Historical Analysis of Apparel Marketer’s Strategies

In the decades previous to 2010, many firms in consumer product industries, including the apparel industry, have experienced changes both in the structure of the industries (e.g., ownership, control and location of production) and the functions of the firms (e.g., production- or product oriented vs. marketing-oriented) within the industries (Su et al., 2009). One force in this change was the economic globalization that brought about shifts of production and trade from domestic production to off-shore sourcing of production and then of fabrication and design (Ha-Brookshire and Dyer, 2009). Gereffi (1994) argued that the continued interest in this dynamic of globalization in the apparel industry may remain because global restructuring of the economy is historical in shifts of power across commodity chains. As a major industry in the global market, this argument emphasizes the importance of historical analysis for the apparel industry. However, a review of literature revealed that only a few academic studies (e.g., Kincade, 1995; Locker, 2002) have explored issues such as specific details about the growth and change in the apparel industry, and even fewer studies placed these issues in a historical context. The current study is designed to fill this gap in the literature and provide insights into the historical perspective of the U.S. apparel firms’ response changes in its business environment over the last four decades and the importance of the marketing function within this context. The objectives of this study were: (1) to analyze a U.S. apparel company’s shift in organization and strategies in a historical perspective, and (2) to provide relevance of these findings within economic globalization. To achieve the research objectives, a sample company’s case with general industry trends from 1970s to 2009, were investigated. This time frame was determined based on the early 1970s as a beginning point of much of the apparel industry restructure in response to the economic globalization (Taplin, 1994) and with the consideration of data availability for a sample company and its year of establishment. The sampling frame of this study consisted of the companies ranked in The Top Company lists (e.g., The Top 50, The Top 40) in Apparel magazine. Among the seven companies continuously listed during the period of study, Nike, Inc. was selected as the sample for this case study because of the extensive availability of historical data (e.g., data beginning in the 1970s) about Nike and its continued growth and leadership. The case study covered four decades from the 1968, the year that Nike was incorporated, to 2009. In the first period from 1968 to 1975, Nike emphasized production and distribution related to imports and trade. By emphasizing principal business activities (i.e., designing, selling the products) and outsourcing all manufacturing in Japan and other countries, Nike initiated global sourcing in the late 1960s. This strategy became a trend that most other companies would eventually follow throughout the next several decades. In the second period between 1976 and 1983, Nike focused on product innovation with technology to exceed over other competitors (e.g., Adidas, Puma). Through this strategy a new product model, the Air shoe, was developed, which significantly contributed to a reversal in declining sales. In the third period, 1984 to 1996, Nike’s innovative advertising started with the endorsement contract by Michael Jordan. The endorsement strategy built a strong foundation for Nike as a marketing company. Marketing strategies, developed for reinforcing the brand image with its Swoosh logo, the slogan “Just do it,” and endorsements with famous athletes, strengthened Nike’s strategic reorientation as it changed from a traditionally focused production-oriented company to a more flexible and reactive marketing-oriented company.