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Strategy & Leadership

ISSN : 1087-8572

Article publication date: 5 September 2008

This case aims to demonstrate how leading firms are learning how to sustain competitive advantage by co‐creating experiences of value with customers.

Design/methodology/approach

The shoe company Nike provides a glimpse of the next “best practices” of value co‐creation with customers. By engaging with informed, connected, and networked customers around the globe, Nike has found their shared experiences to be a new source of value.

The paper finds that customers are now informed, connected, networked, and empowered on a scale as never before, thanks to search engines, engagement platforms, the growth of internet‐based interest groups, and widespread high‐bandwidth communication and social interaction technologies. Customers have learned how to use these new tools to make their opinions and ideas heard.

Practical implications

A few leading companies like Nike are involving customers in the value creation process by offering Internet sites where they can share their interactions and experiences. These range from customers' ideas about how to improve or customize products to their feelings when they use products.). For Nike, the learning from these interactions creates new strategic capital. The company can now learn directly from customers' direct input on their preferences. Nike can build relationships and trust with the Nike+ community and experiment with new offerings, all the while enhancing its brand.

Originality/value

The strategic opportunity for Nike is to build and promote the use of Internet engagement platforms through which the firm can build customer relationships on a scale and scope as never before. Effectively managing these new initiatives initially posed a new challenge for Nike, a traditionally product‐centric organization. Now their viewpoint is reversed. “In the past the product was the end point of the consumer experience. Now it is the starting point.”

• Value added
• Customer information
• Social interaction
• Consumer marketing
• Customization

Ramaswamy, V. (2008), "Co‐creating value through customers' experiences: the Nike case", Strategy & Leadership , Vol. 36 No. 5, pp. 9-14. https://doi.org/10.1108/10878570810902068

Emerald Group Publishing Limited

Copyright © 2008, Emerald Group Publishing Limited

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Reporting by Shivansh Tiwary, Maria Ponnezhath and Shivani Tanna ; Additional reporting by Chandni Shah, Nathan Gomes, Surbhi Mishra, Angela Christy and David Shepardson; writing by Abinaya Vijayaraghavan and Shubham Kalia; Editing by Nivedita Bhattacharjee and Sriraj Kalluvila

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July 19, 2024

Odell Beckham Jr.’s $20M Lawsuit Against Nike Ends With No Monetary Judgement

After accusing the sneaker giant of withholding money, the jury decided that Nike did not breach its contract.

In 2022, NFL player Odell Beckham Jr. filed a $20 million lawsuit against sneaker giant  Nike . The athlete took to his social media account to give Nike a message after the case was heard and the jury decided to award neither party a financial amount.

According to the Portland Business Journal , Beckham sued Nike for $20 million and accused the sports apparel of withholding royalties. Nike responded by countersuing the football player, claiming that customizations he made to Nike gloves violated the terms of his contract and asking for damages between $7 million and $15 million. The jury decided that Nike did not breach its contract when it withheld royalties from Beckham. Jurors also ruled against Nike when they ruled that the customizations Beckham did with his gloves did not breach his contract.

So, neither was rewarded with monetary damages.

“JUST DO……RIGHT @nike . I wanna take this moment to thank God first and foremost, thank you, Heavenly Father. I wanna thank my team for every hour they have spent preparing on this case. I wanna thank the jury for simply doing what’s right in a world full of wrong… my message to whoever needs this is, STAND UP FOR WHAT YOU BELIEVE IN! JUSTICE WAS SERVED!!! ✊🏾”

          View this post on Instagram                       A post shared by Odell Beckham Jr (@obj)

Complex reported that Nike released a statement about the lawsuit as well.

“With this verdict, all of Mr. Beckham’s claims have been decided against him without any monetary award. The decision confirmed that Nike complied with its commitments. Nike is grateful to the jury and the Court for their careful attention to this case.”

Nike’s official statement on the Odell Beckham Jr. lawsuit: “With this verdict, all of Mr. Beckham’s claims have been decided against him without any monetary award. The decision confirmed that Nike complied with its commitments. Nike is grateful to the jury and the Court for… pic.twitter.com/mb7NHhrrSX — Complex Sneakers (@ComplexSneakers) July 19, 2024

When Beckham filed the lawsuit, he claimed he found out that Nike didn’t give him the money owed because it accused him of committing violations that were detrimental to his agreement. It stated he had footwear and glove violations when he changed them toward the end of the football season. Yet, Beckham stated that wasn’t the case. He said he was essentially forced to personally customize his cleats due to Nike not giving him cleats that matched the colors of his new team.

RELATED CONTENT: Baltimore Ravens Part Ways With Odell Beckham Jr., Making Him An Unrestricted Free Agent

• Odell Beckham Jr.

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• September 23, 2023
• AI Case Studies

Case Study: How Nike is Leveraging AI Across its Operations

Nike, a global leader in sportswear and athletic footwear, has long been at the forefront of innovation and customer engagement. In recent years, the company has made substantial investments in Artificial Intelligence (AI) and other emerging technologies to transform not just its products but also its customer experience, supply chain, and IT operations. This drive towards tech-enabled solutions has been especially significant in the face of the global pandemic, which pushed consumers and businesses more towards digital platforms. Nike has collaborated with partners like Cognizant to modernize its IT infrastructure, offering both onsite and remote support across a wide range of hardware and applications. With a focus on sustainability, customer engagement, and operational efficiency, Nike’s AI journey represents a compelling case study in corporate innovation.

Key Takeaways

• Nike employs AI to enhance customer experience through hyper-accurate shoe fitting, personalized offers, and virtual assistants.
• Advanced analytics and AI-driven strategies have been adopted in Nike’s supply chain to improve speed, accuracy, and sustainability.
• Collaboration with IT major Cognizant to bring in hyperautomation and AI into Nike’s technology operations, aiming for improved service productivity and cost savings.
• Challenges include data privacy concerns, achieving 24/7 customer service accessibility, and ensuring the sustainable use of technology.

Deep Dive: How Nike is Leveraging AI Across its Operations

Nike’s approach to AI is holistic, covering a wide array of applications from customer experience to supply chain management. In customer engagement, Nike uses AI-powered apps that offer hyper-accurate shoe fitting and personalized recommendations. The company also employs AI for deep customer analytics, aided by its acquisition of Zodiac, a data analytics firm. On the supply chain side, Nike has integrated AI and machine learning to predict product demand and to forward-position popular products, reducing lead times and improving service quality.

Implementation

Nike has been pragmatic in its AI implementation. Customer-facing AI solutions include an app that employs augmented reality and a 13-point measuring system for shoe fitting. In its supply chain, the company has opened multiple regional distribution centers fueled by AI algorithms to meet localized demand more effectively. Furthermore, through a five-year agreement with Cognizant, Nike is enhancing its global technology operations. This includes multilingual IT customer service, deskside and dispatch depot, as well as application and infrastructure support.

Nike’s AI initiatives have been quite successful. The AI-powered apps have not only improved customer relationships but have also provided valuable data for product design and inventory management. Nike has also tripled its digital order capacity in specific markets thanks to AI-enhanced supply chain operations. The collaboration with Cognizant is expected to bring new self-service capabilities, improve service productivity, and offer significant cost savings.

Challenges and Barriers

While Nike has seen significant gains from its AI investments, challenges do exist. Data privacy is a significant concern given the vast amount of customer data collected through various apps. The ambition for 24/7 customer service through AI tools like chatbots also poses its own set of challenges, including maintaining the quality of service. Additionally, the drive for sustainability requires Nike to continuously scrutinize its tech-enabled operations for environmental impact.

Future Outlook

As consumer behavior and technology continue to evolve, Nike is poised to further its AI capabilities. Plans likely include the expansion of AI in customer service applications, increased automation in the supply chain, and deeper collaborations with tech partners like Cognizant. Given its past performance and strategic focus, Nike’s AI initiatives will undoubtedly continue to play a significant role in shaping both the company and the broader retail industry.

Nike’s journey in AI represents a well-rounded strategy that touches multiple facets of the business, from customer experience to supply chain and IT operations. By focusing on delivering personalized experiences, optimizing operations, and tackling challenges head-on, Nike serves as a textbook example of how AI can be effectively implemented in a large, global enterprise. Its efforts in AI have not only improved its bottom line but have also set the stage for future innovations that will likely continue to redefine the retail landscape.

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Sources: Cognizant To Drive Nike’s Efforts In Hyper-Automation, AI In 5-Year Deal Nike and Cognizant expand their relationship into technology Nike building its global ‘digital first’ supply chain’ with 1,000 picking robots How Nike Leverages AI for an Exceptional Customer Experience

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Sunday, October 16, 2022

• Labels: Case Studies , Project Failure , Project Success

Case Study 16: Nike’s 100 Million Dollar Supply Chain "Speed bump"

“This is what you get for 400 million, huh?” 

Nike President and CEO Phil Knight famously raised the question in a conference call days before announcing the company would miss its third-quarter earnings by at least 28% due to a glitch in the new supply chain management software. The announcement would then send Nike’s stock down 19.8%. In addition, Dallas-based supply-chain vendor i2 Technologies, which Nike assigned blame, would suffer a 22.4% drop in stock price.

The relationship would ultimately cost Nike an estimated $100 million. Each company blamed the other for the failure, but the damage could have been dramatically reduced if realistic expectations had been set early on and a proper software implementation plan had been put in place. Most companies wouldn’t overcome such a disastrous supply chain glitch or “speed bump,” as Knight would call it, but Nike would recover due to its dominant position in the retail footwear and apparel market.

In 1999, two years before Knight’s famous outburst, Nike paid i2 $10 million to centralize its supply, demand, and collaboration planning system with a total estimated implementation cost of $40 million. Initially, i2 was the first phase of The Nike Supply Chain (NSC) project. The plan was to implement i2 to replace the existing system and introduce enterprise resource planning (ERP) software from SAP and customer relationship management (CRM) software from Siebel Systems.  

The goal of the NSC project was to improve Nike’s existing 9-month product cycle and fractured supply chain. As the brand experienced rapid growth and market dominance in the 1990s, it accumulated 27 separate order management systems around the globe. Each is entirely different from the next and poorly linked to Nike’s headquarters in Beaverton, Oregon.

At the time, there wasn’t a model to follow at the scale Nike required. Competitors like Reebok struggled to find a functional supply chain solution specific to the retail footwear and apparel industry. In an effort to solidify its position as the leader in sportswear, Nike decided to move forward quickly with i2’s predictive demand application and its supply chain planner software.

"Once we got into this, we quickly realized that what we originally thought was going to be a two-to-three-year effort would be more like five to seven," - Roland Wolfram, Nike’s vice president of global operations and technology.

The NCS project would be a success, and Nike would eventually accomplish all its supply chain goals. However, the process took much longer than expected, cost the company an additional $100 million, and could have been avoided had the operators or both companies taken a different approach to implementation.

"I think it will, in the long run, be a competitive advantage." – Phil Knight

In the end, Knight was right, but there are many valuable lessons to learn from the Nike i2 failure.

I f you are an executive sponsor, steering committee member, or a non-executive board member and want to learn what you need to do so that your project does not land on my list with project failures? Then my  (Non)-Executive Crash Course  is what you are looking for. If you want to know where you are standing with that large, multi-year, strategic project? Or you think one of your key projects is in trouble? Then a Project Review is what you are looking for. If you just want to read more project failure case studies? Then have a look at the overview of all case studies I have written here .

So, before we get into the case study, let’s look at precisely what happened...

Timeline of Events

1996 - 1999

Nike experienced incredible growth during this period but was at a crossroads. Strategic endorsement deals and groundbreaking marketing campaigns gave the company a clear edge over Adidas and Reebok, its two most substantial competitors in the 80s and 90s. However, as Nike became a world-renowned athletics brand, its supply chain became more complex and challenging to manage.

Part of Nike’s strategy that separated itself from competitors was the centralized approach. Product design, factory contracting, and order fulfillment were coordinated from headquarters in Oregon. The process resulted in some of the most iconic designs and athlete partnerships in sports history. However, manufacturing was much more disoriented.

During the 1970s and 80s, Nike battled to develop and control the emerging Asian sneaker supply chain. Eventually, the brand won the market but struggled to expand because of the nine-month manufacturing cycle.

At the time, there wasn’t an established method to outsource manufacturing from Asia, making the ordering process disorganized and inefficient across the industry. In addition, Nike’s fractured order management system contained tens of millions of product numbers with different business rules and data formats. The brand needed a new way to measure consumer demand and manage purchasing orders, but the state of the legacy system would make implementing new software difficult.

At the beginning of 1999, Nike decided to implement the first stage of its NSC project with the existing system. i2 cost the company $10 million but estimated the entire project would cost upwards of $400 million. The project would be one of the most ambitious supply chain overhauls by a company of Nike’s size. 

i2 Technologies is a Dallas, Texas-based software company specializing in designing solutions that simplify supply and demand chain management while maximizing efficiency and minimizing cost. Before the Nike relationship, i2 was an emerging player in logistics software with year-over-year growth. Involvement in the Nike project would position the company as the leading name in supply chain management software.

Nike’s vision for the i2 phase of NSC was “achieving greater flexibility in planning execution and delivery processes…looking for better forecasting and more profitable order fulfillment." When successfully implemented, the manufacturing cycle would be reduced from nine months the six. This would convert the supply chain to make-to-order rather than make-to-sell, an accomplishment not yet achieved in the footwear and apparel industry.

Predicting demand required inputting historical sales numbers into i2’s software. “Crystal balling” the market had substantial support at the time among SCM companies. While the belief that entering numbers into an algorithm and spitting out a magical prediction didn’t age well, the methodology required reliable, uniform data sets to function.

Nike decided to implement the “Big Bang” ERP approach when switching to i2 for the supply chain management. The method consists of going live where the business completely changes without phasing out the old system. Nike also opted for a single instance strategy for implementation. The CIO at the time, Gordon Steele, is quoted saying, “single instance is a decision, not a discussion.” Typically, global corporations choose a multi-instance ERP solution, using separate instances in various regions or for different product categories.

By June of 2000, various problems with the new system had already become apparent. According to documents filed by Nike and i2 shareholders in class-action suits, the system used different business rules and stored data in various formats, making integration difficult. In addition, the software needed customization beyond the 10-15% limit recommended by i2. Heavy customization slowed down the software. For example, entries were reportedly taking over a minute to be recorded. In addition, the SCM system frequently crashed as it struggled to handle Nike’s tens of millions of product numbers.

The issues persisted but were fixable. Unfortunately, the software was linked to core business processes, specifically factory orders, that sent a ripple effect that would result in over and under-purchasing critical products. The demand planner would also delete ordering data six to eight weeks after it was entered. As a result, planners couldn’t access purchasing orders that had been sent to factories.

Problems in the system caused far too many factory orders for the less popular shoes like the Air Garnett IIIs and not enough popular shoes like the Air Jordan to meet the market's demand. Foot Locker was forced to reduce prices for the Air Garnett to $90 instead of the projected retail price of $140 to move the product. Many shoes were also delivered late due to late production. As a result, Nike had to ship the shoes by plane at $4-$8 a pair compared to sending them across the Pacific by boat for $0.75.   

November 2000

According to Nike, all the problems with i2’s supply chain management system were resolved by the fall. Once the issues were identified, Nike built manual workarounds. For example, programmers had to download data from i2’s demand predictor and reload it into the supply chain planner on a weekly basis. While the software glitches were fixed and orders weren’t being duplicated or disappearing, the damage was done. Sales for the following quarter were dramatically affected by the purchasing order errors resulting in a loss of over $100 million in sales.

Nike made the problem public on February 27, 2001. The company was forced to report quarterly earnings to stakeholders to avoid repercussions from the SEC. As a result, the stock price dove 20%, numerous class-action lawsuits were filed, and Phil Knight famously voiced his opinion on the implementation, "This is what you get for $400 million, huh?"

In the meeting, Nike told shareholders they expected profits from the quarter to decline from around $0.50 a share to about $0.35. In addition, the inventory problems would persist for the next six to nine months as the overproduced products were sold off.

As for the future of NSC, the company, including its CEO and President, expressed optimism. Knight said, "We believe that we have addressed the issues around this implementation and that over the long term, we will achieve significant financial and organizational benefit from our global supply-chain initiative."

A spokeswoman from Nike also assured stakeholders that the problems would be resolved; she said that they were working closely with i2 to solve the problems by creating “some technical and operational workarounds” and that the supply chain software was now stable.

While Nike was positive about the implementation process moving forward, they placed full blame on the SCM software and i2 Technologies.

Nike stopped using i2’s demand-planning software for short-and-medium range sneaker planning; however, it still used the application for short range and its emerging apparel business. By the Spring of 2001, Nike integrated i2 into its more extensive SAP ERP system, focusing more on orders and invoices rather than predictive modeling.

What Went Wrong?

While the failures damaged each company’s reputation in the IT industry, both companies would go on to recover from the poorly executed software implementation. Each side has assigned blame outward, but after reviewing all the events, it's safe to say each had a role in the breakdown of the supply chain management system.

Underestimating Complexity

Implementing software at this scale always has risks. Tom Harwick, Gigi Information Group’s research director for supply chain management, said, “Implementing a supply-chain management solution is like crossing a street, high risk if you don't look both ways, but if you do it right, low risk.”

One of Nike's most significant mistakes was underestimating the complexity of implementing software at such a large scale. According to Roland Wolfram, Nike’s operators had a false sense of security regarding the i2 installation because it was small compared to the larger NSC project. "This felt like something we could do a little easier since it wasn’t changing everything else [in the business]," he says. "But it turned out it was very complicated."

Part of the reason why the project was so complicated was because of Nike’s fractured legacy supply chain system and disoriented data sets. i2’s software wasn’t designed for the footwear and apparel industry, let alone Nike’s unique position in the market.  

Data Quality

Execution by both parties was also to blame. i2 Technologies is on record recommending customization not to exceed 10-15%. Nike and i2 should have recognized early on that this range would be impossible to accommodate the existing SCM system.

Choosing a Big Bang implementation strategy didn’t make sense in this scenario. Nike’s legacy system data was too disorganized to be integrated into the i2 without making dramatic changes before a full-on launch.

Poor Communication

Communication between Nike and i2 from 1999 to the summer of 2000 was poor. i2 claimed not to be aware of problems until Knight issued blame publicly. Greg Brady, the President of i2 Technologies who was directly involved with the project, reacted to the finger-pointing by saying, "If our deployment was creating a business problem for them, why were we never informed?" Brady also claimed, "There is no way that software is responsible for Nike's earnings problem." i2 blamed Nike’s failure to follow the customization limitations, which was caused by the link to Nike’s bake-end.

Rush to Market

At the time, Nike was on the verge of solidifying its position as the leader in footwear and sports apparel for decades to come. Building a solid supply chain that could adapt to market trends and reduce the manufacturing cycle was the last step toward complete market dominance. In addition, the existing supply chain solutions built for the footwear and apparel industry weren’t ready to deploy on a large scale. This gave Nike the opportunity to develop its own SCM system putting the company years ahead of competitors. Implementing functional demand-planning software would be highly valuable for Nike and its retail clients.

i2 also was experiencing market pressure to deploy a major project. Had the implementation gone smoothly, i2 would have a massive competitive advantage. The desire to please Nike likely played a factor in i2’s missteps. Failing to provide clear expectations and communication throughout the process may not have happened with a less prominent client.  

Failure to Train

After the problems became apparent in the summer of 2000, Nike had to hire consultants to create workarounds to make the SCM system operational. This clearly indicates that Nike’s internal team wasn’t trained adequately to handle the complexity of the new ERP software.

Nike’s CIO at the time reflected on the situation. "Could we have taken more time with the rollout?" he asked. "Probably. Could we have done a better job with software quality? Sure. Could the planners have been better prepared to use the system before it went live? You can never train enough."

How Nike Could Have Done Things Differently

While Nike and i2 attempted to implement software that had never been successfully deployed in the global footwear and apparel industry, many problems could have been avoided. We can learn from the mistakes and how Nike overcame their challenges with i2 to build a functioning ERP system.

Understanding and Managing Complexity

Nike’s failure to assess the complexity of the problem is at the root of the situation. Regardless if the i2 implementation was just the beginning of a larger project, it featured a significant transition from the legacy system. Nike’s leadership should have realized the scale of the project and the importance of starting NSC off on the right foot.  

i2 also is to blame for not providing its client with realistic expectations. As a software vendor, i2 is responsible for providing its client with clear limitations and the potential risks of failing to deploy successfully.

See " Understanding and Managing Your Project’s Complexity " for more insights on this topic.

Collaborate with i2 Technologies

Both companies should have realized that Nike required more than 10-15% customization. Working together during the implementation process could have prevented the ordering issues that were the reason for the lost revenue.

Collaboration before deployment and at the early stages of implementation is critical when integrating a new system with fractured data. Nike and i2 should have coordinated throughout the process to ensure a smooth rollout; instead, both parties executed poor project management resulting in significant financial and reputational blows.  

See " Solving Your Between Problems " for more insights on this topic.

Hire a 3rd Party Integration Company

Nike’s lack of understanding of the complexity of SCM implementation is difficult to understand. If i2 had been truthful in that they did not know about problems with their software, Nike could have made a coordinated decision not to involve the software company during the process.

Assuming that is the case, Nike should have hired a 3rd party to help with the integration process. Unfortunately, Nike’s internal team was not ready for the project. Outside integrators could have prevented the problems before the damage was done.

Not seeking outside help may be the most significant aspect of Nike’s failure to implement a new SCM system.   

See " Be a Responsible Buyer of Technology " for more insights on this topic.

Deploy in Stages

A “Big Bang” implementation strategy was a massive mistake by Nike. While i2 should have made it clear this was not the logical path considering the capabilities of their software and Nike’s legacy system, this was Nike’s decision.

Ego, rush to market, or failure to understand the complexities of the project could all have been a factor in the decision. Lee Geishecker, a Gartner analyst, stated that Nike chose to go live a little over a year after starting the project, while projects of this scale should take two years before deployment. In addition, the system should be rolled out in stages, not all at once.

Brent Thrill, an analyst at Credit Suisse First Boston, is on record saying he would have kept the old system running for three years while testing i2’s software. In another analysis, Larry Lapide commented on the i2 project by saying, "Whenever you put software in, you don't go big bang, and you don't go into production right away. Usually, you get these bugs worked out . . . before it goes live across the whole business."

At the time, Nike’s planners weren’t prepared for the project. While we will never know what would have happened if the team had been adequately trained, proper preparation would have put Nike in a much better position to handle the glitches and required customizations.

See " User Enablement is Critical for Project Success " for more insights on this topic.

Practice Patience in Software Implementation

At the time, a software glitch causing a ripple effect that would impact the entire supply chain was a novel idea. Nike likely made their decisions to risk the “Big Bang” strategy, deploy in a year without phases and proper testing, and not seek outside help because they assumed the repercussions of a glitch wouldn’t be as catastrophic.

Impatience resulted in avoidable errors. A more conservative implementation strategy with adequate testing would have likely caught the mistakes.

See " Going Live Too Early Can Be Worse as Going Late " for more insights on this topic.

Closing Thoughts

One of the most incredible aspects of Nike’s implementation failure is how quickly the company bounced back. While Nike undoubtedly made numerous mistakes during the process, NSC was 80% operational in 2004.

Nike turned the project around by making adjustments and learning patience. Few companies can suffer a $100 million “speed bump” without filing bankruptcy, but Nike is in that position because of its resilience. The SAP installation wasn’t rushed and resumed many aspects of its original strategy. In addition, a training culture was established due to the i2 failures. Customer service representatives receive 140 to 180 hours of training from highly skilled “super users,” All employees are locked out of the system until they complete their required training courses.

Aside from the $100 million loss, the NSC project was successful. Lead times were reduced from nine months to six (the initial goal), and Nike’s factory inventory levels were reduced from a month to a week in some cases. Implementing a new SCM system also created an integration between departments, better visibility of customer orders, and increased gross margins.

While Nike could have executed far more efficiently, Phil Knight’s early assessment of the i2 failure turned out to be true. In the long run, the process gave Nike a competitive advantage and was instrumental in building an effective SCM system. 

In a nutshell: A failure to demonstrate patience, seek outside help, and rush software implementation can have drastic consequences.  

> Nike says i2 hurt its profits

> I2 Technologies, Inc.

> How Not to Spend $400 Million

> i2-Nike fallout a cautionary tale

> Nike rebounds: How Nike recovered from its supply chain disaster

> Scm and Erp Software Implementation at Nike – from Failure to Success 

> I2 Says: "You Too, Nike"

Nike Marketing Strategy 2024 - 7 Effective Findings from Case Studies

• 12 Comments
• Published on 21 Jun 2024

Table of Contents

Nike marketing strategy: top effective findings from case studies, history of nike, goals and objectives - nike marketing strategy, nike’s target audience, nike marketing strategy: challenges, solutions, and its approaches, how nike’s marketing strategy evolved, how to apply the nike’s marketing strategy to your brand, growth and market reach, what to take.

Nike has taken an image of an athleisure company and an American multinational corporation, but, the brand has taken way the world with inspiration, emotion, diversity, and unity with its simple marketing campaigns.

The core purpose of Nike marketing strategy is to keep moving the world forward. Over the years, it has launched and introduced various stylish and sustainable services from remembering the Swoosh, and the tagline ” Just Do It” which does not only come into our mind.

Enlisting the action of Nike's marketing strategies is remarkable. What makes it so special to get the products?

There are multiple reasons why people buy Nike products in this case study explained, but, one absolutely convincing means is that it is more than a brand that builds communities, planet protection, and makes sports accessible beyond diverse horizons. We have also discussed the top Nike Marketing Strategies that you can learn in 2024.

Purpose of the Article

The main aim of this article by Sprintzeal caters to information as social proof from various case studies about a process, product, or service that can resolve marketing issues.

Known as one of the largest athletic apparel companies,  Nike (Nike, Inc.)  is an American multinational association that deals with the design, development, manufacture, and global marketing and sales of footwear, accessories, apparel, equipment, and services. Began with a mission to, “bring inspiration and innovation to every athlete” in the world It is based in Beaverton, Oregon, NIKE, Inc. includes the Nike, Converse, and Jordan brands, and many more. 

It was founded by Bill Bowerman and his former student Phil Knight in 1964.

Nike plans to build a 3.2 million square foot expansion to its World Headquarters in Beaverton.

The Nike brand strategy focuses on bringing the culture of the invention to today’s athletes while solving issues for the upcoming generation.

Nike has acquired and sold several footwear and apparel companies over the years. It has also acquired Starter, Zodiac, Celect, and Datalogue and purchased RTFKT Studios.

It was founded in 1964 by Bill Bowerman, a track-and-field coach at the University of Oregon, and his former student Phil Knight as Blue Ribbon Sports. The brand was rebranded in the 60s, their company was relaunched as Nike in 1971.

In 1972, Blue Ribbon sports which later became Nike unveils "Moon Shoes

In 1974, the Waffle Trainer was patented, featuring Bill's famous Waffle outsole.

In 1982, introduced the Air Force 1 basketball shoe.

In 1994, Nike signs LeBron James

In 2000, launched Nike Shox in the market.

In 2008, introduced the Flyware shoe and signs Derek Jeter

In 2018, introduced React Element 87. Nike launched a new "Just do it" ad campaign featuring Colin Kaepernick.

In 2020, Nike Air-max 97G "Peace and love" was introduced. It also reveals uniforms for the 2020 Tokyo Olympics.

The main priorities and objectives of Nike marketing strategy,

• It includes promoting diversity, equity, and inclusion.
• Innovations that create sustainable materials and approaches to tackle environmental impact.
• Towards advancing a transparent and responsible supply chain.
• To build community by investing in organizations that pay efforts on economic empowerment, education, and equality.
• Uplifts unity with the current generation through sport and encourages an active lifestyle to reach their potential future.

To truly understand the effectiveness of Nike's marketing strategy, it's crucial to dissect the various segments within their vast target audience. Nike's ability to connect with different consumer groups is a central theme in this Nike marketing strategy case study. Let's delve deeper into these segments:

Athletes, Professionals, and Enthusiasts: Nike casts a wide net, catering to athletes at all levels, from elite professionals to passionate enthusiasts. Their product range is meticulously designed to enhance athletic performance, making Nike the preferred choice for athletes worldwide.

Running Enthusiasts: Nike's dominance in the running domain is unparalleled. They offer an extensive selection of running shoes, apparel, and accessories tailored to the specific needs of runners, whether they're seasoned marathoners or occasional joggers.

Sports Enthusiasts: Beyond athletes, Nike appeals to anyone with a fervent passion for sports. Their marketing efforts invite individuals to adopt the mindset of an athlete, whether they actively engage in sports or simply lead an active lifestyle.

Women in Sports: Recognizing the growing influence of women in sports, Nike has dedicated a significant portion of their marketing efforts to empower female athletes and sports enthusiasts.

Young Athletes: Nike understands the importance of cultivating brand loyalty from a young age. Their marketing strategies are crafted to inspire and engage young athletes, nurturing a lifelong connection to the brand.

Sustainability Advocates: In recent years, Nike has expanded its reach to consumers who prioritize sustainability and ethical practices. Their marketing seamlessly integrates these values, resonating with the environmentally conscious audience.

This diverse and inclusive approach to their target audience has been a pivotal factor in the success of Nike's marketing strategy. It showcases their ability to resonate with a wide range of consumers, from professional athletes to environmentally conscious individuals.

Striving to create more eco-friendly materials as possible, bioplastic for their sneakers is used as a replacement for plastic, leather, and other materials.

Well known for the fact that Nike promotes its products through sponsorship agreements with influencing athletes, professional teams, and athletic teams.

- High level competition of Nike with Adidas and Reebok and other companies with the closely similar product line and common target markets. 

- Limited exports of Nike products due to legal restrictions can be one reason for fewer sales or revenues.

- The economic and political situation of those countries manufacturing Nike products is also one main challenge.

- Being a global brand, controversies are sensitive to the company image.

Hence, these is some of the reasons why strategies are relevant for Nike.

The questions still arise, why do people go after Nike products even if several brands apply the same approach? Does Nike market segmentation do it differently?

With being able to pull effective  Nike marketing plan  guidelines over past years; the other part also had faced consequences and drove up on solutions-making with,

1) Advertising

One of the key parts of the  Nike advertising strategy  is advertising through television ads and other social media forms with affiliate marketing.

In 1982, Nike aired its first three national television ads during the broadcast of the New York Marathon.

2) New Media Marketing

Having to understand the importance of having different mediums along with display advertising, content marketing, and social media promotions, boosts Nike global marketing strategy in the right direction.

Nike is risk-taker, with the way to early application of internet marketing, email management technologies, narrowcast communication technologies, and broadcast to build multimedia marketing campaigns.

3) Emotional Branding

How undeniable that Nike always puts powerful emotions through the brand! The advertisement seldomly briefs on its products and services.

A few of the best ads and commercials from Nike quotes for motivation, inspiration, and greatness can be:

“We gave up giving up”,

“All you have to do is pick up your feet.”

“My better is better than your better.”

“Don’t believe you have to be like anybody to be somebody.”

The building of the right emotions by Nike effortlessly comes through curated content and narrative that again narrates a story; a tale of inspiration applicable to anyone to combat their challenges and meet their victory.

Instead, Nike emotional branding has been impactive followed as an effective strategy in the world of marketing at present. It inturns invokes emotions related to success, morale, victory, and self-improvement which makes it a powerful product.

4) Nike Target Market Segmentation

One thing marketers should learn from  nike segmentation targeting and positioning 

is understanding their customer.

And, Nike focuses very well on their main target markets for their product and services i.e., athletes, runners, and sports enthusiasts.

In the running years, it enlarges strategies to lead precise market segments for runners, women, and young athletes. 

An observation is taken into action to create that meets the custom interests as per customer requirements.

5) Convey a Story

To have been accompanied by a global audience, another marketing strategy applies by conveying the story in simple and effective points rather than using descriptive or jargon with their brand voice.

In this way, they connect and try to encourage the masses to chase their dreams and “Just do it”.

An instance as shown in the above image; another excellent technique is their tagline which builds an emotional marketing story that relates to anyone to catch their dream and build customer loyalty,

6) Newsworthiness

This brand strategy uses newsworthiness to impact and appeal to a story. In most cases, it uses recent events or happenings about what people need or want to know.

It is also tricky to decide what stories to cover, but Nike evaluates and continues with newsworthy stories before the release to avoid controversies or false information.

This pattern could be applied based on events that impact your readers all over the world

7) Invest in Customer Loyalty

In Nike, it associates with diverse masses apart from the target audience. Does it have good customer loyalty? Yes. 

With less loyal customers, the challenge to come up with anticipatory decisions and effectively plan your finances can be scary.

One of the reasons the brand is irresistible globally till current which is less surprising is sole because of customer loyalty. The precise, well-executed product and service not only attract new customers but retain customers with good profit margins.

- Nike is releasing “No Finish Line,” a new book that celebrates and figures Nike’s 50 years of game-changing design and innovation in the favor of athletes and sports. It lay down a design vision for the next 50 years.

- It applies measures to create a better future by investing in active and inclusive communities. Nike Community Impact Fund (NCIF), an employee-led and neighborhood-focused approach 

in aid of local community organizations globally for a positive, effective, and making a play for all the kids.

- Nike made about 35% digital and aims to achieve 50% by 2025.

One of the best ephemeral approaches is that a part of Nike’s success goes to influencing and inspirational athletes such as Michael Jordan, Mia Hamm, Roger Federer, Tiger Woods, Kobe Bryant, Lebron James, and many others.

To truly appreciate the efficacy of Nike's marketing strategy, it's essential to trace the evolutionary path it has taken over the years. This retrospective analysis of Nike's marketing strategy is integral to our Nike marketing strategy case study. Here is a comprehensive exploration of the evolution of Nike's marketing approach:

The Early Years: Nike's origins can be traced back to its predecessor, Blue Ribbon Sports, which primarily served as a distributor of Japanese running shoes. During this nascent phase, Nike's strategy was firmly rooted in performance and innovation.

The Birth of Nike: In 1971, Nike emerged as a distinct entity, drawing inspiration from the Greek goddess of victory. This marked the inception of Nike's emphasis on empowerment and achievement, an approach that would become central to their branding.

Celebrities Take Center Stage: The 1980s heralded a new era for Nike, marked by the strategic use of celebrity endorsements, most notably with basketball icon Michael Jordan. These high-profile endorsements solidified a deep emotional connection between Nike and consumers.

The "Just Do It" Era: In 1988, Nike introduced its iconic "Just Do It" slogan, encapsulating the ethos of personal determination and resilience. Swiftly, it became synonymous with the brand's identity and mission.

Digital Transformation: Nike was an early adopter of digital marketing, recognizing the potential of the internet and social media. They harnessed these platforms to engage consumers through multimedia campaigns and create a digital presence that mirrored their innovative spirit.

Emotional Branding: Nike's pivot towards emotional branding represented a pivotal moment in their marketing evolution. Rather than simply showcasing products, they focused on evoking powerful emotions, such as success, motivation, and self-improvement. This shift solidified Nike as a potent and influential brand.

Sustainability and Inclusivity: In recent years, Nike has demonstrated a commitment to sustainability and inclusivity, both in their products and marketing. They aim to create eco-friendly products and promote social responsibility, aligning with the evolving values of today's consumers.

This journey of evolution highlights Nike's remarkable adaptability and capacity to align their strategy with changing consumer landscapes. From their roots in performance and innovation to their current focus on emotional branding, sustainability, and inclusivity, Nike's marketing strategy has continued to resonate with a diverse and ever-changing audience.

To harness the power of Nike's potent marketing strategy for your own brand, it's essential to follow a well-defined blueprint. This section of our Nike marketing strategy case study provides a step-by-step guide on how to apply Nike's principles to your brand effectively:

Know Your Audience Inside Out: Much like Nike, start by conducting thorough market research to understand your target audience's specific needs, preferences, and aspirations. Tailor your products and marketing strategies accordingly.

Forge an Emotional Connection: Take a page from Nike's playbook and aim to create profound emotional connections with your audience. Share compelling stories that resonate with your brand's mission and values, inspiring and motivating your customers.

Embrace the Digital Realm: Leverage the expansive digital landscape, including social media, content marketing, and multimedia campaigns, to amplify your brand's reach. Follow Nike's lead in utilizing these platforms effectively to engage and captivate your audience.

Champion Sustainability and Social Responsibility: If your brand aligns with sustainability and social causes, make them integral to your strategy. Showcase your commitment to positive change through sustainable practices and support for relevant social issues.

Consistency is Key: Maintain a consistent brand image and message across all marketing channels. This consistency not only reinforces your brand identity but also leaves a lasting impression on your audience.

Prioritize Innovation: Continuous innovation should be at the heart of your strategy, much like Nike's dedication to pushing the boundaries. Innovate your products and marketing strategies to stay relevant and capture the full attention of your audience.

Leverage Influencers and Celebrities: Collaborate with influencers or celebrities whose values align seamlessly with your brand's mission. This partnership can help expand your reach and enhance your brand's credibility, similar to Nike's successful partnerships with iconic athletes.

By following these steps, you can effectively incorporate the power of Nike's marketing strategy into your own brand. Building a successful brand, as exemplified in this Nike marketing strategy case study, requires a strategic approach, unwavering dedication, and a profound understanding of your audience's aspirations and needs.

Don't Wait, Just Do It

In the ever-changing field of marketing, the key to success is action. Much like Nike urges you to take action; we encourage you to propel your digital marketing career forward by enrolling in Sprintzeal's Digital Marketing Course. Don’t let your hesitation cost you your opportunities.

Equip yourself with the skills, knowledge, and confidence excel in the digital marketing domain. We curate and design our courseware to ensure you're well-prepared for the dynamic world of digital marketing. So, why delay? Enroll now , and allow us to help you make your career in digital marketing.

As per  Wikipedia , During the Q1 of 2020, the company's online sales have grown by 36%. While the net income in mil. is $6,046 and revenue is $46,710 in 2022. 

As per the Forbes report, Nike's Financial Summary for 2022, the revenue is $46.9 billion with assets of $38.6 billion and profits of $6.1 billion.

The following image gives a glance at the percentage growth with the approaches.

Image Source:  Nike

Final Results

During the article study, we also found that problems may occur subsequently with changes made to the distribution, marketing, and management strategies of Nike.

Companies can refer to Nike's marketing strategy to influence the four Ps i.e, price, product, promotion, and place. New features may expand the changes to higher growth of the product and might develop a new market.

Source 1:  Nike-A Case Study Just Do It

Source 2:  Nike Marketing Case Study

Source 3:  An Investment Analysis Case Study: Nike - NYU Stern

Research Details

This article emphasizes curated study from three case studies apart from Nike’s official website.

Therefore, all the effective strategies are presented for information and education means for readers in response to the current marketing issues along with the given references in this article.

Winning the market is one technique that Nike has been doing so well since its implementation till date. What’s even interesting is having to market its products under its various brands and subsidiaries.

The subsidiaries like Nike+, Nike Golf, Nike Blazers, Nike Pro, Air Jordan, Air Max, and other brands like  Hurley Int., Jordan, and Converse.

In the field of such marketing, digital marketing plays a dominant role. To pursue a career in digital marketing training, choosing from a globally recognized ATO (An accredited training organization) from  Sprintzeal  accelerates your career of interest.

To explore more courses, consider visiting  Sprintzeal’s all courses  and earn a certification to level up your career.

For details or queries in your field,  Click Here  or  chat with our experts , and our course experts will get to you.

What is the marketing strategy of Nike?

Nike's marketing strategy focuses on using compelling storytelling and imagery to make an emotional connection with its target audience. They leverage iconic slogans like "Just Do It," collaborate with high-profile athletes, and utilize social media to engage directly with consumers. By focusing on innovation, quality, and sustainability, Nike maintains a strong brand presence that resonates globally.

What is Nike's targeting strategy?

Nike has a diverse range of target audiences, ranging from professional athletes to recreational exercisers. They segment their market by demographics, psychographics, and behavioral data, tailoring products and marketing campaigns to specific groups. Nike also emphasizes inclusivity and diversity, ensuring their brand appeals to a broad and varied audience.

What are the pillars of Nike marketing?

Nike's marketing is built on three main pillars:

- Innovation: Continuously pushing the boundaries with new technologies and products.

- Athlete Endorsements : Partnering with top athletes to enhance brand credibility and reach.

- Emotional Branding : Tells touching tales that appeal to customers' emotions and help them relate to you personally.

What is Nike's personal selling strategy?

Nike's personal selling strategy focuses on creating personalized and immersive retail experiences. Their stores are designed to showcase the brand's lifestyle and innovation, with knowledgeable staff who offer expert advice and personalized recommendations. Nike also utilizes digital tools to enhance the shopping experience, such as the Nike app, which provides customized product suggestions and exclusive content.

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AWS Case Studies: Services and Benefits in 2024

Home Blog Cloud Computing AWS Case Studies: Services and Benefits in 2024

With its extensive range of cloud services, Amazon Web Services (AWS) has completely changed the way businesses run. Organisations demonstrate how AWS has revolutionized their operations by enabling scalability, cost-efficiency, and innovation through many case studies. AWS's computing power, storage, database management, and artificial intelligence technologies have benefited businesses of all sizes, from startups to multinational corporations. These include improved security, agility, worldwide reach, and lower infrastructure costs. With Amazon AWS educate program it helps businesses in various industries to increase growth, enhance workflow, and maintain their competitiveness in today's ever-changing digital landscape. So, let's discuss the AWS cloud migration case study   and its importance in getting a better understanding of the topic in detail.

What are AWS Case Studies, and Why are They Important?

The   AWS case   studies comprehensively explain how companies or organizations have used Amazon Web Services (AWS) to solve problems, boost productivity, and accomplish objectives. These studies provide real-life scenarios of Amazon Web Services (AWS) in operation, showcasing the wide range of sectors and use cases in which AWS can be successfully implemented. They offer vital lessons and inspiration for anyone considering or already using AWS by providing insights into the tactics, solutions, and best practices businesses use the AWS Cloud Engineer program . The Amazon ec2 case study   is crucial since it provides S's capabilities, assisting prospective clients in comprehending the valuable advantages and showcasing AWS's dependability, scalability, and affordability in fostering corporate innovation and expansion.

What are the Services Provided by AWS, and What are its Use Cases?

The   case study on AWS in Cloud Computing provided and its use cases mentioned:

Elastic Compute Cloud (EC2) Use Cases

Amazon Elastic Compute Cloud (EC2) enables you to quickly spin up virtual computers with no initial expenditure and no need for a significant hardware investment. Use the AWS admin console or automation scripts to provision new servers for testing and production environments promptly and shut them down when not in use.

AWS EC2 use cases consist of:

• With options for load balancing and auto-scaling, create a fault-tolerant architecture.
• Select EC2 accelerated computing instances if you require a lot of processing power and GPU capability for deep learning and machine learning.

Relational Database Service (RDS) Use Cases

Since Amazon Relational Database Service (Amazon RDS) is a managed database service, it alleviates the stress associated with maintaining, administering, and other database-related responsibilities.

AWS RDS uses common cases, including:

• Without additional overhead or staff expenditures, a new database server can be deployed in minutes and significantly elevate dependability and uptime. It is the perfect fit for complex daily database requirements that are OLTP/transactional.
• RDS should be utilized with NoSQL databases like Amazon OpenSearch Service (for text and unstructured data) and DynamoDB (for low-latency/high-traffic use cases).

AWS Workspaces

AWS offers Amazon Workspaces, a fully managed, persistent desktop virtualization service, to help remote workers and give businesses access to virtual desktops within the cloud. With it, users can access the data, apps, and resources they require from any supported device, anywhere, at any time.

AWS workspaces use cases

• IT can set up and manage access fast. With the web filter, you can allow outgoing traffic from a Workspace to reach your chosen internal sites.
• Some companies can work without physical offices and rely solely on SaaS apps. Thus, there is no on-premises infrastructure. They use cloud-based desktops via AWS Workspaces and other services in these situations.

AWS Case Studies

Now, we'll be discussing different case studies of AWS, which are mentioned below: -

Case Study - 1: Modern Web Application Platform with AWS

American Public Media, the programming section of Minnesota Public Radio, is one of the world's biggest producers and distributors of public television. To host their podcast, streaming music, and news websites on AWS, they worked to develop a proof of concept.

After reviewing an outdated active-passive disaster recovery plan, MPR decided to upgrade to a cloud infrastructure to modernize its apps and methodology. This infrastructure would need to be adaptable to changes within the technology powering their apps, scalable to accommodate their audience growth, and resilient to support their disaster recovery strategy.

MPR and AWS determined that MPR News and the public podcast websites should be hosted on the new infrastructure to show off AWS as a feasible choice. Furthermore, AWS must host multiple administrative apps to demonstrate its private cloud capabilities. These applications would be an image manager, a schedule editor, and a configuration manager.

To do this, AWS helped MPR set up an EKS Kubernetes cluster . The apps would be able to grow automatically according to workload and traffic due to the cluster. AWS and MPR developed Elasticsearch at Elastic.co and a MySQL instance in RDS to hold application data.

Business Benefits

Considerable cost savings were made possible by the upgraded infrastructure. Fewer servers would need to be acquired for these vital applications due to the decrease in hardware requirements. Additionally, switching to AWS made switching from Akamai CDN to CloudFront simple. This action reduced MPR's yearly expenses by thousands.

Case Study - 2: Platform Modernisation to Deploy to AWS

Foodsby was able to proceed with its expansion goals after receiving a $6 million investment in 2017, but it still needed to modernize its mobile and web applications. For a faster time to launch to AWS, they improved and enhanced their web, iOS, and Android applications.

Sunsetting technology put this project on a surged timeline. Selecting the mobile application platform required serious analysis and expert advice to establish consensus across internal stakeholders.

Improving the creation of front-end and back-end web apps that separated them into microservices to enable AWS hosting, maximizing scalability. Strengthening recommended full Native for iOS and Android and quickly creating and implementing that solution.

Case Study - 3: Cloud Platform with Kubernetes

SPS Commerce hired AWS to assist them with developing a more secure cloud platform, expanding their cloud deployment choices through Kubernetes, and educating their engineers on these advanced technologies.

SPS serves over 90,000 retail, distribution, grocery, and e-commerce businesses. However, to maintain its growth, SPS needs to remove obstacles to deploying new applications on AWS and other cloud providers in the future. They wanted a partner to teach their internal development team DevOps principles and reveal them to Kubernetes best practices, even though they knew Kubernetes would help them achieve this.

To speed up new project cycle times, decrease ramp-up times, and improve the team's Kubernetes proficiency, it assisted with developing a multi-team, Kubernetes-based platform with a uniform development method. The standards for development and deployment and assisted them in establishing the deployment pipeline.

Most teams can plug, play, and get code up and running quickly due to the streamlined deployment interface. SPS Commerce benefits from Kubernetes' flexibility and can avoid vendor lock-in, which they require to switch cloud providers.

Case Study - 4: Using Unified Payment Solutions to Simplify Government Services

The customer, who had a portfolio of firms within its authority, needed to improve experience to overcome the difficulty of combining many payment methods into a single, unified solution.

Due to the customers' varied acquisitions, the payment system landscape became fragmented, making it more difficult for clients to make payments throughout a range of platforms as well as technologies. Providing a streamlined payment experience could have been improved by this lack of coherence and standardization.

It started developing a single, cloud-based payment system that complies with the customers' microservices-based reference design. CRUD services were created after the user interface for client administration was set at the beginning of the project.

With this, the customer can streamline operations and increase efficiency by providing a smooth payment experience.

The new system demonstrated a tremendous improvement over the old capability, demonstrating the ability to handle thousands of transactions per second.

Maintaining system consistency and facilitating scalability and maintenance were made more accessible by aligning with the reference architecture.

Case Study - 5: Accelerated Data Migration to AWS

They selected improvements to create   an   AWS cloud migration case study cloud platform to safely transfer their data from a managed service provider to AWS during the early phases of a worldwide pandemic.

Early in 2020, COVID-19 was discovered, and telemedicine services were used to lessen the strain on hospital infrastructure. The number of telehealth web queries increased dramatically overnight, from 5,000 to 40,000 per minute. Through improvement, Zipnosis was able to change direction and reduce the duration of its AWS migration plan from six to three months. The AWS architecture case study includes HIPAA, SOC2, and HITRUST certification requirements. They also wanted to move their historic database smoothly across several web-facing applications while adhering to service level agreements (SLAs), which limited downtime.

Using Terraform and Elastic Kubernetes Service, the AWS platform creates a modern, infrastructure-as-code, HIPAA-compliant, and HITRUST-certified environment. With the help of serverless components, tools were developed to roll out an Application Envelope, enabling the creation of a HIPAA-compliant environment that could be activated quickly.

Currently, Zipnosis has internal platform management. Now that there is more flexibility, scaling up and down is more affordable and accessible. Their services are more marketable to potential clients because of their scalable, secure, and efficient infrastructure. Their use of modern technologies, such as Kubernetes on Amazon EKS, simplifies hiring top people. Zipnosis is in an excellent position to move forward.

Case Study - 6: Transforming Healthcare Staffing

The customer's outdated application presented difficulties. It was based on the outdated DBROCKET platform and needed an intuitive user interface, testing tools, and extensibility. Modernizing the application was improving the job and giving the customer an improved, scalable, and maintainable solution.

Although the customer's old application was crucial for predicting hospital staffing needs, maintenance, and improvements were challenging due to its reliance on the obscure DBROCKET platform. Hospitals lost money on inefficient staff scheduling due to the application's lack of responsiveness and a mobile-friendly interface.

Choosing Spring Boot and Groovy for back-end development to offer better maintainability and extensibility throughout the improved migration of the application from DBROCKET to a new technology stack. Unit tests were used to increase the reliability and standard of the code.

Efficiency at Catalis increased dramatically when the advanced document redaction technology was put in place. They were able to process papers at a significantly higher rate because the automated procedure cut down the time and effort needed for manual redaction.

Catalis cut infrastructure costs by utilizing serverless architecture and cloud-based services. They saved a significant amount of money because they were no longer required to upgrade and maintain on-premises servers.

The top-notch Knowledgehut best Cloud Computing courses that meet different demands and skill levels are available at KnowledgeHut. Through comprehensive curriculum, hands-on exercises, and expert-led instruction, attendees may learn about and gain practical experience with cloud platforms, including AWS, Azure, Google Cloud, and more. Professionals who complete these courses will be efficient to succeed in the quickly developing sector of cloud computing.

Finally,   a   case study of   AWS retail case studies offers a range of features and advantages. These studies show how firms in various industries use AWS for innovation and growth, from scalability to cost efficiency. AWS offers a robust infrastructure and a range of technologies to satisfy changing business needs, whether related to improving customer experiences with cloud-based solutions or streamlining processes using AI and machine learning. These case studies provide substantial proof of AWS's influence on digital transformation and the success of organizations.

Frequently Asked Questions (FAQs)

From the case study of Amazon web services, companies can learn how other businesses use AWS services to solve real-world problems, increase productivity, cut expenses, and innovate. For those looking to optimize their cloud strategy and operations, these case studies provide insightful information, optimal methodologies, and purpose. 

You can obtain case studies on AWS through the AWS website, which has a special section with a large selection of case studies from different industries. In addition, AWS releases updated case studies regularly via various marketing platforms and on its blog.

The case study of Amazon web services, which offers specific instances of how AWS services have been successfully applied in various settings, can significantly assist in the decision-making process for IT initiatives. Project planning and strategy can be informed by the insights, best practices, and possible solutions these case studies provide.

Kingson Jebaraj

Kingson Jebaraj is a highly respected technology professional, recognized as both a Microsoft Most Valuable Professional (MVP) and an Alibaba Most Valuable Professional. With a wealth of experience in cloud computing, Kingson has collaborated with renowned companies like Microsoft, Reliance Telco, Novartis, Pacific Controls UAE, Alibaba Cloud, and G42 UAE. He specializes in architecting innovative solutions using emerging technologies, including cloud and edge computing, digital transformation, IoT, and programming languages like C, C++, Python, and NLP. 

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Nike Case Study

While Nike had adopted Agile as a method prior to our engagement with them, the practice hadn’t been rolled out in full across the organization. As a result, the leadership was seeing only pockets of improvement. As part of Nike’s innovation strategy, which included reducing time-to market, the company’s leadership planned to increase their agile capabilities. Their aim was to increase the overall agility of the organization in an effort to 1) improve team engagement, and 2) reduce costs.

Hyperdrive trained and developed 30 Nike Agile Coaches over the course of the engagement, located across the world. In addition to the OPEX savings of over $4 million, the Nike Consumer Digital arm was able to focus their efforts on meeting the larger company goals of increasing innovation and reducing time-to-market for their deliverables. Moreover, Nike surprised Wall Street with strong 2nd quarter growth following the engagement. An analyst reported, “We believe Nike’s Q2 performance proves the brand remains strong, margin drivers are intact (Direct to Consumer / Digital) and global demand is healthy.”

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Customer Relationship Management: Case Study Analysis on Nike+

Added on   2023-06-10

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Nike, Inc. is an American multinational corporation that is engaged in the design, development, manufacturing, and worldwide marketing and sales of footwear, apparel, equipment, accessories, and services. The company is headquartered near Beaverton, Oregon, in the Portland metropolitan area.

Nike POS sub-division wanted to partner up with us to enhance their own team capacity by extending the staff and spreading stories, features and tasks among different teams. Nike C4 C sub-division need to setup AWS ULS (user lifecycle services) on China region in preparation of Nike AWS expansion to China and to adapt and migrate existing pipelines for Platform UI for China region. Need for Nike ROP (retail orchestration platform) services support and functional improvements, services migration to new OAUth (Open Authentication) approaches, performance improvements

The vision is to rectify the current non-compliant and non-performant technical foundation in Nike Greater China, whilst delivering seamless consumer experiences across online and offline channels at the required market standard and speed. Successfully localizing the GC data foundation and platforms is paramount for Nike to not only meet the fundamental regulatory requirements, but also surpass key players in China’s competitive marketplace. To enable and accelerate the growth of Nike’s business in GC, the core consumer experiences, supporting services, and critical platforms and capabilities need to all be localized with production environments in China and powered by local consumer data and technology platforms.

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Within the first six months, we helped Nike to implement many features, and several stories, bootstrap a new service, and participate in fixing production issues. Each 2 weeks sprint completion of 95-100% of the stories

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