管理咨询案例分析：耐克“血汗工厂”事件

Report:Nike and Sweatshop LaborGroup Members:Captain: 宋双Extra Question & Print Members: 谭一末Translate & Composing朱赫Question No.1张逸鹏Question No.2杨力宣Question No.3Nike and Sweatshop LaborNike, a company headquartered in Beaverton, Oregon, is a major force in the sports footwear and fashion industry, with annual sales exceeding $12 billion, more than half of which now come from outside the United States. The company was co-founded in 1964 by Phil Knight, a CPA at Price Waterhouse, and Bill Bowerman, college track coach, each investing $500 to start. The company, initially called Blue Ribbon Sports, changed its name to Nike in 1971 and adopted the “Swoosh” logo-recognizable around the world-originally designed by a college student for $35. Nike became highly successful in designing and marketing mass-appealing products such as the Air Jordan, the best selling athletic shoe of all time.Nike has no production facilities in the United States. Rather, the company manufactures athletic shoes and garments in such Asian countries as China, Indonesia, and Vietnam using subcontractors, and sells the products in the U.S. and international markets. In each of those Asian countries where Nike has production facilities, the rates of unemployment and under-employment are quite high. The wage rate is very low in those countries by U.S. standards-the hourly wage rate in the manufacturing sector is less than $1 in each of those countries, compares with about $20 in the United States. In addition, workers in those countries often operate in poor and unhealthy environments and their rights are not particularly well protected. Understandably, host countries are eager to attract foreign investments like Nike’s to develop their economies and raise the living standards of their citizens. Recently, however, Nike came under worldwide criticism for its practice of hiring workers for such a low rate of pay-“next to nothing” in the words of critics-and condoning poor working conditions in host countries.Initially, Nike denied the sweatshop charges and lashed out at critics. But later, the company began monitoring the labor practices at its overseas factories and grading the factories in order to improve labor standards. Nike also agreed to random factory inspections by disinterested parties.Do you think the criticism of Nike is fair, considering that the host countries are in dire needs of creating jobs?Obviously, Nike’s investments in such Asian countries as China, Indonesia, and Vietnam were motivated to take advantage of low labor costs in those countries. While Nike was criticized for the poor working conditions for its workers, the company has recognized the problem and has substantially improved the working environments recently. Although Nike’s workers get paid very low wages by the Western standard, they probably are making substantially more than their local compatriots who are either under- or unemployed. While Nike’s detractors may have valid points, one should not ignore the fact that the company is making contributions to the economic welfare of those Asian countries by creating job opportunities.What do you think Nike’s executives might have done differently to prevent the sensitive charges of sweatshop labor in overseas factories?Internal operation:•Improve the working condition, increase employees’ income and raise the minimum employment age;External operations:•Public Relationship: Nike should invite some social figures who at least hold moderate attitude towards this issue to inspect their factories and makeadvantageous comments on it;•OEM Standard: The so-called “sweat factory” refers to OEMs instead of Nike headquarter. Nike is only responsible for designing and selling shoes,and outsourcers the parts production and assembly work to OEMs. Nike mayset some standards to OEMs on payments and working conditions, etc. Onlythose who have met the standards can cooperate with Nike;•Corporate Image: Nike can promote their positive popularity and improve their image by subsidizing schools and other NGOs, as well as taking part inmore charity activities for the sake of reducing the bad influence on this issue.Do firms need to consider the co-called corporate social responsibilities in making in investment decisions?Yes. Because “corporate social responsibilities” are not only aiming at maximizing the profit of shareholders, but also in charge of caring and increasing other social interests at the maximum extent, including interests of consumers, employees, creditor, small and medium-sized competitors, local communities, environment, so long as the total social public interests, and so forth. So that as a globally reputed enterprise, Nike not only has to consider their profits, but also take their social obligations into consideration when it is going to make investment decisions. Nike should care about other social interests, especially of those exploited overseas workers. By taking these steps, Nike would response to the questions, establish positive image and take their social responsibilities.Extra Question:What’re the advantages and disadvantages to those cheap-labor countries like China that MNC set their factory in their countries?Advantages:•Increase capital for these countries and partial interests for governments;•Boost employment opportunities and tax revenue.Disadvantages:•Bring competition to the local corporations;•Exploit local labor.。

苹果公司血汗工厂的案例分析关于血汗工厂的案例分析案例截止2011年12月，苹果公司的销售额大涨73%，至436美元，利润则翻了一倍多，至131亿美元，这一业绩使得苹果的现金储备达到了976亿美元。

苹果公司在业绩上成为了当之无愧的销售之王，但同时，它还有另一个名字：血汗工厂。

众所周知，苹果本身不设工厂，而是通过招收供应商的方式生产产品。

这些法律上受苹果公司一定程度管制的工厂却被外界称为“血汗工厂”，因为苹果的每一个产品都是建立在工人的血汗之上的。

包括每日超过10小时的工作时间，恶劣的工作环境，繁重的工作任务，导致工人如机器般生活着。

这些情况直接导致了富士康10连跳事件和137名工人因用有毒的正己烷清洁IPone屏幕使神经系统受到损伤，以及在2011年7月，两家制造iPad 的工厂发生了类似的铝粉爆炸事件，导致4人遇难，77人受伤。

这些把生命压低到生产线之下的现象持续存在着，而供应商与苹果公司却都没有彻底整改的意思。

对于供应商而言，每年世界各地工厂负责人都会飞往苹果公司总部或者邀请苹果高层来工厂参观以展现其高效的生产线、先进的生产设备，只为获得苹果高额的合同单。

对于苹果公司而言，一旦因为整改工人工作环境而与核心供应商发生冲突，可能会影响到新产品出工的速度，从而威胁其竞争优势，因此苹果给出的回应总是：我们只是在遵守当地的规定。

理论对于企业而言，其目标是运用有限的资本，通过生产经营活动，以取得最大的利润。

利润是收益减去成本，成本是指商品生产活动中所使用的生产要素的价值。

成本又分为固定成本和可变成本，可变成本指企业短时期为可以改变的那些可变投入要素所带来的成本，通常包括工人工资、原材料成本等。

可变成本越低，成本越低，利润越大。

故压低成本是企业获取巨额利润的有效途径之一。

案例分析在上述案例中，工人权益与企业利益形成了矛盾。

要具体分析血汗工厂存在的原因，需从苹果公司与代工工厂两个角度看待问题。

通过代工工厂，苹果一年能省下多少成本？以富士康工厂为例，一名大专毕业的工人工资为22美元，含加班费，一天工作12小时，而一位美国工人，一天工作8小时，每小时工资为8美元。

从“耐克式危机”看全球传播中的声誉管理作者：暂无来源：《国际公关》 2012年第2期文>史安斌清华大学新闻与传播学院副院长、教授、博士生导师“声誉管理”是近年来公共关系理论和实践中的热点问题之一。

在全球传播和社会化媒体高度发达的时代，国家、政府、企业和各类组织的声誉在其综合实力的评价当中所占据的地位越来越突出。

声誉管理的重要性在经济一体化时代，声誉管理对于那些在全球范围内快速扩张的企业而言尤为重要。

近来，全球市值最高的苹果公司难逃“树大招风”的厄运，被卷入了一场全球性的“舆论风暴”，该公司的负面报道频频出现在全球各大媒体和网站。

包括路透社、《纽约时报》在内的知名媒体和一些非政府组织通过追踪调查，披露了隐藏在苹果一夜暴富神话背后的“血泪史”：通过在发展中国家设立“血汗工厂”牟利；强迫工人超时工作，恶劣的工作条件导致工人患上职业病（其中被全球舆论诟病最多的就是富士康公司）；将环境污染转移至发展中国家，威胁当地居民的生活等。

实际上，苹果公司碰到的声誉危机是经济全球化的产物，与上世纪90年代耐克公司在海外扩张中碰到的声誉危机如出一辙。

无怪乎路透社相关报道的标题是《“苹果”必须面对“耐克式危机”》。

无论是10年前的耐克还是今天的苹果，都是我们研讨跨国企业在全球传播背景下如何进行声誉管理的典型案例。

上世纪90年代，耐克公司凭借经济全球化之势大举扩张，在短时间内建立起了“美国设计、海外制造”的运营模式，成为跨国企业中一颗冉冉升起的“新星”。

但好景不长，其海外供应商招致了媒体和舆论的质疑，使耐克陷入了全球性的声誉危机。

首先是网络上大量曝光耐克在第三世界国家建立“血汗工厂”的丑闻，报纸、电视等传统媒体也以“耙粪”式报道的形式迅速跟进，使耐克面临前所未遇的舆论风暴。

耐克的高层管理者一开始对全球化本质认识不清，对全球传播的影响力估计不足。

他们认为，这些问题主要出现在发展中国家的供应商，强调“国情不同”和“文化差异”，以此“撇清”自己与海外供应商之间的关系。

关于血汗工厂的调查中国有世界上数量最多的廉价劳动力，许多国际知名品牌是中国制造的，但因为核心技术由外国人掌握，其产品中绝大部分的利润是外国人的，中国工人只能取得些许的血汗钱，而且工人们的福利待遇医疗保险工作条件都跟不上，故中国被称为“血汗工厂”。

近几年，在中国一些经济发达地区“血汗工厂”被不断揭露出来。

这些工厂工作的劳工生活和工作环境极为恶劣，健康、生命和人权都没有保障，工资极低，过长的劳动时间，紧张的劳动强度。

劳动密集型的工厂,因为进入门槛低,资本大量涌进,竞争非常激烈,为了生存，企业主只能最大限度削减产品价格，而劳动密集型产品通过提高技术来降低成本的空间不大，要削减成本，只能通过降低工人工资的方法达到。

这种情况下，超长时间劳动，欠薪，克扣工资等各种各样的降低工人工资的方法就产生了。

这是市场的无情规律，企业主若果不采取这种方法，那么他就只有在竞争中倒闭。

无序的竞争是血汗工厂产生的根本原因，发达国家的大型超市，为了在竞争中获胜，努力降低采购成本，将第三世界的生产厂家利润空间最大限度进行压缩。

而厂家对压价行为的直接反应就是削减工人工资。

资本的贪婪也是另一个原因，发达国家的品牌拥有商，竞争对它们影响不大。

但为了追求最大利润，采购价格极低，然而在本国销售时利润却可以达到几倍甚至十几倍。

比如耐克的运动鞋，采购成本才几美元到十几美元，销售时却可以达到几十甚至一百多美元。

58.82%的同学认为有关部门的不作为导致了血汗工厂的产生，对此有关部门应负主要责任，41.18%的被调查者认为代工厂应负主要责任。

从调查中我们可以看到，网友们都认为是这两方应为此类事件负全责。

血汗工厂中包含的马克思主义的经济原理剩余价值在私有经济的资本家面前就是一切,只要有私营经济存在,人的本性决定一个人从普通人转而成为资本家后就产生了质的变化,这是人的劣根性使然,这在任何社会制度下都一样,剥削的程度取决于社会的腐败程度.工人的工作时间长，工资待遇低，拖欠和克扣工资现象严重，工作条件非常差等等。

耐克：关于血汗工厂的争论口引言从很多方面来讲，耐克公司都可被称为一家完美的全球公司。

耐克公司是在1972年由一位名叫菲尔·奈特(Phil Knight)的前俄勒冈大学田径明星创立的，目前该公司已成为世界上经营运动鞋和运动服饰的领军企业。

2()06年，该公司的年销售额达150亿美元，产品销往140个国家。

耐克公司不搞任何生产，它只是设计和销售它的产品，其生产则是通过与分布在全世界的60()多家工厂签订合约来完成的，这些工厂在全球所雇用的工人总计约为65万人。

这一巨型公司使奈特成为美国最大的富翁之一。

耐克公司那句著名的广告语“Just Do It!”已成为流行文化的标志，就如它的标识，或它的广告代言人迈克尔·乔丹和老虎伍兹的形象一样。

而与其所有的成功相伴的，则是该公司十多年来一直饱受其产品产自血汗工厂的诟病。

在这些血汗工厂中，工人们(其中有许多还只是孩子)在极其恶劣的条件下像奴隶一般的工作，而所得报酬却微乎其微。

批评它的人声称，耐克公司的财富是积累在世界穷人的脊梁之上的。

在许多人的眼里，耐克已成为全球化灾难的一种象征——一家富裕的西方公司通过对全世界穷人的剥削，从而向发达国家那些被宠坏了的顾客提供昂贵的鞋子和服饰。

耐克公司的“耐克小镇”已成为反全球化示威者的典型目标。

几个非政府组织，如设在旧金山的一个人权组织——Global Exchange，宣称要促进世界范围的环境、政治和社会公正——一直将耐克作为其持续批评和抗议的目标。

一些新闻媒体，如CBS由丹·拉瑟主持的《48小时》节目揭露了那些向耐克供货的外国工厂的工作场景。

在几家受到耐克公司资助的美国大学校园里，学生们公开抗议学校与耐克之间的联系，指责耐克公司使用血汗工厂劳动力，耐克公司方面也采取了若干措施来应对这些抗议。

它承认有些海外工厂确实存在问题，但公司承诺要改善工作条件。

它要求外国分包商必须满足起码的工作条件和薪酬待遇，安排了独立的审计人员对这些工厂进行检查，还终止了与那些不合格工厂的合约关系。

Report:Nike and Sweatshop LaborGroup Members:Captain: 宋双Extra Question & Print Members: 谭一末Translate & Composing朱赫Question No.1张逸鹏Question No.2杨力宣Question No.3Nike and Sweatshop LaborNike, a company headquartered in Beaverton, Oregon, is a major force in the sports footwear and fashion industry, with annual sales exceeding $12 billion, more than half of which now come from outside the United States. The company was co-founded in 1964 by Phil Knight, a CPA at Price Waterhouse, and Bill Bowerman, college track coach, each investing $500 to start. The company, initially called Blue Ribbon Sports, changed its name to Nike in 1971 and adopted the “Swoosh”logo-recognizable around the world-originally designed by a college student for $35. Nike became highly successful in designing and marketing mass-appealing products such as the Air Jordan, the best selling athletic shoe of all time.Nike has no production facilities in the United States. Rather, the company manufactures athletic shoes and garments in such Asian countries as China, Indonesia, and Vietnam using subcontractors, and sells the products in the U.S. and international markets. In each of those Asian countries where Nike has production facilities, the rates of unemployment and under-employment are quite high. The wage rate is very low in those countries by U.S. standards-the hourly wage rate in the manufacturing sector is less than $1 in each of those countries, compares with about $20 in the United States. In addition, workers in those countries often operate in poor and unhealthy environments and their rights are not particularly well protected. Understandably, host countries are eager to attract foreign investments like Nike’s to develop their economies and raise the living standards of their citizens. Recently, however, Nike came under worldwide criticism for its practice of hiring workers for such a low rate of pay-“next to nothing” in the words of critics-and condoning poor working conditions in host countries.Initially, Nike denied the sweatshop charges and lashed out at critics. But later, the company began monitoring the labor practices at its overseas factories and grading the factories in order to improve labor standards. Nike also agreed to random factory inspections by disinterested parties.Discussion Points:Do you think the criticism of Nike is fair, considering that the host countries are in dire needs of creating jobs?Obviously, Nike’s investments in such Asian countries as China, Indonesia, and Vietnam were motivated to take advantage of low labor costs in those countries. While Nike was criticized for the poor working conditions for its workers, the company has recognized the problem and has substantially improved the working environments recently. Although Nike’s workers get paid very low wages by the Western standard, they probably are making substantially more than their local compatriots who are either under- or unemployed. While Nike’s detractors may have valid points, one should not ignore the fact that the company is making contributions to the economic welfare of those Asian countries by creating job opportunities.Discussion Points:What do you think Nike’s executives might have done differently to prevent the sensitive charges of sweatshop labor in overseas factories?➢Internal operation:•Improve the working condition, increase employees’income and raise the minimum employment age;➢External operations:•Public Relationship: Nike should invite some social figures who at least hold moderate attitude towards this issue to inspect their factories and makeadvantageous comments on it;•OEM Standard: The so-called “sweat factory”refers to OEMs instead of Nike headquarter. Nike is only responsible for designing and selling shoes,and outsourcers the parts production and assembly work to OEMs. Nike mayset some standards to OEMs on payments and working conditions, etc. Onlythose who have met the standards can cooperate with Nike;•Corporate Image: Nike can promote their positive popularity and improve their image by subsidizing schools and other NGOs, as well as taking part inmore charity activities for the sake of reducing the bad influence on thisissue.Discussion Points:Do firms need to consider the co-called corporate social responsibilities in making in investment decisions?Yes. Because “corporate social responsibilities” are not only aiming at maximizing the profit of shareholders, but also in charge of caring and increasing other social interests at the maximum extent, including interests of consumers, employees, creditor, small and medium-sized competitors, local communities, environment, so long as the total social public interests, and so forth. So that as a globally reputed enterprise, Nike not only has to consider their profits, but also take their social obligations into consideration when it is going to make investment decisions. Nike should care about other social interests, especially of those exploited overseas workers. By taking these steps, Nike would response to the questions, establish positive image and take their social responsibilities.Extra Question:What’re the advantages and disadvantages to those cheap-labor countries like China that MNC set their factory in their countries?➢Advantages:•Increase capital for these countries and partial interests for governments;•Boost employment opportunities and tax revenue.➢Disadvantages:•Bring competition to the local corporations;。

耐克“血汗工厂”风波凸显声誉管理价值(一)耐克公司的管理层没有想到他们在东南亚地区的“血汗工厂”风波会给他们带来如此大的麻烦。

这让全球最大的运动用品生产商有着耳熟能详的品牌，却因为远在东方的声誉问题影响了在美国的销售，事件发生两三个月后，方方面面的压力扑面而来，耐克公司的管理层甚为惊讶。

近日，耐克公司的“血汗工厂”事件再一次被人提起，地点是在捷培森中国主办的一次关于“衡量和管理企业声誉”的培训课上。

来自诺基亚、阿里巴巴，以及一些公关公司的中层聚集一堂，倾听JimR.Macnamara先生讲述如何辨别和保护企业声誉这一最具价值的资产。

CARMA首席执行官Jim是国际知名的规划和评估公共关系及企业传播测评方面的权威，在媒体和公关关系领域拥有超过25年的工作经验。

在刚刚传出“血汗工厂”事件时,耐克公司的管理层不以为然，认为他们在东方国家的工厂强迫工人加班，并且不让工人在工作时间喝水等的事实，不会对这家全球知名公司的声誉产生多少影响，更不会影响到他们的销量，因为他们觉得，对于重视工作机会胜过工作环境的亚洲消费者来说，这样的事情不会令他们产生巨大的反应；而远在美国的消费者，关心的也只是能否买到便宜的鞋子，而亚洲低廉的劳动力无疑可以降低成本。

然而事实却远远超过了他们的想象，耐克的员工开始担心在给一个非常不道德的公司打工，美国的消费者也开始上街游行，声称他们不只愿买便宜的鞋子，也会买贵的鞋子，甚至美国的非政府组织、工会也纷纷赶来“凑热闹”，借机要求耐克关闭在亚洲的工厂，因为很多美国人因此丢了工作。

于是在两三个月后，耐克的管理层像是猛然惊醒过来，开始派高层来亚洲沟通。

JimR.Macnamara先生提到了耐克“血汗工厂”的例子，是为了强调企业声誉的重要性，即使是对一个国际知名品牌来说。

在他看来，企业的声誉和品牌还是有明显区别的，而他对如何管理和维护企业的声誉也有一套自己独到的见解。

耐克独特的生产经营模式和其产品的劳动密集型生产技术特征导致耐克公司面临独特的社会责任问题。

首先, 耐克公司面临的社会问题与其自身的核心经营活动即研发与营销没有直接关系, 而主要是与其关联的全球的合作厂商的社会责任问题。

其次, 劳动密集型的生产技术特征使得耐克既不面战略管理案例分析作业跨国企业与其代工厂的社会责任问题——基于耐克“血汗工厂”案例大企业在全球化过程中越来越多地将生产制造环节分布在多个国家, 这些国家的生产条件比其公司总部恶劣得多。

随着一些 NGO 组织对网络媒体的利用, 大企业在很落后的国家设立的生产部门的信息也会在社会媒体上得到揭露, 使得人们可以很便利的了解企业社会责任的承担情况。

比如壳牌石油在尼日利亚的石油泄漏和 Nike 的亚洲分包商的“血汗工厂”般的生产条件都是通过媒体揭露从而引发了社会讨论。

一、耐克独特的生产经营模式耐克公司是全球第一大体育用品公司,它的成功在于它在产品设计和营销两个环节上的巨大投入,而把生产制造环节完全外包。

耐克的直接雇员只有约两万人,但非直接雇佣的雇员却遍布 46个国家的 565个合约工厂,总数达到了近 50万人。

耐克牢牢控制产品设计和营销两个核心环节,耐克的创始人将耐克定义成“营销导向企业”,足见其将营销在其企业战略中的重要地位。

因为耐克深知体育用品作为一种功能性产品, 只有不断在产品工艺、新功能上创新, 才能满足专业运动员对于装备的需求和业余爱好者对于潮流的追求。

通过将设计和营销两个核心环节放在美国本土, 耐克充分利用了美国成熟的市场和资源优势。

明星效应和美国文化的强势入侵, 使得耐克的代言人著名篮球运动员迈克尔·乔丹和高尔夫明星泰格·伍兹的形象在全世界范围内都深入人心。

与得到直接控制的设计和营销环节截然相反的是耐克的生产和制造环节。

现代的运动鞋由网眼材料、皮革和尼龙鞋帮构成, 这些部件都需要手工组装、缝制并用胶水粘合才能组成一双万丈的运动鞋。