《Nike-Shareholder_Letter_2016》.pdfVIP

a J U N E 2 6 , 2 0 0 9 T O O U R S H A R E H O L D E R S , Fiscal year 2009 is in the books. Over the last 12 months we had some big wins and equally big challenges. It’s tempting to offer a long list, but instead I’ll focus on three things that capture the scope and variety of what we do around here. Let’s start with the biggest win of all – Beijing. For three years we worked with athletes all over the world to design new products for nearly every competitive event. We created new technologies like Flywire and LunarFoam that continue to drive product innovation. We turned the Hyperdunk basketball shoe into one of the highest profile and most dramatic shoes in Olympic history. For two weeks in August we watched our products and athletes from all over the world compete and win on the biggest stage in sports. It was a great moment for Nike and for sports. If there were any lingering doubts that China should be considered an emerging market, the Olympics responded with a thunderous, “No!” China is not an emerging market. It is an emerged market that combines power and potential critical to the future of any global company. We sold our first shoes in China in 1984 when we placed 200 pairs in a 50-square-foot shop called The Friendship Store in Beijing. They sold out in 11 days. Today, nearly a year after the closing ceremony in the Bird’s Nest, the appetite for Nike products and athletes continues to grow. The brand is known and, more importantly, understood among many of the 500 million Chinese consumers under 25 years old. That’s a billion feet that we’re going after just as fast as we can. Another big win came in October when the Nike Foundation launched the Girl Effect. In simple terms, Kobe Bryant and LeBron James celebrate it leverages the power that adolescent girls have to gold at the Beijing