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Golf ranks as one of the most brutal and demanding markets in the sports business. So, despite its fabled swoosh, Nike was regarded as an am

According to USFDA, a combination product is one composed of any combination of a drug and device; biological product and device; drug and biological product

ateur when it decided in 1995 to branch out from shoes to golf apparel, balls, and equipment. Four years later, however, Nike had scored pri

; or drug, device, and biological product and fixed dose combination would include two or more combinations of drug.

Examples of combination products may in

celess marketing victories – not once, but three times running. First, the British Open champ wore Nike's golf shoes in 1999. Next, Tiger W

lude drug-coated devices, drugs packaged with delivery devices in medical kits, and drugs and devices packaged separately but intended to be used together.

oods switched from Titliest golf balls, the leading brand, to Nike golf balls in 2000. And, finally, David Duval won his first major tournam

here is enormous increase in the number of combination products entering the market in the recent years. Combination products have proven advantages but fixe

nt just after switching to Nike golf clubs in 2001.

Nike's entry into the golf market appeared to be the business equivalent of sinking thre

d dose combinations are still in the process of convincing regulatory authority on their advantages over the single ingredient formulations.

Combination pro

e successive holes in one. But those who had followed the company closely over the previous decade were not surprised. They recognized the

ucts have become life saving products for the pharmaceutical companies who doesn’t have many innovative molecules in their product pipeline and have been inc

formula that Nike has applied and adapted successfully in a series of entries into sports markets – from jogging to volleyball to tennis to b

easingly used in the product life cycle management. Even the companies having product patents are trying to extend their product life cycle through the combi

asketball to soccer. Nike begins by establishing a leading position in athletic shoes in the target market. Next, Nike launches a clothing

nation products and maximize the revenues. But the companies involved in this practice are overlooking that they are burdening the patients both economically

ine endorsed by the sport's top athletes – like Tiger Woods, whose $100 million deal in 1996 gave Nike the visibility it needed to get tracti

and physically. They need to rightly judge the benefits of the combination products and they have to even look at the risks involved when combining the produ

on in golf apparel and accessories. Expanding into new categories allows the company to forge new distribution channels and lock in supplier

ts. Some of the combination products were well accepted by physicians while others suffered. Companies involved in development of combination products are fi

s. Then it starts to feed higher-margin equipment into the market – irons first, in the case of golf clubs, and subsequently drivers. In th

ding difficulty in defining their combination products and facing various challenges from selecting a combination to marketing it.

Following aspects would a

e final step, Nike moves beyond the U.S. market to global distribution.

This formula, we would argue, is the reason that Nike pulled away fr

dd to the challenges in developing combination products:

Which markets to tap where the combination products can do fairly well?
Which combination prod

m Reebok as leader in the sporting goods industry. In 1987, Nike's operating profits were $164 million to Reebok's $309 million, and Nike's

cts are meaningful and rational?
Which therapeutic categories to select?
Which Combinations can address unmet needs of the patients?
Do combin

market valuation was half the size of Reebok's. By 2002, Nike had grown its profits to $1.1 billion, while Reebok's had declined to $247 mil

tions increase the patient compliance?
What would be the developing cost?
How to tackle the risks encountered during combination product developmen

lion. Both companies had started out in the same business with the same manufacturing technology and comparable brand names. Yet Nike found

t?

As combination products don't fit into the traditional categories of drugs, medical devices, or biological products, the USFDA is in the process of devel

a formula for growth that is used successfully again and again, while Reebok seemed to pursue a different source of growth every year with u

ping new procedures for reviewing their safety, efficacy and quality.

Professional from academic institutions, pharmaceutical industries, health care indust

even results.

To learn more about how to sustain profitable growth, we recently conducted a five-year study of corporate growth involving 1,

y and representatives from various regulatory agencies are working out to design the regulatory requirements for manufacture and sale of combination products

850 companies. We tracked specific growth moves and linked them back to individual company performance. Our research yielded two major conc

.

As there is an increasing trend of the combination products companies manufacturing such products should be able to tackle the problems involved in the de

lusions. One was that most sustained, profitable growth comes when a company pushes out the boundaries of its core business into an adjacent

elopment. They need to be wiser in analyzing the market trends and the regulatory requirements.

Companies that provide selfless information through particip

space. We identified six types of adjacencies, ranging from adjacent links in the value chain to adjacent customers to adjacent geographies

tion in industry events and feedback to regulatory authorities would be able to face the challenges and will be successful in developing combination products

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Blogging is a hot topic nowadays. Blogs are cutting edge tools for some recruiters. So, just what is a blog? Can blogs help you reach the right candidates and fill jobs faster?

If it ain't broke don't fix it. Back in 1964 that was sound advice. Today things move too quickly and when they break they create massive issues. To be successful, a business needs to anticipate problems and make changes before things break.

Winston Churchill’s Famous War Cry Is Fully Applicable for Today’s Entrepreneurs Arguably, the courage and moral leadership provided to the western world by Winston Churchill was the key instrument essential to keeping World War 2 from ending early, and ever so badly for the cause of freedom. The ability to use words as a tool for effecting an outcome was never so vividly displayed, before or since. A demoralized and near beaten people took heart, did not quit in the face of overwhelming losses and turned an imminent route into ultimate victory. This lesson is vital for entrepreneurs to apply to their struggle to gain traction and successfully compete in contemporary markets roiled with competition.

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