{"id":15662,"date":"2024-10-01T13:35:31","date_gmt":"2024-10-01T11:35:31","guid":{"rendered":"https:\/\/superspring.de\/?p=15662"},"modified":"2025-05-07T10:10:00","modified_gmt":"2025-05-07T08:10:00","slug":"digitale-markenfuhrung","status":"publish","type":"post","link":"https:\/\/superspring.de\/en\/digitale-markenfuhrung\/","title":{"rendered":"Why the digital economy re-discovers the brand."},"content":{"rendered":"
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Actually, brand management and technology should go hand in hand by now, shouldn't they? However, the current case at NIKE shows once again that this is still not the case all too often. Brand management and technology are concepts that can mutually reinforce each other to a massive extent or, alternatively, block each other. With fatal consequences.<\/em><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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Haven't we come further in terms of integrated marketing? Or does the case of NIKE show once again that the integration of brand and technology is still a real challenge?\u00a0With the recent severe turbulence at NIKE and the subsequent <\/span>Exemption for NIKE CEO John Donahoe<\/a> a conflict that seemed to be resolved comes back on the agenda, and then it seems not to be. Two worlds play a role here that should actually be interwoven: <\/span>brand management and technology.<\/b><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t

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How NIKE wanted to replace the brand with digital processes<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t
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For years, the brand, product and sales channels were Nike's holy trinity in a brand world that the company branding pioneer<\/a> had defined itself and in which the sports brand, with its global vision<\/a> was the star. The focus: an iconic brand, innovative products, staged through multi-million partnerships and brand stories that could be told to your grandchildren. Stories that had both a long-term effect (\u201cJust do it\u201d, Jordan, 1984) and could be activated in the short term in sales environments.\u00a0<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t

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For decades, Nike has been building on its aggressive but highly effective brand formula: investing a portion of its revenues in demand generation and sports marketing, and using the power of innovation, storytelling and the athlete-product synergy to make the decisive leap forward. The result: a world of success that has produced one of the most iconic brand stories with the swoosh (book recommendation: Phil Knight's \u201cShoe Dog\u201d<\/a>). A brand that every child knew and that was globally representative of the concept of a brand.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t

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And then there is this other story from a much more digital world. A world that seemed supposedly more modern because it was fundamentally built on the truths of the digital economy and in which performance, data and D2C processes became more important than the brand. In his four years at the helm from 2020, NIKE CEO John Donahoe transformed the company with his experiences at Ebay and Paypal \u2013 beautifully described in Massimo Giunco's LinkedIn analysis<\/a>The central idea was that what NIKE represented was somehow no longer up to date. Too analog, too much focused on old structures.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t

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\u201cLong-term results cannot be achieved by piling short-term results on short-term results.\u201c<\/p>

– Peter Drucker, Economist<\/i><\/span><\/h4>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t
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Nike shifted its strategy from acquiring new customers to maintaining existing ones, with the majority of investments going into customer retention. Starting in 2021, Nike doubled its spending on programmatic advertising and performance marketing. At the same time, it focused on brand design, while creative brand communication<\/a> Centrally controlled content replaced local marketing initiatives. (Wholesale) trade relationships gave way to direct sales. Specific verticals were dissolved and transferred into generic categories (\u201cmen\u201d, \u201cwomen\u201d, \u201cchildren\u201d).<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t

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The result: Nike's market capitalization fell from January to August 2024 by 24%<\/a>The share is currently worth a little more than half as much as it was in 2021.
Nein, B\u00f6rsenwerte sind nur bedingt gute Indikatoren f\u00fcr gesunde Unternehmen. Und Donahoe kann sicher nicht f\u00fcr jeden Aspekt dieses Desasters etwas \u2013 Corona und viel neue Konkurrenz trugen ihren Teil bei. Aber unter seiner F\u00fchrung hat es eine der st\u00e4rksten Marken der Welt nicht geschafft, sich gegen die Krise zu stemmen. Es braucht keine komplexe Marketinganalyse<\/a>, um herauszufinden, dass in dieser Zeit viel verloren ging, was NIKE zu NIKE machte. Der Fall verdeutlicht wie kaum ein zweiter, was passieren kann, wenn ein Unternehmen langfristige Markenausrichtung zugunsten kurzfristiger Ergebnisse opfert.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t

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