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ultures. Johnson’s cultural web (Figure 7) demonstrates how Nike’s strategy can be improved. Due to how culture can provide an increase in position for Nike in the sports shoes and apparel sector. Nike was founded in 1964, by Bill Bowerman and Phil Knight (About Nike, 2019), they have culture, as they value diversity, collaboration and creativity (Jobs Nike, 2019). They also hold strong routines and rituals, as they believe their employees should be rewarded and compensated for performing well. Improvements can be made from looking at figure 7, as Nike holds a matrix organisational structure, which can hold disadvantages. For example, a disadvantage from this structure as there is more than one boss in this large organisation, which can lead to confusions in the organisation. Secondly, as Nike has a global corporate leadership structure, they hold hierarchies within the organisation, which may make it harder for other employees to succeed further up the company, affecting retention rates of employees leaving Nike, following to an effect in employee morale. This suggests that Nike, will need to change this strategic direction to be at a competitive advantage and maintain their lead in the market. Furthermore, Nike can improve their strategy with a renewal of their lifecycle. Renewal is inevitability in the lifecycle of an old organisation, for example, Nike bringing out a new line of shoes. Starting out with the introduction (Miller and Friesen, 1984), where new shoes are released in the market with advertisement for customers to recognise. Then, growth of the new product where customers willing to pay the price and sales are slowly increasing. Next, is the maturity where sales from the shoes are at their highest and stock is low. Lastly, in the lifecycle there’s a decline period of the shoe range decreasing in popularity. The drivers of change in this sector from looking at the lifecycle are the growth in emerging markets, especially in China where markets are developing from the customers with a desire in sport (Forbes, 2015). The Ansoff matrix (Figure 8) portrays Nike’s growth in their existing market and also shows the direction set for Nike’s organisation strategy. Nike’s market penetration is increasing due to them opening new retail stores in the global market, this would show that Nike’s strategic direction is to increase their market presence globally. Product development is Nike’s most intense growth strategy because of their ability to create products using technology and other factors to enhance sales and make competition in the market. The market development allows Nike to enter new markets like China with the product development,

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