By Sachi Gamage, Brand Strategy Lead, Shape History
Wieden+Kennedy’s latest campaign for Nike is dividing the internet.
The campaign’s hero video is a film narrated by Willem Dafoe (perhaps one of his best narrations since voicing Gill in ‘Finding Nemo’)
The script draws focus to the passion, ruthlessness and selfishness of athletes. But it’s not a unique proposition. And, to be honest, it felt a bit outdated.
Don’t get me wrong, the execution of the video was strong, and the narration was perfection. But it felt a distance away from, say – – the ‘Find Your Greatness campaign’
That was until I saw this:
System1’s brand tracking platform, which uses sentiment analysis, evaluated Nike’s “Winning Isn’t Everything” campaign using facial recognition technology. The results showed a significant divide in reception: the general population gave the ad a 1.5-star rating (one of Nike’s lowest scores ever), while sports fans who appreciate the competitive mindset gave it a more favourable 3.8 stars.
This stark contrast in ratings highlights the campaign’s targeted approach and its divisive nature. You can view the full report on System1’s Test Your Ad platform.
So, it hit me – this wasn’t a regular Olympics-focused campaign for brand awareness.
This was a deliberate repositioning campaign that clearly sought to reconnect Nike with its core athletic audience.
Looking back at some of the brand’s old strategy, this campaign sends a distinct message: Nike is for elite athletes. Built on the insight that only true athletes understand what it means to win at any cost, it emphasises that not everyone can win.
This campaign isn’t for everyone, and it shows.
The campaign’s divisive nature is intentional, resonating strongly with dedicated athletes while potentially alienating the general public. It’s a bold approach, for sure. However, there are valuable lessons that brands in the third sector can glean from it.
GET. MORE. SPECIFIC.
Find your niche and apply insights that are incredibly specific to it. While it’s a risky move, especially when relying on donors in the ‘general public’, the more specific you are, the more likely you are to get their attention, leading to better recall and purchase intention.
WHEN IN TROUBLE, REPOSITION
Nike is in trouble. In June, the sports brand reported a 2% decline in fiscal fourth-quarter revenues through 31 May, totalling £12.6 billion, with Nike Direct revenues falling by 8% to £5.1 billion. The current positioning of accessible wear for men, women, and children isn’t resonating as effectively as before. With major sporting events like the Men’s Euros and the Paris Olympics occurring simultaneously, the timing of this campaign was monumental. However, its success in improving the company’s revenue remains to be seen.
Brands in the third sector often position themselves alongside other charities, NGOs, or philanthropic organisations. This sector-specific positioning alone fails to create recall for the average consumer. Positioning a brand within its cultural context through audience-led insights can provide uniqueness, ambition, and boldness.
For example, Wazzii, a brand for young Kenyan women, has deeply embedded itself in Kenyan culture and created its own subculture—this is a clear example of winning. Another example is Extinction Rebellion, which has effectively positioned itself within the cultural and environmental discourse.
WHEN IN DOUBT, MANIFEST-O
Industry leaders have had strong reactions to the campaign.
And to an extent, I agree with a lot of them.
However, the manifesto still grabs attention:
“I have no empathy.
I don’t respect you.
I’m never satisfied.
I have an obsession with power.
I’m irrational.
I have zero remorse.
I have no sense of compassion.
I’m delusional. I’m maniacal.”
It echoes an unsettling vibe similar to that of American Psycho, and may not perfectly reflect the third sector’s ethos. However, when accompanied by a sweeping orchestral score, it tells a story, moves the intended audience, and sparks conversation.
Isn’t that the point?
By focusing on specificity, you’re prioritising a select group of customers who are likely to develop stronger loyalty, rather than catering to a larger audience that may be indifferent and lose interest quickly.
If you pivot quickly, and tap into cultural trends, you’ll enhance your brand’s relevance and improve its recall among consumers.
And if you’re ever in doubt, write a great manifesto to tell the story. Not your story, but the story your audience cares about.
People love good causes, and the commercial sector sells good causes fast. If you’re in the business of causes and work for the third sector, it’s time to steal a few tricks. Causes win when we make people care about them, and for the sake of the world, it matters that causes win.
