Which country is Nike from?

When it comes to the history of Nike, we must go back to 1958, when its founder Phil. Knight was just a player on the Oregon State University track and field team. During practice, he often complained to coach Bowerman that [[[[--->USA<---]]]] never Ever produced a really good pair of sneakers. Knight majored in accounting and returned to his hometown to teach in Portland after graduation. In 1964, Knight and his coach Baoermen invested US$500 each to establish a sports shoe company named Nike, which comes from the Greek and means "victory".

In the early days of the company, Knight used his connections in the sports world to travel to various track and field sports venues and set up stalls to sell his running shoes. The products at that time were purchased from Japan, and he often believed that sports shoes designed in the United States must have unlimited potential. In the early 1970s, Knight began to implement the idea of ??designing his own shoes. After careful research and investigation, he found that the market demand was enough to support him in establishing his own production line. However, in the end, it was decided to rely on Japan's production experience. In 1972, Knight signed its first contract with Japan to officially produce completely American-designed Nike sneakers.

In the following years, the yen continued to appreciate and labor costs rose, making the cost of producing shoes in Japan increasingly high. At this time, Nike has accumulated a stable foundation of overseas production experience, and then extended its tentacles to manufacturers in other countries. In order to reduce production costs, Nike moved Japanese production lines to South Korea and Taiwan in 1975, where labor costs were relatively low. After the cost has dropped significantly, Nike has more abundant resources to engage in research and development and marketing activities.

Nike's expansion of foundry manufacturers from countries with low labor costs was a revolutionary initiative in the industry at the time. Nike is well aware that the production of shoes requires intensive labor, so it is inevitable to seek overseas OEMs with low labor costs, and there is no room for change. Despite this, overseas OEM still has its risks. Due to the distance and cultural differences between different countries, quality control is more difficult. Therefore, when Nike places large-scale orders to OEMs, it often goes through a very careful evaluation process to ensure that the finished product meets Nike's quality standards.

During this period, Nike's strategic focus was entirely on: 1. Establishing the best overseas production operation model; 2. Explaining new designs and styles to OEMs; 3. Maintaining quality standards