Introduction
In the present day, Nike may be regarded as one of the most well-recognized international companies all over the world. Originally called Blue Ribbon Sports, it was found by a track athlete Phil Knight and his coach Bill Bowerman in 1964 (Ahmed, et al., 2016). Over the past decades, it has substantially increased its revenue to become a multinational corporation focused on the design, manufacturing, and distribution of athletic apparel, footwear, equipment, and accessories. With its headquarters in Beaverton, Oregon, the company currently includes several brands, such as Nike, Converse, and Jordan (“About Nike,” n.d.). In general, taking into consideration the efficient performance of Nike, its business process management attracts particular attention for analysis and potential practical implementation in the future.
According to Treacy and Wiersma, there are three strategic options that may characterize the company’s approach – customer intimacy, operational excellence, and product leadership (Jeston, 2018). It goes without saying that customer intimacy as the company’s focus on the customers’ interests and needs may be regarded as the most suitable for Nike. The company’s official mission statement is “to bring inspiration and innovation to every athlete in the world. If you have a body, you are an athlete” (“About Nike,” n.d., para. 1). In addition, Nike implements the concepts of sustainability that currently gain popularity among a substantial number of people worldwide.
Information About the Process: Sustainable Manufacturing
It goes without saying that manufacturing is the fundamental and the most significant business process of Nike, and it aims to produce items (sports clothes, shoes, and accessories) for subsequent distribution and sale. In addition, the corporation is currently focused on sustainable manufacturing that implies the production of new items and materials from the company’s used items. Its significance is determined by people’s growing awareness of environmental safety. In general, the company has production almost in every part of the world especially in countries with emerging markets. All materials and products are supplied and manufactured by a large number of independent companies on the basis of licensed agreements with Nike. All local workers involved in Nike’s manufacturing are employed and operated by these companies as well. The process of sustainable manufacturing includes factory sourcing by Nike, the conclusion of the agreement between Nike and a chosen company, material supply, and workforce management executed by the factory, and production by local employees. In general, the goals and expected outcomes of sustainable manufacturing is the reduction of the negative impact of traditional manufacturing on the environment, conservation of natural resources, and the economic support of involved countries.
Strategic Justification
The significance of a BPM project for Nike’s sustainable manufacturing is determined by the relative modernity of this process. That is why all steps should be properly controlled as they inevitably imply the introduction of new systems and guidelines. In addition, the implementation of changes occurs at a global scale, and BPM will help to avoid a lack of understanding of the end-to-end process and communication between parties (Jeston, 2018).
Alignment of the Process to the Company Strategy
In general, sustainable marketing perfectly supports Nike’s development and contemporary approach to customers, employees, and business in general. It helps to increase sales through the loyalty of a prevalent number of consumers and contributes to the company’s respectable image. In other words, people support Nike when they see that the company concerns the environment and contributes to its safety through recycling and manufacturing from previously used materials. BPM activities will include the analysis of required amounts of material for recycling and subsequent manufacturing for the optimization of this process.
References
About Nike. (n. d.). Nike. 2020, Web.
Ahmed, R.R., Abbas Z., & Brohi, H. (2016). Strategic marketing plan of Nike. Technical Report, 1-28. Web.
Jeston, J. (2018). Business process management: Practical guidelines to successful implementations (4th ed.). Pearson.