銷售低迷，耐克不得不聘請退休前高管修復零售商關系
SASHA ROGELBERG
2024-07-18
2023年，耐克首席執(zhí)行官約翰·多納霍。圖片來源：PHOTO BY JONAS ROOSENS/BELGA/AFP VIA GETTY IMAGE
為了從低迷的銷售額中恢復，與新一波運動鞋品牌競爭，鞋業(yè)巨頭耐克將裁員2%，這也是公司三年降本計劃的一部分。然而耐克裁員后才發(fā)現(xiàn)，有些員工的作用不可替代。
耐克將返聘一位曾從業(yè)30年已退休的資深高管協(xié)助公司重振業(yè)務。由于耐克與鞋品銷售商關系出現(xiàn)問題，2020年退休的前高管湯姆·佩迪將出任市場合作伙伴副總裁。佩迪曾負責全球銷售業(yè)務，后來擔任耐克新興市場總經理并負責北美地區(qū)。
耐克在一份聲明中告訴《財富》雜志：“佩迪是經驗豐富的領導者，從業(yè)記錄良好，在打造高績效團隊方面也經驗豐富，他回到耐克我們都很高興?！?/p>
近來，因精準迎合了疫情期間跑者的需求，Hoka和昂跑等新興運動鞋品牌銷售飆升，讓耐克很是頭疼。耐克不僅在提供創(chuàng)新產品吸引Z世代消費者方面動作遲緩，與零售商關系也岌岌可危，主要原因是耐克大筆投入“直面消費者”戰(zhàn)略，最終影響了公司。
盡管耐克盡最大努力重組領導層，重新聚焦營銷，為節(jié)約成本收緊了供應，但目前為止沒收獲有意義的成果。上個月的財報顯示，四季度公司收入同比下降2%至126億美元，預計2025年銷售額將下降5%到9%。盡管分析師預計銷售額將增長1%，然而耐克預測僅一季度銷售額就將下降10%。
6月電話財報會議之后，耐克經歷了有史以來最糟糕的一天，當天市值縮水達280億美元。
零售遭受重創(chuàng)
耐克之所以舉步維艱，很大程度上是因為該公司一度判斷數(shù)字平臺可以推動銷售額增長50%，急速推進數(shù)字化轉型。2017年，耐克開始投資DTC戰(zhàn)略，切斷了與零售商Big 5 Sporting Goods、Dunham’s Sports、Urban Outfitters、Dillard’s和Zappos合作。
美國零售投資研究公司 Jane Hali&Associate的高級研究分析師杰西卡·拉米雷斯告訴《財富》雜志，耐克的轉型有邏輯依據(jù)。因為耐克向來非常了解消費者的興趣方向，而且運動鞋愛好者強烈支持。
“擁有強大直接面向消費者渠道非常棒，因為可以跟消費者建立聯(lián)系了解需求，還可以直接獲得消費者數(shù)據(jù)，”拉米雷斯說，“真正了解客戶，一直是耐克的優(yōu)勢所在。
剛開始耐克轉型相當成功。耐克報告稱，2022年四季度DTC收入增長14%達到187億美元。然而疫情期間，隨著跑步變成流行且成本不高的愛好，Hoka、昂跑和布魯克斯等品牌因吸引到大量休閑跑者和初學者越發(fā)受歡迎。
“耐克一直以創(chuàng)新和技術聞名，但主要針對馬拉松跑者，也就是精英跑者，”拉米雷斯說，“耐克從不關注日常跑步健身的人群?！?/p>
到2022年4月，耐克意識到DTC戰(zhàn)略的局限性。Native 和 Quip 等 DTC 公司紛紛尋找零售合作伙伴合作以減輕運輸和數(shù)字創(chuàng)新等電商相關壓力，這也是行業(yè)大趨勢。
“耐克以為可以獨立完成很多事，但實際上并沒有那么簡單，”去年夏天Williams Trading股票分析師薩姆·波瑟告訴《華爾街日報》（Wall Street Journal）。
此后，耐克一直努力修復與零售商的關系。去年6月，Designer Brands和梅西百貨（Macy’s）宣布開始銷售耐克產品。2022年由于Footlocker獲取耐克產品的渠道受限，銷售額暴跌，2023年2月Footlocker開始大量銷售耐克標志的籃球鞋和運動鞋。
除了加強與零售合作伙伴的關系，耐克還努力爭取價格敏感的消費者。上周，耐克推出了一系列相對實惠，價格不到100美元的鞋款，吸引因其價格高昂望而卻步的顧客。但首席財務官馬修·弗蘭德承認，增加銷售額將是艱苦的戰(zhàn)斗。
“未來幾個季度是大挑戰(zhàn)，”他在公司電話財報會議上表示。（財富中文網）
譯者：梁宇
審校：夏林
為了從低迷的銷售額中恢復，與新一波運動鞋品牌競爭，鞋業(yè)巨頭耐克將裁員2%，這也是公司三年降本計劃的一部分。然而耐克裁員后才發(fā)現(xiàn)，有些員工的作用不可替代。
耐克將返聘一位曾從業(yè)30年已退休的資深高管協(xié)助公司重振業(yè)務。由于耐克與鞋品銷售商關系出現(xiàn)問題，2020年退休的前高管湯姆·佩迪將出任市場合作伙伴副總裁。佩迪曾負責全球銷售業(yè)務，后來擔任耐克新興市場總經理并負責北美地區(qū)。
耐克在一份聲明中告訴《財富》雜志：“佩迪是經驗豐富的領導者，從業(yè)記錄良好，在打造高績效團隊方面也經驗豐富，他回到耐克我們都很高興。”
近來，因精準迎合了疫情期間跑者的需求，Hoka和昂跑等新興運動鞋品牌銷售飆升，讓耐克很是頭疼。耐克不僅在提供創(chuàng)新產品吸引Z世代消費者方面動作遲緩，與零售商關系也岌岌可危，主要原因是耐克大筆投入“直面消費者”戰(zhàn)略，最終影響了公司。
盡管耐克盡最大努力重組領導層，重新聚焦營銷，為節(jié)約成本收緊了供應，但目前為止沒收獲有意義的成果。上個月的財報顯示，四季度公司收入同比下降2%至126億美元，預計2025年銷售額將下降5%到9%。盡管分析師預計銷售額將增長1%，然而耐克預測僅一季度銷售額就將下降10%。
6月電話財報會議之后，耐克經歷了有史以來最糟糕的一天，當天市值縮水達280億美元。
零售遭受重創(chuàng)
耐克之所以舉步維艱，很大程度上是因為該公司一度判斷數(shù)字平臺可以推動銷售額增長50%，急速推進數(shù)字化轉型。2017年，耐克開始投資DTC戰(zhàn)略，切斷了與零售商Big 5 Sporting Goods、Dunham’s Sports、Urban Outfitters、Dillard’s和Zappos合作。
美國零售投資研究公司 Jane Hali&Associate的高級研究分析師杰西卡·拉米雷斯告訴《財富》雜志，耐克的轉型有邏輯依據(jù)。因為耐克向來非常了解消費者的興趣方向，而且運動鞋愛好者強烈支持。
“擁有強大直接面向消費者渠道非常棒，因為可以跟消費者建立聯(lián)系了解需求，還可以直接獲得消費者數(shù)據(jù)，”拉米雷斯說，“真正了解客戶，一直是耐克的優(yōu)勢所在。
剛開始耐克轉型相當成功。耐克報告稱，2022年四季度DTC收入增長14%達到187億美元。然而疫情期間，隨著跑步變成流行且成本不高的愛好，Hoka、昂跑和布魯克斯等品牌因吸引到大量休閑跑者和初學者越發(fā)受歡迎。
“耐克一直以創(chuàng)新和技術聞名，但主要針對馬拉松跑者，也就是精英跑者，”拉米雷斯說，“耐克從不關注日常跑步健身的人群?！?/p>
到2022年4月，耐克意識到DTC戰(zhàn)略的局限性。Native 和 Quip 等 DTC 公司紛紛尋找零售合作伙伴合作以減輕運輸和數(shù)字創(chuàng)新等電商相關壓力，這也是行業(yè)大趨勢。
“耐克以為可以獨立完成很多事，但實際上并沒有那么簡單，”去年夏天Williams Trading股票分析師薩姆·波瑟告訴《華爾街日報》（Wall Street Journal）。
此后，耐克一直努力修復與零售商的關系。去年6月，Designer Brands和梅西百貨（Macy’s）宣布開始銷售耐克產品。2022年由于Footlocker獲取耐克產品的渠道受限，銷售額暴跌，2023年2月Footlocker開始大量銷售耐克標志的籃球鞋和運動鞋。
除了加強與零售合作伙伴的關系，耐克還努力爭取價格敏感的消費者。上周，耐克推出了一系列相對實惠，價格不到100美元的鞋款，吸引因其價格高昂望而卻步的顧客。但首席財務官馬修·弗蘭德承認，增加銷售額將是艱苦的戰(zhàn)斗。
“未來幾個季度是大挑戰(zhàn)，”他在公司電話財報會議上表示。（財富中文網）
譯者：梁宇
審校：夏林
Nike CEO John Donahoe in 2023.
PHOTO BY JONAS ROOSENS/BELGA/AFP VIA GETTY IMAGE
As part of Nike’s three-year cost-saving plan to bring it back from slumping sales and compete with a new wave of sneaker brands, the shoe giant is in the process of laying off up to 2% of its staff. But even as the company splits with those employees, it has found that some personnel are irreplaceable.
Nike is bringing a 30-year veteran executive from the company out of retirement to help in its recovery efforts. Former senior executive Tom Peddie, who retired from the shoe giant in 2020, will take on the role of vice president of marketplace partners after Nike’s relationships with shoe sellers have faltered. Peddie previously led global sales at Nike’s before becoming the company’s general manager of emerging markets and heading its North American geography.
“[Peddie] is a seasoned leader with a proven business track record and experience building high-performing teams,” Nike told Fortune in a statement. “We are excited to have him return to Nike.”
Nike has been confounded by competition from a new guard of sneaker brands like Hoka and On that soared during the pandemic by catering to casual runners. Beyond failing to offer innovative products to attract Gen Z shoppers, Nike has also struggled to maintain relationships with retailers as it invested heavily in a direct-to-consumer strategy that ultimately hurt the company.
Despite Nike’s best efforts to restructure leadership, refocus marketing efforts, and tighten supply as part of its cost-saving plan, it has yet to see meaningful positive results. The company reported last month a 2% decrease in fourth-quarter revenue to $12.6 billion and is expected to see 2025 sales fall by mid-single digits. Despite analysts expecting a 1% increase in sales, the company instead predicts a 10% dip in first-quarter sales alone.
The company had its worst day in its history following the June earnings call, losing $28 million in market capitalization in a single trading day.
Retail whiplash
Nike has struggled in large part because of its rapid pivot to a digital platform, which the company at one point believed could drive 50% of sales. In 2017, the company began its investment in its DTC strategy and then cut ties with retailers Big 5 Sporting Goods, Dunham’s Sports, Urban Outfitters, Dillard’s, and Zappos.
This pivot was rooted in logic, Jessica Ramírez, senior research analyst at Jane Hali & Associate, told Fortune. Nike has had a history of understanding where consumers’ interests lie and had strong allegiance from its sneakerhead audiences.
“There is a beauty in having a strong direct-to-consumer channel because you’re able to connect with consumers on what they want. You’re able to have data from them,” Ramírez said. “And that’s where Nike always excelled, in really understanding their customer.”
The company’s efforts were initially a success, with Nike reporting a 14% increase to $18.7 billion in DTC revenue in 2022’s fourth quarter. But over the course of the pandemic, as running became a popular and affordable hobby, brands like Hoka, On, and Brooks grew in popularity due to its appeal to casual and beginner runners.
“Nike was always known for having the innovation and the technology, but it was for the runner that does a marathon—the very elite runner,” Ramírez said. “And they never looked at the everyday runner. “
By April 2022, the company recognized the limitations of its DTC strategy, part of a broader trend of DTC companies such as Native and Quip seeking out retail partners to relieve the pressure of responsibilities associated with e-commerce, such as shipping and digital innovation.
“Nike thought they could do a lot of it themselves, but they aren’t as capable as they thought they were,” Sam Poser, equities analyst at Williams Trading, told the Wall Street Journal last summer.
The shoe giant has since tried to mend its relationship with retailers. Last June, Designer Brands and Macy’s announced they would start selling Nike products. After Footlocker’s sales tanked in 2022 in part because of its limited access to Nike inventory, it began selling basketball shoes and sneakers adorned with the brand’s famous swoop in greater abundance in February 2023.
Along with strengthening ties to retail partners, Nike is also trying to win over price-sensitive shoppers. Last week it launched a line of shoes for $100 and under—relatively affordable in the market—in order to lure back customers put off by its hefty price tags. But CFO Matthew Friend conceded that increasing sales will be an uphill battle.
“It’s going to be challenging over the next couple of quarters,” he said in the company’s earnings call.
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