11/18/2023 0 Comments Fragment examples in advertising nike![]() ![]() And that’s when it hits the pages of The Wall Street Journal, inspiring articles and white papers on the general subject of IT’s hubris, limitations, value and cost. The wave is big enough that the company must reveal the losses at a quarterly conference call with analysts or risk the wrath of the Securities and Exchange Commission, shareholders or both. Then the glitch sends a ripple through product delivery that grows into a wave crashing on the balance sheet. ![]() First, there’s a software problem closely tied to a core business process-in this case, factory orders. Nike’s June 2000 problems with its i2 system reflect the double whammy typical of high-profile enterprise computing failures. It drives Wolfram crazy that while the rest of the world knows his company for its swooshbuckling marketing and its association with the world’s most famous athletes, the IT world thinks of Nike as the company that screwed up its supply chain-specifically, the i2 demand-planning engine that, in 2000, spat out orders for thousands more Air Garnett sneakers than the market had appetite for and called for thousands fewer Air Jordans than were needed. In the athletic footwear business, only Nike, with a 32 percent worldwide market share (almost double Adidas, its nearest rival) and a $20 billion market cap that’s more than the rest of the manufacturers and retailers in the industry combined, could afford to talk about $100 million like that. Wolfram calls the i2 problem-a software glitch that cost Nike more than $100 million in lost sales, depressed its stock price by 20 percent, triggered a flurry of class-action lawsuits, and caused its chairman, president and CEO, Phil Knight, to lament famously, “This is what you get for $400 million, huh?”-a “speed bump.” Some speed bump. He’s casually dressed, but with a typical Nike sharpness to his turtleneck and slacks, a sharpness reflected also in his urgent, aggressive defense of his company-a Nike pride that would seem arrogant were not the company so dominant in its industry. His complexion is ruddy, his lips cracked from working out or working hard, or both. Wolfram, who was promoted in April to vice president and general manager of the Asia-Pacific division, is all Nike. It does not store any personal data.“I thought we weren’t going to talk about i2,” growls Roland Wolfram, Nike’s vice president of global operations and technology, his eyes flashing at his PR manager with ill-concealed ire. The cookie is set by the GDPR Cookie Consent plugin and is used to store whether or not user has consented to the use of cookies. The cookie is used to store the user consent for the cookies in the category "Performance". ![]() This cookie is set by GDPR Cookie Consent plugin. The cookie is used to store the user consent for the cookies in the category "Other. The cookies is used to store the user consent for the cookies in the category "Necessary". The cookie is set by GDPR cookie consent to record the user consent for the cookies in the category "Functional". The cookie is used to store the user consent for the cookies in the category "Analytics". These cookies ensure basic functionalities and security features of the website, anonymously. Necessary cookies are absolutely essential for the website to function properly. ![]()
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