Imc Bromert

7/31/2019 Imc Bromert

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Zachary Bromert

February 26/27th
http://www.sportkc.org/events/images/nike_swoosh.jpg


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Company & Job Description

Career Path

Hard and Soft Skills

Examples of Work

The Good, The Bad, The Ugly

Words of Wisdom


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NIKE, Inc. (NIKE), incorporated in 1968, is engaged in the design, development and worldwidemarketing of footwear, apparel, equipment, and accessory products. NIKE sells athleticfootwear and athletic apparel. It sells its products to retail accounts, through NIKE-owned retail,

including stores and Internet sales, and through a mix of independent distributors andlicensees, in over 180 countries around the world. Its products include running, training,basketball, soccer, sport-inspired urban shoes, and childrens shoes. It also markets shoesdesigned for aquatic activities, baseball, bicycling, cheerleading, football, golf, lacrosse,outdoor activities, skateboarding, tennis, volleyball, walking, wrestling, and other athletic andrecreational uses. On March 3, 2008, the Company acquired Umbro Ltd. (Umbro), whichdesigns, distributes, and licenses athletic and casual footwear, apparel and equipment,primarily for the sport of soccer, under the Umbro trademarks. On April 17, 2008, it completedthe sale of its Bauer Hockey subsidiary.

Nike's athletic footwear products are designed primarily for specific athletic use, although alarge percentage of the products are worn for casual or leisure purposes. The Company sellssports apparel and accessories covering most of it product categories, which includes sports-inspired lifestyle apparel, as well as athletic bags and accessory items. It markets footwear,apparel and accessories in collections of similar design or for specific purposes. It also marketsapparel with licensed college and professional team, and league logos.

NIKE sells a line of performance equipment under the NIKE brand name, including bags,socks, sport balls, eyewear, timepieces, electronic devices, bats, gloves, protective equipment,golf clubs, and other equipment designed for sports activities. It also has agreements for

licensees to produce and sell NIKE brand swimwear, team sports apparel, training equipment,childrens clothing, electronic devices, eyewear, golf accessories, and belts. The Company alsosells small amounts of various plastic products to other manufacturers through its wholly ownedsubsidiary, NIKE IHM, Inc

LY we ended at $18 Billion.
http://jtclothiers.net/images/cole_haan_logo.jpghttp://coresoccer.co.uk/images/umbro_logo.jpg


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Before there was the Swoosh, before there was Nike, there were two visionary men whopioneered a revolution in athletic footwear that redefined the industry.

Bill Bowerman was a nationally respected track and field coach at the University of Oregon,who was constantly seeking ways to give his athletes a competitive advantage. Heexperimented with different track surfaces, re-hydration drinks and most importantlyinnovations in running shoes. But the established footwear manufacturers of the 1950s ignoredthe ideas he tried to offer them, so Bowerman began cobbling shoes for his runners.

Phil Knight was a talented middle-distance runner from Portland, who enrolled at Oregon in the

fall of 1955 and competed for Bowermans track program. Upon graduating from Oregon,Knight earned his MBA in finance from Stanford University, where he wrote a paper thatproposed quality running shoes could be manufactured in Japan that would compete with moreestablished German brands. But his letters to manufacturers in Japan and Asia wentunanswered, so Knight took a chance.

He made a cold-call on the Onitsuka Co. in Kobe, Japan, and persuaded the manufacturer ofTiger shoes to make Knight a distributor of Tiger running shoes in the United States. When thefirst set of sample shoes arrived, Knight sent several pairs to Bowerman, hoping to make asale. Instead, Bowerman stunned Knight by offering to become his partner, and to provide his

footwear design ideas to Tiger.


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They shook hands to form Blue Ribbon Sports, pledged $500each and placed their first order of 300 pairs of shoes in January1964. Knight sold the shoes out of the trunk of his green PlymouthValiant, while Bowerman began ripping apart Tiger shoes to seehow he could make them lighter and better, and enlisted hisUniversity of Oregon runners to wear-test his creations. Inessence, the foundation for what would become Nike had beenestablished.

But Bowerman and Knight each had full-time jobs - Bowerman atOregon and Knight at a Portland accounting firm - so they neededsomeone to manage the growing requirements of Blue RibbonSports. EnterJeff Johnson, whom Knight had met at Stanford. Arunner himself, Johnson became the first full-time employee ofBlue Ribbon Sports in 1965, and quickly became an invaluableutility man for the start-up company.


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He created the first product brochures, print ads and marketing materials, and even shot the photographs forthe companys catalogues. Johnson established a mail-order system, opened the first BRS retail store (locatedin Santa Monica, Calif.) and managed shipping/receiving. He also designed several early Nike shoes, andeven conjured up the name Nike in 1971.

Around this same time, the relationship between BRS and Onitsuka was falling apart. Knight and Bowermanwere ready to make the jump from being a footwear distributor to designing and manufacturing their ownbrand of athletic shoes.

They selected a brand mark today known internationally as the Swoosh, which was created by a graphicdesign student at Portland State University named Carolyn Davidson. The new Nike line of footwear debutedin 1972, in time for the U.S. Track & Field Trials, which were held in Eugene, Ore.

One particular pair of shoes made a very different impression literally on the dozen or so runners who triedthem. They featured a new innovation that Bowerman drew from his wifes waffle iron an outsole that hadwaffle-type nubs for traction but were lighter than traditional training shoes.

With a new logo, a new name and a new design innovation, what BRS now needed was an athlete to endorse

and elevate the new Nike line. Fittingly for the company founded by Oregonians, they found such a young manfrom the small coastal town of Coos Bay, Ore. His name: Steve Prefontaine. Prefontaine electrified the packed stands of Oregons Hayward Field during his college career from 1969 to

1973. He never lost any race at his home track over the one-mile distance, and quickly gained nationalexposure thanks to cover stories on magazines like Sports Illustratedand his fourth-place finish in 1972 inthe 5,000m in Munich.

Pre challenged Bowerman, Johnson and BRS in general to stretch their creative talents. In turn, he became apowerful ambassador for BRS and Nike after he graduated from Oregon, making numerous appearances onbehalf of BRS and sending pairs of Nike shoes to prospective runners along with personal notes ofencouragement.

His tragic death at age 24 in 1975 cut short what many believed would have been an unparalleled career intrack at the time of his death, he held American records in seven distances from 2,000m to 10,000m. ButPrefontaines fiery spirit lives on within Nike; Knight has often said that Pre is the soul of Nike.


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Nike entered the 1980s on a roll, thanks to the successful launch ofNike Air technology in theTailwind running shoe in 1979. By the end of 1980, Nike completed its IPO and became apublicly traded company. This began a period of transition, where several of Nikes early

pioneers decided to move on to other pursuits. Even Phil Knight stepped down as president formore than a year in 1983-1984, although he remained the chairman of the board and CEO. By the mid-1980s, Nike had slipped from its position as the industry leader, in part because

the company had badly miscalculated on the aerobics boom, giving upstart competitors analmost completely open field to develop the business. Fortunately, the debut of a new signatureshoe for an NBA rookie by the name ofMichael Jordanin 1985 helped bolster Nikes bottomline.

In 1987, Nike readied a major product and marketing campaign designed to regain the industrylead and differentiate Nike from its competitors. The focal point was the Air Max, the first Nike

footwear to feature Nike Air bags that were visible. The campaign was supported by amemorable TV ad whose soundtrack was the original Beatles recording of Revolution. A year later, Nike built on its momentum from the Revolution campaign by launching a broad

yet empowering series of ads with the tagline Just do it. The series included three ads with ayoung two-sport athlete named Bo Jackson, who espoused the benefits of a new cross-training shoe.

In 1989, Nikes cross-training business exploded, thanks in part to the incredibly popular BoKnows ad campaign. By the end of the decade, Nike had regained its position as the industryleader, the first and only time a company in the athletic footwear/apparel industry has

accomplished such a feat. Nike has never relinquished that position again.


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Buoyed by a series of successful product launches and marketing campaigns, Nike entered the1990s by christening its beautiful world headquarters in suburban Portland, Oregon. InNovember of 1990, Portland became the first home to a new retail-as-theatre experience calledNiketown, which would earn numerous architectural design and retail awards and spawn morethan a dozen other Niketown locations around the USA and internationally.

While Nike had designed footwear and apparel for golf and soccer for a number of years, themid-1990s signaled a deepening commitment to truly excel in these sports. In 1994, Nikesigned several individual players from what would be the World Cup-winning BrazilianNationalTeam. In 1995, Nike signed the entire team, and began designing the teamsdistinctive uniform. Nike also signed the US mens and womens national soccer teams, as

well as dozens of national teams around the world. In 1996, Nike Golf landed a vastly talented but as-yet-unproven young golfer named Eldrick

Tiger Woods for a reported $5 million per year. Competitors laughed and critics howled atNikes folly, until Tiger won the 1997 Masters by a record 12 strokes. No one is laughing now.

Nike also began investing in the sport of cycling, including a promising young cyclist whoappeared to be on his way to success until he was diagnosed with cancer. He lost most of hissponsors, but Nike elected to stay with him. In 1999, Lance Armstrongs incredible comebackresulted in the first of what would be seven consecutive Tour de France titles.


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Nike rang in the new millennium with a new footwear cushioning system calledNike Shox, which debuted during Sydney in 2000. The development of Nike Shox

culminated more than 15 years of perseverance and dedication, as Nike designersstuck with their idea until technology could catch up. The result was a cushioningand stability system worthy of joining Nike Air as the industrys gold standard.

Just as Nikes products have evolved, so has Nikes approach to marketing. The2002 Secret Tournament campaign was Nikes first truly integrated, globalmarketing effort. Departing from the traditional big athlete, big ad, big productformula, Nike created a multi-faceted consumer experience in support of theWorld Cup.

Secret Tournament incorporated advertising, the Internet, public relations, retailand consumer events to create excitement for Nikes soccer products and athletesin a way no single ad could ever achieve. This new integrated approach hasbecome the cornerstone for Nike marketing and communications.

Today, Nike continues to seek new and innovative ways to develop superiorathletic products, and creative methods to communicate directly with ourconsumers. Nike Free, Nike+ and Nike Sphere are just three examples of thisapproach.


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Senior Product Line Manager, Core Performance Division-Nike Running Manage the Global Footwear Product Line of Nike Running from $75 and

under.

Have a place on the Innovation Steering committee for new productinnovation

Drive our Closer to Consumer initiative which strives to move our productcloser to market

Write the strategic plan which includes consumer silo definitions,marketplace mapping, analysis of our competition, and creation of ourproduct strategy.

Manage a Associate PLM who oversees the Womens Running business.

Integrate with our Inline running partners to make sure we have acohesive running line as we Got To Market.


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Hard skills: Besides the obvious market knowledge the business sides of things is very important,

i.e. the financial side of things. I use mostly excel to analyze unit/seasonal forecast,model profitability, and regional breakdown. Creating great product is only half of it, wealso need to be profitable.

Soft Skills: How you handle yourself in a professional manner is crucial. Be yourself but take your

job seriously.

Meeting etiquette, treat others as you would like to be treated. How you handle success is as important as a defeat or a mistake. Communication: Interpersonal, Electronic, informal, and formal communication are all

included here. Actively listen. If you listen twice as much as you speak your words willmean more.

Know who you are working with, i.e. color insights.Red= Be brief. Be bright. Be gone. Obey me

Yellow= involve me. Party, more margaritas.Blue= give me details. Organize.Green=show me you care. I have muffins do you want some. Hugs


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Strategic Plan: This is where we do the homework and analysis of the marketplace, the competition, and theConsumer. The focus will range from global to local in its scope. We will try and focus on our industry, but makenote of any major or minor changes in the product around us. On the financial side we will break down our history,

identify any trends, and build a strategy against it.

3 Year Plan: This is where the data helps support a plan that leads us to a medium or long term goal. The goalwill obviously be put the stake in the sand, and show how we will get there. The plan should show a progression ofwhat steps we will take to get there.

Current year plan: This plan manages the current year, and day to day look at what seasons and projects we arecurrently juggling.

Seasonal Line Plan: This displays a more focused look at a particular season in the calendar year. It will behighlighted by a theme with a model plan lined up against it. The product creation or design theme will be usedas a filter to focus our efforts.

Model Briefs: This is a document that shows a laser focus on a specific opportunity, performance problem,consumer, region, and how it should look at to retail.

Product design: Depending on the medium this will be anywhere from napkin sketches to illustrator files of thevision for the project. We will deliberate on what the consumer will need and start to focus our efforts. This willevolve from 2D into 3D designs and parts which help our team to make more informed decisions.

Color and Materials are applied, which is a critical aspect of product creation. These 2 things are major factors inthe decision making.

Process checkpoints: We have multiple sessions with our regional and merchandising partners to make sure wehave enough of the most relevant product from consumers within their regions.


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Work Smart and Hard Multi-tasking and Organization is key. Attitude, be an energy giver. Team Player vs. ladder climber. Results = Buzz. Get Real world Experience Be realistic. Keep your head in the clouds but your feet on the

ground. You create your own luck and Opportunities. Face to face conversations and phone calls are always more

impactful than a text or email. Put the Blackberry down. Be Prepared.

Stay Focused. Have a nice work and life balance. Dont let the past define you.

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