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We Are on the Offense Always
NIKE, INC. 2008 ANNUAL REPORT WE ARE ON THE OFFENSE, ALWAYS. .)+%'/,&,/'/ &).!, NIKE BASKETBALL NIKE WOMEN’S TRAINING NIKE SPORTSWEAR NIKE MEN’S TRAINING NIKE FOOTBALL NIKE RUNNING I’m very pleased with how we have enhanced the position, performance, To Our Shareholders, and potential of all the When I stepped into the CEO role 2½ years ago, the leadership team reaffirmed a simple concept that I knew was true from my nearly brands and categories in 30 years of experience here – NIKE is a growth company. That fact shaped the long-term financial goals we outlined more than seven the NIKE, Inc. family. years ago. It also inspired our goal of reaching $23 billion in revenue by the end of fiscal 2011. Fiscal 2008 illustrated the power of that financial model, the strength of our team, and the ability of NIKE to bring innovative products and excitement to the marketplace. Our unique role as the innovator and leader in our industry enables us to drive consistent, long-term profitable growth. In 2008 we added $2.3 billion of incremental revenue to reach $18.6 billion – up 14 percent year over year with growth in every region and every business unit. Gross margins improved more than a percentage point to a record high of 45%, and earnings per share grew 28 percent. We increased our return on invested capital by 250 basis points1, increased dividends by 23%, and bought back $1.2 billion in stock. 2008 was a very good year. As we enter fiscal 2009 we are well-positioned for the future. -
NIKE, Inc. Consolidated Statements of Income
PART II NIKE, Inc. Consolidated Statements of Income Year Ended May 31, (In millions, except per share data) 2015 2014 2013 Income from continuing operations: Revenues $ 30,601 $ 27,799 $ 25,313 Cost of sales 16,534 15,353 14,279 Gross profit 14,067 12,446 11,034 Demand creation expense 3,213 3,031 2,745 Operating overhead expense 6,679 5,735 5,051 Total selling and administrative expense 9,892 8,766 7,796 Interest expense (income), net (Notes 6, 7 and 8) 28 33 (3) Other (income) expense, net (Note 17) (58) 103 (15) Income before income taxes 4,205 3,544 3,256 Income tax expense (Note 9) 932 851 805 NET INCOME FROM CONTINUING OPERATIONS 3,273 2,693 2,451 NET INCOME FROM DISCONTINUED OPERATIONS — — 21 NET INCOME $ 3,273 $ 2,693 $ 2,472 Earnings per common share from continuing operations: Basic (Notes 1 and 12) $ 3.80 $ 3.05 $ 2.74 Diluted (Notes 1 and 12) $ 3.70 $ 2.97 $ 2.68 Earnings per common share from discontinued operations: Basic (Notes 1 and 12) $ — $ — $ 0.02 Diluted (Notes 1 and 12) $ — $ — $ 0.02 Dividends declared per common share $ 1.08 $ 0.93 $ 0.81 The accompanying Notes to the Consolidated Financial Statements are an integral part of this statement. FORM 10-K NIKE, INC. 2015 Annual Report and Notice of Annual Meeting 107 PART II NIKE, Inc. Consolidated Statements of Comprehensive Income Year Ended May 31, (In millions) 2015 2014 2013 Net income $ 3,273 $ 2,693 $ 2,472 Other comprehensive income (loss), net of tax: Change in net foreign currency translation adjustment(1) (20) (32) 38 Change in net gains (losses) on cash flow hedges(2) 1,188 (161) 12 Change in net gains (losses) on other(3) (7) 4 (8) Change in release of cumulative translation loss related to Umbro(4) ——83 Total other comprehensive income (loss), net of tax 1,161 (189) 125 TOTAL COMPREHENSIVE INCOME $ 4,434 $ 2,504 $ 2,597 (1) Net of tax benefit (expense) of $0 million, $0 million and $(13) million, respectively. -
Materials Developer – Cushioning Technology
CASE STUDY: MARKET NICHE 5FYUJMF -FBUIFS 5BOOJOH$IFNJDBMT POSITIONS NICHE R&D JOB TITLE .BUFSJBMT%FWFMPQFS $VTIJPOJOH5FDIOPMPHZ CLIENT /JLF 850-983-4777 | www.ropella.co m COMPANY NIKE, Inc. POSITION Materials Developer, Cushioning Technology LOCATION Beaverton, OR For more information contact: Patrick Ropella Chairman & CEO Ropella 850-983-4997 [email protected] ROPELLATM GROWING GREAT COMPANIES 8100 Opportunity Drive, Milton, Florida 32583 850-983-4777 | www.ropella.com NIKE 2 Materials Developer – Cushioning Technology Company Information NIKE: History, Heritage, & Vision Before there was the Swoosh, before there was Nike, there were Learn More About Nike’s Story: http://ow.ly/rcx1H two visionary men who pioneered a revolution in athletic footwear that rede"ned the industry. Bill Bowerman was a nationally respected track and "eld coach at the University of Oregon who was constantly seeking ways to give his athletes a competitive advantage. Phil Knight was a talented runner from Portland, whose ideas for shoe manufacturing were ignored by manufacturers in Asia. They joined forces to form Blue Ribbon Sports to distribute Tiger running shoes in the US for the Onitsuka Company in Japan. Bowerman began ripping apart Tiger shoes to see how he could make them lighter and better, and enlisted his University of Oregon runners to created the "rst product brochures, print ads, opened the "rst BRS retail store, designed several Nike shoes, and even conjured up the name Nike in 1971. Knight and Bowerman "nally ended their relationship with Tiger shoes and made the jump from being a footwear distributor to designing and manufacturing their own brand of athletic shoes. -
The People Who Work for Nike Are Here for a Reason. I Hope It Is Because We Have a Passion for Sports, for Helping People Reach Their Potential
The people who work for Nike are here for a reason. I hope it is because we have a passion for sports, for helping people reach their potential. That’s why I am here. We strive to create the best athletic products in the world. We are all over the globe. Much has been said and written about our operations around the world. Some is accurate, some is not. In this report, Nike for the first time has assembled a comprehensive public review of our corporate responsibility practices. You will see a few accomplishments, and more than a few challenges. I offer it as an opportunity for you to learn more about our company. The last page indicates where you can give us feedback on how we can improve. Nike is a young company. A little more than a generation ago, a few of us skinny runners decided to build shoes. Our mission was to create a company that focused on the athlete and the product. We grew this company by investing our money in design, development, marketing and sales, and asking other companies to manufacture our products. That was our model in 1964, and it is our model today. We have been a global company from the start. That doesn’t mean we have always acted like a global company. We made mistakes, more than most, on our way to becoming the world’s biggest sports and fitness company. We missed some opportunities, deliberated when we should have acted, and vice versa. What we had in our favor was a passion for, and focus on, sports and athletes. -
Q114 Earnings Transcript
This transcript is provided by NIKE, Inc. only for reference purposes. Information presented was current only as of October 14, 2015, and may have subsequently changed materially. NIKE, Inc. does not update or delete outdated information contained in this transcript, and disclaims any obligation to do so. Presentations are from prepared remarks with the exception of Q & A. Kelley Hall, Vice President, Corporate Finance and Treasurer: I’m Kelley Hall, Vice President of Corporate Finance and Treasurer. I want to welcome you to Nike today and thanks for being here. We have a really exciting agenda planned for you, you have copies in front of you so you can see who you’ll meet with and the topics we’ll cover. And while we have a lot of great information to share today, we have 2 main goals. First, to outline the strategies and key initiatives that will continue to drive strong revenue growth for Nike over the long-term. And second, to demonstrate the strength of our financial model and how that will allow us to continue to deliver profitable growth and drive shareholder value. Of course we intend to do all of that within the rules expressed on the slide behind me. So with that we’ll get started. Thank you and enjoy the day. Mark Parker, President & Chief Executive Officer, NIKE, Inc. Good morning everybody and welcome to Nike World Headquarters. As Kelley said, we’re very excited to have you here today and thank you all for coming. We have a great day planned and a lot to share. -
Nike: the Brand of Champions
Feature By Sara-Jayne Clover Nike: the brand of champions Nike has won global fame not only for its iconic look for in outside counsel are deep legal expertise in trademark product lines and sponsorship deals with some of the law, the ability to provide strategic business advice in the context of business objectives, and an understanding of and interest world’s biggest – and sometimes baddest – sporting in our business.” These relationships have been instrumental heroes, but also for its clever, controversial ad in facilitating the successful roll-out of the brand in new and campaigns and alternative branding strategies. Senior untapped markets. trademark counsel Jaime Lemons reveals how she and Further fuelling Nike’s rise to global dominance is the ubiquitous her colleagues navigate these issues, and more, for the Swoosh mark, which transcends all language barriers. “The benefit of having a globally recognisable logo without the use of any additional world’s leading sportswear brand terms is that we can use it across multinational borders and consumers immediately recognise our products and stores,” explains Lemons. “Translation is not necessary and variant meanings don’t Swoosh: a simple logo dreamed up by Portland State University come into play.” Fortunately for Lemons and her team, protecting graphic design student Carolyn Davidson back in 1971 has today the logo around the globe has proved relatively stress free, thanks to become instantly recognisable as one of the world’s most lucrative its immediate distinctiveness and consistent usage, and the team’s brands. Valued by InterBrand at more than $15 billion, the Nike assertive enforcement efforts from day one. -
Nike Sharehldr Letr PDF Download
JUNE 26, 2009 TO OUR SHAREHOLDERS, Fiscal year 2009 is in the books. Over the last 12 months we had some big wins and equally big challenges. It’s tempting to offer a long list, but instead I’ll focus on three things that capture the scope and variety of what we do around here. Let’s start with the biggest win of all – Beijing. For three years we worked with athletes all over the world to design new products for every competitive event. We created new technologies like Flywire and LunarFoam that continue to drive product innova- tion. We turned the Hyperdunk basketball shoe into one of the highest profile and most dramatic shoes in Olympic history. For two weeks in August we watched our products and athletes from all over the world compete and win on the biggest stage in sports. It was a great moment for Nike and for sports. If there were any lingering doubts that China should be considered an emerging market, the Olympics responded with a thunderous “No!” China is not an emerging market. It is an emerged market that combines power and potential critical to the future of any global company. We sold our first shoes in China in 1984 when we placed 200 pairs in a 50-square-foot shop called The Friendship Store in Beijing. They sold out in 11 days. Today, nearly a year after the closing ceremony in the Bird’s Nest, the appetite for Nike products and athletes continues to grow. The brand is known and, more importantly, understood among many of the 500 million Chinese consumers under 25 years old. -
How the Nike Vaporfly 4% Changed the Running Footwear Industry
How the Nike Vaporfly 4% Changed the Running Footwear Industry Investigating the competitive advantages and subsequent implications related to the introduction of a new product Master’s thesis in Management and Economics of Innovation CAROLINE ALMKVIST DEPARTMENT OF TECHNOLOGY MANAGEMENT AND ECONOMICS DIVISION OF SERVICE MANAGEMENT AND LOGISTICS CHALMERS UNIVERSITY OF TECHNOLOGY Gothenburg, Sweden 2021 www.chalmers.se Report No. E2021:055 REPORT NO. E 2021:055 How the Nike Vaporfly 4% Changed the Running Footwear Industry Investigating the competitive advantages related to the introduction of a new product and subsequent implications on the industry and future innovation CAROLINE ALMKVIST Department of Technology Management and Economics Division of Service Management and Logistics CHALMERS UNIVERSITY OF TECHNOLOGY Gothenburg, Sweden 2021 How the Nike Vaporfly 4% Changed the Running Footwear Industry Investigating the competitive advantages related to the introduction of a new product and subsequent implications on the industry and future innovation CAROLINE ALMKVIST © CAROLINE ALMKVIST, 2021. Report no. E2021:055 Department of Technology Management and Economics Chalmers University of Technology SE-412 96 Göteborg Sweden Telephone + 46 (0)31-772 1000 Gothenburg, Sweden 2021 How the Nike Vaporfly 4% Changed the Running Footwear Industry Investigating the competitive advantages related to the introduction of a new product and subsequent implications on the industry and future innovation CAROLINE ALMKVIST Department of Technology Management and Economics Chalmers University of Technology Abstract Sport product manufacturers are investing heavily on research and product development to improve the performance of athletes and be at the forefront of innovation. Ultimately, to win over market competition. In 2017, the Nike Vaporfly 4% was introduced as a new-to-the- world running footwear product. -
Nike Annual Shareholder Letter 2019
JULY 23, 2019 TO OUR SHAREHOLDERS, This past March, I traveled to Paris to join Nike athletes and teammates for an unforgettable moment leading up to the summer’s World Cup. Together, with more than two dozen of the world’s best female footballers and other athletes, we unveiled 14 national team kits — a tournament record for Nike. As the lights came up on the incredible assembly of athletes, it was clear to me that the impact of the moment would be felt far beyond the tournament. This was an opportunity to create generational change — to bring more energy and participation to all women’s sports. That same day, we announced new grassroots partnerships that will expand opportunities for girls through sport for years to come. And powerful new chapters of our “Dream Crazy” campaign invited millions across the globe to join us in honoring the trailblazers of women’s sport — past, present and future. All of this captured a simple truth: FY19 was a year that moved Nike closer than ever before to our ultimate mission, to bring inspiration and innovation to every athlete* in the world. Alex Morgan and Megan Rapinoe, who led an unwavering U.S. Women’s National Team to one of the most-watched Women’s World Cup finals in history, were not alone in their triumphs in FY19. Shining moments across the Nike roster of athletes made this a year to behold. Eliud Kipchoge shattered the marathon world record. Simone Biles redefined the limits of her sport as the first four- time women’s gymnastics World Champion. -
Nike Shrhldrs Ltr 2011
JULY 13, 2011 TO OUR SHAREHOLDERS, NIKE, Inc. is about innovation. That’s the role of a leader. That’s how we serve the athlete, reward our shareholders, and continue to lead our industry. And we’ve done a pretty good job of that. In the last 10 years we more than doubled our revenue. We increased our gross margin more than 5 percentage points and grew diluted EPS at a compounded rate of 15 percent. We nearly tripled our cash flow from operations, paid out over $3 billion in dividends and repurchased over $7 billion in stock. In that same time our market cap more than tripled, driving a 17 percent average annual return to shareholders.1 At the beginning of fiscal 2011, we committed to amplifying our innovation agenda and driving growth at the category, brand and country level. And we did just that: NIKE, Inc. Revenue was up 10 percent to a record $20.9 billion. NIKE Brand Revenue was up 10 percent to a record $18.1 billion. Our Other Businesses grew 9 percent to a record $2.7 billion. NIKE Brand futures orders are up 15 percent. And Earnings Per Share grew 14 percent, coming in at $4.39 – also a new record. The last 12 months also revealed many changes in our world. The global economy continues to recover but as we’ve seen, it’s a slow and volatile recovery. Consumers, particularly youth, face nagging unemployment. Governments are wrestling with high levels of debt. And rising costs for raw materials, energy and labor are sparking inflation in World Cup 2010 Brazil was one of 9 national teams world economies. -
FY12/13 SUSTAINABLE BUSINESS PERFORMANCE SUMMARY TABLE of FY12/13 Sustainable Business Performance Summary CONTENTS
NIKE, INC. FY12/13 SUSTAINABLE BUSINESS PERFORMANCE SUMMARY TABLE OF FY12/13 Sustainable Business Performance Summary CONTENTS WELCOME 3 LETTER FROM PRESIDENT & CEO 4 STRATEGY Business Overview 7 Our Sustainability Strategy 10 Targets & Performance 25 MAKE TODAY BETTER Climate & Energy 31 Labor 35 Chemistry 43 Water 46 Waste 50 Community 54 DESIGN THE FUTURE Innovation 61 Product 63 Manufacturing 66 People & Culture 73 How We Work 79 GOVERNANCE & PUBLIC POLICY Governance 81 Public Policy 83 ABOUT THIS REPORT Reporting at NIKE 85 Stakeholder Engagement & Reporting 86 Reviews 87 Recognition 88 ONLINE CONTENT www.nikeresponsibility.com Glossary Contracted Manufacturers Interactive Map Design Experience Data Sets Background Historic Reporting Timeline Guidelines & Principles Index 2 FY12/13 Sustainable Business Performance Summary WELCOME TO NIKE, INC.’S FY12/13 SUSTAINABLE BUSINESS PERFORMANCE SUMMARY Transparency and accountability are References to NIKE, Inc. generally include how we are integrating sustainability into fundamental to our business and our all businesses in our portfolio during the the core of our business. approach to sustainability. This report respective time period. However, references offers insight into our sustainability to the NIKE Brand generally exclude This print-on-demand report is strategy, performance and progress Converse, Hurley, NIKE Golf and Jordan. complemented by more comprehensive against the targets and commitments Further discussion of these changes and reporting at nikeresponsibility.com, we shared in our FY10/11 report. the boundaries of our reporting is included including an interactive user experience in our “Business Overview” and “About this through which readers can access Our organization has undergone several Report” sections. additional background data, explore our changes since our last report, including the value chain and impacts, and find more divestiture of Cole Haan and Umbro in FY13 To provide concise, comprehensive extensive information and tools. -
Download Shareholder Letter (PDF)
JULY 1, 2010 TO OUR SHAREHOLDERS, In the challenging economic environment of the last year we saw opportunity. We chose to rebuild the company to leverage our strengths and pursue our potential. We elevated our category offense, as that keeps us close to consumers. We created six new, strategic geographies to focus our efforts where the passion and culture of sport are strongest. We pushed forward with an aggressive retail agenda in-store and online, knowing that’s where people vote on our products. And we doubled our innovation agenda, because that’s what we do best. Today NIKE, Inc. is a stronger company than ever before. Our revenue at $19 billion is down 1 percent from last year – but we’ve never been more profitable. EPS and futures orders are up. Inventories are in great shape. Our affiliate brands, Cole Haan, Converse, Hurley, NIKE Golf and Umbro, contributed more than $2.5 billion in revenue, The LunarGlide+ shoe with Dynamic an increase of 5 percent over last year – that’s a record. Support reinvents stability and Revenue from direct to consumer – our NIKE-owned stores reaffirms NIKE’s leadership in running. and online business – increased 12 percent to nearly $2.5 billion – that’s a record. Gross margins came in at 46.3 percent for the year – that’s a record. And we generated $2.8 billion in free cash flow from operations and now have over $5 billion in cash and short-term investments on our balance sheet – yes, two more records. But wait, there’s more. What the full-year numbers don’t show is the tremendous acceleration we generated in the back half of fiscal 2010.