From the attached Matrices for NIKE INC provide:

• Analyze the significance of these three matrices regarding their relevance for strategic planning. Include a description of the key information for each of the three matrices.
• Discuss how the information from analysis will influence your recommendations for strategy selection, planning, and implementation.

Part II: Grand Strategy Matrix Rapid Market Growth Quadrant II Quadrant I America Nike Asia Nike Brand & Latin Ami urgpe, Middle perice East, and Africa nverse Nike Brand Greater China Weak Competitive Strong Competitive Position Quadrant III Quadrant IV Slow Market GrowthPart III: Quantitative Strategic Planning Matrix (QSPM) Part III: Quantitative Strategic Planning Matrix (QSPM) increase marketing Invest in research and increase marketing invest in research and efforts and expand development to efforts and expand development to stainable product offerings in the introduce sustainable Opportunities Weight AS TAS AS TAS Nike Brand Greater materials and Dramatic increase in women's participation in sports over the last 2 Chin 0.10 3 0.30 2 0.20 Weight decades Strengths AS TAS AS TAS 2 Nike's has a strong brand image and easily recognizable logo 0.10 0.40 2 0.20 0.10 2 0.20 2 0.20 The trend of athleisure grew over 40 percent between 2009 and 2016 N Nike's revenues and net income have been growing in double digits 0.10 3 0.30 2 0.20 3 Increased momentum for direct-to-consumer sales in the athletics outside North America 0.10 3 0.30 2 0.20 3 Nike has three athletes, Michael Jordan, LeBron James, and wear industry 0.09 3 0.27 0.09 4 Cristiano Ronaldo, signed to life-time endorsement deals Women's activewear market is projected to witness a CAGR of 0.10 0.30 3 0.30 Nike's has brand endorsements with famous athletes like Michael 5.72% from 2023 to 2028 0.08 3 0.24 0.08 0.10 0.20 3 0.30 Jordan and Tiger Woods 5 Gen Z will represent 27% of the world's income by 2030 Growing penetration and positive effects of e-commerce 0.08 A WN Nike offers a wide range of products, including athletic shoes, 0.24 0.16 W N 0.07 0.28 2 0.14 apparel, bags, and other accessories. Utilization of technology to make more innovative products 0.04 0.16 0.12 6 Nike's products are manufactured in countries with low labor costs 0.06 2 0.12 1 0.06 8 About 15% of sportswear consumers are willing to spend more on 0.01 N 0.02 0.03 Nike operates over 700 stores worldwide, providing a significant sustainable options 0.06 0.24 2 0.12 advantage over competitors. 9 Merges with the meterverse to market digital shoes 0.01 0.01 2 0.02 8 Nike targets not only athletes but also fitness enthusiasts, universities, 10 Consumers are utilizing sportswear products as fashion items 0.01 0.03 0.01 0.05 3 0.15 2 0.10 and other customers Nike has a robust supply chain management system, enabling delivery 0.05 0.20 2 0.10 ase marketing Invest in research and of products to customers efficiently efforts and expand development to 10 Nike's digital commerce sales grew by 25% in fiscal 2018, 0.04 3 0.12 0.04 contributing to a 12% growth in Nike Direct revenues Threats Weight AS TAS AS TAS 1 High presence of counterfeit items, even on the internet 0.10 N 0.20 N 0.20 increase marketing invest in research and 12 Intense competition from other well-established brands 0.10 0.30 0.30 efforts and expand development to 0.04 2 0.08 2 0.08 The impact of currency foreign exchange risks due to global presence Weaknesses Weight AS TAS AS TAS 4 Dependence on the US market 0.05 3 0.15 3 3 3 0.15 0.04 0.12 0.12 High pressure to spend more on marketing and advertising campaigns 2 Need for a clear strategic plan to revitalize businesses in North 0.05 0.10 4 0.20 5 2 Negative publicity caused by the use of Kangaroo skin to manufacture America 0.02 0.04 leather 2 0.02 3 Struggling sales in North America 0.04 N 0.08 4 0.16 6 Competitors who copy the business model of the company 0.01 0.03 0.02 4 Low-profit margin due to selling products directly to retailers and 7 0.03 Low inventory turnover witnessed in the industry 0.02 0.02 N 0.06 3 0.09 0.01 NNN W N consumers 8 Decrease in customer loyalty over the last decade 0.01 0.03 0.02 5 Decrease in net income 0.03 0.06 0.12 N Limited control over customer experience 0.02 0.06 NNA 0.04 Supply chain disruptions due to reliance on third-party manufacturers 0.01 0.02 0.03 Inability to provide constant feedback to customers 0.02 W N N W N 0.04 0.04 10 Increasing production and labor costs 0.01 2 0.02 3 0.03 Declining sales in footwear and equipment in North America 0.02 0.04 0.08 TOTALS 5.63 1.51 w A 9 Poor organizational structure 0.02 0.06 0.06 10 Dependence on endorsements from major athletes to market their 0.02 2 0.04 3 0.06 productsPart I: Space Matrix FP Conservative 7.0 Aggressive 5.0 3.0 Adidas 1.0 CP Under Armour IP -7.0 -5.0 -3.0 -1.0.0 1.0 NIKE, IBgo 5.0 7.0 -3.0 5.0 Defensive -7.0 Competitive SP Financial Position (FP) Internal Rating Stability Position (SP) External Rating Current Ratio 3.0 Rate of Inflation -6.0 Debt to Equity 5.0 Technological Changes -2.0 Net Income 6.0 Price Elasticity of Demand 4.0 Revenue 6.0 Competitive Pressure 5.0 Inventory Turnover 4.0 Barriers of Entry to Market -3.0 FP Average 4.8 SP Average -4.0 Competitive Position Industry Position (CP) Internal Rating (IP) External Rating Market Share -2.0 Growth Potential 4.0 Product Quality -2.0 Financial Stability 5.0 Customer Loyalty -3.0 Ease of Entry to Market 2.0 Variety of Products Offered -1.0 Resource Utilization 4.0 Suppliers/Distributors Control -7.0 Profit Potential 6.0 CP Average -3.0 IP Average 4.2Part I: Space Matrix Nike= inc. is an American multinational corporation that designs, develops, and markets footwear, apparel, equipment, and accessories. It is headquartered near Beaver-ton, Oregon, in the Portland metropolitan area (Nike, 2022). Nike is the largest supplier of athletic shoes and apparel globally, holding around 22% of the global market share. Nike's Form 10K for 2022 reported revenue of $46.? billion, which represents an increase of $2.17" billion compared to the previous year (Nike, Inc., 2022). The company has a strong brand image, with a focus on innovation and sustainable practices. However, Nike faces erce competition from other major players in the industry, such as Adidas, Under W and New Balance. The company also faces challenges such as changing consumer preferences, supply chain disruptions, and the ongoing COVE19 pandemic. The Strategic Position and Action Evaluation (SPACE) Matrix is a useful tool for assessing the internal and external factors affecting a company's performance and identi'ing appropriate strategies. Nike, Incfs SPACE Matrix is developed by analyzing the company:s internal and external factors in terms of their nancial, industry, competitive and stability positioning. Based on the analysis of the nancial and industry factors, we can plot Nike's position in the SPACE matrix. In the SPACE matrix, the Xaxis represents the industry factors, and the Yaxis represents the financial factors. The vertical axis measures the level of environmental stability and industry attractiveness, while the horizontal axis measures the level of competitive advantage and financial strength. According to the SPACE matrix, Nike falls into the aggressive quadrant. Nike's strong financial position and competitive advantage enable it to pursue an aggressive strategy, focusing on product innovation and market expansion. Part 11: Grand Strategy Matrix The Grand Strategy Matrix is a strategy formulation tool that evaluates the market position and market growth (David et al., 2020). This strategic tool has four quadrants and two dimensions that each evaluate whether a company has rapid market growth, a strong competitive position, or slow market growth and a weak competitive position. Rapid growth can be considered if an organization's annual sales exceed 5 percent (David et al., 2020). Quadrant l is the strongest and companies that have solid market concentration, product development, and competitive advantage are usually positioned in this quadrant. Nike is a company that has exceeded the 5 percent sales revenue over the prior year and can be categorized in quadrant l. The 5 Nike brands identied in the Grand Strategy Matrix include Nike Brand North America, Nike Brand Europe, Middle East, and Africa, Nike Brand Greater China, Nike Asia Pacific (55: Latin America, and Converse. The matrix shows that Nike Brand North America is in quadrant l and is in a strong strategic position. Nike Brand China is on the borderline of quadrant 2 and has some opportunities for sales growth and should consider reevaluating its current strategies. Part III: Quantitative Strategic Planning Matrix [QSPR'U The analysis of the QSPM for Nike has been done considering two strategic options: Strategy One increase marketing efforts and expand product o \"erings in the Nike Brand Greater China division to increase market share in the rapidly growing Chinese market (Zheng), and Strategy Two - invest in research and development to introduce sustainable materials and processes in all divisions to appeal to environmentally conscious consumers and increase brand reputation (W et al., 2021). In the QSPM matrix for Nike, the strategic options were evaluated against the internal and external factors a'ecting the company. The analysis is based on assigning a rating to each factor, with 1 being the lowest and 4 being the highest, to identify the relative importance of each factor in the evaluation. The strategic options are then assessed based on their attractiveness and feasibility using a score of 1 (not attractive) to 4 (highly attractive). The sum of the attractiveness and feasibility scores provides a total score that reects the overall potential of each strategy. The QSPM matrix indicates that Strategy One increase marketing e'orts and expand product offerings in the Nike Brand Greater China division to increase market share in the rapidly growing Chinese market, is the most attractive and feasible strategy for Nike, with a total score of 15. Strategy Two invest in research and development to introduce sustainable materials and processes in all divisions to appeal to environmentally conscious consumers and increase brand reputation, has a lower total score of 10, indicating that this strategy may not be as effective in addressing Nike's challenges. The internal strengths and weaknesses shows that Nike's strong brand image and recognizable logo, growing revenues and net income outside North America, wide range of products, robust supply chain management system, and digital commerce sales growth are its main strengths We; 2020). However, Nike's dependence on the US market, struggling sales in North America, low- prot margin due to selling products directly to retailers and consumers, decrease in net income, and declining sales in footwear and equipment in North America are the weaknesses that need to be addressed. The external opportunities for Nike include the increasing trend of athleisure, growing penetration and positive effects of e comrnerce, and utilization of technology to make more innovative products (SW 2020). The threats facing Nike include intense competition from other well-established brands, the impact of foreign exchange risks due to global presence, high pressure to spend more on marketing and advertising campaigns, and low inventory turnover witnessed in the industry (Dwivedi et al., 2023). In conclusion, the QSPM analysis suggests that Nike should focus on Strategy One increase marketing efforts and expand product offerings in the Nike Brand Greater China division to increase market share in the rapidly growing Chinese market, as the most attractive and feasible strategy. This strategy aligns well with Nike's strengths and opportunities and addresses its weaknesses and threats. However, Nike should also consider taking measures to address its weaknesses and mitigate the threats it faces to maintain its position as a leading athletic apparel and footwear brand