COMMUNICATION PATTERN

OF

SUBMITTED TO: SUBMITTED BY:

Ms. RICHA MANOCHA MOHINI GUPTA ( F-12)
NEHA KHANNA (F-07)

INTRODUCTION
Nike is a major publicly traded sportswear and equipment supplier based in the United States.
The company is headquartered near Beaverton, Oregon, which is part of the Portland
metropolitan area. It is the world's leading supplier of athletic shoes and apparel[4] and a
major manufacturer of sports equipment with revenue in excess of US$18.6 billion in its
fiscal year 2008 (ending May 31, 2008). As of 2008, it employed more than 30,000 people
worldwide. Nike and Precision Cast parts are the only Fortune 500 companies headquartered
in the state of Oregon, according to The Oregonian.
The company was founded in January 1964 as Blue Ribbon Sports by Bill Bower man and
Philip Knight,[1] and officially became Nike, Inc. in 1978. The company takes its name from
Nike , the Greek goddess of victory. Nike markets its products under its own brand as well as
Nike Golf, Nike Pro, Nike+, Air Jordan, Nike Skateboarding and subsidiaries including Cole
Haan, Hurley International, Umbro and Converse. Nike also owned Bauer Hockey (later
renamed Nike Bauer) between 1995 and 2008.[5] In addition to manufacturing sportswear and
equipment, the company operates retail stores under the Nike town name. Nike sponsors
many high profile athletes and sports teams around the world, with the highly recognized
trademarks of "Just does it" and the Swoosh logo.
MISSION
"To lead in corporate citizenship through proactive programs that reflect caring for the world
family of Nike, our teammates, our consumers, and those who provide services to Nike"

VISION
Helpful hints and tips on writing a Vision Statement
“To bring inspiration and innovation to every athlete*
in the world"

* If you have a body, you are an athlete

STRUCTURE

Nike was founded on a handshake. Implicit in that act was the determination that we would
build our business based on trust, teamwork, honesty and mutual respect. As we have grown
from a two-man partnership to a global business, our task has been to maintain this same
Ethic across our operations. We have put in place corporate governance policies and practices
to help us achieve this. In recent years, we have extended these to include corporate
responsibility issues as a central part of our governance system.

Board of Directors
Nike’s board of directors is responsible for corporate governance in compliance with the U.S.
Sarbanes-Oxley Act and other laws, and the interests of our shareholders. The board is
currently composed of 10 members, eight of whom are independent non-executive
Directors as defined under the listing standards of the New York Stock Exchange. Six board
committees share responsibility for overseeing specific policies and procedures, including
audit, compensation, corporate responsibility, executive, finance and nominating and
corporate governance.

COMMUNITY REALTIONS
Nike sponsors many of the colleges sports teams in Oregon, including athletic teams at the
University of Portland.

As far as community expectations as laid out in our textbook Nike meets, if not exceeding all
four. The appearance of Nike headquarters is nothing short of "attractive, with care spent on
the grounds and structures," as Fraser P. Seitel, the author of our textbook, puts it.
 Beyond Nike's willingness to sponsor many of Oregon's athletic teams, in 2005 alone, a
study accounted for about 16,580 opportunities for employment from Nike for Oregonian
residents. Not to mention the internships and such they offer to college students. Nike's
community outreach team makes it seems as if Nike has its hand in activities and events all
over Oregon. The stability of the company is illustrated through its constant growth in size.
Another characteristic of the organization listed as important to communities.

As for pride, Nike represents its roots in Oregon just as much as Oregonians represent it. The
partnership between the companies in the community is a great example of great community
relations, and as it grows I'm sure it will continue to be.

CORPORATE SOCIAL RESPONSIBILITY

Nike takes foreign timeframes and differing cultural norms into account by working with
suppliers and their employees, other buyers and non-governmental organizations to design
CSR endeavors. Nike helps them define the project goals, implementation and accountability
components.
One of the first steps in crafting a successful CSR plan is defining what “good” looks like,
Morris says. Key elements are designing upstream business processes that support good
working conditions and efficient product flow. It’s also important to clearly define the rules
and hold Nike employees accountable for compliance with Nike’s principles. This includes
supporting sustainable business practices, encouraging suppliers to invest in worker training
and by sharing best practices and the results other Nike suppliers have seen when they
implemented some of those practices in their own facilities. Nike also employs suppliers’
human resources department as a strategic partner.
Nike takes these issues seriously. As the first world countries become increasingly aware of
working conditions throughout the world, corporate social responsibility has become
increasingly important—to publicity and to the bottom line. Nike has become a business
ambassador, teaching suppliers that regardless of their location or local operating
environment it makes good business sense to treat their workers fairly. Suppliers, for their
part, increasingly understand that the benefits of ethical practices can enhance their own
bottom lines, through expanded markets, better quality, more business and increased
revenues. Increased innovation through freedom of association, plus a more prosperous
workforce and a more robust local economy are icing on the cake. By working with its
suppliers rather than dictating to them, Nike really is changing the world, one factory at a
time.

Nike press releases
Nike, Inc. designs, develops, and markets footwear, apparel, equipment, and accessory
products worldwide. The company offers various categories of shoes, including running,
training, basketball, soccer, sport-inspired urban shoes, and children’s shoes. It also provides
shoes for aquatic activities, baseball, bicycling, cheerleading, golf, lacrosse, outdoor
activities, skateboarding, tennis, volleyball, walking, wrestling, and various athletic and
recreational uses. In addition, the company offers sports-inspired lifestyle apparel, athletic
bags, and accessory items. Further, it provides a line of performance equipment, including
socks, sport balls, eyewear, timepieces, electronic devices, bats, gloves, protective equipment,
golf clubs, and various equipments designed for sports activities under the NIKE brand name,
as well as markets apparel with licensed college and professional team and league logos.
Additionally, it offers licenses to produce and sell NIKE brand swimwear, team sports
apparel, training equipment, children’s clothing, electronic devices, eyewear, golf accessories,
and belts. Nike, Inc. also markets its products under the brand names of Converse, Chuck
Taylor, All Star, One Star, John Varvatos, Jack Purcell, Cole Haan, Bragano, and Hurley. The
company sells its products to retail accounts, through stores, independent distributors, and
licensees, as well as through its Website, nikestore.com. As of May 31, 2008, it operated 296
retail stores in the United States and 260 retail stores internationally. The company was
founded in 1964 and is headquartered in Beaverton, Oregon.

CORPORATE CONSUMER RELATION

Nike entered the new millennium with a brand portfolio that any company would envy and
spokespersons of the likes of Michael Jordan, Lance Armstrong, Roger Federer and others
who, in 2000, were at the top of their game or climbing to the height of their legendary status.

Having dealt with corporate responsibility issues in the previous decade and continuing to
enforce high labour standards and increased monitoring, Nike could go nowhere but up. And
the company reached for the stars. Literally.

Phil Knight told the world on CNBC’s special “Inside Nike” that he doesn’t “believe in
advertising.” On that foundation, Nike has implemented campaigns throughout the
company’s history that combine public relations, marketing and advertising. However, per
Knight’s request, “it doesn’t look like advertising” (Inside Nike).

The cornerstones of these campaigns have been Nike’s athlete brand ambassadors. The
following are two of the campaigns that have set Nike apart since 2000.

"Become Legendary"
Legendary is one of the only words that can be used to describe basketball great Michael
Jordan. Nike launched the “Become Legendary” campaign in January 2008 to coincide with
the release of the Air Jordan XX3 in the same year.

The campaign features a series of television ads airing for the first time during significant
professional sporting events. The ads were called “It’s Not about the Shoes,” “Look Me In the
Eyes,” “Clock tower,” and “Maybe It Was My Fault.”

According to a Nike press release, “‘BECOME LEGENDARY’ is intended to inspire

consumers to exceed expectations, challenge conventional views of sportsmanship and
explain that greatness is attainable. Using evocative imagery, the ad campaign animates the
Jordan Brand core truths - Authentic, Uncompromised, Earned, and Inspirational - which
speak directly to the brand pillars derived by Michael Jordan's personal values and
philosophy for success” (“Jordan Brand Unveils ‘BECOME LEGENDARY’ New Brand
Campaign in Celebration of Air Jordan Legacy”).

"Let Me Play" and support for female athletes

Nike published the original “Let Me Play” ad in 1995, publicizing the benefits of organized
sports for women and girls. In 2007, Nike responded to Don Imus’s derogatory comments
regarding Rutgers’ female basketball players by launching a campaign touting the
accomplishments of famous female athletes like Serena Williams and Mia Hamm, among
others.

To prove the company’s commitment to the advancement of female athletes, Nike started the
Let Me Play Fund with $425,000 to issue grants for equipment and uniforms for girls’ sports
teams (Howard).

"Nike+"
"Nike+" is less of a campaign and more of a technology meant to create a new lifestyle for
consumers, or simply make it easier. Nike+ technology includes a chip inserted into Nike+
running shoes that communicates with the runner’s iPod or Nike+ Sport Band, tracking
mileage, pace and other training variables important to serious athletes and fun for casual
athletes. The data can then be uploaded to the Nike+ Web site. Here comes the fun part.

The Nike+ Web site is a social network that allows users to log their workout information and
share it with other users, as well as setting goals while connecting with an online network of
cheerleaders. Empowered with a means of tracking progress and maintaining accountability,
consumers interact with Nike on a regular basis.

Nike used this technology to put on the Nike Human Race 10k on Aug. 31, 2008, holding 10k
races in 25 cities, but allowing anyone to register and log their run on the Nike+ Web site.

The message
Of course Nike is in the business of selling products and making money, but the message in
each campaign is meant to empower the consumer. By empowering the consumer, Nike
builds an undeniably positive relationship with its number one public.

The timing
The planning of the release of each campaign has been impeccable. Whether honouring the
accomplishments of a world-renowned athlete, responding to a negative situation in the
public eye or capitalizing on the growth of social media, Nike has been able to key into what
people were already thinking about, making the message more effective.
INTERNAL COMMUNICATION
Nike’s communication strategy stems from the organization’s mission “to bring inspiration
and innovation to every athlete* in the world”. The mission statement’s asterisk points to a
famous saying, “If you have a body, you are an athlete”, coined by founder Bill Bowerman,
which broadened Nike’s scope as an organization that can inspire people universally, as
opposed to a specific demographic. Lee and his team strive to create and sustain consistent
messages within the company so that Nike’s mission is fulfilled. At the foundation of
employee communication is Nike’s maxims, which Lee describes as “eleven truisms that
every employee knows here. When you go through orientation, you get our maxims and we
have a book that describes what each maxim stands for.” The maxims were established five
years ago and each has an overarching headline for quick recall as well as a story to provide
more contexts. The headlines for all eleven maxims are the following:

1. It is our nature to innovate.

2. Nike is a company.
3. Nike is a brand.
4. Simplify and go.
5. The consumer decides.
6. Be a sponge.
7. Evolve immediately.
8. Do the right thing.
9. Master the fundamentals.
10. We are on the offense.

New employees are trained on these sayings, which enable everyone to recognize what
“Remember the man” means. Thus, the sayings become a part of the company’s culture and
vocabulary. From an internal branding standpoint, the maxims become slogans by
standardizing how Nike employees communicate about their work and decisions they need to
make. Co-workers are able to hold each other accountable to “do the right thing” and “be on
the offense.” The eleven maxims represent consistent, fundamental communication that
allows employees on all levels to use a common set of terms to remind their colleagues to
continue in Nike’s values of inspiration and innovation.

Lee directs the communication team to accomplish the following objectives for employee
Communication:
1. Inspire employees through innovation and inspiration
2. Inform employees about Nike’s strategic priorities; drive business results.
3. Engage in Nike’s business – listen, learn, be inclusive
4. Educate and empower managers
5. Excite employees about the brand initiatives; build momentum

In fulfilling these objectives, though, there are several challenges faced by this multi-national,
growing organization. In addition to trying to reach employees in retail and distribution
centers, addressing language barriers across continents, measuring overall impact, and trying
to break through the inundation of information in the workplace, Lee cites a challenge in
“keeping it fresh.
In coordinating the internal communication efforts at Nike, Lee and his team have been
successful in creating consistent modes of spreading information throughout the company. On
a foundation of Nike’s mission statement and the 11 maxims, the communications team
strives to reach employees through varied and innovative methods. Nike still faces the
struggles of communicating within a large organization, but with the spirit of experimentation
and evolution, it is clear that the company’s commitment to communication will result in
even greater success in the future.

ADVERTISEMENT
It has chosen many ways to advertise such as

Newspaper

Television

Internet

Magazines

In 1982, Nike aired its first national television ads, created by newly formed ad agency
Wieden+Kennedy, during the New York Marathon. This was the beginning of a successful
partnership between Nike and W+K that remains intact today. The Cannes Advertising
Festival has named Nike its Advertiser of the Year on two separate occasions, the first and
only company to receive that honor twice (1994, 2003).
Nike also has earned the Emmy Award for best commercial twice since the award was first
created in the 1990s. The first was for "The Morning After," a satirical look at what a runner
might face on the morning of January 1, 2000 if every dire prediction about Y2K came to
fruition. The second Emmy for advertising earned by Nike was for a 2002 spot called
"Move," which featured a series of famous and everyday athletes in a stream of athletic
pursuits.
In addition to garnering awards, Nike advertising has generated its fair share of controversy