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Analyzing Nike products, anyone might think that this is a mass product with an appropriate marketing strategy. However, Nike also has specialized products the advertising of which targets a narrow audience. In particular, it refers to sports shoes for baseball, or as they are called, “cleats.” In this case, the target audience is predominantly baseball or, less commonly, soccer players. Nike’s marketing for baseball shoes targets the patriotic American values of baseball as the nation’s home sport. In many ways, this resonates with consumers. Targeted ad segments focus on baseball’s cultural and historical significance to America and the world. This emotional resentment is excellent for growth and profit while being stable and growing the population.
Nike has distinct rivals in the baseball shoe business that have been around for a while. These long-established companies that compete with Nike include Under Armour, New Balance, and Mizuno. The Harper 6s are a standout illustration of Under Armor’s competence as one of the top manufacturers of baseball apparel. They include 3-3-4 lightweight hybrid cleat plates with front Under Armor Microtips metal spikes for optimum speed and traction on the field or at the bat. Their new Ortholite sock liners, intended to keep compression sets in place for all-day comfort, may be their most notable feature.
As was already noted, New Balance also participates in this Nike commercial campaign. However, given that they are available in both standard and wide fits, it is challenging to overlook New Balance FuelCell 4040 v6s for broad feet (New Balance, n.d.). Nevertheless, the benefits do not stop there; these cleats also have New Balance’s FuelCell technology in the midsoles, which should provide a propulsion-enhancing sensation to assist a person on the field. Additionally, the cleats have Fit Weave technology in the uppers, which provides long-lasting, targeted stretching and additional support—perfect for broader feet.
Reference
New Balance. (n.d.). FuelCell 4040 v6 Metal. Web.
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