The C. K. Worth Company

In this instance, Green verbally persuaded the boss of the notion without providing any supporting evidence. Green and Mr. Worth, the supervisor, were the only two present for the meeting; the other employees arrived after the plan had already been carried out.

The participating parties should always have a SWOT analysis to understand the viability and relevance of the project during any planning phase. In this instance, we discover that the concept and preparation were person-centered. After convincing him, the product was introduced in the company and she was made the vice president of the sporting products sales activities. We find out that there was no panel to do SWOT analysis. The company failed to consider other factors such as competition, the business life cycle, and number of customers they predetermine to handle. Lack of this proper planning and roles definition led to the downfall of the business.

The decision to sell sporting goods products was great because every company should forecast generating alternative courses of action. The corporation seemed to have existed for a while as Green, we are told, had already worked there for fifteen years. The company ought to have forecasted any business idea that it could add to the existing one. Introduction of selling sporting goods suggested by Green was a major breakthrough for the company.

Q.2

The goals for providing food and sporting goods divisions were not complimentary as they are different products within the same company. A complimentary product has a negative cross elasticity of demand, meaning that an increase in the price of particular merchandise will result in a decrease in the price of another product. There is no correlation between the sports product and the processed and fresh food products; hence, not complimentary.

Q.3

These are the factors that C. K. Worth Company should have considered when creating a new division;

Understand competition

The product line Green wanted to introduce on selling sporting goods product was already in the market. She did not enquire or do research on what other companies were selling, but rather concentrated on the sport manufacturers. For instance, it is evident from the case study that she contacted sport manufacturers, requesting them to represent their products, instead of researching on what others in the same line were doing.

Involving the right workers

Green received calls from manufacturers, complaining about the lack of knowledgeable people to sell their product and from retail stores, stating that the reps did not seem interested in the products and that the representatives were providing poor services. In this regard, it is clear that the representatives did not have information about the sporting products.

Q.4

The businesses selected are Adidas and Nike

Adidas

Mission statement

The Adidas aim at being the leading group in the industry of sport with brands that are built on the affection for sporting and sports life. The firm commits itself to strengthening its label and commodities to maintain its competitive nature.

Goals

The firm aims at having a linear growth that is above the average- It strived to increase the currency neutral earnings yearly in the period of 2015 - 2017, having an average rate of 10 - 12%.

Winning a significant market share in major markets and categories- It has main categories within Reebok and Adidas labels that will foresee its growth forward.

Boosting its profitability to sustainable levels- the firm plans to improve its revenue considerably. It is evident in a significant growth in its income projections from running operations, averaged between 20-22% per annum in the year 2015-2020. It is a faster rate than its targeted top most growth.

Procedure for the organization

In addition to the firm’s hierarchical structure in its organization togetherness, it also has self-managed and flexible teams in the operation unit and within groups. For example, the division of tennis shoe is restructured in line with market needs and scientific discoveries. Also, the firm has taken full responsibility for its entities in less developed countries by introducing cross training and modernization (Brennan, Niamh M., et al. 670).

Nike

Mission statement

The firm’s mission is to bring innovation and inspiration to each athlete around the world.

Goals

The organization believes in forming partnership and valuing the possibility of working with all major stakeholders in parallel field, thus, sharing the best practices. The business has managed to build a stronger correlation with the government of Europe and United Kingdom through adhering to the laws that will shape the future of clothing sector in most areas such as labeling of environment, recycling, sustainability and creating consumer awareness. It is in full support of alliances that aim at bringing solutions that promote sustainability through its purpose of helping others and supply chain.

Procedures for organization

The firm has maintained its disclosure procedure and controls, formulated to ensure that vital information that need to be published through its Exchange Act report is processed, summarized, reported and recorded within the period specified in the Exchange and Securities Commissions’ forms and rules. It also calls that such kind of information be gathered and the relevant communication directed to the management, including the CEO, (Chief Executive Officer) and CFO, (Chief Financial Officer) on time to allow ample duration to come up with informed decisions in regard to the required disclosure.

Similarities between Adidas and Nike

Both companies market athletes and sport lovers. They also sell sports equipment as well; not just shoes.

They sponsor house known athletes around the entire world.

Both of them are household names in themselves (Lim, Suk-Jun, and Joe Phillips 150).

Differences between Adidas and Nike

Nike brand is a sportswear firm located in the US, while Adidas is based in Germany.

Nike has Swoosh logo, unlike Adidas, which has three stripes logo.

Nike targets running and basketball players, while Adidas targets footballers and tennis players.

Works Cited

Brennan, Niamh M., et al. “Dialogism in Corporate Social Responsibility Communications: Conceptualising Verbal Interaction Between Organisations and Their Audiences.” Journal of Business Ethics, vol. 115, no. 4, 2013, pp. 665-679. JSTOR, JSTOR, www.jstor.org/stable/42001892.

Lim, Suk-Jun, and Joe Phillips. “Embedding CSR Values: The Global Footwear Industry’s Evolving Governance Structure.” Journal of Business Ethics, vol. 81, no. 1, 2008, pp. 143-156. JSTOR, JSTOR, www.jstor.org/stable/25482202.