This article will focus on Nike, Inc., a publicly traded company within the sporting goods industry. It will identify two segments of the general environment that would have the most influence on Nike, Inc. and evaluate how these segments affect Nike, Inc. and the sporting goods industry in which it operates. Additionally, two of the five competitive forces discussed in the text will be identified based on an analysis of the two most important to Nike, Inc. How Nike, Inc. has dealt with these two forces in the past most recent will be decisive. will be discussed as well as how Nike, Inc. could improve its ability to successfully deal with these forces in the near future. As the paper progresses, opinions will be formed based on an assessment of the external threats affecting Nike, Inc. and the opportunities available to them. How Nike, Inc. should address the greatest threat and greatest opportunities before it will be provided based on justified opinions in support of those opinions. Opinions will also be expressed based on an assessment of Nike Inc.'s greatest strengths and most significant weaknesses, while also providing a strategy to use to make the most of their known strengths as well as a strategy to help mitigate any significant risks. weaknesses they might encounter. This paper will conclude by determining what the core resources, capabilities and skills of Nike, Inc. are and analyzing their value chain to determine where they can create value using the resources, capabilities and skills basics mentioned above. environment and their influences on Nike, Inc.Nike, Inc. is a global leader and innovator...... middle of paper ......advantage lies in its ability to research and develop innovative products and market them to their full potential. Nike, Inc. utilizes its resources, capabilities and core competencies better than any other company in the industry and thus remains highly competitive, profitable and preferred. “Nike owns and controls only two things: product development and its branded retail stores. Both serve Nike's strategic proposition: by owning and operating its branded stores, the company obtains valuable feedback directly from its customers that drives new product development” (David W. Crain, Stan Abraham, (2008) ). Nike, Inc. can create value through its human resources and product innovation. The value chain of Nike, Inc. starts with product development through innovation, moves to production, manufacturing, marketing and then ends with customers..