Core Insights - Nike's brand connection with China has weakened over the past two decades, leading to a significant decline in revenue and brand narrative clarity [4][5][6] - The latest financial report indicates a 21% year-over-year revenue drop in the Greater China region, with e-commerce down 31% and wholesale channels down 24% [4][17] - The company's shift towards a Direct to Consumer (DTC) model has created initial efficiencies but has also led to a disconnect with local market dynamics [16][29] Group 1 - Nike's advertising strategy in the early 2000s effectively resonated with a nation eager for recognition and success, exemplified by Liu Xiang's Olympic victory [1][2] - The brand's previous dominance in the market was characterized by consistent double-digit growth, with little competition, leading to complacency [8][12] - The rise of the sneaker resale market in 2019 marked a shift in consumer behavior, focusing more on investment potential rather than product experience [9][10] Group 2 - Under CEO John Donahoe, Nike adopted a DTC approach, which initially seemed effective but ultimately led to a loss of brand identity and connection with consumers [15][21] - The restructuring of the organization to prioritize efficiency over brand essence has diluted Nike's core narrative centered around sports [23][28] - The company's response to market challenges has been slow and ineffective, revealing deeper issues within its global structure and decision-making processes [30][32] Group 3 - The introduction of the "Win Now" strategy aims to restore Nike's brand spirit by focusing on local market needs and empowering regional leadership [36][38] - The shift back to professional and technical products reflects a recognition of changing consumer preferences towards lifestyle and comfort [45][46] - Nike's recent organizational changes indicate a move towards greater local adaptability, essential for regaining market relevance in China [40][46]