Understanding Target Markets .doc Understanding Target Markets (Research) MKT/571: Marketing Target Market: Nike, Inc. Marketing relationships are effectively developed when a company understands its consumers™
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Understanding Target Markets .doc Understanding Target Markets (Research) MKT/571: Marketing Target Market: Nike, Inc. Marketing relationships are effectively developed when a company understands its consumers™ characteristics. A company needs to understand the demographics and psychographics. Nike describes their company as a growth company. According to "Nike, Inc."(2019), We create innovative must have products. We build deep personal connections with consumers. And we deliver an integrated marketplace with compelling retail experiences Nike, Inc. is a very large company, and it covers a lot to areas of business. It sales more than shoes. Nike has consumer need at the forefront of company need and decisions. It is important to know who is consuming your product. Buyers are different in every market. Buyers™ needs, wants, resources, locations, burying attituded, and buying practices differ (Armstrong & Kotler, 2011). It™s important to know the buyer because buyers are different in every market. Buyers differ in their wants, resources, locations, buying attitudes, and buying practices (Armstrong & Kotler, 2011). Demographic and psychographic information will be given in this research. SWOT analysis will describe the strengths, weaknesses, opportunities and threats. Demographics Nike™s primary consumers are between the ages of 18-40 years of age. Their goal is to quip teens under the age of 20 with athletic apparel in sports. They target households and teens that have a desire. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. .. . . . . . . . . . . . . . . . . . .. . . . .
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