in the dog-eat-dog world of fast food, the business community clamors to snatch small gems of marketing wisdom. years ago, brand was loosely defined as a “promise to the consumer of a perceived value.” corporations have spent billions of dollars building brands, books have been written, and articles have been published. if traditional branding worked in the manner in which it was designed, you would expect that there would be a sizable discrepancy in price between generic and branded products. however, what we see is great similarity in products, and hardly a national brand exists that is not competing in the arena of price. it did not take a rocket scientist to understand the basics. brand managers understood the need for consistency of look and feel. agencies at the time discovered that if you created a brand image for products, sales increased. if the creative team thought of the product in human terms (modern, forward thinking, etc. brand worked but not because of the human attributes called desired brand image.
the advertising was more effective simply because it was more memorable. it is a tactical — not a strategic equity. it is the antithesis of brand objectives. no one picks the products or services they consume as a result of a “t” chart, neatly plotted with the pros and cons of purchasing. is the nike brand athletic shoe better than its branded competitors? i think we can all say that it is none of the above. nike brand is confident that they will do the same for anything else they decide to brand. in this complicated and crowded world, where social and cultural identifications have been dashed on the rocks, real brand equity is recognizable and indisputable. in the face of a crowded marketplace, it pushes the competition under. does it work?
on the other hand, nike’s intensive growth strategy reflects the company’s focus on innovation to develop the business. to keep its position and competitive advantage, nike must ensure that its generic strategy and intensive growth strategies are always suited to current business conditions. the following are the generic competitive strategies implemented in nike’s combination strategy: nike’s cost leadership generic strategy sustains competitive advantage based on costs. this generic competitive strategy helped the company regain its competitiveness, especially against adidas. a financial objective based on the differentiation generic strategy is to maximize nike’s profit margins, such as on new sports shoes. this intensive strategy involves the introduction of new products to grow sales revenues.
a suitable strategic financial objective based on this intensive growth strategy is to increase nike’s market share through cutting-edge technologies integrated in the design of sports shoes, apparel and equipment. however, market penetration is just a secondary intensive growth strategy because the company already has significant presence in the global market. the cost leadership generic competitive strategy empowers nike to penetrate markets based on product affordability. alongside product development, the company applies the market development intensive growth strategy by investing in new technologies to penetrate new market segments, such as segments composed of bodybuilders. a strategic financial objective under this intensive growth strategy is to increase nike’s profitability by entering new markets in africa and the middle east. nike implemented this intensive strategy in its early years, such as when it introduced apparel and sports equipment to its product mix. diversification can support nike’s generic competitive strategy of differentiation through new businesses that supply materials for product innovation in the athletic shoes, apparel and equipment business.
the nike brand did it. dare to it started as a means of product identity and differentiation. it did also, nike’s differentiation generic strategy provides unique products. for example, the nike’s product differentiation at nike ways nike differentiates its products the athletic apparel market is one, adidas differentiation strategy, adidas differentiation strategy, how does nike differentiate itself from competitors, nike product development strategy, product differentiation examples. nike\’s differentiation strategy is to establish the company as the standard in athletic wear. by focusing on their product line, they are able to produce high quality products that meet customer expectations.
2. nike. main competitors: under armour, adidas, reebok international. nike product against adidas. also, nike’s differentiation generic strategy provides unique. products. for example, the company nike is shifting sales to direct-to-consumer channels as well as 40 differentiated retailers that can tell nike’s story best. nor will product marketers wait for their retail partners either., nike differentiation strategy pdf, product differentiation strategy, nike marketing strategy, nike business strategy analysis, apple differentiation strategy, companies that use differentiation strategy, product differentiation examples in india, market differentiation examples
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