TSTMG
ORAL PREPARATION
✓ RESEARCH
✓ S.W.O.T.

PART 1
DESCRIPTION OF THE COMPANY

GREETING
Good afternoon everyone.

INTENTION
I’d like to talk about Nike. Nike was founded in 1964 as Blue Ribbon Sports by Phil Knight and Bill Bowerman, and officially became Nike, Inc. in 1971.

LOCATION
The company headquarters are near Beaverton, Oregon in the United States.

SIZE
Nike is today the world’s largest supplier of athletic shoes and apparel, operating globally in dozens of countries.

EMPLOYEES
In terms of scale: as of May 31, 2025, Nike had about 77,800 employees worldwide.

REVENUE
In the same period the full-year revenue was US $46.3 billion, though that represented a decline of about 10 % year-on-year.

ROLE / MISSION£
Nike serves markets across North America, Europe/Middle East/Africa, Greater China, Asia Pacific & Latin America—its shoe and apparel products are sold through retail stores, online, and via wholesale partners.

SUMMARY
So in short: a long heritage, global reach, large workforce and high turnover in the tens of billions of dollars.

2.
ANALYSIS /
S.W...

PART 2
ANALYSIS
STRENGTHS & WEAKNESSES

Now let’s look at what Nike does well, and where it faces internal challenges.

STRENGTHS

Strong brand identity: The “Swoosh” logo and the slogan “Just Do It” are widely recognised.
Nike has mastered branding, enabling it to command premium pricing and maintain status appeal.
Diverse product range and segmentation:
Nike produces different types of sneakers for different markets—for example performance running shoes targeting older-Gen X or serious athletes, and fashion-/street-style sneakers (very popular among Gen Z) with large “rap-style” silhouettes. Also accessories and apparel: t-shirts, backpacks, pencil cases, school bags, even for younger children (Gen Alpha). This early engagement helps build loyalty from a young age.
Customisation and digital tools:
Nike offers apps (such as Nike By You) and online platforms to allow Gen Y and Gen Z consumers to design their own custom product. This personalisation strengthens engagement and brand affinity.
Global scale and supply chain: With its global footprint, Nike benefits from economies of scale, strong distribution, and brand recognition worldwide.

WEAKNESSES

Dependence on external manufacturing and complex supply chain: Many of Nike’s factories are located in Asia (China, Vietnam, Indonesia etc.). This exposes the company to supply-chain disruption, political or trade risk. Wikipédia+1
High price points and premium brand positioning:
While this is a strength, it may limit accessibility in lower-income markets or make Nike vulnerable to competing brands offering cheaper alternatives.
Sustainability and reputation issues:
Nike has faced criticism in the past for labour conditions in contracted factories, and for its environmental footprint. Wikipédia+1
Recent revenue decline:
As noted, the 2025 full-year revenue dropped by about 10%. This suggests potential issues in market saturation, consumer demand or economic headwinds. investors.nike.com
Over-extension of product variety:
While reaching many generations (Gen X, Gen Y, Gen Z, Gen Alpha) is beneficial, it may also dilute brand focus or increase complexity in marketing and production.

So the strengths give Nike strong positioning, but the weaknesses are real and need attentiveness.

3.
...O.T. /
CONCLUSION

PART 3
REFLECTION
OPPORTUNITIES & THREATS

Finally, let’s reflect on what lies ahead for Nike: the external opportunities and threats in a changing world.

OPPORTUNITIES

Growing interest in sustainability and ethical consumption:
If Nike continues to expand its sustainable materials, circular economy initiatives and transparent supply chain, it can win favour among younger consumers who care about values (especially Gen Z and Gen Alpha).
Expansion in emerging markets:
Increasing wealth and sport culture in regions such as Asia, Latin America and Africa give Nike potential for growth.
Innovation and customisation:
Further developing digital tools, augmented reality, apps for personalisation, could differentiate Nike and engage younger generations deeply.
Collaborations and culture-marketing:
Streetwear, celebrity/rapper partnerships and limited editions remain powerful drivers; tapping into Gen Z and Gen Alpha culture keeps Nike relevant.
Circular design and “re-commerce”:
Buying back used shoes, refurbishing, resale platforms could open new business models aligned with greater environmental responsibility.

THREATS

Environmental and social responsibility pressures:
Consumers, regulators and NGOs increasingly demand sustainable practices. Nike must manage labour standards, waste, chemicals, emissions. Failure could damage its reputation. media.about.nike.com+1
Intense competition and market saturation:
Brands such as Adidas, Puma, and new direct-to-consumer start-ups are pressing. Streetwear trends shift quickly, so Nike must keep up.
Economic downturns and shifting consumer behaviour:
Premium goods like Nike shoes may suffer in tough economic times or if consumer preferences shift.
Supply chain risk and trade tensions:
As mentioned, reliance on manufacturing in Asia, tariffs, logistics disruptions pose serious risks.
Brand relevance among younger generations:
While Nike is strong, Gen Z and Gen Alpha are very demanding about purpose, inclusivity and authenticity; if Nike appears “old” or out of touch, the brand may lose traction.

In this context, there is hope: if Nike adopts strategies similar to those of Patagonia—for example, emphasising repair over replace, full transparency, radical sustainability—it could strengthen its future. Young customers increasingly expect brands to align with their values.

CONCLUSION

To summarise: Nike is a global powerhouse in athletic footwear and apparel with a strong brand, broad product range and deep market penetration.

It enjoys many strengths—among them brand power, segmentation across generations, customisation, global scale—but also faces real internal weaknesses and external threats: sustainability, supply chain, competition, economic pressures.

Looking ahead, the opportunities in sustainability, innovation, emerging markets are significant—but so are the threats from consumer expectations, regulation and competitive disruption.

For Nike to remain relevant with Gen Y, Gen Z and Gen Alpha, it must continue to evolve—not just in products, but in purpose.

Thank you for your attention; I’m happy to take any questions now.

LISTEN TO...
BRAYDEN'S PRESENTATION OF NIKE

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BRAYDEN'S PRESENTATION OF NIKE

V2.0 FULL TEXT : NIKE

Hello everyone. Today I’ll talk about Nike — a company that has been influencing sportswear and street culture for over half a century.

Nike was founded in 1964 as Blue Ribbon Sports by Phil Knight and Bill Bowerman. It adopted the name Nike, Inc. in 1971, along with the iconic Swoosh logo. The headquarters sit near Beaverton, Oregon, United States.

Globally, Nike employs approximately 77,800 people as of May 31, 2025 — a slight drop of about 2 % over the previous year.
In terms of revenue, for fiscal year 2025 Nike reported about US $46.3 billion in total revenues — down roughly 10 % from the prior year.

Nike operates worldwide: it serves markets across North America, Europe/Middle East/Africa, Greater China, Asia Pacific and Latin America.

So to summarise: a long heritage, global footprint, tens of thousands of employees, and tens of billions in revenues.

Now let’s move to the analysis of its strengths and weaknesses.

Strengths

First, Nike’s brand identity is extremely strong. The Swoosh logo and the slogan Just Do It have become part of global culture. This gives the company a premium position and high visibility.
Second, product range and segmentation: Nike produces sneakers and apparel for many different generations and markets. For example, there are high-performance running shoes or basketball models aimed at older Gen X customers or athletes. In parallel, Nike offers street-style silhouettes that appeal to Gen Z — larger shapes, bold colours, collaborations with rappers, etc. It goes even further: Nike also markets products for very young kids — pencil cases, school bags, t-shirts branded with Nike — so that children (Gen Alpha) adopt the logo and become familiar young customers. This early brand engagement helps build loyalty.
Third, customisation and digital involvement: Nike offers apps and digital platforms (e.g., “Nike By You”) that allow consumers — especially Gen Y and Gen Z — to personalise their shoes or apparel (choose colourways, add initials etc). This sense of personal involvement strengthens connection to the brand.
Fourth, global scale and distribution: With operations in many countries, strong supply-chain and major retail and digital presence, Nike benefits from its size and reach.

Weaknesses

First, the supply chain and manufacturing exposure. Nike relies heavily on factories in Asia (China, Vietnam, Indonesia). This makes it vulnerable to trade tensions, logistics disruptions, and public concern over labour practices.
Second, premium pricing and brand positioning mean that in less affluent markets or in times of economic downturn, consumers may postpone purchases or switch to cheaper alternatives.
Third, recent financial performance shows trouble: the 2025 revenue decline of ~10 % and gross margin deterioration (for example, in Q4 margin dropped to ~40.3 %) point to weakening performance. investors.nike.com
Fourth, wide product range across many demographics is good for reach but also increases complexity — managing diverse lines, generations (Gen X, Y, Z, Alpha) and stretching the brand can dilute focus.

Now for reflection: the opportunities and threats for Nike in a changing world.

Opportunities

One major opportunity lies in sustainability and ethical consumption. Consumers — particularly younger ones — increasingly expect brands to be environmentally responsible and socially fair. Nike can leverage this by further advancing sustainable materials, circular economy programmes (repair/resale) and transparent supply chains.
Another opportunity is growth in emerging markets. As economies grow in Asia, Africa, Latin America, more consumers gain purchasing power; sport culture expands; Nike can tap these markets.
Also, deeper digital innovation and customisation offer a path: augmented reality, virtual try-ons, apps that engage Gen Z and Gen Alpha. Collaborations with street-culture icons and technology platforms can keep Nike culturally relevant.
Finally, the model of “child to adult” loyalty is promising: by reaching younger kids (Gen Alpha) with accessories and school-related items, Nike plants brand seeds early and can carry them forward into sneakers and adult apparel.

Threats

On the flip side, environmental, social and governance issues are major threats. If Nike is perceived as irresponsibly manufacturing, exploiting labour or neglecting the climate, it risks reputational damage.
Intense competition is also a threat. Brands like Adidas, Puma, plus rising direct-to-consumer brands, are challenging Nike’s dominance.
Economic downturns and shifting consumer habits threaten premium sales: when budgets tighten, consumers may prioritise value or skip purchases.
Supply-chain risks and trade/tariff issues remain high – disruptions in key production countries, tariffs, currency fluctuations affect margins.
Finally, staying relevant to the youngest generations is not guaranteed: Gen Z and Gen Alpha care about authenticity, culture, sustainability; brands that fail to adapt may be left behind.

In this context, I see hope: if Nike realigns towards more responsible business models (in the way that brands such as Patagonia do) — for example embracing repair, reuse, full transparency, minimal environmental footprint — then Nike could reconcile premium appeal with ethical leadership and set itself up for the future.

Conclusion

In summary, Nike is a company with storied origins, global scale, deep brand equity and a wide generational reach. Its strengths are many: branding, segmentation, customisation, global presence. But it also faces real internal and external challenges: supply chain, economic headwinds, complexity, and expectations around sustainability. Looking ahead, the opportunities are significant — especially in emerging markets and digital/personalised experiences — but the threats are equally strong. Nike’s ability to respond to societal, environmental and market changes will determine its relevance in the next decade.

Thank you for listening. I’m happy to take any questions.

ANALYSE...
BRAYDEN'S PRESENTATION OF NIKE

V2.0 FULL TEXT : NIKE : INTERACTIVE

INTERVIEW
ANTICIPATE. PREPARE. REHEARSE.

PRACTICE QUESTIONS | INTERACTIVE

LISTEN TO...
BRAYDEN'S INTERVIEW

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BRAYDEN'S INTERVIEW

INTERVIEW SCRIPT : TEACHER (T) AND STUDENT (S)
( +/-5 tminutes of spoken interaction)

T : Thank you for your presentation. To start calmly, can you tell me why you chose Nike as your topic?

S : I chose Nike because it is one of the most influential sports companies and I wanted to understand how it manages to stay important in so many markets. Preparing the presentation also helped me see the company from a different angle.

T : What was the most interesting thing you discovered while preparing the presentation?

S : I think the most interesting information was the scale of the company. I did not know it had almost seventy eight thousand employees worldwide. I was also surprised by the recent fall in revenue. I expected Nike to be constantly rising, but that is not the case.

T : In your opinion, what is the strongest aspect of Nike as a company?

S : For me, the strongest aspect is the brand. The Swoosh symbol and the name are recognised almost everywhere. It gives the company a solid position that many competitors cannot reach.

T : Let us look at the analysis part of your presentation. Why do you think Nike has remained successful for such a long time?

S : I think it is mainly because Nike keeps adapting to different generations. They have shoes for athletes, for Gen Z with more fashionable styles, and even for young children. They also use customisation apps, which helps people feel more involved in the product. This kind of flexibility keeps them relevant.

T : Looking ahead, what do you think the company should prioritise in the next few years?

S : I think their first priority should be environmental responsibility. Public opinion is changing and consumers expect companies to be clear and honest. Another priority is digital innovation, because younger customers expect interactive tools and personalisation.

T : Which demographic groups do you believe will have a major impact on Nike’s future?

S : Probably Gen Z and Gen Alpha. They are demanding customers and they make choices based on identity and values. If Nike does not meet their expectations regarding responsibility and authenticity, those groups might move to other brands.

T : You mentioned environmental responsibility. I must admit I am sceptical about what Nike claims. Do you honestly believe they are making real progress, or is this mainly communication?

S : I think there is a mixture of both. They are trying to introduce recycled materials and circular programmes, but at the same time they still use a large global supply chain with high environmental impact. So it is progress, but not enough yet.

T : Another question. If international trade tensions continue to increase, Nike could be in a difficult position. Would you agree?

S : Yes, I think so. Because Nike relies heavily on factories in Asia, higher tariffs or political tensions would increase costs and reduce flexibility. That would weaken their competitive position.

T : Let us be very direct. Do you think future generations will continue paying very high prices for sneakers produced in difficult conditions in developing countries?

S : That is a serious concern. If the production model does not improve, younger consumers might reject it. Many of them care about fairness and impact. So Nike will need to adapt its practices if it wants to keep those customers.

T : Now let us imagine the situation differently. If you were in charge of Nike today, what would you make your top priorities?

S : First, I would improve transparency about production and worker conditions. Second, I would invest in recycling and repair programmes to reduce environmental impact. And finally, I would reinforce digital customisation because many people enjoy designing their own products.

T : If you had the chance to define a new market for Nike, what would you choose?

S : I think a market connected to well-being and health services could work, for example digital training tools combined with accessories. It would extend the brand beyond clothing.

T : Last question. If you could design a Nike product for a celebrity, who would it be and why?

S : I would design something for a younger artist, perhaps someone active on social media. It would help Nike reach new audiences and show that the company can respond to cultural changes quickly.

T : Thank you. That was thoughtful and clear. You responded with structure and justification, which shows good preparation.

TRANSLATE...
BRAYDEN'S INTERVIEW

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1. INTRODUCTION / DESCRIPTION

2. ANALYSIS / S.W...

3. ...O.T. /CONCLUSION

LISTEN TO... BRAYDEN'S PRESENTATION OF NIKE

READ... BRAYDEN'S PRESENTATION OF NIKE