of the success of the company. With a
large range of product and creative strategies, Nike is considered as one of the most successful and
diversify brand in the world (Nike Inc, 2020).

2. Function:
2.1. Duties of Marketing Department:

There are some duties of marketing department as follow:

First, defining and managing your brand. This involves defining who you are, what you stand for, what you
say about yourself, what you do and how your company acts. This, in turn, defines the experience you
want your customers and partners to have when they interact with you. Second, conducting campaign
management for marketing initiatives. Marketing proactively identifies the products and services to focus
on over the course of your sales cycle, and then produces materials and communications that get the word
out. Third, producing marketing and promotional materials. Your marketing department should create the
materials that describe and promote your core products and/or services. They should be kept up-to-date
as those products and services evolve. Fourth, creating content providing search engine optimization for
your website. Your website is often the first (and possibly the only) place people go for information about
you. Your marketing department will be responsible for keeping Web content current, while also working
to ensure your site comes up quickly when someone searches for your type of business. Fifth, monitoring
and managing social media. Marketing should contribute to, manage and maintain your social media
pages. It should also manage accounts and carefully watch what’s being posted about you online. Sixth,
producing internal communications. Your employees need to understand your company, its values, its
goals and its priorities. Marketing is often responsible for employee communications through a newsletter
and/or intranet. Seventh, serving as media liaison. When your company is cited in the media, a member
of the marketing department often acts as spokesperson for your company, or guides executives in how
to respond to media queries. Eighth, conducting customer and market research. Research helps you define
target markets and opportunities and helps you understand how your products and services are perceived.
Last but not least, overseeing outside vendors and agencies. Marketing is typically responsible for selecting
and managing the agencies and vendors who produce marketing materials and or/provide marketing

30
support. These may include ad agencies, print vendors, PR agencies or specialists, Web providers, etc.
(Hartford, 2019).

2.2. Function of Marketing Department:

First, building relationship with the audience: Creates awareness of the business and its products as well
as provide inputs that create interest for the audience. It brings in new customers and creates new
business opportunities for the enterprise. Second, involving the customer: It engages existing customers,
tries to understand them and hear what they have to say. It monitors the competition, creates new ideas,
identifies outlets, plans the strategy to involve customers and retain them. And finally, generating income:
Finally, the aim of the marketing department is to generate revenue. All its activities are aimed at
broadening the customer base and finding opportunities that would create more revenue for the
enterprise (Luenendonk, 2019).

2.3. Responsibilities of Marketing Department:

From the very first thing, applying customer-centric approach: have a relationship with the customer so
that they can understand what the customers’ demand from the business and thus aim to meet those
demands. Customer feedback is an important part of marketing and companies need to conduct surveys
to get the feedback from customers and prospects. After that, keeping up with the competition: The
marketing department is also responsible for researching the competition and keeping up with them to
know what they are doing, which products they are launching, what are the weaknesses of the competitors
and how to avoid making the same mistakes as the competitors. It is also essential to know how the
company is placed in relation to its competitors, why the customers prefer the other companies, what
customers the competitors target and the relationship they have with their customers. Branding also
needs to be focused: create and promote a brand through images, words, ideas, and promises of benefits
to the customer. The message needs to be delivered to the audience by all the members of the enterprise
consistently and frequently. Branding helps to enhance the image of a business and make it more credible,
elicit an emotionally positive response from the audience, motivates the audience to buy and creates
loyalty for the brand and its products. Next, finding the Right Partners: identify, hire and oversee the
potential partners in order to bring the full range of marketing tools and expertise to a business, it is often
essential to hire specific expertise and people from outside the organization and to find the right partners
31
who understand the philosophy also needs of the organization. Communicating with other departments
is what we mustn’t pass as it can help create a channel of communication with all the other departments
within an organization. It has to familiarize all the employees with the marketing ethics, company’s
philosophy, and customer relationship. It can do so by conducting workshops, training sessions and talks
or presentation regarding customer handling and brand awareness. And eventually, managing Strategy
Research, Events which can create and implement strategies that would enhance the business activities of
the enterprise, do research about the products, marketing strategies, strengths and customers of the
competitors in comparison to that of the organization and promote events, exhibitions, seminars, training
sessions, trade meetings, conventions, etc (Luenendonk, 2019).

2.4. Relationship with other departments:

Marketing department has to coexist and work in coordination with other department within the
organization. Marketing functions should interact harmoniously with other departments' functions. The
success of the marketing department depends on the marketing manager's skill in working harmoniously
with key people in the various functional departments, particularly research and development
department, production department, finance department and personnel department. In Research and
Development Department, in most companies marketing and research development department coexist
but seldom cooperate. R & D people are mostly engineers who believe that "R&D makes and marketing
takes." In realty, the two departments cannot function in isolation. R&D cannot operate without the
marketing department's inputs about buyers' test and preferences, market trends and environmental
opportunities, challenges and threats. Marketing also provides the outlet for testing and
commercialization of the product developed by the R&D department. On the other side, marketing
depends heavily on the R&D to come up with new product ideas that can be marketed profitably. In
Production/ Operations Department, most manufacturing companies have the production department
while service organization all them operation department. The department has production/ operations
specialists who are mostly technical people and who think in terms of productive utilization of men and
machines. The department is not much concerned with the market needs and trends. There are some
areas on which the marketing department and the production/ operations departments mostly disagree.
For example, the production department wants least changes on models due to technical difficulties, while

32
the marketing department insists on frequent modifications on the product. Similarly, the production
department wants to maintain an average quality of the product, while the marketing department wants
very tight quality control. The production department wants a flexible production schedule while the
marketing department insists on a tight delivery date. Despite these areas of differences some cooperation
and give and take relationship is established between these two key departments. In Finance and Credit
Department, this is an area of conflict with the finance and credit department is mainly centered on
expenditure, budget and terms of sale. The finance department wants tight control expenditure, hard and
fast budgets, tighter control credit and shorter payment cycles. On the other side, marketing department
is more lavish in expenditure; want flexible budgets, and a flexible payment cycle. These two departments
often disagree on the pricing. The finance department view that the price should cover all costs, while the
marketing department likes to use the pricing for market development. In order to effectively coordinate
with the finance department, the marketing manager should have a keen sense of the costs and financial
methods adopted by the organization. The marketing department should also carefully watch the market
development expenses of its sales people. Finally, in Human Resources Department, the marketing
department relies heavily on the HRD for the supply of component marketing and sales people. The HRD
is also responsible for providing training to the marketing people within the organization. There are fewer
areas of conflicts between the HRD and the marketing department. However, the success of the marketing
department depends heavily on the proper selection, recruitment, training, placement and motivation of
its personnel which are in the domain of the HRD (Khanal, 2012).

➔ We can thus see that the marketing department is essential not only for positioning and promoting a
product but also for providing vital information to the organization about all aspects of the business.
It is the key department of any organization and cannot be dispensed with. Even in tough times, a
business cannot do away with the marketing department. On the other hand, marketing department
becomes the key player to pull a business out of troubles and set it back on the path to profitability.
Organizational structures and these functions mentioned above will definitely help to make this
company successful and profitable. This company is perfect from the smallest things like human
resources and product chains which make Nike becomes one of the most outstanding brands in the
world.

33
(M) Advantages and Disadvantages of Nike’s Organizational Structure:
Nike has a matrix organizational structure, as provided by the above data. Different kinds of organizational
structures consist of a matrix structure. The authority moves vertically as well as horizontally inside a
matrix structure. In order to facilitate clients in various regions, Nike follows a regional divisional structure.
The creation of the product is done specifically for their needs. For the population of the entire planet,
there is no production of regular goods. On the other hand, it follows a divisional structure on the product
basis. This is to make sure that the development and innovation keep happening in all products that Nike
manufactures. Moreover, there are functional departments under the Global corporate leadership, and
there is also a team structure in the organization. The global corporate leadership at Nike which involves
corporate leaders makes sure to implement policies throughout the company that is, in all divisions. Under
this leadership comes a functional structure that divides finance, global human resources, product &
merchandising, administration & legal, global sports marketing, and operations departments (Sobiya,
2020).

Under the president come all the departments of a functional system. The geographical divisions of the
Nike framework are North America, Western Europe, Central & Eastern Europe, Greater China, Japan and
Emerging markets. Each division 's activities are distinct from each other. Autonomy is granted to the
regional divisions to take decisions in their regions. But for that autonomy, there is a restriction. On these
divisions, a tight check is held. Hence, this prevents them from doing any unethical or inappropriate thing
that might harm the entire firm’s image. Other divisions within Nike organizational structure are the
subsidiaries’ and Nike licensing divisions. The Converse is another footwear brand that Nike owns and
management in its division controls its operations. Other brands that Nike owns are Bauer, Hurley, and
Exeter which also have the same structural characteristics as Converse. On the other hand, the Nike
licensing division, as its name suggests, controls the licensing of the Nike brand name (Sobiya, 2020).

❖ Advantages of Nike organizational structure:

Nike's matrix organizational structure accumulates benefits from all various forms of organizational
structures within it. First, the regional divisional structure enables Nike, in relation to the needs of citizens
in certain regions, to supply various products in different regions. This is why, compared to other countries,
you can find different varieties of Nike products in your country. Not only does this boost the profits of

34
Nike, but it also allows it to impose its brand image around the world by not allowing rivals to settle in. In
addition, the establishment of regional divisions at various locations also helps in promotion. The business
gets to know the culture of individuals living there and markets its goods according to the taste of their
culture. The goods divisions assist the company in producing its products as the personnel in each division
concentrate solely on their product. This allows them to become specialists in their particular field, makes
them best for the job. Adding to this, the functional structure helps in enhancing the best form the
workforce. People have specialization and perfect skill sets and their placement is with similar people in a
group. This means that the tasks of each functional group are done quickly. It not only brings about
efficiency but also reduces the chances of error. The matrix structure, as a whole, uses the scarce human
resources of the firm very efficiently by employing a single person for more than one jobs. This not only
increases their incomes but also motivates them to do even better (Sobiya, 2020).

❖ Disadvantages of Nike Organizational Structure:

The matrix structure of Nike also accumulates the disadvantages of all different types of organizational
structures in it. First, when a single employee operates in more than one role, he is accountable to more
than one manager. This leads to chaos and disagreements as to whose job should be given priority. The
excessive grudges and disagreements that result from this can be harmful to both the organization and
the workers. Secondly, within the business, the divisional arrangement contributes to a duplication of
duties. For the same feature, two divisions would have different departments, no matter how small the
divisions are. This leads to wastage of money and other resources of the firm. Moreover, lack of
coordination, which is highly likely, can prove to be fatal for the organization. This is because one
department will not be aware of the plans of the other departments. For example, the research and
development department may be planning to conduct research on a new kind of product, but at the same
time finance department feels that there is too much idle money and it invests the money somewhere.
The research plan could face postponement due to low funds. Adding to this, the teams within the
company could start having unhealthy rivalry between them to win over each other (Sobiya, 2020).

All of these clues above is based on 2019 Nike Annual Report and the picture mentioned from web page
of Nike, also the author given above. From that, we can have a closer look into the merits and the
drawbacks of Nike’s organizational structure. It cannot be denied that Nike is doing good on size and scope

35
but the organizational structure has some problem that need to be considered. Until now, Nike is one of
the strongest and most sustainable competitors in the market. If Nike considers to fix those struggles, it
might become stronger and more profitable in the future.

Conclusion:
NIKE, Inc., based near Beaverton, Oregon, is the world’s leading designer, marketer and distributor of
authentic athletic footwear, apparel, equipment and accessories for a wide variety of sports and fitness
activities. Converse, a wholly-owned NIKE, Inc. subsidiary brand, designs, markets and distributes athletic
lifestyle footwear, apparel and accessories. Nike is successful because it has some of the best, if not the
best, marketing in the world. Their brand is the #1 brand in the sporting goods industry and is the 14th
most valuable brand in the world. It is the world's largest supplier of athletic shoes and apparel and a
major manufacturer of sports equipment, with revenue in excess of US$37.4 billion in its fiscal year 2020
(ending May 31, 2020). As of 2020, it employed more than 75,400 people worldwide. In 2020 the brand
alone was valued in excess of $32 billion, making it the most valuable brand among sports businesses.
Previously in 2017, the Nike brand was valued at $29.6 billion. Nike ranked No. 89 in the 2018 Fortune 500
list of the largest United States corporations by total revenue (BrandFinance, 2020). Overall, we can see
that:

• Fourth quarter reported revenues were $6.3 billion, declining from prior year as the majority of NIKE-
owned and partner stores in North America, EMEA and APLA were closed due to the COVID-19
pandemic (BrandFinance, 2020).
• NIKE digital sales increased 75 percent in the fourth quarter, or 79 percent on a currency-neutral basis,
with strong double-digit increases across all geographies and was approximately 30 percent of total
revenue (BrandFinance, 2020).
• For the fiscal year, Greater China revenues increased 8 percent, or 11 percent on a currency-neutral
basis, marking its sixth consecutive year of double-digit currency-neutral growth despite the
headwinds from COVID-19 in the second half of the year (BrandFinance, 2020).

May 31, 2020 Balance Sheet Review shows that, Inventories for NIKE, Inc. were $7.4 billion, up 31 percent
compared to the prior year period, primarily reflecting the impact of NIKE-owned store closures in North

36
America, EMEA and APLA as well as lower wholesale shipments in the fourth quarter due to COVID-19.
Total liquidity at May 31 was $12.5 billion with robust cash and equivalents and short-term investments
of $8.8 billion, $4.1 billion higher than last year primarily due to proceeds from a $6 billion corporate bond
issuance in March, partially offset by share repurchase activity in the first ten months of the year, cash
dividends and investments in infrastructure. In addition, NIKE secured a new $2 billion credit facility adding
to the existing credit facility of $2 billion to ensure appropriate liquidity and flexibility during the COVID-
19 pandemic (BrandFinance, 2020).

Nike also has a prestigious team of employee with high distinction, specific and sustainable value of
improvement that create an incredible workforce. That’s why Nike always have the ability to create unique
and stunning products to please the customers, so that they can be one of the most competitive in the
market. Nike has retained its position as the world’s most valuable apparel brand after a 13% rise in brand
value to US$32 billion. Its brand strength score of 92 and AAA+ rating renders Nike the most powerful
brand in the sector and third most powerful across all sectors. The brand’s strength is partially attributable
to the apparel giant’s ability to continuously innovate and deliver state-of-the-art products to a range of
consumer demographics. Last year, the brand released the anticipated self-lacing HyperAdapt sneakers
popularized by the sci-fi movie, “Back to the Future”, as well as becoming the first major commercial
athletic apparel brand to announce a plus-size workout and clothing line (Nike Inc, 2020). From all of the
mentioned factors above, Nike Inc, is truly worth investing on.

37
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