【正文】 個(gè)全球性的品牌。它著名的“一道鉤”很迅速被人們識(shí)別出來，并且菲爾耐特還把這個(gè)圖形紋到了他的腳踝上。 Weaknesses. The organization does have a diversified range of sports products. However, the ine of the business is still heavily dependent upon its share of the footwear market. This may leave it vulnerable if for any reason its market share erodes. 這個(gè)組織有著很廣的運(yùn)動(dòng)產(chǎn)品系列，然而，主要的收入來源還是依賴于鞋業(yè)市場。這使得耐克公司如果在該市場上的份兒收到侵蝕將受重創(chuàng)。 The retail sector is very price sensitive. Nike does have its own retailer in Nike Town. However, most of its ine is derived from selling into retailers. Retailers tend to offer a very similar experience to the consumer. Can you tell one sports retailer from another? So margins tend to get squeezed as retailers try to pass some of the low price petition pressure onto Nike. 零售行業(yè)對(duì)價(jià)格非常敏感。誠然，耐克有著自己的零售商，但它的大部分收入?yún)s都仰仗各個(gè)零售商的銷售。而零售商的收入則來源于消費(fèi)者。但作為普通消費(fèi)者，你能區(qū)別出零售廠商的不同么？因此，耐克的利潤往往會(huì)因零售商通過轉(zhuǎn)嫁價(jià)格戰(zhàn)的壓力而受到擠壓縮水。 Opportunities. Product development offers Nike many opportunities. The brand is fiercely defended by its owners whom truly believe that Nike is not a fashion brand. However, like it or not, consumers that wear Nike product do not always buy it to participate in sport. Some would argue that in youth culture especially, Nike is a fashion brand. This creates its own opportunities, since product could bee unfashionable before it wears out . consumers need to replace shoes. There is also the opportunity to develop products such as sport wear, sunglasses and jewellery. Such high value items do tend to have associated with them, high profits. The business could also be developed internationally, building upon its strong global brand recognition. There are many markets that have the disposable ine to spend on high value sports goods. For example, emerging markets such as China and India have a new richer generation of consumers. There are also global marketing events that can be utilised to support the brand such as the World Cup (soccer) and The Olympics. Threats. Nike is exposed to the international nature of trade. It buys and sells in different currencies and so costs and margins are not stable over long periods of time. Such an exposure could mean that Nike may be manufacturing and/or selling at a loss. This is an issue that faces all global brands. The market for sports shoes and garments is very petitive. The model developed by Phil Knight in his Stamford Business School days (high value branded product manufactured at a low cost) is now monly used and to an extent is no longer a basis for sustainable petitive advantage. Competitors are developing alternative brands to take away Nike39。s market share. As discussed above in weaknesses, the retail sector is being price petitive. This ultimately means that consumers are shopping around for a better deal. So if one store charges a price for a pair of sports shoes, the consumer could go to the store along the street to pare prices for the exactly the same item, and buy the cheaper of the two. Such consumer price sensitivity is a potential external threat to Nike. If you have a body, you are an athlete Bill Bowerman said this a couple of decades ago. The guy was right. It defines how he viewed the world, and it defines how Nike pursues its destiny. Ours is a language of sports, a universally understood lexicon of passion and petition. A lot has happened at Nike in the 30 years More . . . 　　Disclaimer: This case study has been piled from information freely available from public sources. It is merely intended to be used for educational purposes only. 案例六：員工滿意度SWOT分析[1]　　某公司員工滿意度SWOT分析 優(yōu)勢S認(rèn)同并遵守公司制度熱愛學(xué)習(xí)，力求上進(jìn)員工心地?zé)o私劣勢W薪酬待遇在行業(yè)中偏低加班較多，導(dǎo)致員工疲憊企業(yè)文化建設(shè)薄弱 機(jī)會(huì)O組織結(jié)構(gòu)正在調(diào)整股份制改造和上市機(jī)會(huì)SO戰(zhàn)略成立人力資源部，強(qiáng)化人力資源管理后備干部的選拔、培養(yǎng)WO戰(zhàn)略聘請管理顧問，大力推進(jìn)企業(yè)文化建設(shè)建立科學(xué)合理的績效考核與薪酬制度 威脅T技術(shù)人才和熟練工流失人員素質(zhì)低ST戰(zhàn)略成立培訓(xùn)部，通過持續(xù)的培訓(xùn)提升員工素質(zhì)；引入高素質(zhì)人才WT戰(zhàn)略高薪挽留部分人才 　　該公司決定確立三個(gè)改進(jìn)弱項(xiàng),由新成立的人力資源部和培訓(xùn)部開展弱項(xiàng)改進(jìn): 　　第一,改變公司目前使用的工資制度,建立科學(xué)合理的績效考核與薪酬制度。 　　第二,建立內(nèi)部培訓(xùn)制度,進(jìn)行全員素質(zhì)教育。 　　第三,大力推進(jìn)企業(yè)文化建設(shè). 相關(guān)條目高級(jí)SWOT分析法 初級(jí)SWOT分析 PEST分析模型 波特五力分析模型 SWOTCLPV理論這一模型是在SWOT模型的基礎(chǔ)上稍作修改而成的一個(gè)模型。 TOWS分析法 OTSW分析法也被稱為倒SWOT分析法，其分析順序與SWOT分析法恰好相反，首先分析市場的機(jī)會(huì)和危險(xiǎn)，再分析企業(yè)的優(yōu)勢和劣勢。SWOT分析法首先分析自己，關(guān)注企業(yè)的優(yōu)勢和劣勢，再分析市場是否有機(jī)會(huì)或者危險(xiǎn)。而事實(shí)上，人們在制定競爭策略的時(shí)候首先看到的往往不是自己，而是市場，所以先確認(rèn)市場機(jī)會(huì)，然后根據(jù)企業(yè)的優(yōu)勢判斷企業(yè)是否能夠把握機(jī)會(huì)，以及是否能夠避免市場上存在的威脅，往往更具有實(shí)用