d clothing, Nike retailing outlets are now an important component of the company's business strategy. The vision of the company also is being modified from that of designer-manufacturer to that of designer-distributor, as an increasing proportion of the company's products are manufactured on contract with, as was noted in the preceding section of this report, most of those producing contractors being located in low-wage, developing countries.
Nike's competitive environment has expanded as its own range of business activities has expanded. Where once Nike's competitors could be viewed as other athletic she and clothing manufacturers, Nike's competitive environment now must include those firms that compete against Niketown retailing outlets and the several other now small business units of the company, such as its entertainment business unit.
Nevertheless, Nike's major competitors continue to be the other major manufac
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