Adidas CEO Bjorn Gulden offers a model for Nike’s tentative turnaround efforts: His decisions around emerging trends seem more akin to a fashion retailer’s instinct for best-sellers. Nike shifted from being organised around sports categories such as running or swimming to traditional departments such as women’s, men’s and children’s. It sharpened its focus on its digital business, selling directly to consumers. But by becoming a tech-and-luxury company, it dulled its product edge
Adidas CEO Bjorn Gulden offers a model for Nike’s tentative turnaround efforts: His decisions around emerging trends seem more akin to a fashion retailer’s instinct for best-sellers. Nike shifted from being organised around sports categories such as running or swimming to traditional departments such as women’s, men’s and children’s. It sharpened its focus on its digital business, selling directly to consumers. But by becoming a tech-and-luxury company, it dulled its product edge Adidas CEO Bjorn Gulden offers a model for Nike’s tentative turnaround efforts: His decisions around emerging trends seem more akin to a fashion retailer’s instinct for best-sellers. Nike shifted from being organised around sports categories such as running or swimming to traditional departments such as women’s, men’s and children’s. It sharpened its focus on its digital business, selling directly to consumers. But by becoming a tech-and-luxury company, it dulled its product edge Moneycontrol Latest News Read More
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