Nike Inc. started clearing up its stats sheet last week and for the first time, the Cheap Nike Shoes China declined to report “future orders,” a critical way of measuring wholesale demand from the galaxy of retailers who sell the famous kicks. Nike, No. 9 within the B2B E-Commerce 300, says the metric doesn’t matter much anymore, because now it’s focused on working directly with consumers and cutting out the middleman.

Nike sells to retailers through a combination of EDI and e-commerce. While Nike reported its slowest quarterly sales growth since 2010, its performance as being a retailer-rather than a wholesaler-had been a relative highlight. Sales on Nike’s own online store were up 19% in the recent quarter, while its retail locations notched a 5% grow in same-store sales. 28% of all sales are direct this year, in contrast to 4% five years ago. CEO Mark Parker said the company is obsessed at this time with making shopping more personal. “Retailers who don’t embrace distinction will likely be left out,” he warned over a conference call Tuesday.

Still, that wasn’t enough to impress investors-at least, not. The overlooked attractiveness of bricks-and-mortar retail is the way well retail chains lend themselves as to what economists call price segmentation. Shoemakers like Nike can certainly target customers by sending the right shoes to the correct sort of store (think: first-class vs. coach, iPhone X vs. iPhone 8, Banana Republic vs. Old Navy). In Nike’s case, it ships expensive, limited edition sneakers to high-end boutiques, routes its stock Jordans to chains like Foot Locker Retail Inc., and dumps its low-end product and off-key colorways in such places as DSW Inc.

If done properly, this socioeconomic slotting moves as much merchandise as possible with minimal fuss, without tarnishing the bigger brand. And make no mistake: Nike can it correctly. On its face, the Swoosh is really a design shop supercharged by the type of storytelling its TV commercials, billboards and magazine ads are famous for. But Nike’s real genius isn’t marketing, it’s merchandising: knowing exactly what to ship where. For every sneaker sketching savant in Beaverton, Ore., there’s a mid-level manager having a giant spreadsheet, making sure “Momofuku” Dunks aren’t too readily available, ordering up a unique design for China, distributing its best-sellers to any or all the correct D.ick’s Sporting Goods Inc. outlets and dumping lots of Chuck Taylors at outlet malls.

Nike has become upsetting its own well-oiled applecart. In giving traditional retail the stiff arm, which Nike made official in June, the Oregon empire is tearing up that playbook and attempting to make a conclusion play the basic economics of price segmentation. The strategy-a bold move, because of the historical manufacturer-to-retail model being discarded-requires an abundance of swagger. But Wholesale Nike Shoes numbers reveal that the bet appears to be working, primarily because Nike has been sharpening its digital game.

Sought-after sneakers now ship out via Nike’s own ecosystem of apps, including SNKRS, which it launched early this past year. The center of its lineup, meanwhile, sells on Nike.com and then in its own big box stores. As for the cheaper, less-popular kicks, they quietly trickle in to the company’s “factory” stores (read: outlet) and onto Amazon.com. Nike even features a studio in New York that creates customized shoes on-site within an hour.

In short, the business is deemphasizing its ready-made network of retailers to produce a more precise targeting mechanism. Tuesday Parker said the final goal is to buy in front of the consumer and provide “the most personal, digitally connected experiences” in the market. “While switching your approach is never easy, Nike has proven before that whenever we all do, it’s always kpelqt the next phase of growth for your company,” he explained.

Theoretically, Nike can know any customer better-and his or her willingness to pay for-by using its own venues and platforms, particularly on its digital properties. The process will be building the mechanism to sort all of the data, and by doing this, the buyers. In real life, they sort themselves: Our prime-end boutique isn’t right near the cut-rate discount outlet. Inside the virtual world, it’s not easy.

For that record, Under Armour Inc. is slightly ahead of Nike Inc., with 31% of its sales coming right from consumers; Wholesale Jordans is slightly behind, with 23% of revenue from retail. At its current pace, Nike will soon be collecting one in three of their sales dollars right from consumers. Its challenge will likely be making sure that none of them get too good a deal.

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