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Nike

In: Business and Management

Submitted By paolar
Words 1051
Pages 5
Case Title:
Nike Inc. Developing an effective public relations strategy

1. SHORT CYCLE PROCESS | Who | Nike´s Corporation | What | La imagen de la compañía fue muy negativa, por lo que sus ventas bajaron considerablemente | Why | En los medios de comunicación afirmaron que las fábricas subcontratadas para Nike en China e Indonesia obligaban a los trabajadores a tener largas horas por bajos salarios y los gerentes abusaban verbalmente | When | En 1990 |

Case difficulty cube

How: x Analytical Conceptual Presentation

2. LONG CYCLE PROCESS | Problema | Raíz del problema | La mala publicidad perjudica a la organización terriblemente, ya que los consumidores toman la postura de prohibir la compra de sus productos. | El público fue informado de que Nike estaba maltratando a sus trabajadores en el extranjero | Nike ignoró los problemas y negó su responsabilidad hacia su fabricación por contrato | La compañía no se quería hacer responsable de las acusaciones que se le hacían, ya que culpaban a los contratistas en los países asiáticos | Nike no puede equilibrar entre el objetivo de actividades y cuestiones prácticas laborales | Nike no era coherente entre lo que tenía por escrito en su código de conducta y lo que realmente estaba pasando en las fábricas de China e Indonesia | Los grupos activistas no se convencieron con la implementación de su código de conducta y problemas de administración de recursos humanos | Aunque Nike trato de solucionar el problema, los grupos activistas no estaban convencidos de que las condiciones cambiarían para empleados de las fábricas. | La mala publicidad
La mala publicidad

Ignorar problemas
Ignorar problemas

Grupos Activistas no convencidos
Grupos Activistas no convencidos
No equilibrio
No equilibrio

Case Data Analysis

3. LONG CYCLE PROCESS | A. CAUSAS | EFECTOS | Las acciones de Nike fueron vistas como irresponsables e inhumanas. En lugar de tratar de mitigar la crisis de los trabajadores de explotación, Nike eligió negar la existencia de la crisis. | La imagen de la compañía estaba totalmente destruida, debido a todos los comentarios, noticias malas que sacaban acerca de Nike y su maltrato a trabajadores. | Hubo muchas campañas de boicot a los productos de Nike que se organizaron a lo largo de todo EE.UU./Europa. | Esto afectó la decisión de compra de los clientes de Nike, por lo que hubo una reducción en la Utilidad Neta. | Tanto el logo de Nike como su lema estaban asociados a las malas prácticas y códigos de ética de la empresa | Afectando más su imagen, que de por sí ya estaba por los suelos. | Nike llego a un acuerdo fuera de los tribunales para resolver la demanda que había en contra de la compañía | La acción demostró indirectamente que Nike era culpable y responsable de las malas condiciones de trabajo. |

La controversia
La controversia
Case Assignment:

En los años de 1990´s los medios alegaban que las fábricas subcontratadas por Nike en China e Indonesia forzaban a trabajadores a trabajar por largas horas y tenían un salario bajo, y existía abuso verbal por los encargados. El artículo fue la semilla de una campaña mediática que ha creado una pesadilla de las relaciones públicas de la empresa. Una crisis financiera en Asia y la competición intensa en el mercado nacional contribuyeron a una bajada importante de los ingresos de Nike y la cuota de mercado después de tres años de funcionamiento sin precedentes de registro. Aunque ninguna correlación directa se podría probar entre percepciones negativas de los consumidores de Nike y la declinación de la empresa en participación de la cuota de mercado y la acción, no ayudó ciertamente en sus esfuerzos para establecerse como el líder mundial en una industria competitiva con ímpetu. Una descripción linear de la publicidad adversa que Nike recibió, y las perspectivas de la administración superior de Nike, demuestra a los estudiantes la importancia y los elementos del desarrollo oportuno de los medios de comunicación y una campaña eficaces de relaciones de consumo.

4. LONG CYCLE PROCESS | B. Alternative Generation | C. Decision Criteria | Nike ha puesto en marcha numerosos programas y proyectos para aliviar algunas de las malas percepciones que tienen las personas de la organización. | Nike podría tomar estos programas más allá y poner énfasis en los países en los que opera, implementando diferentes códigos de conducta para los países. | La realización de ruedas de prensa y emisión de comunicados de prensa que describieron los pasos que Nike había tomado para garantizar el cumplimiento de su código de conducta. | El establecimiento y la publicación de los avances en la mejora de las condiciones de trabajo en la organización | Nike debería tomar en cuenta los impactos en el negocio y los deseos de las partes interesadas, para proporcionar un proceso abierto e incorporar el progreso de las prácticas responsables en las operaciones. | Esto afectó la decisión de compra de los clientes de Nike, por lo que hubo una reducción en la Utilidad Neta. | Tener respuesta a cada pregunta de los medios de comunicación o de grupos de vigilancia, tratando de comunicarse abiertamente con ellos | Para supervisar la implementación los códigos de conducta y de centrarse en la raíz de los problemas. |

D. Alternative Assessment | Programas y proyectos de mejora | Cualitativa | 6 | 6 | Si | | Cuantitativa | 0 | | | Realización de ruedas de prensa y comunicados | Cualitativa | 4 | 6 | Si | | Cuantitativa | 2 | | | Proceso abierto del progreso | Cualitativa | 3 | 6 | Si | | Cuantitativa | 3 | | | Comunicación con medios de comunicación | Cualitativa | 6 | 6 | Si | | Cuantitativa | 0 | | |

Preferred Alternative (Why?):

Programas y proyectos de mejora

Nike ha puesto en marcha numerosos programas y proyectos para aliviar algunas de las malas percepciones que tienen las personas de la organización. Pudó tomar estos programas más allá y poner énfasis en los países en los que opera, implementando diferentes códigos de conducta para los países. Esto sería beneficioso, debido a las diferencias culturales de cada país. La compañía podría mostrar que el Código de Conducta enfatiza normas y creencias de los países en los que opera.

En un principio, Nike sólo ignoró todas las denuncias, que no es la forma más efectiva para manejar este tipo de problemas. La organización debió haber tenido los programas ya existentes, de modo que cuando las primeras alegaciones, la compañía podría haberlas refutado. Lo que Nike intentó no funcionó, debido a que sus programas se pusieron en marcha después de los hechos, y los críticos parecen pensar que se implementaron los programas para cubrir las insuficiencias.

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