When you're the giant in a market, it's difficult not to become complacent and stale. In the past few years, Nike has managed to do the exact opposite. The $27.8 billion behemoth, No. 462 on the Fortune Global 500, is indeed "the 800-pound gorilla" in the sports-apparel space, says Janney Capital Markets analyst Eric Tracy. But it is surprisingly innovative-from its manufacturing processes to its product design. Industry watchdogs directly credit this recent success to CEO Mark Parker, who took the reins in 2006. Parker, 59, is a design geek and Nike lifer. He started at the company in 1979 as a shoe designer. As CEO, Parker has orchestrated many of Nike's biggest moves, like its "category offense" strategy. The premise is simple: Build the global business not around footwear vs. apparel, but around sports categories like basketball and running. And Nike ensures each category adheres to companywide priorities, which include balancing its offerings of footwear and apparel; keeping the product pipeline fresh; and growing its retail footprint, which means opening new Nike-brand stores-there are 739 globally. "They apply the same buckets to each of the geographies they're in, then see where they're deficient and make investments," explains David Weiner, a Deutsche Bank analyst. "It took years to fully implement, but they've applied that play-book wonderfully."
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机译：当您是市场中的巨人时，很难不感到自满和陈旧。在过去的几年中，耐克正好相反。 Janney Capital Markets分析师埃里克·特雷西（Eric Tracy）说，这家市值278亿美元的庞然大物在《财富》全球500强中排名第462，确实是运动服装领域中的“ 800磅大猩猩”。但这是令人惊讶的创新-从制造过程到产品设计。业界监督者将最近的成功直接归功于CEO马克·帕克（Mark Parker），他于2006年就职。现年59岁的帕克（Parker）是一名设计狂热者，也是耐克的一生。他于1979年开始在该公司担任鞋设计师。作为首席执行官，帕克策划了耐克公司的许多重大举措，例如“分类进攻”策略。前提很简单：建立全球业务不是围绕鞋类与服装，而是围绕篮球和跑步等运动类别。耐克（Nike）确保每个类别都遵守公司范围内的优先事项，包括平衡其鞋类和服装产品的供应；保持产品管道新鲜；以及不断扩大的零售足迹，这意味着将开设新的耐克品牌商店-全球共有739家。德意志银行分析师戴维·韦纳（David Weiner）解释说：“他们将相同的指标应用于所处的每个地区，然后查看不足之处并进行投资。” “花了几年时间才能完全实施，但是他们很好地运用了这本剧本。”
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