There are sports like football, which is associated mainly with the youth, and others like golf, which is mostly played with a bit aged people. Nike’s segmentation of business in the various locations aims at meeting the same need for sport wears both to the young and the aged.Income also contributes to Nike’s market segmentation to other areas. For example, Japan is a country whose income is high due to automobile and other industries. However, it might not have the ability to produce wears suitable for sporting as those Nike Company produces. The need for proper sport wears gives Nike to expand its services to Japan. The company also produces wears for all genders where different clothes exist for women and men players. The target market in this market segment is both male and female athletes who exist in the regions around Nike Headquarters, and those in other countries like Japan.This involves segregating market in terms of people’s common activities, interests, and opinions (Gitman and McDaniel, 2009). Nike Company’s headquarter is in a location where people have a common interest in sporting. The founder aimed at providing state-of-the-art athletic shoes that convince customers that they are the best-suited and necessary for sporting and athletic interests in the region (Hill and Jones, 2010). The psychographic segmentation by Nike targets sales from athletes from the Oregon region who have an interest in sports and need comfortable shoes to support them in their sporting activities.As Hill and Jones (2010) point, in the past Nike concentrated on making shoes for basketball and track market segments more than other sports like golf and soccer among others, but later realized that engaging in the making shoes for other sporting activities can bring a lot of profits. This made the company to segment its market targeting the need for proper shoes for other players. An example is the refurbishing of aerobics and soccer shoes with a perfect design in the mid 2000s (Hill and Jones, 2010).Nike Company is located in a geographic environment that encourages sports. Although there are other companies making sport wear, the company’s competence in design and marketing outworn the other companies within the region and decided to purchase other footwear companies and this acted as a complement to its production (Hill and Jones, 2010). Nike also segmented its market
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Gitman, L. J., & McDaniel, C. D. (2009). The future of business: The essentials. Mason, OH: South-Western Cengage Learning.
Hill, C. W. L., & Jones, G. R. (2010). Strategic management theory: An integrated approach. Boston, MA: Houghton Mifflin.
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