ADVERTISEMENT POLICY OF NIKE

Nowadays, many international companies compete for larger share of global market, higher profits and higher level of efficiency. Each group has own way of achieving these goals through management strategies, various governance structures. To investigate how corporate governance policy can effect group's performance, Nike and Adidas's corporate governance structures are compared in this article. So, according to the annual report of Adidas officials, this group's activities are based on the dual board structure, to be more specific executive and supervisory. Beneficial cooperation of these two boards is undeniable, since activities of executive board are focused on such operations of managements, as finance or risk evaluation, whereas supervisory board conducts thorough control over these activities. This dual mixture is built on the system of checks and balances of Adidas organization. One of the main trends of 2005 was based on selling stock, excluding Christian Tourres with his purchase of over 20,000 of shares. It is obvious that both executive and supervisory board focus on the interests of their shareholders and investors. In order to supervise purchase of Reebok, a temporary committee was organized in 2005. Adidas top management believes that downward flow of information is one of the best ways to ensure close cooperation of two boards, and consequently efficiency of communication.Moving on to the corporate governance policy of Nike, it can be said that this group provides much less information on its management. The annual report of Nike does not provide public with as large amount of data as Adidas's annual report does. However, the list of top executives of Nike is stated in the annual report of this international