Tuesday 29 October 2013

Critical Success Factors

Critical success factor analysis
Discussions and research has allowed us to decide our rank and provide reasons that we feel justify our conclusion:
1.     Global market <Www.nikeinc.com/pages/locations> access 15/10/2013
      - Branched in over 160 countries
- Large customer market, thus vast opportunity to enhance sales
- Associates with influencer markets, as it’s operations cross-boarder, there are a variety of political/governmental influences i.e. taxation

 
2.     Financial power
- Eligible to invest into other ventures i.e. new technology, the Nike foundation, and celebrity endorsement.
- Associates well with the supplier/alliance market, as they are able to sustain good relations/distributions and production materials. Brand reputation can effectively enhance revenue.
3.     Brand image <http://www.forbes.com/pictures/mlm45eleik/1-nike-5/>  access 15/10/2013
      - Swoosh sign well recognised and associated within many sports teams (sponsorship)
- Relates to referral markets, as consumers can identify that the swoosh sign provides connotations of quality, prestige, and trust. 


4.     Product innovation
- Provides the distinction in competition
- Make your own trainers (Nike ID)
- Associates well with the customer market, as innovation allows the company to develop and grow and attract a large consumer market, as stated in <http://www.nike.com/gb/en_gb/c/nikeid.> access 17/10/2013

 
5.     Customer service
- Provides customer loyalty and longevity
- Links to customer and employee market, as customer service can differentiate the company allowing it a competitive advantage. Attracts employees through trust in the organisation.

6.     Corporate social responsibilities
- Provides structure on how they want to operate
- Relates to recruitment markets, and the community within which it’s organisation is operating within. For example its design to move operation, which encourages youths to be more active, according to <http://nikeinc.com/pages/about-nike-inc.> access 18/10/2013

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