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MARKETING & Sales Case
Marketing & Sales Case Competition challenges members to analyze a real-world case involving key marketing and sales strategies. Members present their findings and recommendations to a panel of judges, demonstrating knowledge in areas such as customer service, social media, campaign development, market analysis, and sales techniques.
OVERVIEW
Division: Collegiate Event
Type: Team of 1, 2, 3 or 4 members
Event Category: Case Competition
Elements: Presentation with a Topic
Presentation Time: 3-minute set-up time (no interaction allowed with judges during this time), 10-minute presentation time (a one-minute warning will be provided), 5-minute question & answer time
Educational Alignments
Items Provided by Competitors: Technology and presentation items for preliminary & final round presentation, Photo Identification, Conference-provided nametag, Attire that meets the Florida FBLA Dress Code.
Items Provided by FBLA: Table for preliminary round presentation and final round presentation
2026-2027 Marketing, Sales, & Communication Case
he business entity should not be contacted for additional information. This case competition is for educational purposes only, offering a real-world scenario to help FBLA Collegiate members develop critical reasoning and casing skills. These skills can be applied to careers like brand marketing, marketing strategy, and sales and revenue management, etc. The case needs to be solved with independent research using publicly available information and your own business acumen skills. This year’s case competition was created in partnership with CaseBasix.
Overview and Background Information
Client: Nike, Inc.
Project: Turning Brand Strength into Sales Conversion
Founded in 1964 as Blue Ribbon Sports by University of Oregon track coach Bill Bowerman and his former runner Phil Knight, and renamed Nike, Inc. in 1971 after the Greek goddess of victory (the year the now-ubiquitous “Swoosh” first appeared), Nike is headquartered near Beaverton, Oregon (NYSE: NKE) and is the largest athletic footwear and apparel company in the world. Its portfolio spans the Nike, Jordan, and Converse brands, sold through wholesale retailers and its own direct channels: Nike-owned stores, Nike.com, and the Nike, SNKRS, and training and running apps. Nike built its reputation on marketing as much as product, from the 1988 “Just Do It” campaign to decades of athlete storytelling anchored by Michael Jordan and the Air Jordan line, and an emotional, performance-driven brand voice that made the Swoosh one of the most recognized logos on earth. In fiscal 2025 (ended May 31, 2025) Nike reported about $46.3 billion in revenue, down from $51.4 billion a year earlier, with net income of roughly $3.2 billion and about 77,800 employees worldwide. Nike Direct, its owned digital and retail business, generated about $18.8 billion, roughly 42% of Nike Brand revenue, but fell 13% for the year as Nike Brand Digital dropped about 20%. After several years of a digital-first, direct-to-consumer push that pulled the brand back from many wholesale partners and leaned heavily on promotions, leadership under returning CEO Elliott Hill is working to re-anchor Nike in sport and athletes, rebuild wholesale relationships, cut back on discounting, and restore full-price demand. The central marketing-and-sales question is how a brand with unmatched awareness and enormous digital traffic can convert that attention into profitable, full-price sales.
Your Task
You have been engaged by Nike, Inc. as marketing and sales consultants supporting its Global Brand and Marketplace teams.
Nike does not have an awareness problem; it has a conversion problem. In fiscal 2025 revenue fell to about $46.3 billion, Nike Direct declined 13%, and Nike Brand Digital dropped roughly 20%, as heavy promotions eroded full-price demand and a drift toward lifestyle and fashion blurred the brand’s performance identity.
Leadership has asked your team to determine how Nike can convert its unmatched awareness and digital traffic into profitable, full-price sales, sharpening messaging, reconnecting the brand story to its athletic value proposition, and improving conversion across its digital, retail, and wholesale channels without eroding the premium brand that defines it.
Before you begin, take time to understand the sector you will be working in. Click here to explore what the sneakers industry entails and to build the context you will need to create a credible, brand-and-sales recommendation.
Additional Note: Your strategy should draw on Nike’s publicly available information, including its “Just Do It” heritage, athlete-and-performance marketing, Nike Direct and membership ecosystem, and reported scale, and should reflect the company’s identity of premium, sport-led innovation. Recommendations should improve profitable, full-price conversion, not simply drive traffic or lean on promotions.
Deliverables
Your final presentation should include:
Marketing & Communication Strategy Assessment:
Conduct a detailed evaluation of Nike’s current marketing and communication efforts across paid advertising, social media, its apps and website, and athlete and sponsorship marketing. What shifts in messaging, channel focus, and consistency would strengthen trust and conversion?
Identify where messaging has drifted from Nike’s performance-and-athlete identity, and recommend how to make the brand’s value proposition clear and distinctive again.
Recommend how to reduce reliance on promotions while sustaining demand and protecting premium positioning.
Brand Story Resonance & Value Proposition:
Using current marketing and communication trends in the athletic footwear and apparel industry, develop a marketing and communication plan that reconnects Nike’s brand story to the athletes and consumers it serves.
Propose messaging that clearly communicates Nike’s value proposition and why the product is worth full price, strengthening credibility and emotional connection.
Identify adjustments needed to make the brand story resonate across key segments, such as performance athletes, sneaker culture, and everyday consumers, without diluting the core identity.
Sales Strategy & Conversion Optimization:
Based on your assessment of Nike’s marketing and sales processes, identify specific ways to improve conversion from digital traffic and brand affinity into profitable, full-price sales.
Recommend actionable strategies for the customer journey, from discovery and consideration to purchase and repeat, across Nike.com, the apps, owned stores, and wholesale partners.
Address how membership, data, and follow-up communication can improve retention, repeat purchase, and customer lifetime value.
Measurement of Success:
Define the KPIs Nike should track, for example, digital and overall conversion rate, full-price sell-through, average selling price, promotion rate, membership engagement, repeat-purchase rate, and brand-health measures.
Explain how leadership would use these metrics to know the strategy is working and where to adjust.
REGULATIONS
State: Each chapter may enter one (1) individual or team composed of two, three, or four (2, 3, or 4) active local members. Participants must be on record in the FBLA-PBL national office as having paid dues by February 1 of the current school year.
When it has been determined that an individual or team will represent the charter at state competition, the appropriate forms must be received by the date specified in the SLC registration packet.
Eligibility
• FBLA membership dues are paid by 11:59 pm Eastern Time on February 1 of the current program year.
• Members must be registered for the SLC and pay the state conference registration fee to participate in competitive events.
• Members must stay within the official FBLA housing block of the official FBLA hotel to compete.
• Each chapter may submit one individual or team in this event.
• On the state level, each member can compete in up to three different events in the following combinations: three objective tests OR two objective tests and one presentation OR two objective tests and one production or one objective test and two production OR one objective test, one presentation, and one production. Students may enter the Christopher Heider, Rob Kelleher, Who’s Who event, and one Chapter event (Community Service, State of the Chapter) in addition to their above chosen events.
• Only competitors are allowed to plan, research, prepare, and set up their presentations. Advisers and others may not assist.
• Each competitor must compete in all parts of an event for award eligibility.
• Picture identification (physical or digital: driver’s license, passport, state-issued identification, or school-issued identification) matching the conference nametag is required when checking in for competitive events.
• If competitors are late for their assigned presentation time, they will be allowed to compete if the judges allow it. If judges have left the competitive event are, it is no longer possible to compete.
• Some competitive events start prior to the Opening Session of SLC. The schedules for competitive events are displayed in the local time of the SLC location. Competitive event schedules cannot be changed.
• Participants must adhere to the dress code established by the Florida FBLA Board of Directors or they will not be permitted to participate in the competitive event.
EVENT ADMINISTRATION
• This event has a preliminary and final presentation round. If there are less than 15 teams registered, the event will proceed directly to the final presentation round.
• Preliminary AND Final Presentation
o Equipment Set-up Time: 3 minutes
o Presentation Time: 10 minutes (one-minute warning)
o Question & Answer Time: 5 minutes
o Important: Time allocations are exclusive. The presentation must begin immediately after the 3-minute set-up time concludes. Time may not be shifted between segments. Competitors will not interact with judges during the set-up period.
o The presentation is judged at the SLC. Presentations are not open to conference attendees.
o Competitors/teams are randomly assigned to sections.
o Technology
· Internet Access: Not provided
· Presentations must be delivered using one or two personal devices (laptop, tablet, mobile phone, or monitor approximately laptop-sized).
· If using two devices, one must face the judges and the other must face the presenters.
· Projectors and projector screens are not permitted, and competitors may not bring their own.
· Wireless slide advancers (e.g., presentation clickers or mice) are allowed.
· External speakers are not allowed; audio must come directly from the presenting device(s).
· Electricity will not be available.
o Non-Technology Items
· Visual aids, samples, notes, and other physical materials related to the project may be used.
· Items may be placed on the provided table or on the judges table, if space allows.
· No items may be left with the judges following the presentation.
o Restricted Items
· Animals, except for authorized service animals.
· Food, which may be used for display only and may not be consumed by judges.
· Links and QR codes, which may be shown but may not be scanned or clicked by judges at any time.
o Research
· Information must be supported by credible, well-documented sources.
· Any use of copyrighted material, images, logos, or trademarks must be properly documented.
o Team Expectations
· In team presentations, all members must actively participate in the delivery of the presentation.
National: If competing at national, see national guidelines: www.fbla.org.
SCORING
• The presentation rating sheet will be released with the case study.
• The presentation score will determine the finalists.
• The final presentation score will determine winners.
• Judges must break ties. The decision of the judges is considered final. All announced results are final upon the conclusion of the State Leadership Conference.
AMERICANS WITH DISABILITIES ACT (ADA)
• FBLA complies with the Americans with Disabilities Act (ADA) by providing reasonable accommodations for competitors. Accommodation requests must be submitted through the conference registration system by the official registration deadline. All requests will be reviewed, and additional documentation may be required to determine eligibility and appropriate support.
RECORDING OF PRESENTATIONS
• No unauthorized audio or video recording devices will be allowed in any competitive event.
• Competitors in the events should be aware FBLA reserves the right to record any presentation for use in study or training materials.
PENALTY POINTS
• Competitors may be disqualified if they violate the Code of Conduct or the Honor Code.
AWARDS
State: The number of competitors will determine the number of winners. The maximum number of winners for each competitive event is four.
National: The number of awards presented at the National Leadership Conference is determined by judges and/or number of entries. The maximum number will be ten.