IMC of nike+plus

8/7/2019 IMC of nike+plus

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TERM PAPERMGT[962]

TOPIC:-IMC PLAN OF NIKE PLUS

SUBMITTED BY:-NAME:-SHOYAB SIDDIQUEE

ROLL NO:-44

SECTION:-SE131

SUBMITTED TO:-

MISS.KANIKA JHAMB


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IMC Nike Plus

Overview

Nike was founded by a desire to strive for the best. In 1955 Phil Knight was an athleterunning track for Bill Bowerman, and together they formed a powerful combination. After

completing his undergraduate work at Oregon Mr. Knight went on to graduate sch ool at

Stanford University to obtain an MBA. While at Stanford he wrote a paper on how one

could outsource the production of running shoes to Japan and compete with the reputable

brands already in the industry. Eventually Knight found a distributor and attempted to sell

to Bowerman, his former college track coach. Mr. Bowerman had been tinkering with

running shoes in the past and wanted to partner with Knight. In 1964, Blue Ribbon Sports

(BRS) was founded with a $500 investment by each and an order of 300 pairs of shoes.

The first full-time BRS employee, Jeff Johnson, created the first marketing materials for BRSand also developed the name Nike. At around the same time, Knight and Bowerman

decided to take a different direction from being a footwear distributor and primarily focus

on designing and manufacturing their own brand of athletic shoes (www.nikebiz.com).

When they decided to launch the new Nike line they realized that having an athlete endorse

the shoes would provide unique exposure. Nike sought out Steve Prefontaine who ran

track for Bowerman at University of Oregon. Prefontaine already had a tremendous fan

following and had never lost a race over a mile at Oregons home track while in college.

Unfortunately, Prefontaine was involved in a fatal car accident at the age of 24.

In the early 80s Nike enlisted the assistance of Wieden + Kennedy who developed an

Evolution campaign. This campaign reinforced Nikes commitment to runners by showing

the importance they place on innova tions to shoes. It also started a creative partnership

that would see both companies grow extraordinarily.


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By 1980 Nike had completed an

IPO and introduced their Nike Air line of footwear. The next athlete enlisted to endorse

Nike was Michael Jordan. David Falk, Jordans agent, was evaluating offers from bigger

shoe companies like Converse and Adidas at the time that Nike also decided to make an

offer. Though the Nike bid was lower, Falk liked the idea of receiving a percentage ofrevenue for the Jordan shoe line and decided on Nike. The shoes were a tremendous

success paved the way for the creation of Jordans own brand Jumpman that is still

extraordinarily popular today years after Jordans retirement from the NBA.Using Jordan as

a catalyst for further athlete endorsement, the whole sports industry followed suit with

marketing campaigns featuring professional athletes. Throughout the 80s and 90s Nike

ventured into most every category of sport. Tiger Woods was the next landmark athlete for

Nike. This partnership once again had high correlation in values from the standpoint of

both Nike and Woods.By 2000, Nike had continued to heavily endorse high profile athletes

as well as gaining several teams sponsorships. Big name athletes like L ance Armstrong,

Tiger Woods, and LeBron James led the way for Nike into the new millennium.


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In 2006 Nike

launched the campaign for their Nike Plus line. Nike Plus was an innovative program that

Nike developed as a new communication method to reach i ts customers. One of the goals

for Nike Plus was to combine sports and music. It also helped to reestablish a connection to

the serious runner, as it included several features that helped to track important workout

information for runners. Another objec tive was to drive revenue throughout the runningdivision of Nike. Since runners vary in their levels of performance and athleticism Nike Plus

products targeted a broad range of runners from the geeked-out marathoners to everyday

fitness joggers (R/GA).

The Nike Plus line has changed hands between advertising agencies over the years. In 2007

Nike switched the Plus line from RG/A, who created nikeplus.com, to Crispin Porter +

Bogusky for the advertising of Nike Plus and other product lines. On May 22, 2 008 Nike

switched the Plus line to Wieden + Kennedy, the original advertising agency that created the

Evolution campaign for Nike years before.

Situational Analysis

To examine the Nike Plus line we will begin by looking at the internal factors regardin g

Nikes promotions capabilities and history, in addition to looking at the product itself. Then

we will look into the external factors specifically analyzing the customers, competition, and

environment.When looking at Nikes extensive capabilities for pr omotion, it is easy to

imagine that they had an extensive budget for the initial Nike Plus launch in 2006. If Nike

chooses to develop a new campaign, especially in a core area like running, it is going to

make sure and back it with sufficient funds and resources. Nike not only has its internal

team, as we discussed earlier they also work with top advertising agencies. Onecomponent of internal analysis is to evaluate the successes and/or failures of previous

campaigns. Nikes history shows a great deal of success both through their products and

advertising campaigns. In addition, Nike has a strong brand image throughout their industry

with broad global appeal.The running shoe market, an external factor has also evolved along

with Nike as a company. Adidas was a major player prior to Nike entering the market.

Currently, there are several primary players within the athletic shoe industry. Nikes direct


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competition includes brands like Adidas with similar marketing strategies in that they utilize

athlete endorsements.

Since 2005, Adidas has also had a partnership with Polar who is a company with a strong

reputation in the heart rate monitor industry .In addition, there are other competitive

companies like New Balance who specifically promotes its non use of professional athletesin advertising. The newest and possibly most threatening company is Under Armour. Two

months ago, the Baltimore Business Journal reported Under Armour will be entering the

running show industry in the first half of 2009. This entrance by Under Armour will cause

several companies to alter or revaluate their 2009 campaigns if they have not already done

so.

With their Nike Plus line of products Nike was able to see the market opportunity to provide

technology with their running products. Though Adidas had a program to do this previously,

Nike was seeking to alter the entire running experien ce. Nike partnered with Apple which

is a company of similar strong brand power and recognition in their respective industry. TheNike Plus line hoped to reach a broad range of consumers through running and innovative

technology to ultimately improve the running experience with features like automatically

sending workout data to the web. Nike and Apple were both able to leverage their s trong

brand identities to form a competitive advantage of brand power with Nike Plus. This took

aspects of the running shoe technology from Nike and combined that with Apples iPod

which dominated the MP3 market.

The distribution channels for Nike Plus included the broad array of channels available for

existing Nike products worldwide, in addition to including electronic products being

available on Apple.com and in Apple retail stores. NikeTown stores in a few major cities

featured high profile athletes like Mariano Rivera, Ben Gordon, and Lindsey Jacobellis

(Olympic snowboarder). This promotional part of the marketing mix was consistent with

Nikes previous utilization of athletes as endorsers.

The products initially launched in the Nike Plus campai gn included six types of running shoes

and the Nike+ iPod Sport Kit. Products were available at Nike.com, NikeTown &

NikeWomen stores, as well as some retail stores. The initial prices at the time of the

campaign

launch in 2006 are listed below:

Nike + iPod Sport Kit - $29Nike + enabled footwear - $80 to $1007 Positioning and

BrandingOne approach to evaluate the positioning of Nike Plus is to analyze their image

relative to competitors. As discussed previously, Nike has several overall competitors in th e

running industry, and new ones on the verge of entering. However, the Nike Plus line of

products in itself has very few direct competitors with the scope of services it has to offer.


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The primary competitor is Adidas based on their partnership with Polar, their history, and

their potential budget. The budget for Adidas is likely to be smaller than what is available

toNike, and it will probably take an innovator to directly compete with Nike Plus. Looking at

the customer perceptions of the competitors you cannot find one with as strong a brand

image and association as Nike and Apple. In their respective industries each definitely has

strong competitors, but with their unique combinatio n of running, strong brand images,

technology, and music, Nike Plus is unmatched. Therefore potential customers are unlikely

to view competitors in the same regard that they view Nike Plus. Apple has a strong hold of

their market for the iPod and that has transferred over into the Nike Plus campaign, since

consumers overwhelminglyprefer the iPod over the competitors in that particular market.

Nike took a position to target a broad segment with an undifferentiated marketing

approach. There were several segments within the overall Nike Plus campaign, but the

message was the same to each of these target demographics. Nike was particularly

interested in marketing to avid runners to gain back credibility with serious runners, yet

they also wanted to appeal to more casual runners as well as people who were new torunning. The broad range of segments is probably the best approach in the long run to

appeal to the largest market. This also helps to play towards the overall theme of the Nike

Plus campaign integrated marketing communications plan, which is to drive revenues for

Nike Plus products.

The broad range of resources at the disposal for Nike and Apple for the Plus program

provides sufficient resources to achieve a successful campaign. The competiti on facing Nike

with respect to their Nike Plus line of products is relatively weak at the moment. The

current positioning of the strategy is working, but with limited competition. The position

has been moving toward more involvement by the consumer. The recent Nike+ HumanRace 10K not only reestablishes a connection with the consumer, but goes one step further

to have a worldwide reach. This shows that Nike was not content and was monitoring their

position by creating a new and innovative way for the co nsumer to experience running.

Challenges

Our greatest challenge in 2000 will be to maintain the operational and financial initiatives weworked so hard to implement in 1998 and 1999. We must maintain our inventory levels lowenough that will allow us to adapt to quickly changing market trends. Financially, we mustremain conservative in our cost structure. Cuts to operating expenses of almost $200 million

this past year demonstrated that we are in a position to be nimble in light of our industry-dominating size. With the gradual economic recovery in the Asia Pacific region, we cancapitalize on customers who are financially stronger. Our sponsorship of the 2000 OlympicGames in Sydney, Australia, and the 2002 World Cup in Japan and Korea will be the start ofmany opportunities to bring sports events into the mainstream for regional and globalmarkets. With added exposure, we are challenged to respond to a market demand forfashionable athletic footwear and apparel. In this quest, we will succeed if we keep qualityand performance at the core of our business.


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The Internet is a rapidly changing medium. As the first company in our industry to offer e-commerce capabilities, we must proceed with caution and stealth in order to select an

enduring strategy that will complement our existing distribution channels.

HISTORY

Bill Bowerman and Phil Knight founded Nike Inc. as Blue Ribbon Sports in 1962. Thepartners began their relationship at the University of Oregon where Bowerman was Knightstrack and field coach. While attending Stanford University, Knight wrote a paper about

breaking the German dominance of the U.S. athletic shoe industry with low-priced Japaneseshoes. In an attempt to realize his theory, Knight visited Japan and engineered an agreementwith the Onitsuka Tiger company, a manufacturer of quality athletic shoes, to be their soledistributor in the United States.

In 1962, Knight received the first shipment of 200 pairs ofTiger shoes to his parents garagein Oregon. The shoes were bought by Blue Ribbon Sports (BRS), the name of the partnership

between Knight and Bowerman that they formed with only $1,000 in capital. Knight peddledTigers shoes at local track meets grossing $8,000 of sales in their first year. In 1966,Bowerman, who had previously designed shoes for his university athletes, worked with Tigerto design the Cortez running shoe. The shoe was a worldwide success for the Onitsuka TigerCompany and was sold at the first BRS store. In 1971, BRS, with creditor support, startedmanufacturing their own line of shoes. Later that year, the first BRS shoe was introduced.The shoe was a soccer shoe that bore the Nike brand name, referring to the Greek Goddess ofVictory, and the Swoosh trademark. A student designed the Swoosh trademark for a paltryfee of $35. The Swoosh was meant to symbolize a wing of the Greek Goddess.

1972 marked the breakup of the BRS/Tiger relationship. BRS soon changed its name to Nike,

Inc. and debuted itself at the 1972 Olympic trials. In 1973, Steve Prefontaine was the firstprominent track star to wear Nike shoes. The late 70s and early 80s also saw John McEnroe,Carl Lewis, and Joan Benoit sporting Nike shoes. Nike popularity grew so much that in 1979they claimed 50% of the U.S. running market. A year later with 2,700 employees, Nike went

public selling 2 million shares on the New York Stock Exchange.

The 1980s were marked by the signing of Michael Jordan as a product spokesperson,revenues in excess of $1 billion, the formation of Nike International Ltd., and the "Just Do It"campaign. Nike also expanded its product line to include specialty apparel for a variety ofsports. In 1990, Nike surpassed the $2 billion mark in consolidated revenue with 5,300employees worldwide. In addition, we opened the Nike World Campus in Beaverton, Oregon.

In 1991, Nike pushed revenues to $3 billion, up from $2 billion the prior year. This markwould continue to grow throughout the 90s, with revenues in 1999 reaching $8.8 billion.

These revenues grew based on improvements in shoe technology and successful marketingcampaigns. International revenues fueled a great portion of this growth with an 80% increase

in 1991 from the prior year. In 1992 international revenues topped $1 billion for the first timeand accounted for over one-third of our total revenues. Such growth continued throughout the

1990's as we continued to focus our marketing efforts on major sporting events like theWorld Cup, and the next generation of celebrity endorsers, such as Tiger Woods, Lance


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Armstrong, and the players of women's professional basketball (WNBA). At the end of the90s, Nikes goal, as stated in our company web site, is to become a truly global brand.

PROFILEOFTHE CEO

Phillip H. Knight, Chairman and Chief Executive Officer, is the co-founder of Nike, Inc. Hehas been the driving force behind our company's success since its inception in 1964 under thename Blue Ribbon Sports. Knight is 61 years of age and holds an undergraduate degree fromthe University of Oregon and an MBA from Stanford University. Knight practiced as a CPAand taught at Portland State University prior to founding the company known today as Nike.He has been an innovative visionary in the industry of athletic footwear and apparel. Hisefforts have helped to establish Nike as an industry leader in both national and internationalmarkets. Knight's managerial mode is one that is characterized by strategic planning. Thismode is representative of an open-minded CEO, one willing to take calculated risks and makeconservative decisions based on careful analysis of external and internal environments.Knight's decision-making style favors the participative approach. He is not hesitant to makeunilateral decisions, but prefers to look to his trusted management team for their insight andideas before choosing a course of action.

PROFILEOFTHE COMPETITOR

Reebok, in terms of their products, is not entirely different from Nike. Reebok is involved inthe design and marketing of both athletic and non-athletic footwear and apparel, as well asother various fitness projects. Reeboks market share is a distant third in the footwearindustry at 11.2% (compared to 30.4% and 15.5% for Nike and Adidas respectively).

Reeboks financial position has been gradually slipping for a number of years. This is evidentin their declining stock price, which has fallen by over 80 percent in the last four years.Reeboks financial woes are illustrated in their declining net sales. Reeboks net salesdeclined 9% during the first three-quarters of fiscal year 1999. During that same period, netincome declined 17%. Taking these and other factors into account leaves Reeboks currentfinancial position, as a whole, looking bleak.

PROFILEOFTHEINDUSTRY

Industry Size

In 1998, Americans spent approximately $38 billion to purchase more than 1.1 billion pairsof shoes. The wholesale value of athletic shoes for the US market totaled $8.7 billion in 1998down 8.5% from the year before. According to the Sporting Goods ManufacturersAssociation, athletic footwear accounts for almost 35% of all footwear purchases.

In general, consumers are spending less worldwide for athletic footwear. The currentdomestic industry focus is on casual and comfortable shoes. Although athletic footwear salesappear to be recovering, demand is still leaning toward the "brown shoe" casual footwear


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with a comfortable and rugged design. This switch is due to the increasing number ofworkplaces adopting casual dress codes.

Industry Profitability

The athletic footwear industry is a challenging and saturated market. Intense competition,

fashion trends, and price conscious consumers have slowed growth in this industry.Manufacturers are combating sluggish sales with radical new styles, along with offering morestyles at lower price points. Companies are looking for new ways to boost sales bycapitalizing on direct Internet sales to consumers. Many companies are also increasing

profitability by transferring production to cheaper offshore facilities.

This segment has reached a point of maturity in the domestic market and can look forward toonly modest sales growth for the long term. However, sales are improving slightly, especiallyin the areas of running shoes, cross-trainers and basketball shoes. Therefore, companies withstrong brands will increasingly turn to international markets for growth.

Industry

Seasonal

ity

Overall, sales in the athletic footwear industry remain stable throughout the year. The globalvariance in our market balances the seasonal fluctuations. Typical trends in seasonalityappear for spring apparel, the back-to-school season, and the Christmas holiday season.

Industry Cyclicality

In fiscal year 1999, the economy was relatively favorable for footwear manufacturers. Thefootwear industry and its profitability are closely tied to economic cycles. Modest inflation,

low unemployment, and a booming stock market will all contribute to healthy consumerspending.

The theory behind the slowdown in sales is that growth in athletic footwear and apparel iscyclically sensitive to the Olympics. Historically, years of the Olympic Games havedemonstrated surges in growth followed by difficult sales periods. The outlook for increasedsales trends is optimistic due to the upcoming Olympic Games slated for this year. Nike canalso look forward to a boost in demand from the World Cup events.

Environmental Analysis

Internal Strength

Nikes management analyzes its internal environment and makes decisions based on thatanalysis. Because of Nikes marketing research, the company has decided to revamp itsapparel division to be more fashion savvy. As a result of product and pricing research, Nike

has decided to continue to focus on the high end market while increasing its market share inthe middle and low price ranges in an attempt to broaden Nikes product spectrum.

External - Weakness


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Nikes failure to foresee problems in relation to labor and factory conditions at productionlocations has resulted in bad publicity and declining sales as society and consumers call for

more "socially responsible" companies.

Industry Entry and Exit Barriers

Entry Barriers

The athletic footwear industry is a very competitive and mature market. The leaders of thisindustry are very well established. Leaders like Nike and Reebok have made the industrywhat it is today. Consequently, long-time competitors like Saucony and K-Swiss have beenstruggling for years just to keep their brands alive. This cutthroat environment has hinderedthe entry of new competitors.

Economies of scale also contribute to the lack of newcomers into this market. In order to

have an edge over the leaders, companies must be able to compete at all levels such asreasonable pricing, efficient production, and high product quality. These things are difficultto achieve without the resources of an established manufacturer.

Another key barrier to entry is the access of traditional distribution channels. When combingthe shelves at stores like Sports Authority and FootLocker, it is evident that the leadersdominate the shelves. Lesser-known brands are viewed by retailers as being too risky toreplace an established brand name like Nike or Reebok on the shelf.

These walls seem to be breaking down with the help of the Internet. The costs of overheadthat come along with traditional brick and mortar retail distributors are being significantlydiminished. New entrants are now able to slide into markets without these high startup costs,

making it more profitable to begin production.

Exit Barriers

When a company decides to exit from this industry it must be aware of things such asindebtedness and its ability to meet those obligations. A company must also be cognizant oflawsuits filed by its stakeholders and claims made on any residual assets.

TOP COMPETITORANALYSIS

Distinctive Competency - Marketing (Consumer Loyalty)

Despite the tough times Reebok has recently come upon, reasons for optimism remain.Reebok has managed to hold the loyalty of a large portion of the industrys female consumersmarket. While Reeboks spending on advertising has fluctuated, individual product designshave come and gone, female consumers have, as a group, remained loyal to Reebok and their

products.

Can Reebok use this distinctive competency to inflict damage on Nike?


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Yes, Reebok can use their distinctive competency to wound our company. If Reebok canexpand their appeal to incorporate female consumers who are not currently Reebok

customers, Reebok could expand their market share and take customers away from Nikeproducts.

Can Nike protect itself against this threat?

Yes, we can protect our market share among female consumers within the industry bytargeting some of our promotions to female consumers. Nikes sponsorship of the 1999Womens World Cup SoccerTournament was a great example of how Nike is appealing tofemale athletes.

Competitors Key Weakness Marketing (Advertising/Promotion)

The leading cause of Reeboks recent tumbles stemmed from problems relating to poormarketing. Reeboks shortcoming in the area of marketing is their key weakness. While otherathletic shoe companies bombard the airwaves with commercials pushing their product lines,Reebok remains out of sight and out of mind. While Reeboks competitors are known by

familiar slogans like Nike's "Just Do It," Reeboks, "Are You Feeling It," does not equate totheir brand name in the eyes of most consumers.

COMPANY ANALYSIS

Strengths and Weaknesses of the Corporate/Business Level

Strategic Managers

Board of Directors - Strength

Nikes board of directors consists of both management directors and independent directors.

The combination of these two types of directors benefits Nike in that there is a presence ofthose directly involved with Nike as well as others indirectly involved who bring outsideexperience, provide another frame of reference and can assist the overall board in thinking"outside the box." Nikes board would be classified as an oversight board, playing an activerole with regards to managements decisions in the area of strategy formulation.

Board ofDirectors - Weakness

The average age of Nikes board is 62, the youngest member being 49 and oldest being 79.This constitutes a possible weakness in that there is a lack of younger members of the boardwho could serve to bring a new perspective to the company and assist in achieving Nikesgoals.


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Return on Investment

Return on investment for IMC campaigns can be is a very controversial topic, and there are

varying approaches to measuring it. No matter which method is used, it is very difficult to

becompletely accurate. If one looks at sales alone it is not entirely accurate, because there

are other intangible factors. By taking an objective and task method, a start would be to

isolate an objective of the Nike Plus c ampaign, such as reaching a broad range of consumers

across various segments within the running industry. One of the tasks could be to drive

traffic to the website to gain basic demographic information and collect consumer email

addresses. This could then be used for specific targeted ads that might even vary across all

Nike products depending on the consumer. The expenditure could be an online viral

campaign and email list blast to promote a new Nike Plus Point program. The program

would offer points for purchases, and participation in events like the Nike+ Human Race

10K. One helpful piece of data to measure could also be the additional pass -along to others.Nike Plus would offer customers points also for getting friends to sign up for the program.

This opt-in for emails would give the complete range of Nike products to cross-sell.

Once the point program was in place and users registered there could be additional areas to

review. Some of these would include the direct sales numbers from the program c ompared

to the cost of the campaign. This would be a simple analysis of the numbers, but would not

be inclusive of the whole campaign. We could also try to track the exposures and

registration from customers passing the promotion along to friends. Furth ermore, there

would have to be an analysis of the overall complete customer exposures. This would be

throughout different retailstores like NikeTown, NikeWomen stores, and would includeselected retailers. After that the objectives would need to be reeva luated. This process

would be complex as well because all objectives would have to be broken out separately

and looked at in the same process that we just used.

The primary figures to assist in measuring the overall effectiveness for the Nike Plus IMC

campaign would ultimately involve measuring total sales of Nike Plus products prior to and

after specific campaigns. Nike could also measure registrations and participation for their

Nike Plus Human Race 10K, Apple iTunes sales, nikeplus.com website views and

registrations, and media exposure for their various public relations and marketing programs.

However, whatever measures are chosen to determine return on investment for the NikePlus integrated marketing communications plan are unlikely to be exact me asures of the

true value of the campaign.

IMC Program: Nike Plus


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Nike has created and is currently implementing an extensive integrated marketing

communication plan for their Nike Plus line of products and apparel. Nike is utilizing both

traditional mass media advertising as well as online tools in constructing a comprehensive

IMC program for NIKE Plus. This program succeeds in constructing synergies across multiple

marketing and advertising platforms to communicate a unified message to their potential

customer base. The main objective of the integrated marketing communications plan for

Nike Plus is to move the sales needle for Nike running shoes, Nike running apparel, and Nike

Plus electronic running accessories. Nike is also trying change the perce ption that their

running shoes are not meant for serious runners. There is a commonly held perception in

the running community that Nike running shoes are not technologically engineered for

experienced and dedicated runners. A successful IMC campaign f or Nike Plus will thus help

to change the perception of the Nike Running brand and increase their market share at the

expense of their rivals.

In addition to selling their Nike Plus branded products Nike is also trying to generate interest

and registrations for their Nike Plus Human 10K Race. The Human 10K Race is

aninternational race that is being held in 25 cities worldwide on August 31, 2008. As an


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event the race itself is a part of the

IMC program surrounding

Nike Plus, while also serving as a fundraiser for various charitable causes. Many elements of

Nike Plus current advertising is promoting the race in conjunction with their Nike Plus

products. Furthermore, another objective of the Nike Plus IMC campaign is to promote

Nikes partnership with Apple and iTunes. The original Nike Plus Sport Kit includes an

electronic transmitter co-branded with the Nike Plus logo and the Apple logo which runs in

sync with Apples iPod Nano, and this product is still being sold and promoted today. In fact

another component of the Nike Plus integrated marketing communication plan is theirsynergy with Apple and the resulting advertising and promotion that they receive from

Apples website and Apples iTunes store. In addition to these benefits Nike Plus products

are available for sale through Apples on-line store and retail locations. Therefore, Nike

has a variety of objectives that they are trying to achieve with the integrated marketing

communications plan for their Nike Plus line of products. While Nikes primary goal is to

create sales of their Nike Plus branded running products, Nike is also trying to strengthen


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the Nike Plus brand within the realm of the overall Nike corporation. The company is trying

to achieve this goal through the implementation of a wide ranging IMC plan which focuses

on interaction between consumers and Nike Plus products. Since Nike Plus products are

being primarily marketed towards dedicated runners, and because the products are

predicated on activity by the user, the Nike plus IMC campaign itself revolves around active

marketing elements. Examples of this, which will be explored further, include the Nike Plus

Human 10K Race, the Nike Plus website, and the Nike affiliation with Apple and iTunes. As

IMC evolves, it is being recognized as a business process that helps companies identify the

most appropriate and effective methods for communicating and building relationships with

customers and stakeholders(Belch and Belch 12). With respect to this concept Nike is

trying to make Nike Plus products a part of active peoples lifestyles, thus creating a high

involvement product and IMC campaign that will strengthen the Nike Plus brand image and

result in long term dedicated consumers and sustained product sales.

Advertising

The Nike Plus integrated marketing campaign involves extensive advertising across multiple

media platforms. These include: television commercials, print media, radio advertisements,

and internet banner ads. Nike also advertises their Nike Plus line of produc ts by featuring

them prominently in their Nike Town stores with their own dedicated section, frequently

located in a primary spot of the stores. Nike also has relationships with sporting goods

stores such as Dicks and The Sports Authority, and these retailers set up dedicated sections

and displays for Nike Plus products. Dicks is even currently running an advertisement with

Lance Armstrong to promote their stores, the Lance Armstrong Foundation and LiveStrong

branded products, the Human Race 10K, and Ni ke Plus. Historically Nike Plus

advertisements have focused on the running and fitness component of the product, with an

additional emphasis on the technological advantages of their product and relationship with

Apple and the iPod. Past Nike Plus televis ion commercials and print media advertisements

have featured normal people who are not celebrities.

During television commercials the actors are either shown running themselves, or the

viewer is presented with a first person perspective of the sights a nd sounds from the

runners point of view. The commercials usually feature a voice over where the runner

narrates their journey and emphasizes the difficulties and dedication that their pursuit

requires. These spots are also often filled with contemporar y rock music to emphasize the

iPod and musical component of the Nike Plus products. Other past television commercials

demonstrate the technical component of Nike Plus products by showing a person running

and allowing the viewer to listen to the digital vo ice that they will hear monitor their time

and distance, while displaying statistics on the television screen to monitor what the runner

sees on their iPod. These commercials also show the runners syncing their iPod with

computers to upload their most recent running statistics after completing a run. It appears

that the overall goal of these advertisements is to show the technological elements of the


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Nike Plus system in addition to branding the product as a fitness tool for the average person

and dedicated runner.

These types of advertisements that Nike typically employed to promote their Nike Plus line

of products appealed to consumers on an emotional level through transformational

advertising. Transformational advertising can help differentiate a product or service bymaking the consumption experience more enjoyable by suggesting the type of experiences

consumers might have when they consume the product or service(Belch and Belch 286).

Nikes goal with their Nike Plus advertisements was to identify their products as a way of

making running more enjoyable and rewarding. In addition, these advertisements

attempted to capitalize on peoples emotions by emphasizing personal feelings such as

pride, achievement, ambition, and actualization. Nikes goa l is to set up a transfer system

where the consumer associates these desirable feelings of accomplishment with the Nike

Plus products through their advertisements.

The consumer will then associate the product with these feelings and attributes that theywish to achieve, and they will purchase Nike Plus products as a means of achieving their

goals. Recently Nike has modified their Nike Plus advertisements to focus on the upcoming

Nike Plus Human Race 10K. Since the race date is less than one month away, it is being held

worldwide on August 31st, 2008, Nike appears to have shifted their entire Nike Plus

advertising campaign to

promoting the race. As an example,

recent Nike Plus television commercials promote the Human Race event itself and do not

focus on their products. Although these advertisements do emphasize the branding of the

race through the Nike Plus title sponsorship and race coordination.


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These advertisements have also taken a different direction because they utilize celebrities,

discuss the charitable benefits of the race, and emphasize the worldwide collective

elements of the event. Recently two television commercials have featured Lance Armstrong

and rapper Kanye West in separate spots. These commercials are a noted departure from

the previous line of advertisements because they appeal to the consumer on a rationa l and

emotional level. These advertisements also differ from other Nike Plus commercials

because both celebrities emphasize

that fact that by racing you will be part of a collective worldwide group that is running to

help charities, whereas previous Nike Plus spots had always emphasized individuality and

self improvement. These ads do not sh ow runners, Nike Plus products, and they do not

contain music, they simply feature the celebrity standing against a plain white back drop

and speaking to the camera, which also presents a departure from other Nike Plus

advertisements. Sales Promotion Strategy

The Nike Plus integrated marketing communications plan is notable for its relative lack ofsales promotions. In this regard it appears that Nike is going against recent trends in

advertising. Over the past two decades, however, marketers have been allocating more of

their promotional dollars to sales promotion. There has been a steady increase in the use of

sales

promotion techniques to influence consumers purchase behavior (Belch and Belch 553).

On the clearance section of Nikes website they offer a very limited number of items from

the Nike

Plus collection at discounts; however these items are typically from past years collections,

and even then they are available in limited sizes. There is no evidence available that

suggests Nike or Apple have ever offered any sales promotions around the core Nike Plus

electronic products.

This is possible because Nike and Apple both have strong brand identities and the Nike Plus

system is a distinctive product co-branded by both companies, thus it is probably not

necessary for them to offer sales promotions around the product.

However, with the Nike Plus Human Race 10K Nike has constructed a form of sales

promotion to entice people to sign up for the race, although they must still pay a fee to

enter the race. Each participant that registers to run the Human Race 10K in one of thetwenty five global cities pays a $35 registration fee. In return they receive an individually

numbered Nike Dri Fit Human Race 10K t-shirt, access to a post-race concert in their city,

and $5 is donated to a designated charity.

Direct Marketing Programs


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It is unclear how much Nike relies on direct marketing efforts as part of their marketing mix

for promoting Nike Plus products and the Nike Plus Human Race 10K. While it is unlikely

that Nike employs telemarketing, infomercials, or television spots for direct marketing

purposes,

Nike Plus products are part of Nike catalogues and both Nike and Apple sen d out e-mails tocustomers in their respective databases. As an example, Apple recently sent out a mass e-

mail to their iTunes registered customer database on July 24, 2008 entitled Gear Up for the

Nike+ Human Race 10K. The e-mail directs potential customers to either the Nike Plus

dedicated website or the Apple website, and it advertises the multiple synergies between

Nike and Apple which provides a direct tie in to other elements of the Nike Plus integrated

marketing communications plan.

Internet/Interactive Strategy

Internet marketing is perhaps the focal point and most utilized component of the Nike Plus

integrated marketing communications media mix. It is a critical element for promoting as

well as utilizing the central component of the Nike Plus p roduct category, and Nike has

created a high level of internet interaction around Nike Plus. The primary benefit of the

Nike Plus

electronic system is that runners can use either an armband or Apple iPod in conjunction

with a Nike Plus transmitter that fits into specially designed Nike running shoes to monitor

and track their progress while running.

After finishing a run the runner connects the armband or iPod to their computer and

uploads their running data to a race tracking program that is available on the nikeplus.comwebsite. In order


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to access the site a customer must create an account with Nike, and from that point forward

they can save their data through the website. Nike also offers a wide array of training and

tracking tools that customers can use through the nikeplus.com website which creates a

very high level of consumer interaction with the site and frequent site visits. These

programs include the Nike+ Coach which allows Nike Plus users to get customized training

programs designed for their individualized goals or set specific goals to work towards in the

future. The Nike Plus internet site also has a community feature that allows users to join

teams and running clubs while monitoring their status against other teams and individuals

from anywhere in the world.

Furthermore, the Nike Plus IMC plan leverages their relationship with Apple and its iTunes

music store to create further internet marketing efforts and interactivity amongst users.

The iTunes music store sells a number of customized sport mixes that have been designed

by customers, and Apple markets these mixes through the Nike Plus brand and website. For

example, a link through the Nike Plus website entitled Gear and Music allows the user toclick on a link for sport mixes which takes the customer directly to the iTunes music store

and presents them with a collection of songs that is specifically desig ned for runners. These

songs are available for purchase at the rate of ninety-nine cents per song individually or as

an entire collective mix. Like other aspects of the Nike Plus internet marketing plan this

feature is highly interactive and customizable since the mixes are song compilations

compiled by other Nike Plus and iTunes customers. These song mixes are even rate d and

commented on by other users which lends an air of credibility to the product.

In addition to the Nike Plus tracking feature and iTunes store music downloads there are a

number of other internet and interactive components to the nikeplus.com dedicated

website, including the ability to purchase Nike Plus products directly from various links

through the nike.com website. The site contains a runners blog with information on

marathons and racing events throughout the country, Olympic trials, an d updates on Nike

sponsored runners. The blog also contains training information and a question and answer

feature where University of Colorado middle distance running coach Jay Johnson answers

reader submitted questions. Likewise, interested customers c an sign up for an insider

newsletter and RSS feeds that can be accessed through iTunes. There are also dedicated

forums that allow users to interact and communicate with the Nike+ community. These

forums contain comments as well as questions and answers from runners throughout the

entire world who interact through the Nike Plus website to discuss a wide range of topics.

This extensive combination of interactive elements greatly enhances and integrates the Nike

Plus brand and IMC campaign while also encouraging people to buy Nike Plus products in


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order to participate in the community. The programs also drive people to both the Nike

Plus website and the iTunes music store, and they encourage people to spend a great deal

of time on the sites through the volume and breadth of interactive tools.

Nike has also used internet banner ads to advertise Nike Plus products, and in conjunction

with their current integrated marketing communications plan these banner ads have been

used to promote the upcoming Nike Plus Human Race 10K. In sync with their overall

marketing plan Nike has strategically placed these banner ads on websites where theyanticipate runners and athletes will see them. As an example, these include large banner

ads placed on the homepages of both espn.com and running.net in the weeks leading up to

the race.

Publicity/Public Relations Programs

In the recent past Nike has come under fire from the public and numerous consumer groups

for their labor practices in international markets resulting, in wide ranging negative

publicity. As a result it would seem that Nike might be more sensitive than most companies

when trying to generate positive publicity, and recently they have implemented a charitable

component to their Nike Plus integrated marketing campaign through the Human Race 10K.

Nike has three primary charitable partners affiliated with the Nike Plus Human Race 10K:

The Lance Armstrong Foundation, The World Wildlife Foundation, and The U.N. Refugee

Agency.

Nike is set to donate 3 million dollars to the three charities, and individual runners can

choose which charity they would like to see their miles count towards when running. In

unison with their IMC campaign to leverage the high interactive nature of the Nike Plus

brand they are even involving participants with the charitable donation decision. In addition

to this Nike is asking


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each runner when they sign up if they would like to make a further contribution to any of

these charities through a question on the on -line registration form. In conjunction with

their Nike Plus integrated marketing communications program Nike has created and

disseminated three press releases in 2008 that focused specifically on Nike Plus.

One of the most important publics is the press . . . the sour ce of the press release can do

certain things to improve the likelihood that the news will be disseminated, such as

ensuring that it reaches the right target audience, making it interesting, and making it easy

to pass along(Belch and Belch 569). Since Nike is an approximately 28 billion dollar

company with broad international appeal to consumers, investors, and business people, it is

likely that there press releases are highly anticipated and widely disseminated, especially in

the sports industry. Thus, Nike should be able to generate extensive publicity through their

carefully crafted press releases.

The Nike Plus press releases for 2008 coincides with the launch of their new Nike Plus

Sportbrand product, the announcement of the Nike Plus Human Race 10K, and an

announcement that Nike Plus and Apple are working in unison with gyms across the United

States to make their cardiovascular equipment compatible with Nike Plus products. These

are all significant announcements, and Nike is correct in trying to generate


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essentially free publicity through press releases for these events.

Marketing objectives:-

Although this is expected from a Mega brand like Nike, I am still so impressed with the

Nike Plus campaign that I had to Blog about it.

We are always speaking to people about thinking outside the box and understanding their

users first before jumping on the latest and greatest technologies to win new consumers, or to

build brands. The Nike Plus campaign focuses around runners. (talk about segmentation

just athletes who are competitive and recreational runners).

Athletes can go to the running section on the nike.com website. Runners purchase a Nike

Plus running band which tracks a runners distance, time, calories etc, or they can get an iPodenabled device (called the iPod sports kit) that will do the same thing. (that other mega brand

Apple ran right at this opportunity!)

The Nike Plus device talks to the Nike Shoe they call it the Nike plus ready shoe which is

built to have a tracking device that syncs with the iPod or band. Each time the athlete runs

using the band, they can load the information from the Nike Plus Sport Band into the Nike

runners website. The device measures time, distance, pace, calories etc.

The website www.nike.com then tracks each run, illustrating pace and distance for you and

comparing it to your other runs, and other runners! It tracks changes in pace and helps theathlete to train by trending their performance over time.

Nike has created a true community of runners - all centred around the Nike brand. They also

offer a community forum to connect with other runners around the world, and compete

against runners. There is a race blog, uploaded photos of racers and even a 10 K race

planned for all users called The Human Race 10 K where runners will be ranked and

countries will compete all virtually using the data entered into the Nike Plus runners


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website.

Without the Nike Plus ready shoes, runners need to be creative with attaching the chip to the

shoe. The Nike brand is associated with all points along the way from the purchase of the

band, to the shoes and the clothing, to the website facilitating the conversation and tracking

personal performance.

Brilliant integrated marketing as it allows Nike to market directly and indirectly to consumers

through the community website portal, the Race itself, and all of the products required to

participate in the Nike Plus running community.

At the end of the day, we all dont have the resources that Nike does to market their products

but we can take away the following best practices that Nike applied to this initiative.

Marketing Strategy Of Nike plus

Nike, Inc. is a marketer of sports apparel and athletic shoes. The American manufacturer,through its marketing strategy which rests on a favourable brand image, has evolved into a

large multinational enterprise. In keeping with the brand image is its association with the

distinctive logo and its advertising slogan, "Just do it." In order to maintain and sustain this

image, the company makes huge investments in advertising and brand promotion.

Its promotional activities include agreements for product sponsorship with professional

athletic teams, celebrity athletes, and numerous college athletic teams. Nike is involved in the

production of goods for a wide variety of sports, competing with every sports fashion brand

in existence. Because of the absence of any single brand that rivals the products of Nike, the

company has no direct competitors, with the exception of German company Adidas. This has

helped popularize the brand worldwide in all areas of sport and sports fashion.

Event Marketing and Sponsorships

As previously discussed in every recent facet of the Nike Plus integrated marketing

communications plan Nike has made a concerted effort to promote their sponsorship of the

Nike Plus Human Race 10K. In fact it appears that their entire current IMC plan for Nike Plus

revolves around promotion of the event, and therefore it is apparent that event marketing

is at least temporarily a primary component of the Nike Plus IMC plan.

The Human Race 10K is large global event that is expected to attract over 1 million runnersworldwide on August 31, 2008. Nike is holding the race in twenty -five cities spanning the

entire globe, and they are also encouraging participants who cannot make it to any of these

cities to run in their hometown and participate by t racking their progress with Nike Plus.

The collective and interactive nature of the event is in line with other elements of Nikes

recent IMC program for Nike Plus. Like their interactive website, which allows runners to

connect with and challenge other runners worldwide, the race is being promoted as a way


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to be part of a large group. From the Nike Plus Press Release dated May 1, 2008: The Nike+

Human Race is about inspiring and connecting a million runners worldwide, said Trevor

Edwards, Nike Vice President for Brand and Category Management. Were offering runners

new ways to compete and race, courses through legendary landmarks, each ending with a

headlining musical act. Its an unprecedented way for us to bring an entirely new running

experience to consumers around the globe. In this respect some runners may see the race

as a form of social networking where they can meet other runners in their area or talk with

runners anywhere in the world about the race. The press release also discusses a

promotional element of the race; a post race concert which will be held in each major city.

The Human Race 10K also appeals to runners through the races connection with various

charities. The nikebiz.com website says As part of the Nike+ Human Race, runne rs will be

able to run for a cause to help support and give back to the global community. The race

has three designated charities: The Lance Armstrong Foundation, The World Wildlife

Federation, and the U.N. Refugee Agency. When registering for the race on-line runners can

select which charity they would like their miles to count toward, thus involvingparticipants in the race with the decision and creating a further emotional attachment to

the race. In addition, a Nike television spot and promotional appearances with Lance

Armstrong parlay his image as an athlete and celebrity with the charitable aspect of the race

to promote Nike Plus.

Although the Human Race 10K event has a promotional effect and a charitable component it

is ultimately about advertising Nike Plus, selling Nike Plus products, and directing customers

to the Nike Plus and Apple website. From the Nike + press release: Nikeplus.comwill be the

official destination for the Nike+ Human Race and for all pre -race training needs.

Here, runners can learn more about new training gear like the Nike Zoom Victory+, Nikes

latest performance training shoe featuring Flywire, its lightest and strongest new footwear

construction technology or stay motivated by checking out the latest Nike+ Sport Music

offerings. Sport Music offers runners the best in original Training Run and Coaching Mixes

designed specifically for treadmill and road runs. Therefore the race continues the them e

of the integrated marketing communications plan that Nike has created for Nike Plus by

trying to advertise and promote Nike Plus products to runners and move the sales needle.

Viral Marketing

Nike has seen viral marketing for the Nike Plus brand through various websites including

YouTube. A recent search for Nike Plus on YouTube generated 402 hits, with the most

popular video generating over 1,400,000 views. These videos take on various forms such as

actual Nike Plus television commercials, consumer how to videos, and product reviews. One

of the videos is even titled New Nike Plus Viral. In addition to the quantity of the videos

and their popularity these videos appear to be well received by viewers who consistently

rate them between four and five stars. Therefore Nike is definitely creating buzz for their


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products and brand through viral marketing, particularly on YouTube, and the promotion of

their brand through these mediums falls in line with other elements of their IMC plan.

Implementation tatics:-

Mission

Statement

Our mission at Nike is to be a company that surpasses all others in the athletic industry. Wewill maintain our position by providing quality footwear, apparel and equipment toinstitutions and individual consumers of all ages and lifestyles. We pledge to make our

products easy available worldwide through the use of retail outlets, mail order and ourcompany web site. Nikes management believes that our success lies in the hands of ourteammates, customers, shareholders and the communities in which we operate. We vow tokeep this in mind with the execution of every decision within our company.

Values Statement

Nike will focus its commitment to all stakeholders by continuing to make strides towardsbeing a company that sets the precedents in social responsibility. Nike is continuouslymaking efforts to ensure that all employees and members of its surrounding communities aretreated in a manner that is inline with our mission. Nike has made many alliances with humanrights organizations in an attempt to ensure labor rights for employees of the industryoverseas. We are committed to treating our employees with the utmost respect, which isreflected in our compensation and human resource policies. We are also committed to makingsound decisions in regards to our environment, resources, and the fight against pollution.

Vision Statement

At Nike, our vision is to remain the leader in our industry. We will continue to produce the

quality products that we have provided in the past. Most importantly, we will continue tomeet the ever-changing needs of our customers, through product innovation.

Alternative Strategic Slogan

Nikeas always, a step ahead of the rest!

Alternative Marketing Slogans

y Nike, try to catch us. (Lisa)y Give yourself an edge. (Brian)y For the top athlete in all of us. (Kim)y Finish First. (Sheetal)

***THE WINNERSecond Place is for Losers (Dan)

Long-Term Corporate Objectives


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The following are Nike Inc.'s 5-Year long-term corporate objectives:

o Continue our improvement in stockholders' return on equity to achieve a20.0% return in 2004. This would be an increase of almost 6.5% from 1999.

o Increase earnings per share to $2.70 per diluted share by 2004 in an overalleffort to bolster the long-term resilience of our stock's value. This wouldsurpass our 1997 record high.

Short-Term Corporate Objectives

The following are Nike Inc.'s short-term corporate objectives for fiscal year 2000:

o Increase net income to $550 million by the end of fiscal year 2000 in order toreach our long-term goals of improved return on equity and higher EPS. This22% increase from 1999 is realistic in light of combined 1st & 2nd Quarterincome already 32% higher compared to the same time last year.

o Recover the market price of our stock from its 52-week low of $26.50 pershare on February 8, 2000, to a value that approximates its 52-week average of$50 per share.

Grand Strategy

Nike Inc. can utilize the complete structured approach to select a grand strategy in carryingout the above corporate objectives. The table below concludes that focusing on productdevelopment will allow Nike to continue to build upon our founding tenant that has securedus a position that borders on leverage and maintenance within the athletic footwear, apparel,and accessories markets. Because Nike has such a strong history of effective marketing in

key global regions, concentration is an alternate strategy. Market development is a thirdstrategy for consideration due to Nike's ability to geographically expand our productofferings. The three strategies are very closely linked. To determine which would prevail asour overriding strategic position, four evaluation criteria were weighted according to eachstrategy: distinctive competency, culture, timing, and demographics. With a total weightedscore of 4.40 product development surpasses second place, concentration, and third place,market development.

Assessment/Recommendations

In support of their Nike Plus line of products Nike has launched a comprehensive integrated

marketing communications plan which utilizes a wide range of media platforms, marketing

and advertising tools, and partnerships. As a large a nd well funded company with extensive

marketing knowledge and resources it would be easy for Nike to simply enter each of these

different arenas and outspend their competition in order to try and achieve success.

However, Nike has been successful in leveraging their funding advantage to spend wisely

and create an IMC campaign with a unified theme and far reaching implications.


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Although Nike has taken a different direction with their recent advertising around the Nike

Plus Human Race 10K, they are still staying true to their overall goal of branding Nike Plus as

a tool and product for all types of runners. At each step of implementation for their

integrated 24marketing communication plan Nike has also emphasized the interactive

nature of their product and website which has a direct correlation to the active mindset of

runners and the action of running. As discussed extensively during the analysis of their IMC

campaign Nike has also been successful in staying true to a unified theme across all

elements of their marketing mix, and they have maximized the value of their spending by

creating cohesive campaigns across different platforms that work in harmony. Nike also

made an excellent decision in partnering with Apple, since Apple and their iTunes music

stores are strong brands seen as hip and at the cutting edge of technology, particularly

amongst a younger demographic.

After extensive analysis and careful consideration I would only make one recommendation

to Nike regarding their Nike Plus integrated marketing communications plan. I believe that

in their current mass media advertising for the Nike Plus Human Race 10K they should try tomore effectively integrate Nike Plus product placement. Although I feel that the race is an

excellent idea, which will ultimately help to strengthen the brand and moves the sales

needle, the actual advertisements for the race do not have enough of a focus on the

product itself.

Therefore Nike might be at some risk of losing the chance to leverage the other elements of

their comprehensive IMC program and product identification amongst people that only see

these advertisements and do not already know the technology behind the Nike Pl us line of

products.

CONCLUSION

Nike, Inc. is a company rooted in competition. From equipping athletes with the finest sportsequipment in the world to continuously improving our own financial performance, Nikedominates its competitors. Phil Knight and Bill Bowerman probably could not have imaginedin 1962 to what degree their $500 investments would yield in 2000. They did know that

product quality and innovation would help athletes to achieve greater goals. Nike stilloperates on this philosophy today. It is one that has helped athletes and stakeholders alike torealize athletic and financial greatness. Despite a changing marketplace for athletic footwear,we will continue to expand our product lines and marketing reach to become a more powerfulglobal brand.


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Monitoring and Evalutation:-

LOYAL CUSTOMERDISCOUNTSNike should consider to come up with more active programme's to bring the past customersto their active circle by sending them offers, samples, catalogues and other stuffs so that theywould always see Nike around and when the opt for shopping they would have one and only

brand to shop i.e. Nike. Various schemes like Nike E-card, Nike Mileage Card.

RESEARCH ANDTURN KEY APPROACHOnce the design is made and through jumps the shoes is liked to the customer and been soldnow there is more hectic work to be done that is what customer would like Nike to have sothat s/he would come back to Nike again. There are many factors such as design, durability,accessibility, pricing, etc. This would bring customers to Nike again and again. At the sametime Nike has to be more innovative in terms of sporting activity and should come up withsports and sporting product to create new concept of sports like Sony did for walkman whereall small player are called walkman or disc man because this was put into everyone heads likeCadbury, so Nike still has to work to bring branding so powerful that sports would be calledas Nike one day.

References

Belch, George and Michael Belch. Advertising and Promotion an Integrated Marketing

Communications Perspective. New York: McGraw-Hill Irwin, 2009.

Nikebiz Homepage. Founded on a handshake, $500 and mutual trust.

http://www.nikebiz.com/company_overview/history/1960s.html

Nikebiz Homepage. The birth of the Nike brand, and company.

http://www.nikebiz.com/company_overview/history/1970s.html

Nikebiz Homepage. Nike+ Human Race: The Worlds Largest One Day Running Event.

http://www.nikebiz.com/media/pr/2008/05/01_HumanRace.html

Ad Age.com (originally 5-22-08). Nike dumps Crispin Porter +Bogusky.

http://www.hyrcollective.com/daily-blog/2008/05/nike-dumps-crispin-porter-bogusky/

Nikebiz Homepage. Nike and Apple Launch Nike + iPod Sport Kit.

http://www.nikebiz.com/media/pr/2006/07/12_iPodSportKit.html

R/GA homepage. Nike+. http://www.rga.com/award/nikeplus.html

Baltimore Business Journal. Under Armour to unveil a running shoe in 2009.


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Documents

IMC of nike+plus