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NikeFreecare
In 1964 they formed Cheap Nike Free Run Blue Ribbon Sports. For the ensuing 5 years, Bill focused on improving the shoe designs and Philip sold the Tiger shoes out of the trunk of his car at track meets. Both still had their day jobs. Neither one of them risked their jobs, security or savings. However, they built the business up to 45 employees and sales of 1,000,000 pairs of shoes a year. It was at that point that they decided to change the company's name. Names were rejected until one friend made a suggestion that came to him in a dream. The name was that of the Greek winged goddess of victory - Nike. The start of Nike is a perfect example of what to do. Philip had experience with track shoes and knew what the problems or limitations were of the existing brands. Rather than immediately launching into manufacturing shoes, he found a successful supplier. He worked so he had his needs covered while he studied marketing and built the business to a point where it would support his partner, him and the employees before leaving his job. He partnered with someone that brought another dimension to the business that he didn't have thereby allowing the company to grow at a steady pace. While Bill continually improved the products, Phil found a low cost, highly effective way of selling the shoes. On the other hand, there's Ariel Diaz, an entrepreneur that started up YouCastr. He and a friend came up with the idea for the company while taking a trip in a car. They were bouncing ideas around and thought of blending mystery science theater with sports and live commentary. Within months, a team of 4 entrepreneurs created their plans and started building an alpha version. Initially 3 Nike Free of them were learning new technologies and working on building a product. They continued to work their day jobs, spending evenings and weekends developing the alpha and beta products. Over the next 3 years, they quit their jobs, raised money, invested in opening offices, hired and fired staff, went back to bootstrapping trying to keep the business open, but finally had to kill it. As they were developing the product, they kept changing what the end result would be. They started out focusing on live audio sports broadcasting of untelevised games but found there was no demand. Then they added video broadcasting and focused on high school and college sports. Again, no demand.When that didn't work, they tried to de-emphasise sports and added features Nike Free Run that leaned towards video producers for schools and teams.

Don't be the product, buy the product!

Schweinderl