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Communication Plan: The 6 Dimensions

Communication Plan: The 6 Dimensions

Nike, Inc.

1. Operational Dimension

Nike, Inc. is an American multinational corporation that is engaged in the design, development, manufacturing, and worldwide marketing and sales of footwear, apparel, equipment, accessories, and services. It is the world's largest supplier of athletic shoes and apparel and a major manufacturer of sports equipment, with revenue in excess of US$37.4 billion in its fiscal year 2020. In 2020 the brand alone was valued in excess of $32 billion, making it the most valuable brand among sports businesses. Nike's main target is athletes, especially young people, who seek the innovation that the brand offers.

Business Planning Manager: In this role will support and drive alignment cross-functionally for In-year Management/Forecasting, CSR, AOP and Budget processes, prepare financial reporting, as well as provide insights and analysis into spend trends and investment performance. It will include heavy collaboration with IBP and Finance business partners on calendar, process alignment and tactical execution and will be required to work cross-functionally with Marketplace business partners, GEO Finance and Controlling. You will report to the FP&A Finance Director and work closely with both Finance & cross-functional partners across a diverse set of teams.

2. Strategic Dimension

Nike Inc.’s corporate mission is “to bring inspiration and innovation to every athlete in the world.” The company further states that everybody is an athlete, based on Nike founder Bill Bowerman’s statement, “If you have a body, you are an athlete.” This mission statement represents the company’s strategic goal of reaching out to the global leisure and sports footwear, apparel and equipment market. As a leading manufacturer of sports shoes, apparel and equipment, Nike Inc. inspires people to adopt a “winner mindset”, which is covered in the “inspiration” component of the mission statement. The company’s slogan “Just Do It” represents this inspirational goal. Also, Nike’s corporate mission statement emphasizes innovation. This component is applied through the company’s strategy of continuous improvement of products through new technologies, as included in Nike Inc.’s generic competitive strategy and intensive growth strategies. The “every athlete in the world” component indicates that the company’s corporate mission pushes the business to target every consumer in the world. As noted, the company considers every person an athlete. Thus, based on this corporate mission, Nike’s products are designed to attract and satisfy a wide variety of market segments globally.

Nike Inc.’s corporate vision is “to remain the most authentic, connected, and distinctive brand.” The business continues to apply this vision statement, which was emphasized in the corporation’s global growth strategy for 2015. The company focuses on developing its brand. Nike’s vision statement uses the word “remain,” which indicates that the company already considers its brand as the most authentic, connected, and distinctive in the global market for sporting goods and related products. The “authentic” component of the corporate vision statement shows that the company aims to make its products deliver high performance to consumers.

On the other hand, the “connected” component is about ensuring consumers’ personal connection with the brand. Nike’s marketing mix or 4P supports the creation and maintenance of such connection with customers. The company also maintains distinctiveness by delivering the best possible products to the market.

This corporate vision regards Nike Inc. as a leader in the industry, while pushing the business to further separate itself from competitors. A notable point about the company is it also develops connections with consumers through its vision for corporate social responsibility: “to help NIKE, Inc. and our consumers thrive in a sustainable economy where people, profit and planet are in balance.” This vision serves as the basis for Nike Inc.’s corporate social responsibility strategy and stakeholder management approaches.

As a Business Planning Manager you will need to demonstrate a strong financial acumen, business partnership experience, comfort with data to drive actionable insights, team mindset, accountability, pro-active attitude and communication skills. You will interact with a diverse set of business partners, so understanding your audience and communicating the appropriate level of detail will be a critical skill set. Within Finance, you will partner closely with the Margin planning, SG&A & Marketplace finance team providing guidance, expectations and targets to MPUs/Functions, prepare consolidated GM/SG&A, owner of reporting in the system and run CFOR process.

3. Cultural Dimension

At Nike, we know the importance of Doing the Right Thing. No matter how big Nike may get, we stay accountable by making the best possible decisions around people, assets and resources. We must always use an “edit to amplify” approach to the opportunities before us, to be intentional about choosing those investments that deliver the most impact on our business. The choices we face aren’t always easy. Many decisions can appear to fall into a gray area. Some may have an emotional aspect and can even become personal; remaining objective while making decisions resources can be difficult. When considering these tough choices, we must strive to always think through all possible outcomes and commit to owning the results. In the end, you are the one who will own the result, so make the best decision you can. This roadmap is intended to help you navigate through the decision-making process: if the answer to each question below is “yes,” then you have done your due diligence. But if the answer is “no,” even once, please consider seeking more feedback or guidance from others before moving forward.

1 Follow the Rules: Does it follow Nike policy and the law?

2 Serve Nike’s Interests: Does it serve a legitimate Nike business purpose and not just one personal to me?

3 Drive Efficiency: Have I explored a smarter, faster, more economical way to achieve the same result?

4 Consider Implications: Have I considered how this decision might affect others (consumers, shareholders, partners, employees, competitors and the community)?

5 Accept Responsibility: Have I considered how this decision will look to others and how I would feel if it were to be made public?

As members of the Nike team, we count on each other to live our values and act ethically. Have this commitment in mind as you watch over every business relationship, every transaction and every product – and make sure your actions always reflect our values. Follow our Code as well as the laws and regulations of the countries where we work, and protect what we’ve built. If you manage people, you have an even greater responsibility – a special obligation to demonstrate high performance with high integrity. Lead by example, making sure your team members know the Code is a resource for them and that there is no difference between what you do and what you expect from others. Acting with integrity is about more than reading a set of policies and checking a box.

It’s about always acting ethically – in the small moments, as well as the big ones. It’s about holding each other accountable every day we go through our jobs. And it’s about feeling OK with asking for help from others. Everything we do matters, and we are all in this together.

Nike respects the rights of its employees to partake in activities – financial, business or otherwise – outside of work, as long as that activity does not interfere with Nike’s interests or the parameters of your employment. But conflicts with Nike must be avoided. If you use your position at Nike for personal gain, that’s a conflict. And if your personal activity could compromise –or even appear to compromise – your ability to make the best business decisions for Nike, that’s a conflict. Learning to recognize potential conflicts of interest can help you avoid one. A conflict can happen when you supervise or conduct business with someone with whom you have a close personal relationship. And it can also happen when you own, invest in or do work for a company that competes, does business or wants to do business with Nike. A conflict can even happen if you simply accept, give or offer gifts, hospitality or favors from or to parties doing business with Nike. Potential conflicts can often be resolved with an open and honest discussion. Remember: having a conflict of interest is not necessarily a violation of our Code, but failing to disclose it is. “POTENTIAL CONFLICTS

CAN BE RESOLVED WITH AN OPEN AND HONEST DISCUSSION.”

4. Motivational Dimension

Nike is one company that revolves around motivation. The company has a compilation of motivational slogans to get people going. Although the brand is big on positivity, Nike motivates employees as well. Like most companies, Nike inspires and influences employees to take challenges. They believe each employee holds great potential. The corporation trains leaders and enables them to make knowledgeable decisions. Nikes motivational approach is a huge part of why the company is so successful. Employees are encouraged to meet goals. One effective motivational technique Nike uses is group exercise. Sustainability is also an effective approach to keep the company operating. It’s proven that benefits and rewards influence people to perform better. Positive working conditions, policies, job security and status have a big influence. Nike offers employees product discounts, paid vacations, retirement plans and insurance. This makes working for the company more attractive. Managers are taught to extend their employees' talent, and these motivational approaches definitely do the job. The learning environment is a great influence for significant company growth and change. Nike works in house to inspire a culture of purpose and encourages its employees to participate in making a positive impact. Nike matches employee donations and offers volunteer pay, which means Nike gives the employee $10 per hour for volunteer hours volunteered that they can donate to the organization they choose. And it gives retail store employees time on the clock to serve as weekly volunteer coaches in their communities. the company is Fair Labor Association (FLA) Workplace Code of Conduct certified, and received a score of 51-60% in the Fashion Transparency Index. Nike likely publishes detailed information about its supplier policies, audits, and remediation processes. It also publishes a detailed list of suppliers in the final stage of production, and some information about the findings of supplier audits.

5. Feedback Dimension

We will work with suppliers to incorporate worker engagement and wellbeing processes into their overall HR approach. We will continue to evolve tools and advance capabilities to help suppliers in converting the insights from their EWB Survey into actions that positively impact workers.

These include supports such as the EWB Toolkit, which helps factories develop and implement a process for converting these insights from workers into action and embedding these practices into their HRM systems. We developed the Engagement and Wellbeing Survey (EWB) to measure engagement based on the experiences of individuals working in factories. The EWB survey highlights areas where employees already feel supported and engaged and helps identify opportunities for factory management to improve employee engagement. The survey was extensively piloted and tested, in collaboration with suppliers and other organizations, to ensure the results were statistically relevant, actionable and successfully painted a comprehensive picture of the current status of engagement in a facility. By the end of FY20, we increased the reach of the EWB Survey to 64 factories in 13 countries. In total, the EWB Survey has been scaled to factories employing 385,000 workers.

6. Proposal Dimension

We believe that a skilled, valued and engaged workforce is key for growth and sustainability and we want to empower suppliers to engage with and value their people because we know that high employee engagement leads to a more efficient, agile, and committed workforce which results in beneficial outcomes for both the individual and the organization. Not only are engaged workers more likely to feel physically and mentally secure, but they’re also more likely to actively and positively contribute to their work. Having an engaged workforce is proven to fundamentally shift overarching business issues such as compensation, overtime, and workplace conditions.

Over the past five years, we developed and implemented the Engagement and Wellbeing (EWB) Survey to measure the level of engagement and experiences of factory workers. While we have been scaling the deployment of this survey to reach more factories across our supply chain, measuring worker voice is just the start. We are actively supporting our suppliers in building capabilities that will increase engagement, and this approach is foundational to a future where we continue to grow with those factories that value and engage workers. We bring pragmatic, evidence-based and measurable practices to our suppliers to increase engagement and have set an ambitious target for 2025. By 2025, we expect 100% of our strategic suppliers to be measuring and improving the engagement of the people making our products.

We’ve set this target because we believe an engaged workforce is one where people are valued and want to positively contribute. In addition, the work environment must be physically and emotionally safe, with management actively striving to create that safe environment.