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Nike - Strategic Analysis
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Nike Remy Ajluni Adam Brook Anthony Colletti Elizabeth Crompton Conrad Pilewicz Michael Ramos Current nature and structure of the athletic footwear industry: The athletic footwear industry is a highly competitive environment where the top four manufacturers hold over 70% of the market share. The barriers to entry into the industry are comparatively low, as anyone with new creative design ideas can produce and market their product, but the success of smaller companies is oftentimes shaky. Brand loyalty, ample capital, and broad based sourcing create an environment where the bigger companies such as Nike and Reebok have little trouble maintaining market share. Nike enjoys the largest share, with 42.3% of the nearly $8 billion market in the year 2000. Reebok was second with 11.9%, Adidas had 10.8%, and New Balance had 9.6% of the market. The remaining 25% must be divided among the numerous smaller companies fighting for a shot at survival. One of the important characteristics of the footwear industry is the fact that the product is necessary to consumers, yet very much a discretionary purchase as well. The actual structure of athletic shoes does not change very much from season to season. The design and fashion aspects are what significantly differentiate one product from another. Due to these factors, athletic shoe purchases are largely dependant on economic conditions. When the economy is good and consumers are enjoying plenty of disposable income, they are more likely to make new purchases to update their shoe collections. When there is a shorter supply of income, consumers will put off purchases until they are absolutely necessary and the price of the shoes is low enough. Currently, the athletic shoe industry is performing well. Overall footwear spending in the United States has decreased in recent years, but athletic shoe sales are increasing. In 2001 $15.31 billion was spent on footwear while in 2002 the industry experienced a 5% decrease to $40.56 billion. In the athletic sector, consumer sales have increased. The number of shoes sold in 2002 was 7% higher than 2001 sales, reaching 428.6 million pairs. Although sales are up, manufacturers are still looking for additional opportunities because the average price paid has decreased from $38.20 in 2001 to $36.61 in 2002 or a 4.2% loss. These conditions of added sales but declining prices have led to fairly slow growth in the industry. Because the US market has reached its maturity, manufacturers are looking at the opportunities in foreign markets as the next step for growth. The US population growth rate is extremely low, 1% per year, but the populations of developing countries are exploding. The abundance of opportunity in foreign markets has allowed the footwear industry to thrive when domestic growth is nearly non-existent. Within the footwear industry, manufacturers typically produce their product and use their distribution channels to circulate the goods to retailers and, ultimately, consumers. Some companies such as Nike have opened a limited number of retail stores themselves to diversify sales channels and lower dependence on retailers. Retail stores by manufacturers allow them to more effectively maintain contact with the consumer and collect feedback, but are not currently a feasible route of distribution for the industry on a large scale. Manufacturer’s relationships with retailers are pivotal. The retailers have significant power over the manufacturers. By lowering the amount of inventory that they hold, retailers have shifted the inventory risk to manufacturers. Also, because they are the main routes of transmission, retailers have significant leverage over manufacturers on many aspects of the industry such as pricing, product labeling, or cooperative advertising where both share costs. Key factors that influence success: Brand awareness is one of the biggest assets that an athletic shoe company can have. Consumers are constantly exposed to endless advertising and marketing campaigns for never-ending product lines. If a company is able to establish brand awareness, they will have a significant advantage in grabbing consumer’s attention and, therefore, market share. In today’s society where consumers have significantly less time to shop and compare, brand awareness is critical. If an established brand name effectively conveys the messages of quality and dependability, consumers will automatically go to that brand relying on the image that has been created when they don’t have time to shop around. Manufacturing efficiency is something that companies are constantly striving for as well. Athletic shoe manufacturers must balance the costs of labor, raw materials, shipping, import tariffs, and technological advancements. In an effort to keeps costs down, the industry has been looking to overseas sourcing. Favorable legislation regarding foreign manufacturing has led to a huge increase in foreign sourcing. In order to diversify supply and production lines, manufacturers have spread out their operations over many areas to avoid over concentration in one region. With this strategy, if one country or region experiences problems that interrupt production, the affected company is not completely out of options and can still accomplish production. Distribution channels dictate who a company’s customer will be and how they will get the product. The footwear companies must choose their channels carefully because they want to make the product available, yet remain true to their image and goals. Retailers account for the largest percentage of sales, so manufacturers must be especially careful with their relationships with them. If a disagreement arises between manufacturer and retailer, the manufacturer could face potentially extensive problems getting the product to market. A recent example of this occurred between Foot Locker and manufacturer Nike. In an attempt to carry more of the lower cost shoes that consumers are demanding, Foot Locker cut back on their high-end purchases from Nike significantly. Nike, in turn, had to look for other outlets for their signature lines. The ability of companies in the industry to shorten their design, development, production, and distribution cycles is vital to success. In the past, retail stores could carry a product months in advance of a projected need, but now consumers want to buy closer to when they actually experience the need for the good. With the shortened cycles, manufacturers can place more of an emphasis on styling and keep up with the changes in fashion. Technological advancement is becoming more and more of a player in the footwear industry. With computer-aided design (CAD), companies have been able to successfully shorten their design to distribution cycle to only a few months. Previously, the new product development phase oftentimes took years. Also, new technology has facilitated new quick-response programs that link retailers with manufacturers to allow the retailer to have the correct inventory when it is needed called EDI. Immediately after a sale is made, electronic point of sale scanners read the information related to the sale such as price, product, size, etc. and notify the manufacturer of the sale. With this, the manufacturer is able to accurately modify production to fit consumer demand. Also, retailers are not required to hold as much inventory with this system, which lowers costs for them and, ultimately, consumers. Demand cycles: While footwear is definitely a necessity for the general population, most footwear purchases are discretionary. Shoe design does not significantly alter in fundamental structure from season to season, so any additional purchase by the consumer is probably for fashion or style reasons. Due to the largely subjective nature of athletic footwear purchasing, the success of the industry is dependant on the current economic cycle. When consumers are concerned about future economic conditions, they will put off their purchases until their confidence rebounds. As can be seen by the graph below, consumer confidence hit its peak around 2000 and has been fluctuating ever since. After the events of September 11, 2001 and then when consumers were concerned about impending war in Iraq, confidence drastically dropped, but was able to rebound somewhat. Industry sales in 2000 were around $9.9 billion, dipped to $8.9 billion in 2001 largely due to the drop in consumer confidence after September 11, and began to recover in 2002 to a little over $9 billion. In addition to the amount of confidence that consumers have for the future, the amount of disposable income available to them directly affects how much is spent on athletic footwear. When consumers experience a drop in disposable income, discretionary purchases such as footwear are put off. One general exception to this trend within the industry is due to the fact that teenagers account for a large portion of industry sales in the athletic footwear sector. Teenagers are responsible for 23% of all athletic shoe purchases and are typically not as concerned with the costs of goods as older consumers are. When adults are saving as much as they can, teens will still spend any disposable income that they have. Also, teens are more willing to pay for the higher priced shoes while adults are reluctant to buy the specialty goods. U.S. Department of Commerce: Bureau of Economic Analysis Competitive forces affecting the industry: -Potential new entrants The footwear industry includes moderate barriers to entry. Any person with a design that interests consumers can outsource their production to an independent manufacturer and can potentially enter the market. The capital and distribution channels that are required for success make it difficult for the smaller entrants to flourish though. The top manufacturers absolutely dominate the industry, with Nike holding over 40% alone. -Bargaining power of Buyers Buyers in the athletic footwear industry enjoy a great deal of power. Consumers have shown again and again that they will simply wait until prices reach a level they feel is reasonable before making a purchase. Nearly 40% of all shoe purchases are made through discount stores. Also, consumers are able to make informed decisions about a purchase through utilization of Internet websites. The bargaining power of retailers is also a problem for footwear manufacturers. In recent years, retailers have begun to hold fewer inventories, forcing manufacturers to pay for increased inventory levels on their end. Manufacturers must also make sure that retailers are selling the product in accordance with the desired image of the shoe. Nike has recently experienced a disagreement with their largest retailer Foot Locker due to pricing disagreements. As a result, Foot Locker significantly reduced its high end purchases from Nike and Nike decided to shift their high end product sales elsewhere. -Bargaining power of Suppliers The materials for footwear production are relatively easy to obtain. To keep costs low, manufacturers have begun widening their supply channels to ensure that they are not depending too much on one source. The recent SARS outbreak is one example why suppliers are diversified. Many manufacturers relied on China to supply low cost goods for manufacturing. When the outbreak made traveling to the area impossible, manufacturers had to find alternative ways to get supplies such as utilizing the Internet. -Threat of substitute products Athletic footwear manufacturers must constantly be aware of the threat of substitute products available to the consumer. The major manufacturers such as Nike, Adidas, and Reebok hold a majority of market share but are far from the only choices that consumers have. There are numerous other options for athletic shoe purchases. Although brand loyalty allows some measure of constancy for the manufacturers, if the design does not match the current trend, consumers will simply buy one of the many alternatives. -Rivalry among competitors Rivalry among competitors is high. Overall, the product that all manufacturers offer is basically the same. Differentiation of the product is vital for success. Consumers have many options to choose from and manufactures have to tailor their marketing strategies to catch part of the market. The advertising dollars that are spent in the hopes of differentiation are staggering… In 2000, Nike spent over $130 million on advertising alone. In a recent deal with LeBron James, a basketball player, Nike beat out Reebok with a $90 million offer. In turn, Reebok took on 3 year old Mark Walker as part of their “the future of basketball” advertising campaign. Finally, in another odd twist of the competition between the athletic shoe companies, Kobe Bryant broke an $8 million deal with Adidas and was going to sign with Nike. Although the relationship between Bryant and Nike disintegrated due to recent events, this just illustrates the lengths that competitors go to in order to outdo each other. Industry Location on the Product Life Cycle: The athletic footwear industry is in the maturity stage of the PLC. The product itself has become very similar across the board because the wishes of the consumer have been well established. Since the market is fixed, additional profits come only by taking those profits directly from a competitor. The intense competition between competitors in the market is obvious, as that is the only way to succeed at this stage of the product life cycle. 2002 sales – 2001 sales = 9038-8904 = 1.5% 2001 sales 8904 Company location on the BCG: -Nike: Nike is positioned at the cow position on the BCG matrix. PLC: 9893-9488.8 = .043 or 4.3% 9488.8 target co sales = 9893 = 1.56 Relative Market Share: nearest competitor(adidas) 6327.72 -Adidas: Adidas is located at the star position on the BCG matrix. PLC = 6327.72-5378.87 = .176 or 17.6% 5378.87 Adidas = 6327.72 = 2.02 Market Share: Reebok 3127.87 -Reebok: Reebok is at the cash cow position on the BCG matrix. PLC: 3127.87-2992.88 = .045 or 4.5% 2992.88 Reebok = 6327.72 = .82 Market share: Adidas 7718.66 Industry trends: Trend Implications for the industry Implications for target company Citations Product line diversification. Manufacturers are producing a much wider variety of products for more segments of customers. Retail stores, wider customer base, more revenue Standard and Poor’s Industry Profile for Apparel & Footwear Overseas production and sourcing Lower material and labor costs as well as a diversified network of production and supplies to ensure stability if one source is rendered unavailable or unusable. Lower production costs and less risk of losing revenue if one region experiences problems. Foreign sales With the US market at maturity, companies are looking overseas to utilize the vast opportunity in foreign markets. Nike sales in the foreign sector are growing at a much faster rate than those in the US leading to higher profits. Diversified distribution channels Products are readily available at multiple places, thereby reaching a broader customer base. May dilute the product’s image if put into channels that do correspond with the desired image. Lower retail inventories Retailers are not carrying as much inventory, leaving that responsibility with the manufacturers. Nike must assume more inventory risk and carry the extra costs associated with inventory. The Wall Street Transcript Interview with John Shanley on athletic footwear companies, 1/27/03. Response to negative public opinion of labor practices “Rapid globalization and the unfettered quest for lowest-- cost production-coupled with the value clash between affluent countries and those in the very early stages of industrialization” has lured many companies to manufacture their products in under developed countries. Much protest has arisen concerning companies’ labor practices in these countries. Consumers are becoming more conscious of a company’s reputation and are making purchases based on their opinion of the company. “In fact, a recent MORI poll commissioned by the Co-operative Bank suggests that a third of consumers are `seriously concerned' with ethical issues. Within the past year, over half of us have bought a product or recommended a company on the basis of its reputation.” NIKE Nike has been a target for protest since the early 1990s. Many activists, students and unions have alleged that Nike’s labor practices are unfair and their treatment of workers is inhumane. When compared to Adidas and Reebok, Nike receives the majority of the attention from protestors and activists. After many years of such protest, Nike’s reputation eventually became tarnished and in 1998 the company reported a 50% decline in profits from the previous year. On its website, Nike responds to the issues of its labor practices: “Nike is committed to being a responsible corporate citizen. We work to improve the lives and working conditions of all workers. We don't own these factories, but we take pride in our relationships with them. Nike's relationship with its contract factories is guided by our Code of Conduct and the Code Leadership Standards, a set of labor, health and environmental standards.”4 In response to all the protest, Nike has been developing a formal factory monitoring program. REEBOK Reebok has lived in Nike’s shadow since 1990, when the industry giant surpassed Reebok in sales. As a result, Reebok has not been under the extreme scrutiny that Nike has faced. There are those opposed to Reebok’s labor practices nonetheless. Doug Cahn, director of human rights programs for Reebok, says “There's a correlation between factories producing good-quality products and those with good working conditions."5 Reebok seems to have taken the human rights issue to heart. To ensure that production standards were compliant with human rights, Reebok formed a task force to establish international standards concerning labor practices. The task force drew on information from outside the company to form standards, which made sure the standards developed were very effective. Internationally accepted standards were looked at along with standards set forth by the United Nations. Reebok sends auditors, often unannounced, to check factory conditions. The company also uses a type of double check ADIDAS In 1993, Robert Louis-Dreyfus was appointed chairman of Adidas. He brought with him radical change concerning the manufacture of Adidas products. Dreyfus decided that the company should focus more on marketing and branding and less on production, so he closed the majority of the plants in Western Europe and moved most of the production, 90%, to Asia, Southern Europe and Northern Africa. As a result of this shift, Adidas has been criticized for having poor working conditions in their factories. Criticism has put pressure on Adidas to monitor their factory working conditions more closely. Whereas Nike has its Code of Conduct, and Reebok has its Human Rights Production Standards, Adidas has no code of conduct concerning the treatment of workers in their factories.9 In January of 1999, Adidas appointed David Husselbee as the new director of social and environmental affairs. Up until Husselbee was hired, Adidas concerned themselves with human rights issues on a makeshift basis. They The program was designed to monitor working conditions and treatment of workers in Nike factories. Regular audits are carried out in each of its factories to make sure no children are employed. In addition, Nike has signed the United Nations’ Global Compact which is “an initiative launched…to encourage businesses to implement certain human rights, labor and environmental principles.”2 In 1992, Nike put into action a Code of Conduct that deals exclusively with labor rights. The company also joined President Bill Clinton’s Fair Labor Campaign and created a labor practices department in 1996. To improve the well being of workers, Nike employed micro-credit programs, adult education, and better factory monitoring. Nike also hired an audit firm to make sure contractors in Vietnam, China, South America, and Indonesia adhered to the labor standards that had been set. “Nike now claims it is a market leader not only in shoe design but also in labor standards.”3 process to ensure proper working conditions, “third-party auditors are used in countries where the company does not believe it has personnel with the necessary expertise to judge working conditions.”5 Reebok has recently developed software with SAP, a logistics software supplier, that allows them to track human rights issues in developing and undeveloped countries. The software will allow Reebok to monitor workers’ wages and even the number of hours each employee works.6 A computerized tracking system such as this will enable Reebok to respond faster and more effectively to any human rights issues that might arise. In 1997, the Department of Labor released its first “Trendsetters Report”, which is “ a list of retailers and manufacturers who have taken action to combat sweatshops and ensure that their shelves are stocked with only ‘No Sweat’ garments.”7 Reebok was among the companies that made the list. Companies mentioned on the list were found to have a strong commitment to would only worry about issues when the issues arose. After the company saw the amount of pressure that Nike was under to address labor issues, Adidas decided to put a human rights policy into action. Adidas, though, did not use the program to effect public relations, but rather used it as a defensive tool. "’We see our human rights policy as a natural part of being good corporate citizens,’ says one executive. ‘Emphasising it would only detract from our brand.’"10 Most of the action the company takes about concerns that arise is interactive, meaning they wait until a problem is reported to solve it. “The group plans to take a more proactive role in the future.”10 This way the company could fix any problem before it really becomes a problem. Husselbee is currently working with activists and campaigners to come up with plans of action to “provide independent confirmation of progress (or lack of it).”10 By imploring this type of strategy, Adidas gains a lot of credibility when it comes to dealing with The media is starting to see that Nike has made a solid effort to improve labor issues and that the changes they have made are having a positive effect. Numerous newspapers have reported that labor conditions have improved in Nike’s factories. As a result of the actions Nike has taken to deal with the voices of dissent, their sales figures have been steadily increasing since the slump in 1998. Nike has made a sincere effort to improve working conditions for its employees in undeveloped countries, and this translates directly to increased sales figures. labor laws. These companies comply with law enforcement when violations are found and also monitor work conditions strictly to ensure no human rights violations. Reebok’s company website shows a strong commitment to human rights as well. “We believe that we all have a responsibility to understand human rights, to expose injustice, and to support efforts that ensure dignity and rights for all human beings. The business practices we have developed and implemented around the world and our history, are a reflection of our commitment.” It appears that Reebok is more effective at dealing with any negative opinion that may arise from any of its labor practices. Even though most protest against Reebok is eclipsed by protest against Nike, Reebok effectively deals with issues that surface concerning labor and human rights. protest. Adidas is making strides to respond to concerns regarding their labor practices. But ultimately they need to develop a set of standards that all their factories must abide by. They should also develop a reliable system to monitor the conditions in their factories. Advertising campaigns Advertising is a huge part of the athletic shoe industry. Companies spend a large portion of their revenue on advertising. A lot of pressure is put on the companies to come up with new and successful advertising campaigns. If a campaign fails, the companies sales suffer as a result. NIKE Nike has always been an industry leader when it comes to advertising. Their ad campaigns are known all over the world as being widely successful. Nike is truly a trendsetter when it comes to advertising, not just for shoes, but for the advertising industry as well. In June, Phil Knight, CEO and co-founder of Nike, will be named advertiser of the year for the second time (the first being in 1994) at the Cannes International Advertising Festival. After gaining some steam and noting steady increases in sales, Nike started to establish itself in the industry. “Into this Eastern establishment came this weird new cultish… sensibility: a definite west by northwest, New Age-y, maniacal, running/fitness/discipline subculture. The company was all about the clarity of matching technology to athletic performance-and, in the ads, showing the passion that resulted.”11 By going against the norms in advertising, Nike was able to distance itself from other shoe makers and thus establish strong customer core. There are many aspects of advertising that have REEBOK Unlike Nike, Reebok has not really been known for their revolutionary advertising. During the early 90s, the battle for market share in the athletic footwear industry was a heated one, but after Nike took the lead, the market shares have remained fairly constant, with Nike far in the lead. Nike dominates big name athletes to endorse its products, so Reebok has decided to focus on non-athletes, namely hip-hop artists, to create their own signature collections. This strategy seems to be working for the company so far. Reebok has realized that if they were to succeed in the market, they had to focus on selling to the urban teenage male. Reebok launched its Rbk campaign, which moved away from the Reebok image and attempted to establish one that would get the attention of the urban teenage male. To go along with its new hip-hop urban image Reebok signed Allen Iverson to release his own shoe collection, which has become a top seller for the company. Reebok has also recently moved beyond athletes to sign rappers Jay-Z and 50 Cent in hopes to tap into their popularity. ADIDAS Adidas uses strategies used by both Nike and Reebok to market their products. The company plans on raising their global media spending by up to 20%. Like Nike, Adidas signs athletic superstars to endorse their products. Recently they signed All-Star Tracy McGrady to a lifetime deal and also signed Tim Duncan of the San Antonio Spurs. Most of Adidas’ advertising is geared toward the European market since about 65% of their sales are made there. They recently signed soccer sensation David Beckham to an endorsement contract to boost sales in England and across Europe.16 Beyond using big stars to endorse their products, Adidas has rode the retro wave to bring back its trademark logo, the Trefoil. Retro styling is making a big impact on the footwear industry. Consumers associate the Trefoil with retro styling, and because of its recent resurgence, the logo is becoming more popular. Adidas has shifted a bit from performance and is now focusing on retro style. 17 As long as Adidas realizes the retro fad is most likely a fleeting one, they should brought Nike success. Its use of famous celebrity athletes in advertising their products is unrivaled by any other company. Through clever ad campaigns, Nike was able to “humanize athletes.”11 Nike placed famous athletes that seemed almost “untouchable” in often humorous situations. Many of the athletes would mock and poke fun at themselves, making them seem more human and less untouchable. Ads with Bo Jackson, Michael Jordan, and Charles Barkley are just a few that demonstrated this concept and were exceptionally successful at doing so. Company advertising in the shoe industry changes with different social and economic trends. Nike, on the other hand, often creates their own trends with their advertisements. The current throw back jersey craze sprouted from Nike’s basketball ads set in Rucker Park, in Harlem, that recreated pick-up games played there in 1975. Nike’s use of technology in advertising is among the best in the world. The advertisements are The strategy seems to be working well for Reebok. Jay-Z’s Reebok line has become the fastest selling product ever for the company. Critics of this strategy say that Reebok is running a risk associating themselves with the unpredictable rap industry. The popularity of the stars they sign on may wane within the near future, but that’s a risk they’re willing to take.13 On October 7, 2003, Reebok made a big move concerning their marketing and advertising by hiring Sonny Voccaro, former marketing guru for Nike. Voccaro is responsible for signing big names like Michael Jordan, Kobe Bryant, and Tracy McGrady to endorsement deals. Voccaro is a big addition to the Reebok staff and will most likely do great things for their advertisement campaigns. Reebok is currently launching a $50 million global campaign that focuses on its vector logo. Through the campaign “Reebok is hoping to create an iconic connection to its brand mark.”15 Reebok is hoping to make the vector seen as a symbol not have any problems with sales. If too much focus is taken away from the performance aspect of their products and put instead on retro styling, Adidas could lose a lot of customers due to inadequate athletic products. The company should ride the retro wave for a while but realize that the performance qualities of their products is a permanent consumer draw. “so well-executed that the editing is about twice as good as it has to be.”11 Use of the best technology enables Nike to create ads that truly grab a consumers attention, which could make them think about buying Nike the next time they go shopping for a pair of shoes. Nike’s new “Speed” campaign puts the focus on individual athletes and their stories. The spots focus on runners and the determination they exhibit. 12 Nike’s current strategy still focuses on signing big name athletes to sell their products. This strategy appears to be extremely successful for Nike, as they are currently have the top market share in the industry. Compared to Reebok and Adidas, Nike has a definite advantage when it comes to contracts with big name athletes. Michael Jordan, Derrick Jeter, Warren Sapp, and now Lebron James, who currently signed a $90 contract with Nike, are just a few of the big names Nike has contracts with. of authenticity and performance. Reebok wants to do for the vector what Nike did for the Swoosh. Reebok hopes that their $450 million contract with the NFL and NBA to be their official apparel suppliers will put the vector out there for everyone to see. The company feels that if everyone sees the vector connected all over the NFL and NBA, they will associate it with a quality product.15 Reebok’s strategy of moving toward more of a hip-hop and urban feel seems to be working for them so far, but as the popularity of the people they have signed diminishes, which it most likely will if the hip hop industry stays true to current trends, then they will have spent millions of dollars on successfully short lived campaigns. Nike has the right idea signing athletes; although there will be a few busts, for the most part the stars remain popular. As for promoting the vector, Reebok is moving in the right direction. If they can manage to get consumers to associate their logo with quality and performance, they will ultimately sell more products. Factory Distribution Distribution is simply the way in which a company gets its product to the consumer. Successful companies have found an optimum way to distribute their products. NIKE Nike has developed superior control of its distribution channels. “Nike's distribution is as about as tight as you can make a consumer goods-oriented business.”19 The company has developed a Futures program to remove a good portion of inventory risk associated with distribution. A retailer puts in a non-cancelable order months ahead of scheduled delivery. This system helps Nike predict the demand for a product and also assures the buyer will have an adequate supply. Almost 90% of US footwear is ordered under the Futures program. Nike improves distribution efficiency and output by improving its distribution facilities, most notably their recent improvements to their Memphis distribution center. State of the art conveyors and sorters were installed to achieve a higher throughput. “This is now the kind of system befitting an industry leader.”20 The measures taken toward improvement have more than doubled the amount of product that is distributed from the facility. Order accuracy has risen to 99.8% as a result of the new system. ADIDAS In 1996 Adidas had quite a scare concerning the distribution of its merchandise. The problem occurred with the company’s automated distribution system and almost brought distribution to a stand still.
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