Business > CASE STUDY > MKT 400 Milestone_One_BG.docx MKT 400: Milestone One Southern New Hampshire University (All)
MKT 400 Milestone_One_BG.docx MKT 400: Milestone One Southern New Hampshire University Nike, Inc. is arguably the most popular athletic footwear, apparel, equipment and accessories manufacturer i... n the world. Not only are they a manufacturer, but design and development extraordinaires as well. Nike™s mission statement is to œBring inspiration and innovation to every athlete* in the world (*if you have a body, you are an athlete) (About Nike, 2020). A mission statement defines the purpose of your work and the effect you intend to have on the world around you. Your brand then becomes the effect you have on the world around you; how people perceive your products, organization, and personal experience. Nike has developed one of the most powerful brands in the world. An internal stakeholder can be described as someone within a company that is directly involved with the operational process. One of the key areas of importance that an internal stakeholder, such as a direct employee, can have influence is during the brand development. Employees represent your brand beyond their required work hours: the company influences them, and they influence the company in return. Nike uses several employee engagement activities that aid with the development of their brand and brand equity. They are dedicated to fostering an environment that is focused on equality, inclusion, empowerment, and respect. Nike believes that ensuring their teams are supported and inspired, they turn their creativity into innovation th. . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. .. . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . [Show More]
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