Strategies and Digital Maturity Model on Nike

Summarise the problem

Currently, the executives of Nike have recognised the requirement for coordination and integration with digital efforts. Transformation-related to digital media was succeeding; however, the firm is missing the synergies. In the year 2010, Nike created a digital division to provide skilled resources, budget and coordination all over the enterprise (Shaikh, 2016). This has created a unified consumer experience due to aligned operations, and this also aids the company to meet the changing preferences of customers. However, on the other hand, Nike needs to connect to other sources of technology so that value of the strategic asset for marketing could be enhanced.

Apply Digital Maturity Model and describe the results

Regarding meeting the needs and demands of customers, it was crucial for Nike to change the global brand image; hence regarding this Nike entered the world of digital media. Thus, as a global brand, Nike has paid attention towards emerging digital technologies such as mobility, social media and smart- products to build the business. This has also helped in managing all the operations in an effective way (Morabito, 2016). It can be said that Nike has adopted Digital Maturity Model which has helped the business entity in establishing new digital products and services. As per the model, effective transformation requires integrated change across all aspects and as per the model, the chief focus has been laid towards proper interaction with the customers.

The model clearly depicts that Nike has entered in social media so as to inform customers about the availability of innovative digital products and services. This depicts the immersive experience of Nike which is beneficial for enhancing the brand loyalty of the customers. Employee engagement is yet another benefit that has been attained with the help of the same model. Afterwards, Nike has emphasised on digital enterprise through which transformations were made in company's services. Under this dimension, the technological reach of the business is being enhanced for the purpose of enhancing process efficiency. Therefore, considering the stages of the model, it is evident that Nike has changed the business processes which benefitted the company in strengthening the internal business processes (Rogers, 2016).

Digital Disruptive/ Innovative Solutions

Digital Disruption is the change that occurs when new digital technologies and business models affect the value proposition of existing products and services. About this model, it is crucial for the business entities to adopt new tools and technologies so that the chances of competitive advantage can be enhanced (Rouse, 2017). Thus, considering the same Nike has adopted competitive strategies for the purpose of creating the competitive edge over the rivalries. Henceforth, it is evident that Nike’s digital transformation has helped the business to encourage the end users towards more purchase of innovative products.

Regarding innovative solutions, Nike has changed its profile for branding and customer satisfaction, and this has helped the business organisation in meeting the requirements of changed market structure. As a result, several innovations were developed in the business regarding digital transformation, and this also changed the capabilities of Nike (Shaikh, 2016). Regarding this, innovation groups have explored new digital technologies and practices for engaging the customers in business services and applications. This has helped Nike in meeting changing customer requirements, and firm’s capabilities have also changed as per new trends.

Challenges

While promoting the products and services, Nike has built a dozen of social sites; however, instead of that, the business has to enhance the technological reach through adding new innovative services in the existing product line. The major challenges were observed in the area of interacting with the consumers regarding the brands; therefore for such purpose, strategic changes were made in the business entity (Nencioni, 2016). The use of multimedia shows that Nike was emphasising on intensive brand building aspects to encourage the brand value of the products and services. These are the major challenges that were faced by the Nike in respect to digital media. Thus, it could be said that Nike’s corporate strategies seem to be less effective for the brand building aspects. Nike has done a lot of things for customer convenience; however, due to rapid changes in the technology, Nike has to update the websites on a regular basis so that they can meet customer specifications (Duerr, Wagner, Weitzel and Beimborn, 2017). Thus, all such digital technologies have transformed internal processes of Nike.

Change Management Approach

Regarding change management, Nike has been making several transformations in the business practices and operations which also aid the business entity in introducing new products for the end users. This has also raised the concept of digital transformation which helped Nike to produce new products successfully at the marketplace. Thus, regarding change management approach, it can be said that Nike has made several transformations in branding strategies for the purpose of enhancing the reach of customers and this was also undertaken for amending customer experience (Belleghem, 2016). Thus, it could be said that branding and marketing strategies have changed because Nike wanted to build up diverse strategies for changing the value of business products. Therefore, it can be articulated that Nike did not just enable new digital enriched products; but it also changed the existing business Nike digital strategy 2019 and techniques.

References

• Belleghem, S. V., 2016. When Digital Becomes Human: The Transformation of Customer Relationships.
• Cham, K., 2017. Consumer as Producer; Value Mechanics in Digital Transformation Design Process, Practice and Outcomes. In Cultural Policy, Innovation and the Creative Economy.
• Duerr, S., Wagner, H. T., Weitzel, T. and Beimborn, D., 2017. Navigating Digital Innovation-The Complementary Effect of Organizational and Knowledge Recombination.
• Morabito, V., 2016. Wearable technologies. In The future of digital business innovation (pp. 23-42). Springer International Publishing.
• Nencioni, G., 2016. YouTube, Migrant Rappers and the Early Cinema Aesthetics: Is There a Digital Public Sphere?. In The Digital Transformation of the Public Sphere (pp. 383-402). Palgrave Macmillan UK.
• Rogers, D., 2016. The Digital Transformation Playbook: Rethink Your Business for the Digital Age. Columbia University Press.
• Rouse, M., 2017. Digital disruption. [Online]. Available through: <http://searchcio.techtarget.com/definition/digital-disruption>. [Accessed on 1st March 2017].
• Shaikh, F., 2016. The Benefits of New Online (Digital) Technologies on Business: Understanding the Impact of Digital. Digital Entrepreneurship and Global Innovation.