Pestel Analysis on China

Like other large corporations, Nike looked to expand their operations outside North America. Many companies do this because of the law and wage demands of the United States making overseas operations very appealing. Employment laws are scarce and labor is cheap in most third world countries and can be easily become targeted by giant corporations such as Nike.

For Nike's business model to continually flourish and stay profitable, the senior management team and strategic planners must continually monitor short, intermediate and long-term economic factors that will affect their operations. Nike's business model is heavily dependent on supply chains, as the majority of their products are manufactured in Asian nations, either in their own manufacturing centers or contract manufacturing partners. Sales forecasts for next-generation shoes, apparel and sporting equipment must be accurate to ensure the supply chain estimates and forecasts can meet product demand. The influence of economic factors on sales and marketing planning and strategy development is among the most immediate and significant for any enterprise operating in global markets (Cerullo, Avila, 1975). Strategic planners at Nike, working in conjunction with product development and product launch teams, must understand the price elasticity of demand for a given new product or an entirely new division before launching it. Economic data gives Nike senior management and strategic planners the insight necessary to determine which new products to launch or not, when, and in which specific regions of the world. Economic variables will in short tell Nike's senior management how to navigate risk and capitalize on opportunities as quickly as possible.

Nike started to open up manufacturing factories in countries like Indonesia, Pakistan and Vietnam. Due to the wants of Nike to increase their revenue they tried to outsource the labor of their products since labor work in the US is very high and expensive. This was a bad idea due to that Indonesia pays their workers extremely low wages. Pakistan doesn’t have an age limit for them to be able to legally to work so many children in Pakistan were making

Producing product overseas puts Nike at risk of overseas sourcing, manufacturing, and financing. Nike buys and sells to different countries using different currencies. The currency rate fluctuates very often and Nike, at times could take a loss. This is a risk most companies cannot take. Nike has the ability to produce materials, import product and sell product in international market during a time of disease outbreaks, terrorist attacks, and military conflict. With these risks there are few companies who can afford to take these risks (aflorzak.com). This also proves no new threat for Nike.

Nike Enterprise possesses heaps of segments all over the world such as North America, Central & Eastern Europe, Greater China, Japan, and Emerging Markets. In addition, there are also manifold merchandises manufactured and distributed beyond the United States. Hence, large amount of purchase and sale transactions in different currencies are executed by Nike enterprise. If foreign currency exchange rates and interest rates waver, Nike enterprise may suffer a decline in revenues, growth in cost, and lower margins and earnings.

The company Nike operates in over 50 different companies. This makes them a very large global company. Nike makes all kinds of products including gym shoes, clothing and apparel, equipment and accessories. “In 2004, Nike products were manufactured by more than 800 suppliers, employing over 600,000 workers in 51 countries” (Locke, Kochan, Romis & Qin, 2007, p. 6). Nike came under fire because of their workers that work outside the United States. In other countries, labor laws are unlike those within the United States. Large corporations often exploit the fact that they can pay laborers significantly less outside of the United States. Companies may also provide less than favorable working conditions to its labor force outside of the United States.

Nike hold foreign factories to: those prevailing in that country or those prevailing in the United States?

Due to a variety of uncertainties ranging from the instability of Mexico’s economy, to a limited knowledge of the possible company to do business with, Charles River Laboratories have to assure to their stakeholders that a joint venture with ALPES is beneficial to the growth of the company.

For years, Nike has been sourcing from factories that seek to meet the company 's minimum standards for good labor performance. The policy of Nike is to evaluate potential contracted factories before they enter the supply chain. Throughout their business relationship with Nike to assess compliance with high standards of social and environmental performance, including country-related risk for issues including forced labor, human trafficking and slavery Nike (n.d).

Clearly, Nike has the responsibility to hold suppliers to those conditions that prevail only in the supplying

Another attack on Nikes practices came from the Global Exchange in 1997 when they published a report on the working conditions from 4 factories in Southern China. According to their reports in one of the factories, owned by a Korean subcontractor, workers as young as thirteen were working for a mere ten cents an hour for up to seventeen hour days in complete silence. Talking while working was prohibited and violators were fined anywhere from $1.20 to $3.60. Global exchange stated that these practices were in violation of Chinese labor law, which states that no child under 16 may work in a factory. Also that the minimum wage requirement was $1.90 for an 8 hour day. Though once again Nike defended themselves and assured that the monitoring systems they had in place was in fact working and that most, if not all, of the issues were addressed. Global exchange though obtained a confidential report of an audit stating that thousands of young women were working more than 10.5 hour days, six days a week, in excessive heat, noise and foul air. Also many workers suffered from skin or breathing problems and many were not

Nike places more importance on choosing the right local partners, not just the right ports. Nike doesn’t own any of its facilities, and local partners make important logistics decisions (Field, 2003a). To manage relationships, Nike has both a global and regional vendor management team – as output volume increases, Nike don’t expand the number of suppliers, but increase the volume of business they do with each supplier (Field, 2003a).

This Case study is intended to provide strategic analysis for Emaar properties and providing it with

Competition is very fierce due to the number of companies competing for sales. Lots of money goes to marketing and promotions using various channels to reach the young demographic group of consumers who spend the most money on Nike’s products. Growth is slowing down in the athletic footwear industry. But new markets are emerging with high growth rates. These markets include extreme sports market and the corporate merchandise market.

Because Nike is able to more efficiently produce its product and reduce costs due to outsourcing, it can more competitively price its products. This enables Nike