Which alternative strategy do each of the following fall under?

1. Nike could set more aggressive sustainability targets and timelines for each product category, allocating additional resources to support EPM sourcing, sustainable process development, and factory partner capability building. While this approach could position Nike as a sustainability leader in the industry and drive innovation, it also risks short-term margin pressure and potential compromises in product performance if pushed too aggressively. 

2. The other strategy could be to develop a completely distinct product line. This would allow Nike to develop sustainable products without affecting their main products. It could target specific green consumers and seek to develop a niche branding strategy for products that are ecologically friendly. However, this approach may reduce the size and effectiveness of sustainable efforts and could appear as ‘greenwashing,’ if it is not a material component of the firm.

3. The third strategy would be to incorporate Considered Index sustainability measures into Nike’s product reviews and employees’ performance assessments. This strategy would make sustainability part of the key processes, maintain focus within all categories, and motivate product teams. However, this approach increases the number of steps required to develop products and might initially slow down innovations in other spheres. This approach can revolutionise the process of Nike’s products’ creation.

Alternative Strategies 

Forward Integration:  Gaining ownership or increased control over distributors or retailers

Backward Integration:  Seeking ownership or increased control of a firm’s suppliers

Horizontal Integration:  Seeking ownership or increased control over competitors

Market Penetration: Seeking increased market share for present products or services in present markets through greater

marketing efforts

Market Development: Introducing present products or services into new geographic area

Product Development: Seeking increased sales by improving present products or services or developing new ones

Related Diversification: Adding new but related products or services  

Unrelated Diversification: Adding new, unrelated products or services  

Retrenchment: Regrouping through cost and asset reduction to reverse declining sales and profit

Divestiture: Selling a division or part of an organization  

Liquidation: Selling all of a company’s assets, in parts, for their tangible worth

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