Nike Inc is one of the leading innovators of footwear, equipment, apparel and accessories in the world. This American multinational corporation has witnessed enormous success over the years. Effective marketing strategies have been credited with the relative success of Nike and one aspect of this marketing strategy has been its renowned tagline, Just Do It!
In spite of its simplicity, the tagline is very compelling indeed and appeals to thousands of customers from all corners of the world. The tagline began to resonate with people the first moment it was introduced. First of all, the tagline taps into a very deep emotional need of the consumers. It demonstrates and attitude towards the human life that customers embrace passionately and also applies to almost all life aspects. The tagline tells consumers that it is not actually about a shorts pair or a shoe, it is really a mind state. One does not need to be a great athlete to be in great shape or to overcome an obstacle. If have a deep want to do something, just do it! This tagline gives consumers inspiration to tackle major life challenges that they could have previously avoided. In a certain way, the outlook on life that this tagline gives is significantly deeper than what its creators may have intended. This deeper meaning has consequently been reflected in the relative success of the brand. Consumers started viewing Nike not just as a sportswear manufacturer, but as a company that actually supported their life goals.
Nike tagline, Just Do It, is proof positive that a brand’s tagline is one of the most effective self marketing tools that when properly utilized by a company, can lead it to enormous success.
References
Jun, J. W., & Lee, H. (2007). Cultural differences in brand designs and tagline appeals. International Marketing Review, 34(16), 64-78.
Zmuda, N. (2012). Best Buy Gets Back in the Game With New Tagline, Focus. Advertising Age, 83(26), 4-6.
This strategy authored by Renee Mauborgne and W. Chan Kim is based on a comprehensive study of the different strategic moves initiated by companies over 100 years. The strategy aims to craft a new market space (Blue Ocean) for any given corporation in a particular industry hence making competition irrelevant. It focuses on the simultaneous pursuit of low cost and differentiation to achieve this. Mauborgne and Kim offer reproducible and systematic processes and methodologies to pursue innovation by existing and new firms.
The Blue Ocean Strategy has been effectively utilized in many industries over the years and one of these industries is the automotive industries. A perfect case study would have to be the Chrysler Minivan of 1984. For the last couple of years before 1974, Chrysler was on the brink of bankruptcy as a result of fierce competition from General Motors and Ford which has crippled its financial performance. However, Chrysler reinvented itself by producing a new blue ocean in this automotive industry in 1984. This automotive corporation unveiled the minivan that was unlike any other motor vehicle brand in the market. The minivan essentially broke boundaries between a van and a car and was thus a totally new model of vehicle. Smaller than the conventional van and spacious than the normal station wagon, this new model was exactly what average families needed to transport the entire family and its common necessities including pets and equipment.
Within one year, the minivan was Chrysler’s bestselling motor vehicle and in the process helped Chrysler to regain its status as one of the Big Three manufacturers of automobiles in the United States. Chrysler’s case is a classic example of the utilization of the blue ocean strategy. The company realized that producing models that were similar to those produced by competitors like Ford and General Motors was suicidal and would eventually culminate in the bankruptcy of the organization. By embarking on the production of a differentiated and low cost model, the company created a new market or a blue ocean where there was virtually no competition and this led to the success of the company.
References
Buisson, B., & Silberzahn, P. (2010). Blue Ocean or Fast-Second Innovation? A Four-Breakthrough Model to Explain Successful Market Domination. International Journal of Innovation Management, 14(3), 359-378.
Cirjeveskis, A., Homenko, G., & Lacinova, V. (2010). New Approaches in Measuring and Assessing Viability of Blue Ocean Strategy in B2B Sector. Journal of Business Management, 3, 162-179.
Mauborgne, R., & Chan, K. W. (2004). Blue Ocean Strategy. Harvard Business Review, 82(10), 76-84.
