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Nike's Successful Digital Transformation

Case study

Tran Thi Nhu Y, Le Bao Phuong Tram, Nguyen Thanh Nam, Do Ngoc Nhu Y

Ho Chi Minh University of Banking

Digital Transformation D01

Tran Quang Van

October 22, 2024

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Table of Contents
1. Introduction.........................................................................................................................3

1.1. Introducing the business..............................................................................................3

1.2. Purpose of the article...................................................................................................4

2. Context and motivation for Nike's digital transformation..................................................4

2.1. Market context and challenges....................................................................................4

2.2. Motivation for digital transformation..........................................................................4

3. Nike's digital transformation process..................................................................................5

3.1. Direct-to-Consumer (DTC) strategy............................................................................6

3.2. Consumer Direct Acceleration (CDA) strategy...........................................................7

3.2.1. Digitalization of supply chain and logistics.........................................................8

3.2.2. Personalize customer experience.........................................................................9

3.3. Cooperate with global e-commerce platforms..........................................................10

4. Results of Nike's digital transformation process...............................................................11

4.1. Revenue growth from channels technical number.....................................................11

4.2. Reduce production costs, improve operational efficiency and supply chain
management..........................................................................................................................12

4.3. Increase the customer engagement and experience...................................................13

4.4. The model demonstrates Nike's successful digital transformation process...............13

4.4.1. Descriptive statistics of the variables.................................................................13

4.4.2. Regression model...............................................................................................14

5. Lessons for other businesses.............................................................................................15

5.1. Prioritize direct-to-consumer (DTC) channels..........................................................15

5.2. Supply chain digitalization........................................................................................16

5.3. Continuous product innovation and improvement....................................................16

6. Conclusion........................................................................................................................17

References................................................................................................................................18
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List of figures
Figure 1 Nike's Direct-to-Consumer Sales Projections..............................................................5
Figure 2 Benefits from RFID technology in 2022.....................................................................7
Figure 3 Nike Fit........................................................................................................................8
Figure 4 Nike iD.........................................................................................................................8
Figure 5 Differences between DTC and CDA...........................................................................9
Figure 6 Nike's sales revenue from 2020-2024 according to Statista......................................11
Figure 7 The financial anatomy of a $ 100 Nike shoe*...........................................................11
Figure 8 Nike revenue, DTC, CSI data from 2018-2024.........................................................12
Figure 9 Analysis based on Greit software..............................................................................13
Figure 10 Nike Outperforms Adidas and Under Armour with DTC Strategy.........................14
Figure 11 Nike's sales growth since 2019 compared to competitors.......................................16

List of acronyms
Acronyms Full name
DTC Direct-to-Consumer
CDA Consumer Direct Acceleration
NTC Nike Training Club
NRC Nike Running Club
AI Artificial Intelligence
AR Augmented reality
RFID Radio Frequency Identification

1. Introduction
1.1. Introducing the business
Nike, Inc. is one of the world's leading corporations in the field of manufacturing and trading
shoes, clothing, and sports equipment. Founded in 1964 as Blue Ribbon Sports, Nike has
grown from a small business into an international brand with billions of dollars in revenue
each year. Nike not only leads in sales in the sports industry but also pioneers in applying
technology and modern business strategies to maintain competitive advantage. Facing the
rapid development of digital technology and changes in consumer behavior, Nike has
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implemented comprehensive digital transformation strategies to not only maintain but also
strengthen its leading position in the global market bridge.
1.2. Purpose of the article
This article will focus on an in-depth analysis of Nike's digital transformation process, one of
the typical brands that has successfully applied technology solutions into its business strategy.
By studying the challenges that Nike faces in a changing market context, the article will
clarify how Nike has applied digital solutions to overcome these difficulties and achieve
impressive results statue. Specifically, we will look at Nike's core strategies in shifting to a
Direct-to-Consumer (DTC) model, digitizing the supply chain, and personalizing the
customer experience. Thereby, the article will draw important lessons for other businesses in
their digital transformation journey.
2. Context and motivation for Nike's digital transformation
2.1. Market context and challenges
Over the past decade, the global retail industry has seen dramatic change due to the rapid
development of technology and the rise of e-commerce. The trend of traditional in-store
shopping is gradually giving way to convenient and personalized forms of online shopping.
Nike, one of the world's largest sports brands, is no exception to this context. The change in
consumer behavior, especially after the outbreak of the Covid-19 pandemic, has created
major challenges for traditional retail businesses. Customers increasingly prefer the
convenience of online shopping, requiring higher personalization and direct interaction with
brands through digital channels.
In addition, Nike also faces fierce competition from traditional rivals such as Adidas and
Puma, as well as powerful e-commerce platforms such as Amazon. These competitors not
only compete in products but also in how to reach customers through digital channels. This
requires Nike to quickly adapt and apply technology to stay competitive, not only in creating
products but also in how the brand reaches and interacts with customers. This shift poses a
major challenge: How can a company with global scale like Nike change its business model,
optimize its supply chain, and personalize the consumer experience?
2.2. Motivation for digital transformation
Under pressure from market changes and fierce competition from competitors, Nike has
realized that if it does not implement digital transformation, it will gradually lose its inherent
competitive advantage. Digital transformation is not simply integrating technology into
business operations but is also a strategic step to help Nike adapt to the modern business
environment, where digital technology plays a central role. This not only helps them meet
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increasing customer demands, but also optimizes internal processes, from production to
distribution. Digital transformation has become a mandatory requirement not only for Nike to
survive but also to continue to grow strongly, maintaining its leading position in the sports
and fashion industry.
Nike's digital transformation drive stems from the pressure of changes in the market and
strong competition from rivals. Nike realizes that not implementing digital transformation can
lead to a loss of inherent competitive advantage. Digital transformation for Nike is not only
about integrating technology into business activities, but also a strategic step to adapt to the
modern business environment, where technology plays a central role. This helps Nike not
only meet the increasing needs of customers but also optimize internal processes from
production to distribution. This process is considered a vital factor for Nike to continue to
grow strongly and maintain its leading position in the sports and fashion industry.
In addition, with the increase in online shopping, especially on mobile devices, Nike needs to
optimize e-commerce platforms to bring the best experience to customers, from shopping to
purchasing after-sales service. Besides, Nike also focuses on personalizing customer
experience. Modern consumers not only look for quality products, but also want a shopping
experience tailored to their unique needs. To meet this requirement, Nike has invested in
mobile applications such as Nike Training Club and Nike Running Club, helping customers
personalize their workouts and shopping.
Additionally, Nike finds it important to optimize the supply chain. With a large production
and distribution network, the company has applied advanced technologies such as Artificial
Intelligence (AI) and Big Data to improve demand forecasting and optimize inventory
warehouse and reduce delivery time. This not only helps increase operational efficiency but
also brings faster and better quality service to customers.
Finally, industry competition is a major driving force that forces Nike to continuously
innovate. To maintain its leadership position, Nike has adopted a Direct-to-Consumer
strategy, reducing its dependence on third-party retailers. This allows Nike to better control
the entire process from production to delivery, thereby enhancing the customer experience.
3. Nike's digital transformation process
Nike's digital transformation has evolved progressively over several years, marked by key
milestones and strategies.
2017: Launch of DTC
2018: Investment in data and AI
2019: Launch of Nike Fit and predictive technologies
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2020: Acceleration during the Covid-19 pandemic

2021: Further expansion and omnichannel integration
2022: Enhanced personalization and community engagement
2023: Emphasis on sustainability and innovation
Nike, one of the world's leading sports brands, has made strong digital transformation steps in
the past decade to adapt to rapid market changes. This includes a focus on Direct-to-
Consumer strategies, digitizing supply chains and logistics, personalizing customer
experiences, as well as investing heavily in mobile technology and e-commerce death. These
factors have helped Nike strengthen its competitive position and improve business efficiency,
especially in the increasingly growing e-commerce context.
3.1. Direct-to-Consumer (DTC) strategy
Nike's Direct-to-Consumer strategy is central to its digital transformation, with the goal of
reducing reliance on third-party retailers and increasing control of the customer experience.
row. Instead of relying solely on retailers as before, Nike has focused on developing a direct
sales system through its own platforms, including the Nike website and mobile application.
This not only helps Nike save distribution costs but also helps the company more closely
control how its products are approached to consumers.
The NikePlus membership program (2010) is also considered the first step in Nike's digital
transformation process, launching as a membership program for customers. NikePlus allows
users to track sports activities, receive exclusive offers and participate in community
activities. This is the first platform where Nike applies data to create a personalized
connection between brands and customers, paving the way for many future digital initiatives.
Besides, the SNKRS application launched in 2015 has become a global phenomenon,
especially among sneaker lovers. The application is not simply an online shoe shopping
platform, but also a place to connect the sneaker fan community, providing information about
limited releases and special events. SNKRS helps Nike strengthen its Direct to Consumer
strategy, driving direct digital sales and building brand loyalty (Đỗ Văn Hùng, 2019).
These platforms have provided a seamless and personalized shopping experience for
customers, helping Nike control the entire purchasing process from product discovery to
payment and delivery.
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Figure 1.
Nike's Direct-to-Consumer Sales Projections

In 2018, the DTC model accounted for 29.6% of the company's total global revenue
(equivalent to 9 billion USD). This rate has grown from just 16% in 2011 and it is forecast
that revenue through the DTC model will increase to 16 billion USD by 2020. In fact, total
sales through the DTC channel have also increased to 16.4 billion dollars in early 2021,
making Nike in those 12 months a staggering $46.2 billion in revenue, putting the company
on track to reach its lofty goal of $50 billion by 2022 (Đỗ Văn Hùng, 2019). It can be seen
that the DTC model has become a key element in Nike's growth strategy, helping the
company get closer to its ambitious revenue mileston (Accesstrade VietNam, 2022).
3.2. Consumer Direct Acceleration (CDA) strategy
Nike's CDA strategy is a further development of the DTC strategy, CDA not only focuses on
direct sales but also focuses on accelerating conversions. comprehensive digital
transformation, including the use of Big Data, AI and modern technology platforms. CDA
announced in 2020, this strategy reflects Nike's sweeping digital transformation, with the
goal of connecting more directly and comprehensively with consumers, thereby driving
revenue growth and improving innovation. market access.
With CDA, Nike has set a goal that e-commerce revenue will account for 50% of total global
revenue by 2025. By 2021, Nike's digital channel revenue has reached about 30% of total
global revenue, showing the effectiveness of this strategy.
In addition, the achievements that Nike achieved when applying the CDA strategy were
outstanding growth in revenue from digital channels, especially during the pandemic.
Besides, Nike has also succeeded in personalizing customer experience like never before,
based on data collected from their mobile applications and e-commerce platforms. CDA also
helps Nike cut costs and increase efficiency throughout the supply chain through the
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application of advanced technologies. Thanks to this strategy, Nike has affirmed its position
as one of the leading companies in the field of digital retail.
3.2.1. Digitalization of supply chain and logistics
In the field of supply chain and logistics, Nike has applied digitalization measures to improve
operational efficiency, reduce delivery times and optimize inventory management. One of the
advanced technologies that Nike uses is RFID (Radio-Frequency Identification) radio
frequency identification technology, which helps the company track products from factories
to retail points and to customers. RFID allows Nike to strictly control inventory, minimizing
the risk of lost or missing goods.
Furthermore, Nike also uses Big Data and AI to analyze and predict consumer needs. These
technologies help Nike promptly adjust its production and distribution processes according to
market trends. Thanks to these technologies, Nike was able to reduce average delivery time
from 14 days to less than 10 days, while improving inventory control by up to 98%. This not
only helps Nike save costs but also enhance customer satisfaction. With RFID at Nike stores
and showrooms, there is almost no shortage of goods and always meets customer needs
quickly and accurately, bringing many development opportunities.
Figure 2.
Benefits from RFID technology in 2022 (Trackify, 2023)

Based on the chart above, it can be seen that digitalization of the supply chain and logistics
has increased operational efficiency, accounting for the largest proportion in the chart with
37%. Along with the improved visibility rate (improved visibility) accounting for the
majority of 24%, the cost reduction rate (reduced cost) also accounts for 11% in the chart and
other positive rates have shown the application technologies such as RFID, AI and Big Data
help Nike improve its inventory management process, including reducing storage costs,
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human resources and costs arising from error management. inventory, track products in real
time, from factories to distribution points, stores, and automate many complex processes,
helping to shorten delivery times and minimize resource waste. This ability also helps Nike
better control supply and demand issues, adjusting production and distribution promptly to
meet market demand. In addition, the data on increased sales, although only 4%, shows that
although digitalization of the supply chain is not the main factor driving sales, increasing
operational efficiency operations, improved visibility and better customer service also
indirectly contributed to Nike's revenue growth. The ability to deliver products faster and
meet consumer needs increases satisfaction and drives sales.
3.2.2. Personalize customer experience
Nike has successfully used mobile applications such as Nike Training Club (NTC), Nike
Running Club (NRC) and Nike Fit to personalize the consumer experience. By collecting
data on sports activities and body size, Nike not only optimizes the workout and shopping
experience but also recommends products that suit individual needs and preferences. This
helps Nike build long-term relationships with customers and create a difference in its strategy
of reaching consumers through digital technology.
Figure 3.
Nike Fit

Nike Fit is a foot size measurement tool using 3D scanning technology, helping customers
choose the correct shoe size without needing to try it on directly. This has significantly
reduced return rates and increased customer satisfaction. In addition, applications such as
NTC and NRC not only provide training programs and exercise suggestions suitable to the
individual's condition and goals, but also recommend products suitable for the individual user
needs. According to Nike's report, the number of regular users of these applications has
increased from 100 million in 2020 to 150 million in 2023. This not only helps Nike
strengthen engagement with customers but also promotes online sales.
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Figure 4.
Nike iD

The Nike iD online store is also one of Nike's special features, allowing buyers to create their
own custom shoe design on the website and receive the product in person. Once customers
have created their designs, they can be placed in an online “drawer” and shared with others.
Once ordered, the shoes will be custom-made and then sent to the customer, either through
the NikeTown store or directly to their home. The service brought Nike more than $100
million in its first year of launch.
Differences between Direct-to-Consumer (DTC) strategy and Consumer Direct Acceleration
(CDA) strategy
Figure 5.
Differences between DTC and CDA

3.3. Cooperate with global e-commerce platforms

During the digital transformation process, Nike has continuously expanded its presence on
global e-commerce platforms, aiming to reach more customers and optimize its online sales
strategy. Partnering with these platforms has helped Nike increase distribution capabilities,
reduce delivery times, and expand its influence in international markets.
One of Nike's most important partnerships in its e-commerce strategy is with Tmall, China's
largest e-commerce platform owned by Alibaba. This is an important part of the expansion
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strategy in the Chinese market-one of Nike's largest and fastest growing markets. Through
Tmall, Nike has reached millions of Chinese consumers, offering the latest products and
exclusive lines. Nike's sales through Tmall have increased sharply, especially during major
shopping periods such as Single's Day (November 11). In 2020, Nike recorded nearly 30%
revenue growth in China, largely thanks to partnerships with platforms like Tmall. In
addition, through cooperation with Tmall, Nike can customize products and marketing
campaigns to suit the culture and consumer preferences of the Chinese market. For example,
typical of the "localization" strategy, Nike regularly launches limited editions for important
Chinese festivals, helping the brand maintain a strong connection with local consumers.
In Europe, Nike has cooperated with major e-commerce platforms such as Zalando
(Germany) and ASOS (UK). These are the leading online fashion retail platforms in Europe,
providing Nike with the opportunity to reach key markets in the region, including Germany,
France, the UK and the Nordic countries. Through these partners, Nike is able to offer a wide
range of products from sportswear, shoes, to accessories on well-known platforms with good
user experience and strong logistics systems. Nike has also partnered with many other major
e-commerce platforms in developing regions, such as Lazada in Southeast Asia and Flipkart
in India. These platforms help Nike expand its influence into markets with great potential but
not yet fully exploited.
Nike's digital transformation has successfully combined technology and data to enhance
customer experience, optimize the supply chain and boost online sales channels, helping the
company maintain its position. leading the global sports fashion industry and maintaining a
close connection with consumers. Nike not only enhances competitiveness in the market but
also lays a solid foundation for sustainable development in the future.
4. Results of Nike's digital transformation process
4.1. Revenue growth from channels technical number
With the Covid-19 outbreak, Nike's digital transformation specifically from digital and DTC
channels has led to growth and boosted the company's revenue.
By 2021, Nike's digital channels accounted for 21.5% of total revenue-about $9 billion, up
significantly from 15.5% the year before (Catherine Yan, Christopher Brown, Anne
Greenleaf, 2022). According to The Wall Street Journal, Nike's flagship digital revenue grew
84% at the end of the second quarter of 2022. Financial media website Investopedia explains
that "the company was in a stronger position than many of its competitors" scrambled to
increase e-commerce sales when the pandemic began. The success of Nike's digital
ecosystem, including apps like SNKRS and the Nike app, played a key role in this growth.
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Nike's SNKRS app alone contributed $1 billion in sales and became a core driver of the
company's digital expansion (Safdar, 2020).
Focusing on DTC sales is a key strategy driving Nike's growth. By reducing its dependence
on wholesale partners like Amazon, Nike has strengthened its DTC business, which
accounted for one-third of the company's global sales in 2020. Nike's DTC business, in
particular, is through apps and websites, allowing companies to collect more customer data
and provide personalized experiences, further driving customer engagement and sales.
Overall, Nike's digital transformation, with a focus on e-commerce and DTC, has been a key
factor in the company's financial success during and after the pandemic. According to
Statistic, Nike's revenue increases significantly, nearly $41.553 billion by 2024.
Figure 6.
Nike's sales revenue from 2020-2024 according to Statista

4.2. Reduce production costs, improve operational efficiency and supply chain
management
Figure 7.
The financial anatomy of a $ 100 Nike shoe*

This is an example of the cost of a pair of Nike shoes from production to customer. In which
shipping, insurance, customs duties are $5, marketing $5 and other costs are $11.
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By deploying advanced and advanced data analytics, Nike has automated the manufacturing
process to reduce labor costs, increase production speeds, and forecast demand more
accurately, avoiding waste and overproduction. excessive.
Nike also improves operations and supply chain management capabilities and better
inventory management. These improvements helped Nike reduce excess inventory by 15% in
2020 and optimize its warehousing and distribution systems, helping to reduce supply chain
costs by 20%, especially in storage and transportation (Safdar, 2020).
Additionally, Nike has significantly shortened delivery times, reducing production cycles
from 90 days to 60 days and in some cases, even to 30 days. This agility helps Nike respond
quickly to market needs and enhance customer satisfaction with fast delivery times. The
company also adopted a “nearshoring” strategy, bringing production closer to key markets,
further reducing delivery times and improving logistics efficiency.
These advancements play a key role in Nike's ability to maintain operations even during
periods of highly volatile demand, such as the Covid-19 pandemic.
4.3. Increase the customer engagement and experience
Nike's shopping experience is becoming increasingly rich and modern thanks to the perfect
combination of technology and data. The use of Big Data and AI not only helps customers
quickly find suitable products but also improves conversion rates and customer retention.
Nike also uses mobile applications such as NTC, NRC and Nike Fit, to create personalized
consumer experiences and product recommendations by leveraging data-driven insights.
Nike's membership program, with more than 300 million subscribers globally, has
contributed significantly to the revenue of its digital channels, providing exclusive
promotions as well as tailored content for each consumer, thereby increasing interaction with
the brand.
4.4. The model demonstrates Nike's successful digital transformation process
4.4.1. Descriptive statistics of the variables
The study uses the OLS method to show the success of Nike's digital transformation process
from 2018-2024 with the dependent variable being Revenue and the independent variable
being Direct to Consumer (DTC) and Customer Satisfaction Index (CSI). Data collected from
Nike financial reports and American Customer Satisfaction Index (ACSI).
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Figure 8.
Nike revenue, DTC, CSI data from 2018-2024 based on Nike and ACSI financial reports

4.4.2. Regression model

Figure 9.
Analysis based on Greit software

Regression equation: Revenue = 34.9797 + 0.6367DTC + 0.2507CSI+ e

Check model compatibility:
H0: R-Squared =0 (The model is not suitable)
H1: R-Squared ≠ 0 (The model is suitable)
Prob (F_Statistic) = 0,017 < a = 5% => Suitable model
Consider β1= 0.6367 > 0: When CSI remains unchanged, if DTC increases by $1 billion,
revenue increases by $0.6367 billion.
Consider β2= 0.2507 > 0: When DTC remains unchanged, if CSI increases by 1%, revenue
increases by $0.2507 billion
R-squared = 0.8698 so the model explains 86.98% of Nike's revenue fluctuations.
DTC, CSI has had a positive impact on Nike's revenue growth from 2018 to 2024, reflecting
its essential role in promoting and sustainable development of the company. This proves that
DTC and CSI have helped Nike succeed in the digital transformation process. And the model
only reflects a relative level when the data is not standardized, the time period is short and
there are few independent variables.
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Overall, Nike's digital transformation process is not only a revenue growth strategy but also a
strategic step in optimizing production processes, improving operational efficiency and
building a strong relationship. strong relationship with customers. Nike not only overcame
one of the biggest crises but also laid a solid foundation for sustainable development in the
future.
5. Lessons for other businesses
Despite a 10% increase in revenue, Nike is experiencing its lowest profit levels in a decade.
This downturn is mainly due to reduced consumer demand in key markets like China and
Europe and global supply chain disruptions. Similarly, Adidas faces challenges, especially
after ending its collaboration with Kanye West, which has led to projected losses. While
Adidas shows agility in adapting to new market trends, Nike lags in growth. This case
emphasizes that a key determinant of success or failure in digital transformation is the ability
to adapt to market changes and technological innovations swiftly.
5.1. Prioritize direct-to-consumer (DTC) channels
Since 2020, Nike has intensified its organizational restructuring and accelerated the
development of e-commerce, reducing the number of traditional retail stores. The explicit
reason for this shift is the limited amount of transaction data Nike can collect when selling
through intermediaries compared to DTC sales via its website.
While Adidas generates only about one-fifth of its revenue from DTC channels, Nike's DTC
model now accounts for 40% of the company's revenue, more than double the pre-pandemic
level. Consequently, Adidas is more reliant on intermediary channels than Nike. This
fragmentation has negatively impacted Adidas' brand image due to excessive discounting by
intermediary retailers. As a result, Adidas' DTC revenue growth has lagged behind Nike's,
increasing only 6% year-over-year in Q3/2022, compared to Nike's 25% growth in the most
recent quarter.
Nike's success with the DTC model demonstrates its strategic prowess and effectiveness. The
shift to DTC not only shortens the supply chain but also opens up new opportunities through
technology applications. This enables Nike to collect and analyze customer data directly and
in greater detail, including personal information and purchasing behavior. While DTC offers
numerous benefits, it also presents challenges such as intense competition, high operational
costs, and data security risks. Therefore, businesses must have a well-defined plan to address
these risks.
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Figure 10.
Nike Outperforms Adidas and Under Armour with DTC Strategy

5.2. Supply chain digitalization

The outbreak of the Covid-19 pandemic in 2019 had a profound impact on the retail industry,
particularly athletic apparel brands such as Nike. Specifically, Nike's revenue in Q4 2020
plummeted by 38%, exerting significant pressure on the company to accelerate its supply
chain digital transformation.
Through the comprehensive adoption of RFID technology, Nike has made significant strides,
leading to a 23% increase in direct-to-consumer sales and a record-breaking revenue of $51.2
billion in 2023. Compared to Adidas ($23.7 billion), Nike's success highlights the distinct
advantage gained from leveraging RFID. Beyond technology adoption, Nike has seamlessly
integrated RFID with its DTC strategy and customer-centric approach, creating a unique
formula for success that sets it apart from Adidas.
This case study underscores the critical importance of proactively adapting to technological
advancements. Businesses cannot afford to delay investments in technology if they wish to
remain competitive and overcome the challenges of the digital age.
5.3. Continuous product innovation and improvement
In the ever-evolving sports fashion market, where consumer demands are constantly shifting,
Nike has demonstrated that sustained success hinges on continuous innovation and
adaptability. Leveraging a vast amount of customer data, Nike can easily identify preferences,
purchasing habits, and even foot sizes through applications such as Nike Fit.
According to sales growth data, while Nike has maintained a relatively stable growth rate
(below 50%) since 2019, it has not achieved the explosive growth seen in newer brands like
On Running and Lululemon. These competitors have reported impressive growth rates of
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over 600% and 200%, respectively, since 2019, while Nike has only managed to grow below
50%. Despite maintaining its leading position, Nike faces increasing competitive pressure
from younger, more dynamic brands. Although Nike has outperformed Adidas in terms of
growth, to effectively compete against rapidly growing brands, Nike must continue to focus
on product innovation and technological advancements, particularly in new segments and
emerging markets.
Figure 11.
Nike's sales growth since 2019 compared to competitors

Through each project, Nike consistently evaluates the sales performance and quality of its
products. This enables the company to identify and address shortcomings while capitalizing
on its strengths. Nike's success can be attributed to its customer-centric approach, which
involves actively listening to and understanding customer needs, personalizing the customer
experience, and continuously enhancing it. Nike's accomplishments serve as a testament to
the transformative power of digital transformation for businesses.
6. Conclusion
As a global sports icon, Nike continually faces new challenges and opportunities. To maintain
its leading position and drive sustainable growth, Nike has invested heavily in key areas such
as research and development, digital transformation, and sustainability. In summary, Nike's
bold digital transformation has not only helped the company overcome challenges but has
also reshaped the industry. Looking ahead, Nike plans to continue investing in areas such as
health and wellness and expanding into new markets, particularly emerging ones. These
efforts will not only enable Nike to better meet the diverse needs of its customers but also
enhance operational efficiency and usher in a new era of digital innovation. Digital
transformation is not a short-term strategy but a long-term one to ensure sustainable growth.

References
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Accesstrade VietNam. (2022). Chưa áp dụng mô hình DTC, doanh nghiệp bỏ qua cơ hội siêu
tăng trưởng. Retrieved from Advertising Vietnam:
https://advertisingvietnam.com/chua-ap-dung-mo-hinh-DTC-doanh-nghiep-bo-qua-
co-hoi-sieu-tang-truong-p19329

Catherine Yan, Christopher Brown, Anne Greenleaf. (2022). Just Do It: Analysis of Nike’s
Marketing Strategies and Growth Recommendations. Retrieved from High school
edition: https://www.jsr.org/hs/index.php/path/article/view/3520

Đỗ Văn Hùng. (2019). Nike và lời giải cho bài toán tăng trưởng bằng mô hình DTC.
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https://www.brandsvietnam.com/congdong/topic/14922-Nike-va-loi-giai-cho-bai-
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Felix Richter. (2024). Has Nike's DTC Push Reached Its Limit? Retrieved from Statista:
https://www.statista.com/chart/23008/direct-to-consumer-sales-as-a-percentage-of-
total-nike-brand-revenue/

McKinnon, T. (2021). Nike’s eCommerce Strategy, 4 Reasons Why Digital Sales are Soaring.
Retrieved from Indigo9 Digital Inc.:
https://www.indigo9digital.com/blog/nikedigitalstrategy

Safdar, K. (2020). Nike powers through pandemic with digital push. Retrieved from Fow
Business:https://www.foxbusiness.com/markets/nike-powers-through-pandemic-with-
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Trackify. (2023). RFID – Công nghệ giúp Nike tối ưu chuỗi cung ứng. Retrieved from
Trackify: https://trackify.vn/rfid-cong-nghe-giup-nike-toi-uu-chuoi-cung-ung/