有些组织开发消费者不需要或不想要的产品。他们不能满足消费者的需求，他们创造的产品基本上是不需要的。在这个过程中花费相当大的金额会导致公司遭受损失。应基于文化因素、经济因素和政治因素等外部因素进行宏观分析。人们的可支配收入，花钱的意愿和市场的立法都必须考虑。然后，公司应该对其在满足消费者需求方面的操作进行SWOT分析。基于这些组合，公司应该决定推出一种新的服务或产品，这将被视为创新的突破。在简单跟随市场趋势的过程中，公司面临着市场饱和的风险。他们在竞争中站不住脚，最终没有创新的公司就不复存在了。公司应该不断地对市场进行评估，并推出人们需要的产品。公司必须有创新突破(De Clercq and Zhou,2014)。创新突破或创造性破坏是一个新产品最终会导致现有产品被认为过时的过程。在这一创新过程中存在相当大的风险。旨在扩大人口统计学的新运动不能疏远人民。熊彼特设计了“创造性破坏”这个词来代表新产品来取代现有产品(De Clercq and Zhou,2014)。以下部分解释了耐克在创新方面的应用方式。
Some organizations develop products that the consumer does not need or want. They are not able to meet the demands of the consumers and they create products that are essentially not required. Spending a considerable amount in this process would cause the company to encounter losses. There should be macro analysis based on the external factors such as the cultural factors, economic factors and political factors. The disposable income of the people, willingness to spend the money and the legislations of the markets must be considered. The companies then should conduct a SWOT analysis about its operation in meeting the consumer requirement. It is based on these combination that the company should decide to launch a new service or product that would be considered as an innovative breakthrough. In the process of simply following market trends, the companies risk the issue of market saturation. They do not stand apart from the competition and eventually the company that does not innovate ceases to exist. The companies should continually evaluate the markets and introduce products that are required by the people. It is imperative for the companies to have innovative breakthrough (De Clercq and Zhou, 2014). Innovative breakthrough or the creative disruption is a process where new product would eventually cause the existing products to be considered as obsolete. There is considerable risk in this process of innovation. The newer campaign that is designed to target the extended demography must not alienate the people. Schumpeter devised the term “creative destruction” to symbolize the newer products to replace the existing products (De Clercq and Zhou, 2014). The ways in which Nike had applied the dimensions of innovation are explained in the following section.