Superfly, which extended the benefits of NIKE Flyknit to the football pitch. This unmatched level of innovation was clearly evident on the field; at the start of the tournament we had more World Cup players in our boots than all other brands combined.



The products we launched this year were the culmination of an intense period of creativity for us. But make no mistake, there’s much more in the pipeline. In fact, this is the pace of innovation that you should expect from us. As I look at the current environment, the ability to deliver truly revolutionary innovation is greater than at any time in history. The talent and creativity of our team at NIKE is magnified by our ability to build strategic partnerships in areas that are seeing tremendous advancements – both inside and outside of our industry.



We know innovation is a long-term growth driver and that is why we have been so focused on extending our investments in this area. And we’re seeing clear returns on these investments. By accelerating the pace of innovation, we drove competitive separation across our industry.



FOCUS ON THE CONSUMER

We unlock potential by focusing on the consumer. We know we need to remain nimble to meet the changing needs and expectations of those we serve globally. To truly understand what consumers want and need, we must earn our relationship with them every day. Increasingly this relationship is one-to-one through the lens of each consumer’s sport. This is why our Category Offense is such a powerful competitive advantage, which was clearly evident across our business in FY14. A few highlights:



For the last decade we’ve heard our opportunities in North America were tapped out. Our results prove otherwise. In North America, where the Category Offense has been in place the longest, revenues grew at a double-digit pace for the fourth year in a row, growing by more than $4.5 billion over that time period to surpass $12 billion in FY14. Our profitability in North America also hit record highs.

In Western Europe, where we restructured the business two years ago to align our teams against the biggest growth opportunities, we saw revenues surge 19% to nearly $5 billion for the year with growth across all key categories and nearly every territory.

We had one overarching goal for Greater China in FY14: reset the marketplace for growth. While there is still work to do, we made great progress and are on track to achieve our goal of returning this market to sustainable, double-digit revenue growth long-term. We remain confident that we have the right plan in place to achieve our objectives in this growth geography.

In our own NIKE Brand Direct-to-Consumer business – where we have been investing to create compelling retail destinations that complement our wholesale business, both in-store and online – we saw revenues grow 22% to over $5 billion for the year.

Our Women’s business grew at a faster rate than our Men’s business in FY14, reaching nearly $5 billion of wholesale equivalent revenues for the year, as elevated product assortment across key categories and new compelling retail environments clearly demonstrated NIKE’s ability to understand our consumers’