Good morning, everybody. Welcome to the Nike World Headquarters. I want to thank you for coming. We're very glad that you're here. We have a great day planned for you. You've heard me say many times before that we continue to see tremendous potential for growth at Nike, and that is the central theme for today's meeting. Nike is a growth company. Over the last 10 years, our results have proven this to be true. We've more than doubled our revenue, we've grown diluted EPS at a compound rate of 15%, we've returned over $15 billion to shareholders through dividend payments and share repurchases, and we've delivered total shareholder returns in the high teens or better for each of the last three, five, and 10-year periods. We're very proud of those results. Even more important is our ability to keep delivering that growth.
Based on the tremendous potential we see for Nike, Inc., we believe we'll deliver $30 billion of revenue by the end of fiscal 2015. That's at the top end of the $28 billion-$30 billion range that we shared with you at our last meeting. Looking forward a little further ahead, we aim to deliver $36 billion in revenue by the end of fiscal year 2017. The goal for today's meeting is to share with you how we plan to deliver against that target, to drive sustainable and profitable growth for Nike, Inc. One of Nike's competitive advantages is our ability to deliver consistently strong results and to thrive in a rapidly changing environment. As the world becomes increasingly digital, we thrive because of our deep consumer connections.
As economic conditions change, the breadth and the depth of our business allows us to leverage our areas of strength, to invest in the areas that really drive future growth, and at the same time, deliver strong results year to year. There is more opportunity for Nike today than at any point in our history. Over the next decade, we will see the world's middle class population grow by 1 billion consumers. Many of them will be in the BRICS countries, Brazil, Russia, India, China, South Africa. These are countries where our brand is competitively positioned to capitalize on the unique heritage, the culture, and the commercial environment these countries offer. The opportunities remain in the most developed countries. Our category offense allows Nike to segment, to differentiate, and to transform the marketplace, creating space and capacity for our brands to grow.
For Nike, no market is really yet fully developed. The passion for sport, it's a constant in developed and developing nations around the world, across genders, across cultures. We help to fuel that passion, leveraging great sports moments like you'll see in Brazil with the World Cup and the Olympic Games. Providing, of course, the innovative products that help athletes at every level achieve their personal goals. There's the new partnerships that help stretch the idea of what's possible. For example, our relationships with more than 70 physical activity experts around the world help create what we call Design to Move. That's a commitment and an action plan to give kids greater access to sport and keep them physically active. These early positive experiences make athletes and athletes for life. At the center is the Nike, Inc. portfolio.
Since the last time that we met, our portfolio of brands has become more focused, as a result, we've become even sharper. We have 5 very powerful, high-energy brands, each with its own meaningful connections to athletes and consumers all over the world. Those connections provide us with the insights we need to create the amazing products and experiences that span multiple categories, product types, and price points. What we call a Complete Offense. The strength of our operating platform amplifies the power of our portfolio, that platform encompasses an evolving supply chain with new methods of manufacturing, multiple retail channels, including wholesale, owned stores, and e-commerce, our financial strength and ability to leverage our diverse portfolio to manage risk, of course, the industry's most talented management team, focused on the opportunities that offer the greatest return for our shareholders.
At Nike, it's not just about doing more, it's about doing things better, which brings me to the importance of focus. Even though our opportunities are unlimited, our resources are not. Our financial and operating model helps us stay focused on driving profitable and sustainable growth, on staying nimble to seize the opportunities and to manage risk, generating cash flow and maintaining a strong balance sheet. This gives us the resources to invest in the growth opportunities and deliver extraordinary returns to our shareholders. To maximize our growth opportunities, we look deeply into our business to ensure that we have the right resources focused on the right things. First, we look at those areas of business that are currently driving strong growth. These are the areas where we want to focus our resources and our innovation to fuel continued growth going forward.
That begins with key components of our Nike Brand business, like performance running, which has grown 26% a year since fiscal year 2010, adding over $2 billion in incremental revenue and continuing as an incredible source of innovation and growth going forward. There's North America, which was our fastest-growing geography over the last 3 years. Nearly $4 billion in revenue fueled by our Category Offense. As we've said before, North America really serves as a blueprint for how we'll execute our Category Offense in other geographies. That helps us catalyze growth, again, around the world. Footwear, where we've added over $4 billion in revenue in the last 3 years, which is significant market share gains in the world's largest and fastest-growing markets.
Finally, at least in these examples, is our direct-to-consumer business, which has grown at an annual rate of over 20% in the last 3 years, contributing almost $2 billion in incremental revenue. Within DTC, our online business represents one of the biggest growth opportunities going forward for Nike. As I've said before, you've heard me say this a few times, I believe our growth in DTC has catalyzed additional growth, making us a better wholesale partner and expanding the marketplace capacity for the Nike Brand . These businesses are not just growth drivers in the rear view mirror. We're convinced that they continue to be amongst our most powerful engines of growth going forward. The second thing we do is look at those areas of our business that are currently underdeveloped or where we believe we can perform better.
These are the areas where we will accelerate our efforts to unlock their potential. You'll hear a lot more about these growth opportunities over the course of the day, but I'd like to call out just four. First, I'll start with China. As we've shared with you before, we are currently resetting the China marketplace to better serve the consumer to increase the productivity and profitability for Nike and our wholesale partners. Importantly, this strategic reset will ensure that we are best positioned to capture the tremendous growth potential that remains in this critical geography. Second is apparel. Over the last three years, our Nike Brand apparel business has grown close to 40% in total.
We see far greater potential as we accelerate our innovation agenda, we fully implement the category offense across geographies, we work to transform the marketplace with integrated footwear and apparel assortments. By fiscal year 2017, we think apparel can grow to over $10 billion in annual revenue. That's a $3 billion incremental revenue compared to fiscal year 2013. Another example is our women's business. We are the footwear brand of choice for women, and we are increasingly becoming her go-to brand in apparel, with the fit, with the style, and the performance that really meets her needs. We've been growing our women's business actually faster than we have our men's business. At the end of fiscal year 2013, our women's business was over $4 billion in total. That's wholesale. We'll reach nearly $7 billion by fiscal year 2017. Big growth opportunity.
You'll see more on the women's business here later today. Finally, at least again, for these examples, is Converse. In fiscal year 2013, our annual revenues for Converse were almost six times what they were when we acquired the brand in 2003. By strengthening those elements that make Converse unique, its iconic products and its connection with music and youth, then leveraging the operational muscle of Nike Inc., we've expanded the brand's penetration around the world. We think there's ample opportunity for growth for Converse. We are continuing to convert about 50% of the global market that's currently served by licensees to direct distribution, this is a tremendous catalyst for incremental growth. The Converse apparel business represents a huge opportunity, both given the size of the market and given Converse's unique brand connections with consumers.
We'll continue to focus on dimensionalizing sub-brands like Cons and Jack Purcell as we continue to cultivate the iconic Chuck Taylor franchise. Given the growth potential we see for Converse, we're on track to reach $3 billion in revenue by fiscal year 2017. Growth drivers and growth opportunities are areas of focus within our existing portfolio and business. We're always looking for ways to look beyond what exists today, for those ideas that really expand the portfolio and push our business into new areas of growth. We call these disruptive innovations. That helps us continue to make athletes better and deliver value for consumers at the same time. Many of these innovations in this category are closely held secrets within the company, but I'll share two innovations that have successfully launched from this growth area.
The first, which may not be a surprise to you, is Flyknit. Our first Flyknit shoe, the Flyknit Trainer, launched a little over a year ago, we followed that with the Flyknit Lunar, then the Flyknit Free. Nike Flyknit is just getting started. This product is high-performance footwear. It's tested and authenticated on the best athletes in the world. It's visually iconic and produced with new methods of manufacturing, allowing for reduction in waste, materials, and labor. A lot of you have continued to ask me, how applicable is Flyknit technology outside of the running category? As tempted as I am to go a little further, I will tell you this. It's beyond what you can imagine, and we will be sharing a little bit more on that as we move throughout the year.
The second innovation is digital products and services, it's just one element of our digital ecosystem, which Trevor will talk about a little bit more in a few minutes. We started with Nike+ Running in 2006, That was developed from the insight that runners prefer to run with music, and they want to improve their performance by tracking their runs. Nike+ has now grown into a full ecosystem delivered with different apps and services, with more than 20 million members spanning the globe. A little factoid, running over 1 billion miles. Then came Nike+ FuelBand, which didn't even exist when we held our last investor meeting. NikeFuel has now become the currency of movement, helping athletes perform at every level. These are just some of the disruptive innovation opportunities that we're working on, and you'll hear more about these throughout the day, as I said.
What links these all together is our relentless focus on innovation to serve the athlete and the consumer. To put it simply, innovation drives everything at Nike. It gives us technologies and materials. It helps us create iconic products and services that people want, and the game changers that people can't even imagine. It gets us closer to athletes and consumers, helping them perform better. It transforms the traditional methods of manufacturing and distribution and bridges the physical and the digital worlds of sport. Innovation makes Nike more competitive, sustainable, and profitable today and for years to come. Simply put, we exist to innovate, to serve the athlete. That's what we do. A lot of companies will talk about innovation and the importance of innovation. What sets Nike apart is that our innovation agenda is driven by the insights we get from the greatest athletes in the world.
We gain those insights from these athletes and use cutting-edge engineering and scientific research to create solutions for them. This focuses on the needs of the athlete, from the initial spark of a new idea to improve performance, to the finished product that helps athletes and consumers push themselves to their full potential. This is why Nike continues to lead the industry. A powerful example of that is the Nike Free technology. It changed the way people think about footwear by looking not only as a way to support athletes, but also as a way to make them stronger and give them a whole new look and feel. Today, Nike Free is one of our most successful innovation platforms, having grown to an annual business of over $1 billion since we launched it in the running category back in 2004.
As of fiscal year 2013, nearly 50% of the Nike Free business was actually outside of the running category. We did it again with Lunar, another game-changing innovation originally developed for competitive runners that has since bridged categories and grown to nearly $1 billion in business. Now growing this past year at a double-digit rate alone. In fiscal 2013, we brought renewed energy to performance apparel. We extended our Dri-FIT platform with three new innovations, Dri-FIT Knit, Dri-FIT Touch, and Dri-FIT Wool. That Dri-FIT platform is really a great example of how we're driving our premium innovation for our apparel agenda. With superior technical performance properties, Dri-FIT has become a component, actually, a key component of both performance and sportswear apparel. Helping to drive a total apparel business to $7.5 billion at the end of fiscal year 2013.
Finally, one more example is the Nike Air platform. Nike Air has been around for over 30 years, but we continue to expand what's possible with this technology. You saw it this past year with the incredibly successful Air Max 2013, which was a significant contributor to the Air Max business, which surpassed $1 billion last year. You're going to see a whole lot more about Nike Air technology as we move throughout the year and beyond. Incredibly exciting things happening here. These innovation technologies represent platforms for growth on their own, as well as components that can be actually integrated to bring new levels of performance to athletes and consumers. Within the category where they were originally developed, and again across categories. Our ability to actually develop and leverage game-changing innovations across multiple categories is something only Nike can do.
It helps drive new levels of profitable growth for the company. That's an impressive lineup of products and services, but it represents really only a small fraction of the innovations we have in our pipeline. I've been around innovation for a long time at Nike, and I have never been as excited as I am today. We think about innovation as a competitive advantage in our supply chain. In the beginning, Nike changed the industry by challenging the traditional assumptions of where products were supposed to be made. Today, we're again changing the industry by challenging the assumptions about how products are made. We call this the Manufacturing Revolution, and we're leading it. By working closely with our manufacturing partners, we're developing new methods of manufacturing that will allow us to create better performing product that can be customized at an unprecedented scale.
These new manufacturing methods are also more sustainable and ultimately more profitable as we reduce waste and more efficiently use materials and labor in an increasingly resource-constrained world. These efforts will enable us to build a more responsive and flexible source base as these new means of manufacturing are yet again allowing us to challenge the assumptions of where products are made. When we combine our resources, the strength of our product innovation, our expanding manufacturing capabilities, we call this Innovation Amplify. It's a powerful driver for growth and one that will define not only Nike, but the entire industry. This brings me to the final key factor I want to point out, a factor that enables tremendous growth, and that's our management team. I can confidently say our management team has never been more aligned, more focused, and more energized than we are today.
As a team, there is no rival in both experience and competitive drive. At the end of fiscal year 2013, we announced strategic management changes for the company. These changes we've made allow us to adapt and evolve our competitive offense then ensure that we're best positioned in the industry to serve the athlete and consumers all over the world. Throughout the day, you'll hear from members of the newly aligned management team as they go deeper into each of Nike's strategic agenda points to drive growth. When I step back and I look at the entirety of our innovation agenda, I can confidently say that there is more opportunity in the world and more capability inside of Nike than ever before. That's why we're accelerating our innovation agenda.
We're delivering more ideas and solutions faster than ever before. We're leveraging those across categories, geographies, and even brands. Like the athletes we're here to serve, we are constantly pushing ourselves to improve. That's why we continue to lead. We're not satisfied. That's why we believe we'll deliver $36 billion in Nike, Inc. revenue by the end of fiscal year 2017. Thanks for coming, everybody. We have a lot of ground to cover today. With that, I'll hand it over to our new Nike Brand President, Trevor Edwards. Thank you.
Thanks, Mark. Good morning. Welcome to Nike. I'm truly excited to be here to talk to you about Nike as a growth company and share with you how we will continue to drive sustainable and profitable growth for the Nike Brand. Sport is a powerful force. It transcends the boundaries of distance, language, and culture. It is a constant source of inspiration and a constant source of energy and of opportunity. Every single year gives us the new hope of a new freshman class, the promise of a new phenomenal athlete, and the anticipation of a new team on the cusp of greatness. The Nike Brand lives and thrives with this unique energy of sport. We also fuel it.
We fuel it by delivering great products for our great athletes in the sport that they choose and by providing amazing experiences for them at retail and enabling them to get better through innovative services. There are many ways in which the Nike Brand serves the needs of athletes. This multi-dimensional portfolio not only is the engine of sport or fuels the engine of sport, it also allows us to drive growth and find new opportunities. Even when it might seem that the opportunity is maturing, we found and we continue to find that if you look deeper, if you change your perspective, there's always some more growth to be found.
Our focus on the consumer and their unbounded passion for sport helps us drill down to find new ways to grow and new avenues of innovation and new chances to create amazing products to serve our athletes even better. It's a never-ending quest. For us, it comes down to a singular focus, a focus on the athlete, day in and day out. Through understanding the athlete better than anyone else, we can better deliver products that allows them to be better experiences, and bring all those into the market. Seven years ago, we made a major shift to a more consumer-centric model, and that intense focus on the people we served delivered tremendous results for our business. Every category has grown in the last three years. In fact, the Nike Brand grew 40%. We call this the category offense.
It is this relentless pursuit to help them achieve their goals that powers our ability to innovate again and again and again. Our relationship with athletes are the most important of all the relationships that we have throughout our value chain, because our athletes are both the origin of and the inspiration of our insights, as well as they are the beneficiaries of those insights. Let's take basketball as an example. LeBron James, he's six foot eight. He can jump 40 inches, even over that. He's got a wingspan of about seven feet. He trains six times a week in the off-season. During the season, he plays 82 games. He's one of the world's fastest and strongest athletes. LeBron is a phenomenal athlete. His performance needs put incredible demands on our products. That is a good thing.
It is this relentless pursuit to help them achieve their goals that powers our ability to innovate again and again and again. Our relationship with athletes are the most important of all the relationships that we have throughout our value chain, because our athletes are both the origin of and the inspiration of our insights, as well as they are the beneficiaries of those insights. Let's take basketball as an example. LeBron James, he's six foot eight. He can jump 40 inches, even over that. He's got a wingspan of about seven feet. He trains six times a week in the off-season. During the season, he plays 82 games. He's one of the world's fastest and strongest athletes. LeBron is a phenomenal athlete. His performance needs put incredible demands on our products. That is a good thing.
We understand his performance needs, we use that knowledge to create the most innovative products imaginable, from his footwear to his apparel to every product he competes in. We leverage these products developed for the world's best athletes into our broader product assortments for our consumers at all levels. Athletes constantly pursue ways to advance and improve their sport, and we constantly advance and improve our products. This is ultimately how we unleash our ability to innovate and grow. This year, we created the LeBron 11. It's an amazing product for an amazing athlete. A powerful combination of protection, lightweight, and responsiveness, all built to help unleash the power of this incredible athlete. It doesn't stop there. We go even deeper. We create innovative products for when he trains and practices.
We also provide him innovative products for his lifestyle that help him express his style off the court. We serve the complete lifestyle of the performance athlete, and we call this Amplify Sport. It enables us to build the entire business grounded in the authentic performance position and drive it across competition, to training, to lifestyle. We do this for all of our sport categories, from running to football, to basketball, to soccer or football, for folks like me. Our goal is to be the best and the number one brand in the category around the globe, from performance to lifestyle. Where we are already number one, we will drive even further separation. You'll hear more about this from Jayme later on today. Not only do we want to be number one in each sports category, we also want to be number one in each geography.
Let's take a look at the growth through that dimension of our business. In our world, people play sports and live in countries. A runner in New York has similar needs to a runner in Tokyo, and a footballer in London has similar needs to a footballer in Rio and so on. Our geographic structure allows us to serve the consumer in a deeper way and understand the sports they play, where they play, and importantly, how they get access to the great products that meet their needs. Today, although we are truly a global brand that has a well-developed footprint in 160 countries, actually 190 countries around the world, we still have tremendous opportunity to grow. While we have deep penetration in some markets, there are many areas where we can further grow.
We believe we can create, grow, transform the market to create more capacity and serve even more consumers. Let's talk about North America as an example. As Mark said, we added $4 billion worth of growth to our business over the last three years. Even though many saw this market as fully developed or even mature, we viewed it differently. We leveraged the power of our brand, we drove our category offense, we transformed the market to uncover and fuel even more growth opportunities, we expanded the marketplace. Here are two examples that bring this to life. First, let's talk about basketball. Between Nike Basketball and the Jordan Brand, we lead the market by a wide margin. Leveraging the category model, we were able to energize the category.
We created new premium segments, we developed retail concepts that served the complete lifestyle of basketball to grow our market share and also grow the market. Second, our women's business. For Nike, this remains a huge opportunity. Today in North America, our women's business makes up less than 25% of our overall business. We feel that by leveraging our own direct-to-consumer model and working with our wholesale partners, we have a huge opportunity to accelerate our position. You'll hear more about this from the team later. Let's take a look at two less penetrated markets to see how they represent great growth. First, China. The combination of China's emerging middle class and their relatively underdeveloped but growing sports landscape speaks to the opportunity that exists. We've shared this many times before. We are executing a reset strategy in China.
The objective, to better serve the consumer, to increase productivity and profitability at retail, also to set our business up for the next wave of growth. The key for us will be to create a more differentiated and a segmented market in China. We will continue to build on our brand's strong foundation, we will deepen our connection with our consumers in our categories of basketball and running, we will expand our women's business. You'll hear more about this from Elliott. Next, Brazil. In this market, we also have an emerging middle class, they have an incredible passion for sport. It's not just football, it's all sports. Nike is best positioned to capitalize on the growth opportunities that exist in this market.
The World Cup in 2014 and the Summer Olympics in 2016 will serve as great ignition points to really push the boundaries of product innovation and serve consumers in Brazil and around the world. If we use North America as the benchmark for what's possible, and you compare it to other markets around the world, it truly demonstrates the vast opportunities that exist in the marketplace to grow. Our geographic focus doesn't only allow us to serve consumers across the world. It also helps us drill down within a geography to serve the consumers, specifically in a country, in a city, right down to an individual shopping district and into a store itself. Six years ago, we increased our investment on our DTC business because we knew that by being a better retailer, it would actually help us to be a better wholesaler.
We also knew that we were able to elevate the level of service to our consumer while also increasing the capacity of the marketplace. You'll hear more about this from Christiana. This strategy has paid dividends today. Leveraging our owned retail model and working with our wholesale partners, we are able to expand the market capacity by better segmenting the marketplace and bringing more differentiated retail experiences to our consumer. This allows us to be more productive and more profitable for both us and our partners. How do we actually transform a market? First, we start by elevating the brand in the marketplace. We raise the tent pole. In our major cities around the world, our brand experience stores serve as a pinnacle experience of the brand. Here, we elevate the experience of our brand by providing benchmark service and an amazing place to shop and buy products.
It allows us also to transform the market by providing the consumer across multiple categories, the best products and the most in a distinctive way that is also brand defining. Second, we create category experiences. Working with our wholesale partners, we create unique experiences like the House of Hoops for basketball with Foot Locker or the Nike Track Club for runners with Finish Line or the FieldHouse with Dick's. These category experiences allows us to create a more differentiated premium experience for our consumers and importantly, a more distinctive position for our wholesale partners. It doesn't stop there. We also use our DTC to learn about our consumers, to improve our products, and to drive better assortment at the category level. Our Nike Running door in New York City is a great example of this.
Here we deliver the complete needs of the runner, from compete to train to express, all in one door. It serves as a hub of a premium-level services as well as premium-level experiences. We take this learning from this store and stores like this and cascade that knowledge throughout our business, from product to merchandising to marketing to sales to our wholesale partners. Finally, there's our factory stores. They provide a profitable and brand accretive way to broaden access to more consumers when they're shopping for premium value. Importantly, they help us keep the marketplace clean and healthy. The growth and success of our DTC and our category offense really speaks to the increased expectations that consumers have for our brand. Consumers expect to find across our channels. They expect to have the high level of service and knowledge all the time.
Just like they are, they expect it to be always on, connected and informed. One of the key drivers to this rise in expectation is digital technology, as it puts more power in the hands of our consumers. Let's take a look at how that's reshaping the landscape. As you can see, the consumer landscape continues to see tectonic shifts created by the impact of digital and the power that it gives our consumers. Those of you who've joined us before know that we've spoken about how the young consumer lives in a digital world. Digital is like oxygen. It's omnipresent and indispensable. It's everywhere, and it's always on, and our consumers use it to get what they want, when they want it, wherever they decide.
For us, at Nike, we see digital as an opportunity to better connect and better serve our consumers, a way to have a more personal relationship with them. We're always finding new and better ways to help our consumers engage with our brand through social communities, finding inspiring stories about athletes. They also learn about our innovative products and able to find the ones that suit them best. We're also creating great digital services and experiences that helps the athletes be better. Nike+ Run Club, the NikeFuel system, and also the Nike Training Club are all services that leverage the power of digital to improve the sports experience. These are tools that actually help our consumers be better. At the center of all of this are our efforts in our digital commerce, which is experiencing rapid growth, and this will continue through the years.
Our integrated digital strategy will ensure that our consumers get a seamless experience when they connect with the Nike Brand through whichever entry way that they actually come in. Our digital commerce business is critical as it ensures that the consumer has full access to amazing products that we make. Over the years, we are planning robust growth in this area. At the end of fiscal year 2013, our revenue for nike.com was $540 million. Given our focus and driving our growth, we believe it will be $2 billion by the end of fiscal year 2017. $2 billion. It's a pretty simple formula that really underscores our competitive advantages. We focus on the consumer, and we understand them better than anyone else, so we can serve them better.
We create innovative products and services for them, and we provide them access to those amazing products through compelling experiences across multiple channels all around the world. What does this all add up to? We expect the Nike Brand to add a nearly $10 billion incremental revenue between now and fiscal year 2017. $10 billion. A major part of the engine of growth that Mark talked about that will help deliver the $36 billion for Nike, Inc. It will be profitable and brand accretive growth that drives our shareholder value. These revenues goals reflect our confidence in our ability to continue to provide deep and meaningful connections with consumers, to create game-changing innovations that will help them to be better and deliver compelling experiences at retail.
As I said when I began, sport is a powerful force. Today, sport is alive and well around the world, and we look forward to the continuous energy that sports provides. The Super Bowl in New York next year, the Winter Olympics in Sochi, the World Cup in Brazil, and in 2016, the Olympics in Rio. These are epic moments in the world of sports, but they're also opportunities to bring innovations to the world's greatest athletes and to athletes everywhere. As you can clearly see, I share Mark's enthusiasm for the potential of the Nike Brand . We continue to lead as a company because of our commitment to serving the athlete and the consumer. That commitment and that focus is at the center of everything that we do.
You can expect us to continue to drive growth by remaining laser-focused on delivering innovations that meet and exceed the expectations of our consumers. Thank you very much. Hope you have a great day today. Thank you.
Thanks, Trevor. Morning, everyone. My name is Jayme Martin, and I'm the Vice President of Global Categories for Nike. It's great to be here today to give you an update on our category offense. Trevor mentioned it all starts with the consumer, the runner, the ballplayer, the golfer, the footballer, the skater, the fitness athlete, and the young athlete. That's the Nike consumer. The more we get to know them, the more opportunity we find. As you saw in Trevor's video, digital is changing consumers' expectations. They expect more. Teens are still teens. They want it to be easy and fun. Teens are more connected than ever, and they expect things to be instantaneous and personalized. We understand these trends. More importantly, we understand the opportunities that come from these trends. The category offense enables us to drill down.
We segment our business to focus on consumers in distinct sport categories. Once we know them deeply, we can serve them when they compete, when they train, and when they express themselves through a lifestyle lens. This consumer connection not only allows us to serve them better, it also allows us to be much more competitive and nimble in each of these sport segments of the market. Our category orientation extends to the way we organize our brand, from design, to product, to merchandising, to marketing, to sales, and to retail. We go deep with the consumer in every category, in every geography, in every territory, down to the neighborhood where they play and to the street level where they shop. Our category offense is simple but powerful, and there are three distinct phases to it.
First, we start by creating products for our athletes head to toe, offering the most innovative and highest performance footwear, apparel, and equipment for their sport. Second, we amplify their sport by serving their needs across compete, train, express. We call this Amplify Sport, and it's how we connect and deliver on every aspect of the athlete's life 24/7. We believe sport is a lifestyle. The lifestyle opportunity is one of our biggest access points to the consumer. Nike Sportswear delivers on this lifestyle opportunity by amplifying our key categories. At $5.6 billion, it is also our largest category. The third phase of the category offense, what makes us so confident about the future, is when we connect every facet of the brand, from product to retail to events, to training, to services, to create a holistic experience for the consumer, physically and digitally.
As you heard Mark say earlier, this is the complete offense we talk about. This personal engagement will unleash opportunity and growth for our brand over the next several years. In our largest categories, our offense uncovers ways to continue to take market share and also grow the market itself. In other categories, our offense lets us capitalize on targeted insights for significant new opportunities. We have spent the last seven years of the category offense with a focus on creating personal relationships with hundreds of millions of consumers around the world. We know them, and we serve them. That is the foundation of the category offense. Today, we have incredible momentum in the Nike Brand , with nearly all of our categories growing in FY 2013. This momentum is driven by our largest performance categories in our priority markets globally. In running, we have driven 15 consecutive quarters of double-digit growth.
In basketball, we're driving amazing energy and expanding the market through both Nike Basketball and Jordan Brand. In global football, we're creating separation as we near the World Cup in Brazil. We'll also look at other dimensions of our business across categories where we are igniting growth, elevating our focus, and finding huge opportunities, like women's, where we will focus on driving growth across running, training, and sportswear. Young athletes, you might refer to this as kids, for us, it's about focusing on creating athletes for life. Young athletes is a dimension of the business that we've had in the portfolio for a long time, we're officially introducing it to you today. It's time because the opportunity is significant. We're excited about our momentum, but we're just beginning to hit our stride.
Let's go a bit deeper in some of our key categories where I'll talk about recent highlights and give you an idea of how we're ensuring growth long into the future. Let's start with basketball. We are experiencing a renaissance in basketball globally. We haven't seen this level of excitement for the game since the days of Jordan, Barkley, and Pippen in the '90s. We have two incredible brands that serve the basketball player, Brand Jordan and Nike Basketball. Our Nike Basketball category is driven by the insights and star power of the best players in the game, LeBron, Kobe, and KD. We are building complete lifestyle businesses behind each one of these athletes. It starts with the most innovative footwear on the planet and is then complemented with a strong collection of apparel and accessories for on and off the court.
Later today, you'll get a closer look of the LeBron 11 and the lifestyle we are building around the man and his game. Let's talk about another innovation for the basketball player, socks, and I did say socks. It's a great example of how we create a whole new business. Socks used to be a commodity part of the basketball business. We developed a new innovative sock which has zone cushioning and compression that is ideal for the game. Add to that a great design. We were relentless about putting it on our athletes during key sport moments. Today, it is a sizable and highly profitable $100 million business for us and growing rapidly. Kids aren't just wearing them on the courts. They're social currency. This isn't just an opportunity in basketball. It becomes a growth opportunity across multiple categories.
It's an example of how we leverage great ideas across the organization to drive new growth. As we move to Brand Jordan, it all started with Michael. He revolutionized the game. We revolutionized product for the game based on his insights with pioneering innovation and bold design. A new generation of superstar athletes drives Jordan now, Carmelo, Blake Griffin, Russell Westbrook, and Chris Paul. You'll get a chance later today to see the new Chris Paul signature shoe, the CP3 VII. This summer, our friend D'arryl Drain introduced us to the new Super.Fly 2, the latest in performance basketball from Brand Jordan. Take a look. D'arryl Drain. That's one of my favorites this year. This spot turned into a whole consumer phenomenon, with people submitting their own alley-oop videos to Blake, as you can see behind me.
The best ones were featured on jordan.com. The Super.Fly 2 has been one of the best-selling performance shoes in recent history for Brand Jordan. While Brand Jordan has always been about the future, it's also about the past. The shoes you see behind me are some of the most defining kicks of their era. They continue to be coveted by sneakerheads around the world. Like Nike Basketball, when Brand Jordan drops these iconic sneakers, such as the AJ11 or the AJ4, the shoes sell out in hours, sometimes minutes, not just in the States. Increasingly in places like China, Russia, Brazil. Sneaker culture is truly worldwide, driving new growth for Brand Jordan and Nike Basketball. When you add it all up, our basketball lifestyle offering for the ball player is robust. It is the epitome of our Amplify Sport strategy of compete, train, and express.
Nike Basketball and Jordan Brand continue to expand into new markets and grow existing markets, not be dictated by them. Basketball never stops, and neither do we. Now, let's turn to running, which is where it all started over 40 years ago for the brand. The sport of running has never been stronger. Participation in running events in every part of the world, from São Paulo to Singapore, has never been higher. It's universal. People run to compete, for health and fitness, or just for fun, and Nike continues to play a significant role. Every day, over 15,000 runners become Nike+ members. Now, with over 20 million members in Nike+, they have run over a billion miles. This continued influx of runners fuels new growth potential around the world every single day. Our connection with the runners starts with innovation.
For footwear, many of you may remember the statement we made at the London 2012 Olympics with our Volt spikes and Flyknit racing shoes. We planted a seed that we have been watching grow over the past year. We're early into the Flyknit run, but with the recent launch of Free Flyknit, runners are experiencing the runs like never before. The potential is really amazing. You'll continue to see us evolve Flyknit and running by expanding price points to more accessible levels starting next April, also scaling across multiple categories. On the apparel side, we are the undisputed number one running performance leader. We continue to elevate and develop new premium running markets with products like the Dri-FIT Knit and Dri-FIT Touch performance tops. They are the ultimate expression of comfort, performance, and styles for runners around the globe.
You'll see this continued dedication on innovation in the running breakout sessions in both footwear and apparel. These industry-leading innovations, like the AeroLoft Vest, continue to give us pricing power, which enables us to drive growth and profitability over the next several years. It allows us to both grow the market and continue to take market share. This just isn't about amazing product. Running is the best example of the complete offense Mark talked about earlier. That third phase of the category offense. Take the experience in our Flatiron running door in New York. We start with understanding the runner's goals and the reasons for running. We analyze their gait, get them in the right product, get them signed up for the run club, and register them on Nike+.
As we partner with them along their journey, we build an incredible relationship, but more importantly, we build a great knowledge base. When we combine their running data from Nike+, like miles run in their shoes, climate they run in, trail or road surface, past purchases, we are able to connect them to their perfect running closet for each season or let them know when they need a fresh pair of Lunar Glides with a simple click and buy. We're just starting down this path. With millions of runners in the family already, our potential for scale is massive, and we know these members spend significantly more with us. No other brand brings a complete offense like this in running. Our innovation pipeline is extremely strong, as is our ability to personally serve a community of millions of runners in the future.
It's what makes us confident that we will continue to bring new energy, build even greater value in the Nike running ecosystem, and continue to serve the community through innovative product and new experiences that will enable each runner to achieve their goal. It will also allow us to reach our target of growing running by nearly $2 billion. Let's talk about our young athletes business. As I mentioned, the opportunity is significant. Young athletes today are obsessed with sport. What they can already do athletically is astounding, and their dedication is impressive. We are focusing resources, innovation, and teams around the world to get after this opportunity. Everything we do in our key categories, we are translating for young athletes. We also know the young athlete is at an important age developmentally, and we will bring products to market that are right for them.
Whether it's innovation around flexibility in their footwear based on Nike Free learnings or thermal regulation in their apparel, we will be ready to gear them up for their sport head to toe. We inspire them with innovative products and through the power of our athletes. They are their superheroes, and heroes matter to the sport-crazy kid. Our basketball athletes are at the forefront. Our athletes understand the importance as well. LeBron personally wanted to drop a special colorway of his new LeBron 11 just for the young athletes. It's getting a ton of hype. The love of sneakers starts early. As many of you know, young athletes can tell great stories about their first sneakers. The LeBron, Kobe, and KD franchises continue to accelerate our young athletes business. Our young athletes business grew double digits in FY 2013 to over $3 billion, including Jordan Brand.
While large, it's still under-penetrated around the world as we look at market size and opportunity for our brand. We're really excited about this business. It's a billion-dollar incremental growth opportunity by FY 2017. Let's talk about surf and skate. Sometimes they get lumped together as action sports, but we see them as two distinct sports with serious athletes in need of innovative performance solutions. Over the past 12 months, we have realigned our focus on these two critical sports through Nike SB and Hurley. This is a unique opportunity to provide an additional access point to the youth consumer and further create fresh brand energy. Like our performance categories, surf and skate are led through great product innovation, informed by athletes and deep cultural connections. Hurley is born from the water.
With the best surfers in the world as part of the Hurley family, like the young phenom John John Florence, we design and develop the best board shorts, period. This year makes the fifth consecutive time that the team has won Board Short of the Year as voted on by their peers. The Phantom short sets the bar every single year. Great innovation, great athletes, and great storytelling. Nike SB is all about the concrete. Like Hurley, SB has the best roster of skaters in the world as partners to reinvent what skate product is all about. Just this summer, we launched the next edition of P-Rod's signature shoe, the P-Rod 7. It's been a tremendous success. The ultimate combination of impact protection and flexibility. Taking learnings from Nike Basketball, Nike SB is driving a substantial signature business around these icons of skate, P-Rod, Janoski, and Eric Koston.
As we look over the next three years, we are positioned for leadership in this space. Insightful innovation, the best skate and surf athletes in the world, deep and personal cultural connections with those communities. Let's talk about one of our biggest opportunities for our brand, Nike Women's. Women's is currently a $4 billion business for us. It's outpacing men's, and it's accelerating. We have a broad business portfolio unmatched in the industry. We've developed a holistic approach. We serve her through running, training, and sport style. We will serve her across all product types, across all price points, and across multiple channels of distribution. We have already built and will continue to build strong relationships with her through our events and digitally around the world. We've spent the last several years obsessing what makes great product for her.
The fabrics, the fit, the performance, the styles, the looks, head to toe. Today, when she runs, she's putting for Nike Free and the LunarGlide. We've sold her a combined six million pairs in FY 2013 alone. When she trains, it's all about the Legend Tight, whose sales have grown substantially over the last year. We have dialed in the fit and fabric across all of the Legend Tight price points and added new premium executions. When she wants to look stylish in life, nothing compares to the Dunk Sky Hi franchise from Nike Sportswear. It launched just a year ago and is now projected to be a $100 million franchise by the end of FY 2014. We are heating up sneaker culture for her, and the Dunk Sky Hi franchise is just the beginning. As the fitness market was booming, we developed the Nike Training Club app for her.
She wants to get and stay fit, she wants the product and experiences to support her goals. NTC is now the number 1 health and fitness app in 45 markets. We've exceeded 10 million downloads, and she's doing over 600,000 workouts a week on the NTC app. Add to that millions of Nike+ runners, and we have a strong connection to her every single day. Similar to Nike+ Running, we can leverage the knowledge we gain from the NTC app to connect her favorite workout, to her favorite look, to a great shopping experience on nike.com. From a distribution standpoint, we are focused on creating new premium capacity in the marketplace. In August, we launched a new marketplace concept that is an extension of our NTC app. We rolled it out in 19 doors across North America and Western Europe and on nike.com with phenomenal success.
We're ready to scale this unique experience globally. We'll talk more about this later in the day. Premium product, premium services, and a premium experience. That's what will drive our success with her. All of this equates into a huge growth opportunity in women's across running, training, and sportswear. By FY 2017, we are targeted to add nearly $3 billion in incremental growth. Let's finish with Global Football. Our Global Football category exemplifies what happens when we elevate our focus on a sport. We started in 1996. No one thought we had a chance in football. We didn't belong. We didn't have the heritage. We didn't know the game. Well, we lead the market now. We're number 1 in football boots in nearly every major market. Yes, that includes Germany.
We're number one because of the insights we get from our relationships with the best footballers in the world. They give us deep insights on performance product they need. Neymar, the dynamic young Brazilian footballer, has taken the world by storm. His agility and speed drove us to create an entirely new boot. It's called the Hypervenom. Take a look. The fastest selling boot in the history of Nike Football. That says it all. In Neymar's first tournament wearing the boot, the month we launched it around the globe, he scored four spectacular goals in the Hypervenom, leading Brazil to victory in the Confederations Cup this summer. We extend that relentless approach to making the perfect product with our apparel as well, where we serve the most iconic football clubs and federations in the world, like Man U, Barcelona, and the Brazil national team.
More to come as we get closer to the World Cup. Like basketball, global football is more than a game. It's a lifestyle. These players are rock stars, and they have a fan following that's amazing. With these footballers as inspiration, we can show the power of our lifestyle product led by iconic sportswear franchises such as our N98 jacket. It's the category offense in motion. We combine athlete-driven performance innovation and deep cultural insights to fuel a holistic lifestyle business. This ensures our global football category will continue to create separation worldwide. What gives us confidence is that we know all of this comes together in nine months at the World Cup in Brazil when the world will be watching. We have deep roots in Brazil as a brand.
Combine our connection with football, street culture, the Brazilian consumer, and our talented team on the ground, we will bring the full power of the Nike Brand with the best product, service, and experience the footballer has ever seen. Nike will deliver in Brazil and around the world. That's the essence of our category offense. Consumer driven, athlete focused, performance innovation, complete lifestyle. That's why we're confident about the future. Thanks, everyone.
Thank you, ladies and gentlemen. We will now be taking a 15-minute break. Our presentations will resume promptly at 10:40 A.M. Ladies and gentlemen, please take your seat. We will now be starting our presentation.
Good morning, everybody. Hope you had a good break. I trust you have enjoyed your morning so far listening to my partners talk about the strategy that is Nike. The strategy that holds so much promise for our future. You've heard Mark, first thing this morning, talking about the potential that we have before us. You heard Trevor Edwards talk about our deepening authentic consumer connections, and you heard Jayme Martin talk about creating separation from our competition by focusing on specific consumers through our category insights. However, at the heart of every experience, every insight, and every connection, a consumer buys a Nike product. It is our products that are our objects of desire. It is our products that bring consumers to us and make them better athletes.
It is our products that bring them closer to the sport community that they love. Since we spoke with you two years ago, we have brought some amazing innovative products forward. These products our consumer has responded to, and they have made a material impact on our business. We've seen a regular cadence of both footwear and apparel. The innovation has been based on groundbreaking advancements in technology, endorsed by and worn by the most iconic athletes on the world's biggest stages. Whether it's at the Olympics, the NBA All-Star Game or Euro Champs or the cross-country championships that occur right here in Portland, you've seen athletes in products that help them be faster, quicker. They're lighter weight, they're more reflective, they protect them from the elements, and in general, they help that athlete be the very best athlete they can be.
Jayme talked about our category offense, and the great advantage of Nike's category offense is our ability to gain deep insights that matter for a specific consumer. He talked about our women's Nike Legend Tight, and that came from an insight that a woman in the gym wants, cares deeply about the pants that she's wearing. She wants a great fit. She wants pants that move with her. On the other hand, a woman in running wants absolutely no distractions. You don't just develop women's product. You develop product for women in the gym and product for women who run. That's why we have teams dedicated to creating product that unleash the potential of every athlete in every category. Sometimes we get the opportunity to combine several insights into one amazing breakthrough.
We knew through 40 years of knowing runners better than anyone on the planet knows runners, that the Holy Grail in running shoes would be the ability to get a lockdown on the upper but have the runner barely notice the shoe, sort of like a sock. We use teams of engineers and designers to create the proprietary technology you've heard about from several of us today, Flyknit. We created the Flyknit uppers that Jayme talked about and showed you that we introduced at the Olympics. In only a year, we have already extended this incredible fit system to our Lunar platform with Flyknit Lunar1+, to our Free platform with Nike Free Flyknit, and now with Hyperfeel. It is one of the visually compelling innovations that we've ever created.
Unintentionally, definitely, that incredible look landed us on the feet of some front-row fashionistas in the recent fashion shows in Europe. You can now imagine all the ways that we can apply this technology to other platforms. I think Mark was dying to give you a hint this morning about some of the new products that are coming in Flyknit. You can imagine, as we take this technology and apply it to other sports, other platforms, other categories, even into apparel, we can build this breakthrough franchise like we've built other franchises before. Innovation at Nike is not just about engineering. It's not just the science project. It's about turning those innovations into products that can have a material impact on our business and then spreading that knowledge to other categories, to geographies, and even possibly to other product types to create even greater leverage.
To give you an example, a lot's been written about the Oregon Ducks uniforms, positive and negative. They are definitely visually arresting. The technological advancements in these uniforms are really significant. I'm going to geek out on you for just a minute here. For the Ducks, from the cleats to the gloves, from the base layer to the pads, the Ducks uniform was created as the pinnacle in game day innovation for speed, sort of an on-field suit of armor designed to move with the athlete. We used 11 different materials in the Nike Pro Combat uniform. That's what we call the jersey and pant, and 16 different materials in the complete system of dress. Each material is specific to the need of the athlete in a game situation.
Nike Chain Maille mesh is incorporated into the back and under the arms, as well as down the side of the pant for exceptional ventilation without losing any durability. We have a Nike Deflex padding layer specifically constructed to keep the body cool and wick away sweat, making the uniform and the player lighter and drier. I could go on with all of the components, I think you get the idea. As important as an athlete's attitude when they play is how they look. We get a lot of insights for our core consumer on what they think is cool, what they think makes them feel fierce and invincible, stronger, faster. Now, when your mascot is a duck, that could be a little challenging.
When the numbers have an iridescent sheen that shifts when you move, and when you have an armored wing design that highlights the lockdown material on your shoulders, you just feel a little more invincible. You have a bit more swagger. Part of the Nike product magic is how our products help an athlete to perform, but it's also how they help an athlete feel. If we had stopped with our innovation for the Ducks, it would've been an interesting and fun for Nike folks, because a lot of us went to Oregon, science project. Our learnings on the Ducks gave us the base of knowledge to take on one of the most ambitious projects ever, the NFL. We had NFL players who felt like they actually took a step down from their college uniforms when they went into the pros.
Since we now have taken over the NFL, we've had a great reaction from the players. We've had a lot of player quotes, I could share a bunch of them with you, but one of my favorites is 12-time Pro Bowl safety Champ Bailey probably said it most simply. "It was simply the best uniform I've ever put on." Innovation in the NFL is an incredible advancement for us as a company. It also changes the fan experience as we've elevated the fan jersey business into a premium statement. As our innovation on the field and the sideline uniforms, our fan gear product has also elevated. The basic game jersey, $100. We're moving an impressive amount of jerseys that are the limited jerseys, better quality, stitched on numbers for $135. The elite jersey, $250.
We've extended one project, one focused piece of innovation work to create true separation in a sport that matters in a market that matters. Another way that we ensure innovation is just how we extend it beyond just the elite athlete. One of the most amazing innovations of the last year has been our Hypervenom football boot. Now, that's the other football. I get in trouble around here when I call it soccer. We introduced this boot on probably the coolest athlete in the sport, Neymar. Jayme talked about him earlier. Neymar is the new breed of attacker. He's a player who combines speed and agility with audacious skill. As fearless as he is on the pitch is also how fearless he is as a style icon. Hypervenom is a truly breakthrough technology. Okay, here comes the geek-out part again.
We created this boot with specific insight gained from Neymar and others like Wayne Rooney. They wanted a boot to help create space in and around the penalty area. The athletes asked us to give them a feel that was as close as possible to playing barefoot. We know how to do that. We did that with this soccer boot, inventing a NikeSkin system that features a soft, supple mesh with a thin polyurethane film, finishing it off with Nike's All Conditions Control technology, which delivers the same ball control whether the player is in wet or dry conditions. For a better fit, we created the most anatomical last to date and moved the eye stays to enable a really clean strike. Features in the outsole and forefoot allow for a quicker first step, along with a new, more responsive stud configuration.
Net net, it's an awesome boot for the elite player, enthusiasm among elite football athletes is growing as sales are building. Jayme told you earlier, fastest-selling football boot ever. The sell-through has exceeded our expectations. Neymar loves the boot and has certainly performed incredibly well for both club and country since wearing it. I don't think it's a coincidence. Not all football-obsessed teens can afford that $225 Hypervenom boot, however. We take the principles used in creating Hypervenom and cascade them throughout the value chain. We have technology available not just for the elite athlete in their football boot room, but for consumers at every level of distribution. The Phantom is the state-of-the-art, we still use the same outsole plate on the Phantom at $120. We execute the same iconic upper texture in a value-appropriate way on the Fade for entry-level players at $50.
Following sell-in, the Hypervenom silo in football has moved into the number 2 slot behind our best-selling Mercurial boot, the number 1 boot in the market, and it's the beginning of a new and valuable franchise for Nike. Innovation is not always about new technology. Equally important, if not more important, are the teams of developers and designers who are dedicated to evolving our technology platforms into new versions and across new categories. It's hard to believe. Mark talked about Free first thing this morning. Free is nine years old as a technology. The Free story began as our innovation teams learned that Stanford University athletes had been training on the university's golf course barefoot. Three designers set out to develop a shoe that felt natural and weightless, similar to running barefoot.
We introduced the first Free in 2004 and spent a couple of years getting consumer feedback and evolving the Free. By 2009, five years later, Free sales had reached 2.2 million pair and the milestone of $100 million in wholesale revenue. Began the period of accelerating the evolution of Free. As Free became an integral part of the barefoot running movement, we integrated Free with a Nike+ sensor and improved the flex grooves for a more natural barefoot-like stride. We began the extensions into men's training, women's training. By fiscal year 2011, just two years later, we had quadrupled the wholesale volume to $360 million. With the technology evolution of diagonal cuts in the midsole across the arch, Free reached yet even greater acceptance among runners.
As we married Free with other upper technologies like Flywire in Free 5.0, Flyknit, as we've talked about several times today, and Lunarlon, which is our Hyperfeel. The extension across categories continued with the incredibly popular Free Trainer in both men's and women's, and even Tiger Woods got into the act with the Tiger Woods 13, the first golf shoe with a Free midsole. From a single athlete insight and three innovation designers, a franchise was born. In fiscal year 2013, as Mark told you first thing this morning, Free contributed over $1 billion in revenue for Nike. That's a franchise born in innovation. We have an opportunity every four years to remind consumer of these Nike franchises that just keep getting better over time.
The Windrunner jacket was first introduced at the 1980 Olympic track and field trials in Eugene, the first piece of Nike apparel officially worn in an Olympic event. The trademark V-shaped chevron across the chest is now an icon of Nike apparel. In 1980, the upper part of the jacket featured a revolutionary micro-thin coating of water-repellent polyurethane, and the lower section was vented for breathability. Today, that 1980s version is an important part of our Sportswear business. You'll see some of those today. We've evolved it for the runner with a fit perfected for every movement and fabrics for every condition. The Vapor Windrunner, pictured here, was made with Storm-FIT 5 fabric that repels wind, rain, and snow. It's reflective to enhance visibility in low light conditions. It has Dri-FIT pockets, back vents, and a toggled hood, all to make it the ultimate running jacket.
At the 2012 Olympics, 32 years after its introduction, Team USA athletes wore the Windrunner on the medal stand, the pinnacle moment for the world's best athletes. We've had some good looks back, and as exciting as it is to look back, it's even more exciting to look forward. This part's a little tricky because my goal is to give you a glimpse into the innovations we're working on without really giving away any competitive secrets. You all saw Mark this morning. He was dying to tell you some of the things that are coming our way, and it is tempting. Our deep relationships with athletes create real insights that drive meaningful innovations. Our partnerships with other innovators, materials, processes, et cetera, are creating new levels of possibility, new levels of potential.
We have an incredibly talented team across innovation, design, and product, and tools that make it easier to go faster and to do more. As an example, we've heard from football players that windchill has a negative effect on their performance. We've also heard from runners a frustration that it's uncomfortably cold at the beginning of a run and uncomfortably hot at the end of a run. Imagine how fantastic it could be or how fantastic it will be when we invent a technology in lightweight apparel that adapts to body temperature. Imagine if we could invent yarns that sense and respond to the needs of an athlete on temperature and moisture control. Be pretty cool, huh. In the world of footwear, we've heard from basketball players that they want to move quicker in multiple directions.
They want to jump higher, but they also want to be more agile for the 10,000, that's right, we've measured it, 10,000 multidirectional cutting movements that occur during the course of a game. Runners have also expressed their wish to sort of run on pillows for a truly soft landing that protects their joints and yet allows them to feel even quicker when they take off. Imagine if we could answer the wish of that basketball player with a platform that is responsive to the specific spots on their feet to ensure quickness and control. Imagine if we could answer the wish of those runners by taking their own energy, the energy they expend on impact, and returning that energy back to them in the very next stride. Our design and innovation teams imagine all of this and really a whole lot more.
You'll see amazing new products introduced into the marketplace that incorporate these concepts, some in the next 12 months. For now, I just have to leave it to your imagination. Hopefully, in the last few minutes, I've been successful in bringing to life that which is at the core of Nike. Innovation matters. Design matters. Product matters because it matters to our consumer. Mark talked first thing this morning about the leadership changes that occurred in July. But one important signal you should take from those changes, Thomas Clarke, as head of innovation, John Hoke, head of design, and the product and merchandising teams that work with me all now report directly to our designer and innovator in chief, Mr. Parker. That signals a renewed focus by the leadership team on what we create for our consumer and how we create it.
Getting that product from creation to consumer is where our merchants come in. Our merchants create the assortments for our marketplace, they price the assortments for our marketplace, they create the ability for the consumer to find the product, interact with our brand, and make their buying decision. For those of you who also cover retail, you hear a lot from retailers about the impact that a merchant has on what gets brought to the market and how. There are fundamentally two merchant characteristics that we're going to dial up the emphasis go forward as we sharpen our skills in how we bring our product to market.
The first, we call End in mind, by which we mean the deliberate and thoughtful way we bring our assortments together in various channels, whether it's the House of Hoops basketball footwear wall at Foot Locker or a Running Amplified door in China. The second is consumer-based pricing. We're developing tools and disciplines to ensure that when we bring superior technology and superior brand power, we are able to capitalize on that with pricing that matches the consumer's value. During the last four years, we've learned a lot about improving the consumer experience and productivity of our spaces through crisp, edited assortments. This focus allows us to tell stories of technological superiority and to engage consumers with our products in a brand-enhancing way. The consumers voted, they like it when we have a point of view, when we lead them.
Elliott Hill will shortly share with you how we have taken some of these learnings from the direct-to-consumer business and applied them to select wholesale locations. Again, crisp, edited assortments in our own direct-to-consumer with sharp storytelling and technology result in greater consumer acceptance, greater productivity, as well as, oh, by the way, raising margins and average selling price. We know that when merchants assort with the End in mind that it works. Christiana Shi is going to report to you some incredible results in DTC. We have seen a 20%-plus increase in DTC over the last three years, Elliott will share with you the significant lift in our wholesale partners when we edit and direct, just as we do in DTC.
The next phase of our journey has us taking a merchandising End-in-mind approach to the broader marketplace, incorporating those learnings in an appropriate way throughout the sporting goods, department store, and athletic specialty distribution channels. We have markets around the world where a large portion of our business is done with partners in Nike-only stores, four-wall stores that only carry Nike product. You can imagine fairly easily our merchants applying the same End-in-mind principles we've been using in DTC to these kinds of spaces. We've remerchandised a few test stores in Central and Eastern Europe with some very promising results. By focusing our assortments on core categories, planning to the space, and ensuring the right assortments for each of those categories, we've been able to see a significant sales lift in these test stores.
Hopefully, that gives you a view into how we plan for the merchandising function to step up the quality of our assortment delivery into the marketplace. The other key element of merchandising skill set is pricing consumer in. In the last year, we've created a team to generate analytics for our merchants to inform their pricing decisions. Our philosophy here is really quite simple, which is to price where the consumer will expect the price to be, given our superior technology and brand strength. It's a delicate balance, but one where we know we have headroom. Early pilots here have been really quite encouraging. We invest a lot in our brand, as you all well know. We invest in gaining the very best athlete insights from the world's very best athletes. Our category structure allows us to have specialists in each area that matters.
We invest in turning these insights into the technologically superior product that actually helps the athlete perform better. We invest in the messaging to get the word out about the technology and the athletes that use it, often on the world's biggest sports stages. This combination gives us one of the strongest brand positions in the world, if not the strongest brand position in the world. We ensure access to the broadest possible range of consumers around the globe with a deep product offer. All of these investments and strengths give us the opportunity to exercise pricing power. We're building the tools and the muscle to create that leverage. In close, I hope to leave you with the following thoughts. I think by now you know we are inspired by the athlete. I think all of us say it a lot.
We also obsess the innovation to make them better. We're committed to making that innovation accessible throughout every layer of the marketplace and every market in which we operate. We're committed to building our franchises and to creating new ones. We will merchandise the whole market, and we will get paid for our work. Thank you, everybody.
Good morning, everyone. I'm Elliott Hill. I'm the President of Geographies and Sales for the Nike Brand . You've heard it from Mark, Trevor, Jeanne, and you'll hear it from every leader at Nike. We are committed to putting the consumer at the center of everything we do, and we live by this simple idea. We serve the consumer. We serve the consumer across our six geographies, 31 territories, and 190 countries. It's our relentless focus on the consumer that drives the growth of our brand and our business. Whether in Moscow or London, Rio or New York City, Tokyo or Shanghai, we obsess the needs of our consumers, how we connect our brand emotionally with our consumers, the innovative products and services they covet, and how we make it easier for them to purchase our products. Our focus on the consumer is working.
We're growing our brand and our business, driving the opportunities with the greatest return. It's why we're the leader in the industry today, and how we'll create even further separation from the competition moving forward. The last time we met with you, we said we would grow the Nike Brand to $24 billion-$25 billion by FY 2015. As you know, we just completed FY 2013 at just under $24 billion in revenue. While each segment of our business hasn't grown exactly as planned, the depth and breadth of our portfolio allows us to accelerate the areas where we have the most momentum and take definitive actions in the areas that need resetting while still delivering on our aggregate goals. We'd like to share a few highlights with you. We'll start with North America.
As you know, over the past three years, North America has grown at a 15% annual rate, adding an incremental $3.9 billion in revenue and $1 billion in EBIT. We are the market share leader. We are the favorite sport brand among teens. In Western Europe, we've not only returned to growth, we are accelerating growth. 18 months ago, we made a decision to reorganize this geography with the goal of elevating our distribution to create more consistent consumer experiences. These strategies are working. We're the market share leader in the U.K., Italy, Spain, and the Netherlands. We're quickly closing the gap in Germany. Central and Eastern Europe has delivered a 9% annual growth rate the past three years. We're the favorite sport brand amongst teens in Moscow, St. Petersburg, Istanbul, and Athens. Our partnerships with retailers are deepening.
We're working closely with our partners to elevate and grow the marketplace to create greater capacity for our brand and their businesses. In Japan, we're the number 1 cool brand among teens. We've recently become the number 1 running brand. We're very excited for Japan to be the host of the 2020 Olympics. It's great news for that country. It's great news for Nike. Emerging markets has been one of the fastest-growing geographies the past three years. Since 2010, we've added $1.5 billion in revenue and $500 million in EBIT. The consumers' passion for sport in these markets is incredible. Nike is fueling that passion. In China, we have a large, diversified business with the highest return on sales of all geographies. Despite our reset, our brand is strong. Nike continues to be the number 1 sports brand in China, a position we intend to keep.
We are confident and fully committed to driving growth in China long term. I'll share more on our China marketplace strategy in a few minutes. While we're proud of our past accomplishments, we're more focused on the future and how we're going to continue to drive the growth of our brand and our business to enable Nike to meet its full potential. Earlier, Mark shared with you the NIKE, Inc. goal of being at $36 billion by the end of FY 2017. As you’ve seen from the first four presenters, there are a lot of ways that we can get there, by products, categories, and where I’ll focus you, on geographies. Capturing that type of growth requires a focus and a commitment. That starts with a shared vision across the entire Nike Brand and the geographies.
That vision is to remain the most authentic, connected, and distinctive brand. We authenticate our brand through sport. We have strong partnerships with 1,500 clubs and teams, 125 leagues and federations, and 7,000 athletes around the world. The power of sport and the passion and the emotion it generates allows our global brand to inspire consumers around the world. As you've already heard from Jayme, we connect with our consumers through our categories, and we call it our category offense. We focus our geographies against the biggest opportunities for growth in their marketplaces. That's where we invest, in our teams, strategies, and resources for each focus categories. These dedicated resources are committed to connecting our brand with their consumers to ultimately grow our business. The dedicated category teams create relationships with the athlete and our consumers.
Through these relationships, we gain insights to enable the athlete to perform better. These insights lead to a relentless flow of innovation that creates distinction for our brand and drives growth across our geographies, categories, and products. The most authentic, connected, and distinctive brand. Not sports brand. Brand. That's our vision. That's our commitment. That's how we win. That's how we grow our business. Now I'll transition you to our commercial strategy. As you heard from Mark and Trevor, we'll drive our growth by executing this commercial strategy in all of our geographies. It's a three-part strategy that we call create, grow, transform. Our primary goal in the geographies is to create, grow, and transform an integrated marketplace across brick and mortar and online retail. Christiana, who runs our DTC business, will be up next. She and I are tightly connected.
Together, we work, plan, and execute marketplace strategies for each geography with a commitment to making it easy for our consumers to purchase the Nike Brand whenever and however they choose to shop, across all channels of distribution. This approach takes discipline and a diversified portfolio of businesses. This is how we serve the consumer and grow the marketplace to create more capacity for the Nike Brand . Let me briefly walk you through our framework for creating, growing, and transforming our marketplaces. It's a pretty simple formula on a piece of paper, but one that only Nike can execute on the global scale in which we compete. First, we identify cities around the world to focus our investments. You might ask yourself, why cities? This is where our core consumers live.
In the next 10 years, our core consumer base will grow by over one billion people, and it's projected by 2030, 60% of the world's population, about five billion people, will live in the world's urban centers. Within each city, our teams, as you heard from Trevor and Jayme, develop deep and personal relationships with our consumers. We know where our consumers live, where they participate in sport, and where they shop. This information is the foundation of our marketplace and the starting point from which every member of our team commits to elevating, expanding, and integrating their existing marketplace to create capacity for the Nike Brand to grow. The first component of it is an investment in our own DTC business, whether it's a brand or category experience, a Nike Factory Store, or our own digital commerce business. Through these investments, we're elevating the consumer experience with our brand.
We’re offering consumer right assortments, making the service in our stores more personal, and we're accelerating our operational capabilities. As you heard from Trevor Edwards, we're leveraging the DTC learnings with our wholesale partners, helping us drive a more productive and profitable business. The next step of our integrated marketplace strategy is to segment the wholesale market through a good, better, best strategy. We create consumer right assortments for each tier, and this strategy allows Nike to sell up and down price points while remaining premium at all levels. We differentiate the marketplace through the lens of our categories. We work collaboratively with our retail partners to identify their target consumer. We align the appropriate category against the consumer to develop differentiated consumer right assortments and experiences for our partners.
The sharp focus on segmentation and differentiation enables Nike to align our diverse product portfolio with our retail partners to serve their consumers, to drive mutual profitability, and to create capacity for the Nike Brand to grow. Lastly, we focus on transforming our marketplace. We work closely with our best partners to create premium consumer-led experiences. Experiences such as the House of Hoops at Foot Locker, the Nike Track Club at The Finish Line, the FieldHouse at Dick's Sporting Goods. The sharp focus on the consumer allows us to offer compelling consumer right assortments and elevated services in a premium environment. Today, we have over 2,000 wholesale transformed spaces around the world.
As you heard from Jeanne Jackson, these spaces not only raise the bar from a consumer experience perspective, but also continue to outperform the rest of the fleet for our partners in terms of comps and other retail KPIs. That's our framework for Creating, Growing, and Transforming our marketplaces. It's designed to create capacity for our brand, and it's designed to drive growth. Later today, Don Blair will share our growth outlook for each of the geographies, but I will take a moment to talk about four exciting markets that are examples of how we'll continue to fuel our growth on a global scale. I'd like to start with Russia. We continue to see great momentum in Russia. It's one of our fastest-growing countries today, and we believe Russia is on the path to being a billion-dollar market.
With the Sochi Winter Olympics later this year and the World Cup in 2018, Russia will not only become an increasingly important marketplace for Nike, but also for the world of sport. We're building a sustainable growth model in Russia to capture the incredible opportunity this marketplace presents. Brazil. It's projected to be the fifth largest economy in the world by 2025. Brazil is a marketplace Nike is building for the long term. We expect Brazil revenue to reach $1 billion by the end of FY 2014, two years ahead of what we shared with you at the last Investor Day. Looking ahead, the World Cup in 2014 will set the stage, and we believe when the Rio Olympics begin in 2016, Brazil will be our third largest country globally. These are the moments and markets where Nike shines.
When the world is watching, you can bet we will be there. China. Our long-term outlook on China remains unchanged. We continue to believe there is tremendous potential for the Nike Brand in the world's second-largest economy. Today, there are 1.3 billion people in China, with projections to have 640 million people in the middle class by 2025, twice the population of the United States. Chinese consumers are digitally connected and passionate about sport. At the last Investor Day in 2011, we shared our goal to reach $4 billion by FY 2015 in China. Although we won't hit that goal for FY 2015, we will get there and exceed that number in time. We're confident our strategy will capture the full potential of the China market. In North America, we continue to see tremendous growth opportunities.
Today, North America is our biggest geography and is considered by many to be a developed market. We see it a lot differently. As we've demonstrated over the last three years, we continue to see new opportunities for growth in North America. As we look ahead, we believe North America can continue to deliver high single-digit revenue growth through FY 2017. These four markets are just a few that demonstrate our opportunity to grow the Nike Brand . Let me go deeper and demonstrate how we apply our strategic marketplace framework to two key markets, North America and China. When we look at a market like North America, our largest, most established and penetrated, we continue to see opportunities for growth. One of the ways we identify those opportunities is through the lens of the consumer, or as we call it, our category offense.
Each category drills down into their current distribution to identify gaps and potential opportunities for growth. The create, grow, transform framework is at the heart of how we execute the category offense in the marketplace. Let me walk you through an example of a running consumer in New York City. As you heard from Jayme, we start by establishing a relationship with the running consumer in New York City to gain valuable insights, where they live, where they run, and where they shop. Next, we overlay our current distribution to understand where a runner in New York City may buy running products with the level of service and experience they expect. We determine where there may be gaps in the marketplace from a location, tiering, or channel perspective. We may choose to fill these gaps with our own DTC door.
A great example is the Nike running category experience in the Flatiron District, the most premium and extensive presentation of the Nike Brand for the running consumer. Or we may work with one of our wholesale partners, like The Running Company, to open a premium running specialty store at the shops at Columbus Circle. Whether a running consumer is looking to get their Free Flyknit steamed and fitted at a running specialty shop, or whether they want to purchase the latest Dri-FIT Knit products at NikeTown New York, they’ll be able to shop our brand whenever and however they choose. The second example I’d like to share with you is how we apply this framework to a marketplace like China.
Before I do this, it’s important to again share the strategic reset we are executing in China with the goal of creating more productive and profitable retail for our partners and for Nike. There are three key elements to our reset strategy. First, we segment and differentiate our points of distribution to create more targeted consumer experiences and to create marketplace capacity. Second, as you heard from Jeanne, we are sharpening our merchandising strategies, assorting at the door level, focusing on the products and categories that the Chinese consumer wants most. Third, we’re working with our retail partners to create a more seamless operating platform, ensuring we get the right product to the right door at the right time. With that context, let me demonstrate how we apply our distribution framework in China, a market at a very different stage of development than North America.
First, we identify key cities in China, large urban cities where our consumer lives. For each city, we map the key commercial trade zones based on population, macro, and consumer demographics. A city like Shanghai, for example, has 90 different trade zones with distinct consumers. Within each trade zone, we identify key commercial areas such as a high street or a shopping mall. We overlay our existing distribution in each commercial area to determine where there may be gaps in the marketplace from a consumer category, tiering, or channel perspective. Let’s zero all the way down and on a street-level example and take a look at Nanjing Road. Today, we have 15 points of distribution on Nanjing Road, and as the industry and consumers evolve, we’re creating more differentiated retail concepts. The increased focus on segmentation and differentiation enables us to drive more productive, profitable, and sustainable marketplace.
Moving forward, we’ll see more owned DTC concepts like the basketball and running doors that we launched early this summer. We’ll see our nike.com business grow and our Nike Factory Store footprint increase, providing premium shopping experience for the value consumer. We’ll see more segmented and differentiated Nike-only stores with a sharp focus on consumer right assortments and a commitment to delivering the assortments at the door level. We’ll also see new channels of distribution and more multi-branded retail concepts that will complement a more productive and profitable Nike-only store, the Nike-only stores that our retail partners operate today. This allows us to dimensionalize and grow the marketplace. We have a shared vision with our retail partners, and the integrated marketplace execution is getting sharper and more refined.
From the success that we've seen in North America to the strategy that we're executing in China, we apply the same create, grow, transform framework in every city, country, and geography around the world. This is how we serve the consumer and grow the marketplace to create more capacity for the Nike Brand to expand. We're a global company with leadership teams in 190 countries that are dedicated to serving the consumer and developing an integrated marketplace to drive the growth of our brand and our business. We are a team. We are aligned. We are passionate. We are focused. We are competitive. These are the driving forces to help Nike realize our full potential. Thank you very much. Now, here's Christiana.
Thanks, Elliott. Good morning. I'm Christiana Shi, and I'm the President, Direct to Consumer here at Nike. So far during the day, you've heard several consistent themes. It all starts with the athlete, a singular focus on the consumer, and the importance of innovation, and how we challenge ourselves to continually be better innovators for the athlete. We bring all these together into compelling experiences for our consumers across an integrated marketplace. This is how we grow and how we continue to create new opportunities for the Nike Brand . DTC is the place where we bring all these themes together. We're the ultimate expression of the category offense that Jayme described. In our stores and online, we have the most direct relationship with our consumers. We provide the most pinnacle expression of the brand. We focus on consumers, giving them what they want most.
We showcase innovation by focusing on the right products and developing new premium retail experiences that connect our consumers to those products. DTC serves as a catalyst in the marketplace, helping us become better retailers, but ultimately also better wholesale partners, making our brand come to life in ways that resonate with our consumers and drive more productive and profitable retail at scale. In Nike DTC, we run a portfolio of three concepts, which allows our brand to serve a broad range of consumers across categories and geographies. These concepts are brand and category experience stores, nike.com, and Nike Factory Stores . As Elliott mentioned just a few moments ago, he and I are fully aligned on how we create, grow, transform our marketplaces around the world. Each of these three concepts has an important role to play in delivering our integrated strategy.
Our Nike Brand experience stores are our full-price brick-and-mortar retail. We offer the consumer the most pinnacle expression of the brand here. We operate 27 brand experience stores, including NikeTown, and they're the largest stores in our fleet. They feature six or seven Nike Brand categories and the very best innovative product and services those categories have to offer. We also run 20 category experience stores across running, global football, and basketball. These stores are smaller and bring a sharp focus to a single category. Amplified, as Jayme described earlier, with relevant sportswear and training product and services like Run Club or gait analysis. These concepts are living labs where we innovate, adapt, and cascade new products, services, and experiences across the marketplace. For instance, the new Nike Women's Training Club concept, which Jayme described, building capabilities that we can leverage to drive growth with our wholesale partners.
nike.com is our e-commerce business, which we currently operate in 24 countries around the world, including the U.S., Western Europe, China, and several others in Asia-Pacific and Latin America. As Trevor said earlier, digital is where our consumer lives, and it's the oxygen they breathe. nike.com is where we can scale our brand and category experiences without the limitations of physical space and take them to more consumers in more parts of the world. Over the last two years, we've combined all our nike.com brand sites into one singular online destination that brings the best of the Nike Brand to life online. We've invested to improve the consumer experience, expand assortments, enhance site functionality, and digital fulfillment. A core part of our Nike strategy is NIKEiD online. It's a proprietary personalization experience that gives consumers the opportunity to customize selected Nike footwear and really make them their own.
More on nike.com in a few moments. As our capabilities expand and execution scales, this growth in our digital business will be one of the biggest drivers of that $36 billion target Mark described at the opening. Our third concept is our Nike Factory Stores. This concept continues to serve as a consistent, profitable model. Our Nike Factory Stores give consumers access to a premium value shopping experience, and they're an excellent way to maintain integrity and manage inventory, not only for our own retail, but for the wholesale marketplace as a whole. Two years ago, we shared with you our objectives to truly maximize the potential of our DTC business at Nike. Excuse me. Let's see some of the actions we've taken in the past two years across the three concepts. Amazing, right? I get inspired every time I see that video.
You can tell it's been a busy two years. Two years ago, we spoke about the actions we were taking to fuel an aggressive growth agenda across DTC and our expectations for enhanced profitability. We laid out the following goals. We expected DTC to continue to grow faster than the brand as a whole, and we expected to pass the $5 billion revenue mark for the Nike Brand by the end of FY 2015. I'm happy to say we're delivering ahead of plan against both of these targets. DTC growth did outpace the growth of the Nike Brand as a whole, with all of our concepts growing ahead of expectations. Our Nike store comp growth has been extremely healthy, well ahead of industry averages, with FY 2013 comp sales up 22%. Our nike.com growth also accelerated and grew more than 32% in the last fiscal year alone.
Finally, our Nike Factory Store business grew by 23% in the last year. Great comp numbers in retail, as you all know. What drove this growth? Well, we're now more efficient in our store openings, allowing us to serve more consumers more quickly and more productively across Nike stores and Nike Factory Stores. We expanded our store footprint for both Nike Brand and category experience stores and Nike Factory Stores. Around the world, we ended FY 2013 with 651 owned stores for the Nike Brand. As part of this, we opened or remodeled brand experience stores in the most important cities across our geographies. Las Vegas, Georgetown, Ipanema, Shanghai, San Francisco, Chicago, Tokyo. Each time, delivering a store that is more engaging to our consumers and much more productive.
We also opened a number of category experience stores, including Nike Running doors in Beijing, New York City, London, and our newest in Osaka, Japan. We redesigned our Nike Factory Store experience. Our new Nike Factory Store 2.0 concept, which is shown here, is designed to give consumers an even better premium value shopping experience, as well as improve the productivity and profitability of our Nike Factory Stores. We plan to phase more of our Factory Stores to this concept in the years to come. Across all of these concepts, we've driven a level of operational excellence that has increased conversion and average transaction size. Both really good things to do in a retail business. As a result of this accelerated growth trajectory, we now expect to hit our goal of $5 billion in retail sales early in FY 2015, almost a year ahead of schedule.
We also set an objective to improve profitability as we grew. Our portfolio has been profitable for a long time. While accretive to gross margin percentage, the retail OpEx component created a drag on operating profit percentage. In order to deliver profitable growth, we deepened our retail capabilities, particularly in merchandising, store operations, and digital site management. The introduction of these new tools has greatly improved our operations capabilities and has helped us deliver assortments that are tailored to each of our concepts and our target consumers, which in turn continues to fuel our strong comp store growth. Importantly, though, in the spirit of helping to drive a transformed and integrated marketplace, we've also been cascading these capabilities to our wholesale partners.
For instance, as we've improved our ability to create consumer-right assortments and demonstrated the productivity gains that those assortments could deliver, we've then used them as templates for our wholesale partners. Jeanne just talked about how we're leveraging merchandising to further improve our consumer-right assortments, or what she called End in Mind merchandising across categories and geographies, and this is how we leverage it. Similarly, as we've improved our ability to open stores quickly all over the world, we've created operating playbooks, which our partners now use in markets like China, Korea, and Russia, where partner Nike-only stores are a major channel of Nike Brand distribution. As a result, we now have a healthier, more productive fleet and have significantly improved the profitability of our DTC doors, which are now accretive to the consolidated operating profit margin of the Nike Brand.
What gives us confidence that we can continue to drive consistent profitable growth in Nike DTC? Well, it starts with our value proposition. Elliott talked about being the most authentic, connected, and distinctive brand for the athlete. We bring that to life as the product and service experience for the consumer. For DTC, this means we focus on four priorities in particular. First, be the source for inspiration and innovation. DTC is and will continue to be the most premium expression of our brand. In order to remain that pinnacle destination, we need to wow consumers with inspiration and innovation. We are the first place where Nike can offer innovative new products like Free Flyknit or the Women's Premium Collection, and new experiences like Gear Up for runners or the new basketball category store we just opened in Beijing.
This allows us to test, learn, and refine the proposition before releasing it to the broader marketplace. A great example is NIKEiD, that proprietary customization experience I mentioned earlier. We often use NIKEiD to preheat the market. We'll make a new shoe available on NIKEiD for a limited period before it's released to the broader marketplace. This allows consumers to learn about the benefits and features, interact with the design of the product, and really engage with it before the regular inline version is widely available. For example, last year, in a period of about two weeks before the broader launch of the Free Run 3, consumers had already created over one million designs on NIKEiD. One million. This translated into enormous momentum and high sell-through for our wholesale partners and us when the Free Run 3 hit retail shelves.
More recently, we're developing ways to deliver instant personalization to our consumers and are piloting an experience we call .SWOOSH ID in our Nike Portland store. .SWOOSH ID is a service experience that instantly gets our consumers the customized product they want. Consumers choose a shoe, select a lace, adjust the color of the Swoosh, and add a graphic. It's a fast, simple process that's paving the way for the future of customization. We don't stop with our own source. We cascade the inspiration and innovation that comes to life in DTC across the broader marketplace, as was the case earlier this year with the Hypervenom boot launch. Here's how it came to life. On the left-hand side is an image of the Hypervenom initiative at our NikeTown London store. You can see this is how DTC really delivers a consistent premium execution to consumers around the world.
We also brought this great execution to consumers via partner-operated Nike-only stores in the center and wholesale retailers on the right. In this way, we truly help lead and influence the broader marketplace. Our second priority is to deliver seamless consumer experiences. Our consumer expects us to be consistent across our concepts. They want to shop wherever, whenever, and they expect everything to be easy and personal. A great example is our Nike Training Club concept, which Jayme described and you'll see later on today. This is a new experience in our stores, where we're bringing together premium product, including our new Nike Legend and Nike Sculpt pants, with premium services like bra fitting and shoe trialing and Nike Training Club classes, and a premium in-store environment, all designed for how she shops.
It's also a new experience online, where we now offer her things like advice on seasonal looks, a new bra and pant finder, and free returns. Again, all to make it easier for her to find, shop, and buy the right product in a seamless way across Nike channels. Our third priority is lead with digital. As I mentioned earlier, our digital business is showing tremendous growth. Of all our concepts, digital was further away from its full potential a few years ago. We've doubled down since then and we've made many significant improvements. We have a new state-of-the-art e-commerce platform. We kept the site up and running even while we made this huge change last year. It wasn't an easy thing to do, but it allowed us to keep building momentum in the online business across the entire year.
We've always brought highly coveted, innovative, limited edition product to our consumers. Now we're able to do it online in a fair, fast, and fun way. Consumers know to follow us on our Nike stores Twitter handle if they want to be the first to know what's coming and when. We've established relationships with those 20 million Nike+ consumers Jayme mentioned and another 40 million who've joined the Nike community through our stores or online. That helps us serve these consumers better by developing more relevant experiences for them. Finally, we've made great strides in mobile. We've now optimized our site for tablets and smartphones. We took that NIKEiD experience, and we made it available on all devices.
We introduced mobile POS in our stores, starting in the U.S., so that our athletes can better engage with our consumers right on the sales floor and help them easily access the products and services they're looking for. Digital is the place where we tell complete stories and where we can be highly local and relevant. For instance, we can respond immediately to changing consumer demands or those unique sport moments. An unexpected Champions League win in Europe? Our U.K. site can tap into that energy straight away. Rafa and Serena winning at the U.S. Open? We had their respective collections highlighted front and center online within minutes of their win. We're expanding our digital commerce business around the world. We launched nike.com in Brazil just last week in anticipation of the consumer demand that will grow as we get closer to World Cup.
Very soon, we'll be able to serve consumers in Japan as well as we'll launch nike.com there in early November. We'll continue to prioritize key markets, expand our digital commerce footprint, and realize the opportunity it represents as a true driver of growth for the Nike Brand. Finally, our fourth priority, drive retail operational excellence. This one's a constant. We have strong retail capabilities, which we're leveraging across our concepts. One of the areas of great strength is our consumer services team. We're one of the earliest pioneers in the use of social channels, like Twitter and Facebook, to serve and support our consumers.
While we've received multiple awards and industry recognition for leading the way in this important area, what matters most to us is that our consumers are telling us that they are even more delighted with the service and support they now get from Nike DTC. We've also established a strong supply chain and fulfillment capability, which allows us to be competitive in our digital commerce business, but it also drives higher inventory productivity across our full price and Nike Factory Stores. As I said earlier, we leverage our retail capabilities with our partner and wholesale retailers, driving more productive and profitable retail. Now, I'd like to leave you with a set of new goals. Maybe the information you've been waiting for the most. First, we plan to continue to grow our DTC business and expect to pass the $8 billion revenue mark by the end of FY 2017.
That growth goal shows both our successful track record as well as the continued dedication of Nike to the DTC business. Second, we'll keep an intensive focus on driving nike.com and aim to grow revenues almost 4X between now and the end of FY 2017. We'll do this by driving higher consumer engagement and retention, as well as through additional geographic expansion of our nike.com platform. Our highly productive Nike Factory Stores will continue to be the majority of our brick-and-mortar fleet. We'll also invest in brand and category experience stores in selected key cities around the world to elevate the Nike Brand in those marketplaces and drive continued integrated transformation. That wraps up the DTC story for today. Now I'll hand it off to Eric Sprunk.
Well done. How we doing, everybody? I know you've had a full morning. I'm the last speaker before lunch, but I promise you this is going to be a great finish to an already great morning. When I spoke to you in 2011, I talked a lot about how great product fuels the category offense and defines our brand with consumers. Great product always starts with great innovation, and as we've demonstrated this morning, that isn't changing. In fact, we're more committed than ever to accelerating that process. Innovation isn't limited only to product. We see huge opportunities to innovate not just in what products are made, but how they are made and how we ensure they get to the consumer at exactly the right moment. It really is about having the right product in the right place at the right time.
Yes, I know it's an often-used phrase, but it really does capture what we're trying to achieve. While the product obviously has to be perfect, there is a lot going on backstage to make sure we deliver it on the right place, right time part of that equation. At Nike, it's actually a pretty complex system. Last year alone, we shipped approximately 900 million units through our supply chain. I'll let that sink in a bit because it's a really big number, 900 million units. To get those products to consumers, we work with more than 700 factories in 42 countries around the world, with over 1 million people working on Nike products on any given day. The product moves through 57 distribution centers across a network of approximately 18,500 accounts and approximately 140,000 retail doors. We're proud of that network.
It's world-class and a huge source of strength for our brand. On top of the complexity I just described, consumer expectations continue to rise. To make sure we continue to meet those expectations, we are developing new manufacturing and supply chain capabilities. More and more, we'll have to create direct relationships with our consumers, and our operational capabilities have to support those relationships at scale. At the same time, we'll continue to challenge ourselves on key operational metrics around delivery precision and inventory management in a capital efficient and profitable way. In that context, our operations at Nike are not only an enabler of growth, but a true source of competitive advantage. Now at Nike, we talk a lot about mastering the fundamentals. To use an American sports analogy, this is the blocking and tackling we do every day to accomplish two really important things.
One, deliver on our promise to our consumers to bring innovative products and services to market. Two, deliver on our promises to you, our shareholders, that we are going to do that in the most profitable and sustainable way possible. Our ability to deliver on those two promises has been instrumental in our ability to drive impressive results. Now, from a supply chain perspective, the two fundamental metrics we keep a close eye on are days in inventory, or DII, and delivered in full on time, or DIFOT. That's our key measure of delivery precision. Our DII has been relatively stable over the past three years, and as you know, at the end of fiscal year 2013, it was at 88 days. DIFOT has improved almost three percentage points over that time to 78%.
We're not satisfied with either of those outcomes. It's really important to note that we delivered those results while increasing our top line by over 35% and reducing our factory base by nearly 250. In addition, much of this growth was driven by our short lead time businesses like Always Available, the NFL, and digital commerce. Those businesses have collectively grown at an annual rate of 30%. Over the course of the next three years, we expect the revenue from these responsive business models to continue to outpace overall revenue growth. You might be asking yourselves, what? Well, it means our business will continue to be complicated, and we have to increase the agility and flexibility within our supply chain. We have built capabilities to do just that.
As a result, we expect to improve our inventory efficiency and reduce our DII by five to 10 days. For those of you who like to talk about cash and cash flow, which I'm assuming is most of the room, that's over $250 million. We also plan to improve DIFOT to 90%. That's important because delivery precision means better margins, less inventory in the supply chain, lower markdowns, and consumer right product assortments delivered together at retail. Again, right product, right place, right time. All right, we'll change gears. I spent a little bit of time talking about the delivery portion of our supply chain. Before those products can find their way to consumers, they need to be made. Our product creation teams place a heavy focus on executing and mastering the fundamentals to manage profitability throughout the entire process.
However, over the last few years, the entire industry has faced some significant headwinds. Well documented that labor costs are on the rise. While recently the cost of some inputs have declined compared to a year ago, over the long term, most have been rising, and that's a trend we anticipate will continue. Delivering the right price value in our product for consumers while delivering on our promise to shareholders to expand margins and drive profitability gets to be a bit tricky. We continue to work across all elements of the business, including product creation, design, and merchandising, to strike that balance. One thing we know for sure is that we have to lead with innovation, and that's why I'm really excited to talk to you today about what we're calling Manufacturing Revolution, which Mark introduced earlier this morning.
For as long as any of us can remember, the availability of labor and materials has driven the decision of where athletic footwear and apparel gets manufactured. It's no secret this model is facing significant challenges with rising labor rates and trends towards protectionism in a few key markets around the world. At Nike, we love a good challenge, and we have tackled this one with the same energy and fortitude that we've been known for. Some of the most exciting work in the company right now is the game-changing innovation we're driving in how our products are made. As we introduce more and more of this innovation, we expect significant increases in labor productivity. These innovations also create the possibility to make products closer to market, so we can serve our consumers more quickly with products that perform better. What is Manufacturing Revolution?
Simply, it's a portfolio of initiatives aimed at redefining how our product is made and what our product is made from. Some of these initiatives are moving into execution right now, today. Some are a little bit farther out and need some more time. We expect these projects to reduce waste, increase productivity, and advance our sustainability and corporate responsibility goals. However, the most important goal for all of these initiatives is to create new means of production that unlock our potential to make even better product for our consumers. We think about our Manufacturing Revolution initiatives in three broad areas. The first, Sustainable Manufacturing Excellence, the second, Manufacturing Modernization, and the third, Manufacturing Innovation. Let's look at them one at a time. Sustainable Manufacturing Excellence is taking what we currently do in the making of our products and doing it better and with less waste.
I've talked to you at the last few analyst meetings about our work in lean manufacturing. We have created significant savings in our product costs the past several years as a result of our work in this area. We continue to believe lean is a great way to drive efficiency in manufacturing. It helps manage costs and increase the quality of our product. At the end of fiscal year 2013, 76% of our apparel and 85% of our footwear is manufactured on certified lean lines. In addition to the significant savings we've already achieved, in just the last two or three years, lean has delivered an additional $0.15 savings per unit through better labor productivity and less waste. Maybe most encouraging in this area is the more work we do in lean, the more confident we are there are still significant savings to be achieved.
Another area we've spoken about for the past several years is material consolidation. We continue to drive real value here by working to reduce the number of materials we use and the number of material vendors we source from. The work in this area we are the most excited about is the reduction of waste throughout the manufacturing process. Check out the results we've achieved in this area. Between fiscal year 2005 and fiscal year 2013, on a per-pair basis in footwear alone, we've helped reduce solid waste generation by 28%. Waste sent to landfills and incinerators has been reduced by 70%, and in the last three years alone, we've reduced water consumption by 23%. Well, speaking of water, it's something many people take for granted. We don't. It's a scarce resource we know we must use wisely.
Many of you probably know we've invested in and partnered with a company named DyeCoo. We're working together to explore processes around implementing and scaling waterless dyeing. We have the opportunity to further reduce energy and water use, while at the same time delivering a better product for our consumer. We do it because it's the right thing to do for our consumers and for our business because it cuts waste, allows greater flexibility in our supply chain, and decreases our reliance on increasingly scarce resources. That brings me to the second group, Manufacturing Modernization. This is really about taking individual steps in the manufacturing process and automating them or making them more efficient. To give you a better idea of what that means, let me share with you a great example, automated stitching. Think about our iconic Air Force 1.
At first glance, this appears to be a relatively simple shoe. The Air Force 1 is made up of multiple components, well over 500 for a typical size run. All of these components must be sewn together with absolute precision. It's a lot of pieces to manage. To complicate things further, we make the Air Force 1 in more than one factory with different equipment and different processes. This generates two big challenges. It's difficult to maintain the level of precision, consistency, and quality we and our consumers require, and there is a lot of moving material around the product, all of which is inefficient. One way to attack this is through automated stitching. With the right equipment, one machine and one operator can produce the entire upper portion of the shoe. The improvement in processing time can be substantial.
The time to stitch just the Swoosh onto the pattern, for example, can be reduced by two-thirds. Where we've piloted this, we've generated savings of $0.18 per pair. Remember, it's a relatively simple shoe. Just as importantly, we have higher quality, more consistency, and lower defects. While I use the Air Force 1 as an example, we use manual stitching throughout our entire product line. We believe there is an opportunity to eventually drive overhead down and quality up in well over half of our current production. Remember, it's one example of one initiative across a few components in the making of footwear. We have enormous possibilities here. Another great example is Grabit technology. Most of the current manufacturing processes require physical movement of individual pieces of some kind.
Considering the number of individual pieces that are needed to make a shoe, it's a lot of labor cost just to move materials. Automating the movement of this isn't a novel concept, but the application has been very limited as traditional vacuum-powered tools cannot be used with all materials. Grabit, which is an early-stage technology and a company we announced a partnership with earlier this week, uses electroadhesion to accomplish the same task and presents an incredible opportunity to pick, place, and handle any material. Any material, including air-permeable materials like mesh and knit that traditional vacuum technology can't handle. We use mesh and knit throughout almost our entire product line in footwear. This significantly expands the scope of work that can be automated. It also has uses in logistics and distribution that we get really excited about.
Grabit is a super cool deal for us and unlocks a bunch of potential. Let me summarize what I've just shared with you in manufacturing modernization. One, gave you an example of where we want to be more efficient with our value-added work, automated stitching, and one where we're working to eliminate non-value-added work, the movement of materials. Modernization efforts like this enable us to create better products, potentially closer to the market, with more value for the consumer. Okay. I think that's pretty exciting. It's not near as exciting as what we get to talk about next, which is the manufacturing innovation space. We believe that through innovating new methods of making products, we will unlock new ways to make performance product and shift the economics around a significant portion of our production. Nike Flyknit is a great example.
Mark referenced it earlier. I think just about everybody you've seen this morning has talked about it. The product is beautiful, and it's an incredible game changer on many different levels. Let me illustrate that by comparing it to the shoe I used before, the Nike Air Force 1, which is a typical cut-and-sew shoe. There is 70% less waste. There are 80% fewer components, and the efficiency of direct labor required to make the shoe is doubled, two times more efficient. These are huge differences when you're making footwear. Remember, the way athletic footwear is made has stayed basically the same for decades. As Jeanne mentioned, we are just at the beginning of our journey in knit. We don't even know what's possible yet in knit. From an overall manufacturing perspective, we're really only talking about the upper.
We have plans to revolutionize the bottom unit as well. We're going to blow you away when we talk about that with you. Now, speaking of the bottom, one of the most compelling near-term innovations in that area, 3D printing. We are at the forefront of our industry in using 3D printing, and it already benefits us in the impact on rapid prototyping, the investment in tooling that's required to make footwear, and the increased speed in bringing our product to market. We have several other just as unbelievable concepts in the pipeline. You'll be hearing more about all of those from us in the future. We're going to get smarter, faster, better at these new methods of making that will continue to improve the quality, efficiency, and profitability of the output. Right now, these new methods represent an extremely small percentage of our overall volume.
That is obviously going to grow. Most exciting about all of these manufacturing innovations is that they unlock the power of creativity and allow our innovators and our designers to think about solving problems for our athletes in ways not possible before. As you think about the model, when they all begin to work together, you can begin to see some of those possibilities. Now, the last few times I've spoken to you, I left you with a few things to ponder at the end of the presentation. I'm happy to say we lived up to most all of those things. Today, I want you to imagine if it's possible to provide highly customized product specific to your own body, your own feet, maybe different separate left foot from right foot, manufactured locally in the market that you live, delivered within hours, if not minutes, profitably, at scale.
We don't just imagine it. We're planning for it, and we're creating it. I think this area of innovation is incredibly exciting. It should also be clear, none of this is about taking shortcuts or sacrificing quality for the consumer. In fact, it's just the opposite. A key enabler to make that happen is our commitment to innovation, our knowledge of the consumer, and our operational ability to get the right products to the right place at the right time. Nobody does that better than Nike. I hope you enjoyed your morning. Thank you for your time. Kelley's going to give you a little housekeeping before you break for lunch. Thank you.
Thanks, Eric. Throughout the morning, you've heard about the power of our portfolio to drive growth. We do that by connecting with consumers through the strength of our brands, by leveraging the insights of athletes to create game-changing products and services, and by delivering compelling retail experiences across an integrated marketplace of wholesale, retail, and online. As you also heard, it all starts with a focus on serving the consumer through our category offense. We want to give you a deeper look into how our category offense drives growth by showcasing three of our key categories, running, women's, and basketball. After lunch, you will have the opportunity to hear from the general manager of each category. There will be three rotations at 25 minutes each. I'd ask you to please take a moment to look at the athlete on your name tag. This indicates your assigned group for the rotations.
Following lunch, which will conclude at 1:20, you'll see a guide for your group holding a sign with your assigned athlete. The guide will escort you to your first rotation and each thereafter. Once all three rotations are complete, everyone will return back here to the main presentation room for our final presenter, our CFO, Don Blair, followed by a Q&A with the entire management team. Enjoy your lunch.
Ladies and gentlemen, please take your seat. We will now be starting our presentation.
Well, good afternoon, everyone. Hope you've had a good day. Thank you for joining us here. Over the course of today, we've shared our plans for the future and how we believe Nike is designed to win for athletes and consumers, and ultimately for shareholders. That's a great deal of what we do here. There's a great deal of Nike experience in this management team that you saw today, and we're very proud of what we've accomplished over the years. Every person on this team believes that we still have enormous opportunities for growth and are positioned to deliver sustainable, profitable growth into the future. As you've seen today, Nike is designed to win for athletes and consumers because we deliver innovative must-have products and services that help them reach their potential.
Because we build deep personal connections through our brands, from global sports moments to grassroots events, increasingly through digital media. Because we're leading the industry to more compelling retail experiences in physical stores and online. For Nike and our consumers, the benchmark for winning isn't set by our traditional competitors or even our own historical performance. It's realizing the virtually unlimited opportunities of technology and human potential. We really believe there is no finish line. Nike's also designed to win for shareholders. Our goal is to deliver shareholder returns in the top quartile of the S&P 500, that means creating growth, profitability, and capital returns, all on a consistent, sustainable basis. We always start with growth.
Over a 10-year period, including the worst global recession in 75 years, we've averaged 9% revenue growth, in line with our long-term high single-digit target, nearly all of that growth was organic. A key driver of that performance is the breadth and depth of our global portfolio of businesses. As you know, our portfolio spans 8 key categories. Footwear, apparel, equipment, and services. Six geographies made up of 31 territories in 190 countries, as well as direct-to-consumer and wholesale distribution in physical stores and online. The breadth of our portfolio provides enormous opportunities for us to leverage our capabilities, it provides the scale and diversification to deliver sustainable growth and manage risk. Of course, we're here to deliver both top and bottom-line growth.
Our goal, as you know, is to deliver near-term growth in profits and cash flow while making the investments that position us for long-term growth. Though we recognize growth and profits may be higher or lower in a given quarter or fiscal year, we've targeted ourselves to deliver mid-teens EPS growth over the long haul, we've done that. Over the last 10 years, we've averaged 15% annual growth in earnings per share. We've done that while we've expanded our return on invested capital. Over the last decade, our ROIC has grown six percentage points, from about 18% to nearly 24%. That means we've also generated a significant amount of cash over the last 10 years. $16 billion to be exact, with half of that cash flow generated in the last four years. Most of that cash went back to our shareholders.
Over the last 10 years, we've returned $15 billion to our shareholders in the form of share repurchases and dividends. Over half of that was in the last four years. We've been recognized for consistently delivering growth, profitability, and returns. I'm not talking about awards or industry recognition. I'm talking about market valuation. Over the last decade, we've significantly outperformed the broader market and delivered high teens or better total shareholder return for each of the last three, five, and 10-year periods. We're very proud of that performance, we're focused on what's ahead of us, not what's behind. We're committed to continuing to deliver sustainable, profitable growth into the future, creating value for our shareholders. We're confident that we have the opportunities and the capabilities to do just that. Going forward, our financial objectives have not changed.
We're still focused on consistent growth, profitability, and returns with the aim of delivering top quartile TSR. While our objectives haven't changed, we know that we won't get there by doing the same thing that got us here. We'll need to boldly pursue our growth drivers and our growth opportunities within our existing portfolio of businesses. We'll need to invest in disruptive innovations that accelerate our business growth and revolutionize the industry. At our last meeting, we shared with you our goal of reaching $28 billion-$30 billion in revenue by FY 2015. Although we recently divested of $800 million of revenues from Umbro and Cole Haan, we're on track to reach the high end of that range for FY 2015. As Mark told you earlier, we're targeting $36 billion of revenue for FY 2017.
That implies growth at the top end of our high single-digit range for the next four years. That's an ambitious goal, but you wouldn't expect anything else from us. We see opportunities for growth across our portfolio. Over the next few minutes, I'll share expected currency-neutral growth ranges across multiple dimensions of the business, and I'll recap the key drivers that you've heard discussed by my teammates earlier today. Let's start with the Nike Brand geographies. We believe we can expand our business around the world. In developed markets, we project high single-digit growth as we continue to implement our category offense, deepening consumer connections, delivering innovation and world-class design, and creating compelling retail experiences. In developing markets, we expect to grow at a low double-digit pace as we expand our business in these markets while benefiting from the rapid growth of middle-class consumers.
Let's click down one more level for our largest geographies. In North America, we've averaged mid-teens growth over the last three years, fueled by extraordinary brand heat and the broadest and deepest execution of our category offense. We're confident there's much more opportunity in this market, but we don't expect to maintain that pace of growth indefinitely. Over the next four years, we expect to see growth in the high single digits. At that pace, we'd add nearly $1 billion of revenue every year. To do that, we'll focus on growth drivers where we have strong momentum, amplified categories such as running, basketball, and Brand Jordan, as well as growth opportunities such as our women's business that you've heard a lot about today. A key enabler of our growth in North America will be continued transformation of the marketplace in line with the category offense.
With our retail partners, we've made great strides in reinventing the retail landscape in the U.S. From shop in shop concepts to our own DTC stores and online, we're creating retail experiences that raise the level of consumer engagement and increase profitability for us and for our retailers. We haven't yet reached the full potential for our marketplace transformation, even in North America. Now let's look at Western Europe. This market's always had tremendous potential. 18 months ago, we adjusted our strategy and reorganized our team to deliver premium category-focused distribution across Western Europe through both wholesale and DTC stores and also online. Although we still have significant opportunities to raise the level and quality of distribution in Europe, the hard work so far is paying off. Our business is now accelerating despite the ongoing macro uncertainty in Europe.
We expect this geography to grow at a high single-digit rate, reaching over $6 billion in revenue by fiscal 2017. The key drivers of growth will be running, football, and women's, which is also a tremendous opportunity in Europe. On a territory basis, we see growth opportunities across the continent of Europe, but we're particularly excited about the U.K., France, and what we call AGS, which is Austria, Germany, and Switzerland. Those territories make up nearly 50% of our Western Europe business, and we expect they will drive disproportionate growth through 2017. Our third largest geography is the emerging markets, and that's a portfolio of territories in each of the four hemispheres of the Earth. This geography has experienced rapid growth in recent years, fueled by the development of our brand, expanding distribution, and the growth of the middle class.
We expect this geography to continue to grow at a mid-teens rate, reaching over $6.5 billion in revenue by fiscal 2017. Over the next four years, growth for our emerging markets geography will be fueled by Latin America, which will particularly be true in Brazil, as that country hosts the World Cup in 2014 and the Olympics in 2016. We're not waiting for those events. We expect our revenues in Brazil to reach the $1 billion mark in FY 2015 over a year earlier than we discussed at our last analyst meeting two years ago. On a category basis, our focus will be running, football, and women's as we bring innovative performance and sportswear product to consumers through compelling retail experiences. Finally, let's talk about China. Our confidence in the long-term potential of China is undiminished.
We're confident we're taking the right steps to extend our brand leadership, to fine-tune our product assortments and increase the productivity and profitability of our retail distribution. Although we expect revenue will be relatively flat this year as we reposition that business, we expect revenue growth to re-accelerate over the next few years, resulting in low double-digit growth through fiscal 2017. As Elliott discussed earlier, the key in China is building a more segmented and differentiated marketplace, creating more compelling consumer experiences, and raising the level of retail productivity and profitability. We expect growth to be led by running, basketball, and women's. All the categories you saw today amplified across performance and sportswear. A second way to look at our portfolio is by channel of distribution.
As Elliott indicated, we work with our retail partners to build an integrated marketplace, providing seamless premium consumer experiences across our own DTC stores with wholesale accounts and online. Over the next four years, we expect to grow both parts of that integrated marketplace. Today, our wholesale business represents just over 80% of Nike Brand revenues. That growth of our wholesale business has been driven disproportionately by the transformation of premium category experiences through shop-in-shop executions and partner-owned, but Nike Branded stores outside the U.S. As Trevor and Elliott both noted, we believe there are still significant opportunities to increase the productivity of existing retail distribution and fill in distribution white spaces, even in more developed cities like New York and Shanghai. As we work with our retail partners to realize those opportunities, we believe we can drive high single-digit growth in our wholesale business.
Our direct-to-consumer operations have also been critical in helping us segment the market, but they've also helped us become a better wholesale partner while driving incremental growth and profitability. DTC revenue has doubled in the last four years, and now it represents about 18% of the total Nike Brand revenue. That growth was driven by increased store productivity, new store openings, and growth in nike.com. As Christiana outlined earlier, we expect DTC revenue to grow to roughly $8 billion or about 24% of Nike Brand revenue by fiscal 2017. All three of the factors that drove our growth over the last four years will also contribute over the next four. We expect to see ongoing comp store growth as we continue to fine-tune product flow and invest in store operations.
We'll be adding in-line stores to establish pinnacle distribution in key global cities, as well as factory stores to provide a premium value shopping experience for our consumers, as well as a brand-accretive channel for liquidating excess inventory. The centerpiece of our DTC strategy is nike.com. We're targeting $2 billion in online revenue by fiscal 2017 through continued investment in our digital platform and extending online distribution to additional countries. The last Nike Brand growth dimension I want to highlight is product. As Jeanne told you earlier, we're very confident in the growth prospects for our products, driven by the strength of our innovation pipeline and our design capabilities. For footwear, we expect to drive high single-digit revenue growth. We'll continue to launch new performance technologies as well as innovate against existing platforms like Free, Lunar, and Flyknit. We'll be extending them across categories and price points.
In addition, we'll drive steady growth of our sportswear franchises such as Air Max, Air Force 1, and Air Jordan. For apparel, we expect low double-digit growth fueled by innovations such as Dri-FIT Knit, Dri-FIT Wool, and Nike Pro, as well as a transformed marketplace with integrated category assortments of footwear, apparel, and equipment. We do believe services will play an expanding role in our business, anchored primarily in the digital space. While the current potential is significant, the revenue base right now is pretty small. We expect this product type will comprise a relatively small portion of our fiscal 2017 revenues. Beyond the Nike Brand, we also expect Converse to deliver strong growth, mid-teens growth through FY 2017.
While we expect more modest growth from the Chuck Taylor franchise, more rapid growth will be fueled by the expansion of other Converse brands such as Cons or Jack Purcell, new apparel offerings, DTC expansion, and conversion of additional markets to direct distribution. One key point we want you to take away from today is that we have a broad portfolio of businesses with tremendous potential for growth along multiple dimensions, giving us confidence in our target of $36 billion in revenue by fiscal 2017. Revenue growth is the foundation of our operating model, and it's complemented by a strong focus on profitability, which brings me to our goal of mid-teens EPS growth. Delivering mid-teens EPS growth from high single-digit revenue growth requires, of course, expanding profit margins. We plan to accomplish that in three ways. First, by expanding gross margin. Second, by driving modest SG&A leverage.
Third, by generating financial leverage. Let me take each of those in turn, starting with gross margin. Our target is to deliver 30 to 50 basis points of annual gross margin expansion on average. As we've said many times, there are many moving parts in gross margin. Some we can control, some we can't. Whether we can control them or not, we need to manage their impact in the context of our overall profit equation. In today's world, macroeconomic factors such as foreign exchange, labor costs, and commodity costs are increasingly volatile. While they may be headwinds or tailwinds in any given quarter or fiscal year, we plan for them to be net headwinds over the long term.
To manage that, we need to engineer our business model to minimize the impact of those headwinds and deliver ongoing improvements in those factors we can control to offset their impact. Over the last few years, we've built an internal trading company to reduce our exposure to currency volatility. Eric described some of the work we're doing to reduce the amount of labor and materials needed to produce our products. From more evolutionary initiatives like lean manufacturing and waste elimination to revolutionary innovations like Flyknit and waterless dyeing. These initiatives will not only improve our economics, they make our products more sustainable as well. Another key gross margin lever is price. As Jeanne indicated earlier, our price strategies are driven by our merchants, who are laser-focused on the consumer price value equation.
As we continue to invest in innovation, we deepen our brand's connection to consumers, we create compelling retail experiences, we increase value to consumers. That allows us to migrate consumers to more premium products and gives us pricing power over time. The last gross margin lever I want to call out is DTC. As we grow this part of our business faster than wholesale, we'll benefit from the higher retail gross margin. Going forward, we're also targeting modest leverage in SG&A. We'll continue to increase overhead productivity, we'll use that to fund investment in our brands, DTC, innovation, and new capabilities. The last piece of our mid-teens EPS growth model comes in the form of leverage from taxes and share repurchases as we continue to maximize our tax efficiency and repurchase our stock.
So far, we've talked about growth and profit, now on to returns. I'm using that term in two ways. One, increasing our returns on capital to generate free cash flow. Two, using that free cash flow to increase cash returns to shareholders. Our key metrics for returns on capital are ROIC and free cash flow. The last time we met, we set a goal of reaching a 25% ROIC by fiscal 2015, we actually reached that goal last quarter. With an ROIC at that level and a single-digit cost of capital, we're creating tremendous economic value. As I'll describe in a moment, over the next few years, we expect to deploy more capital into our business. Even so, we remain committed to maintaining a mid-20s ROIC. For free cash flow, we're targeting low double-digit growth.
Aside from net income, the most significant drivers of our free cash flow are working capital, particularly inventory and CapEx. Christiana, Eric, and Jeanne described some of the exciting opportunities we have to invest capital at high returns, such as DTC, digital, and innovation. We will also be investing in the infrastructure to support the tremendous growth that we are driving. As a result, we expect our annual capital spending for the next few years to rise to about 3%-4% of revenue. On the other hand, we still believe we have opportunities to improve working capital productivity despite the continuous improvements we have made over the last decade. As Eric told you earlier, we are targeting a 5-10-day improvement in days and inventory, and we expect some modest improvement in accounts receivable and payable as well.
By maintaining high returns on capital and low double-digit growth in free cash flow, we will have ample capacity to maintain a strong balance sheet and steadily increase cash returns to shareholders. Our cash return strategy will continue to be a balance of dividends and share repurchases. Our quarterly dividend, as you know, has increased 11 years in a row. We expect to continue to raise our dividend annually, reflecting our confidence in the cash flow generation of our business. We will also continue to be buyers of our stock and expect to return increasing levels of cash to our shareholders in this way. Now I will end where I began by reaffirming our goal of creating top-quartile returns for our shareholders by delivering consistent growth, profitability, and returns. As Mark said at the outset, Nike is a growth company. It is part of our DNA.
We are more confident than ever, hopefully what you have heard today reinforces your belief in that as well. We are also committed to delivering the right kind of growth: sustainable, brand accretive, profitable, and capital efficient. Those values are also embedded in our management culture. We have an experienced, capable management team and a strong track record. We know that what got us here won't keep us on top in the future. There is no room for complacency in sports, and there is no room at Nike either. That is what makes us a world-class company today and into the future. Thank you very much for coming.
Good afternoon. I trust we have all had a great day thus far. My name is Gavin Lindberg. I am the Vice President of Investor Relations. We are going to get our Q&A session started here. We will welcome our executive team back on the floor here shortly. As the team settles in, two quick housekeeping notes. First, I will be working my way around the room, so please raise your hand with questions. We will do my best to get to all of the questions in the allotted time we have, so please be patient with that process. Secondly, please wait till I hand you the microphone before you ask questions so that those listening in on the webcast can also hear the questions. Okay, it looks like we are all settled in. Who would like to be first?
Thanks. Hi, Michael Binetti with UBS. I guess, Mark, the one thing that you guys talked about a little bit today, the new pricing team that you've added at the headquarters here. Maybe just a little bit more. It sounds like it's something you guys are pretty excited about. Just a little bit more on what that team does every day and what they're looking at. It almost sounds like that's been something that you feel like has been less disciplined in the past, that you've gotten a bit of religion on lately, and maybe what they're finding and some of the early work they're doing.
Yeah, I'll start with that. First of all, yeah, we have religion on that, to use your terminology. Lots of upside potential. I think it's fair to say, in the spirit of being transparent, that we were a bit reactive in the past more than we are today. I think we're more proactive, more consumer-based in our view on pricing. We also, on the other side, see great opportunity from a technology Manufacturing Revolution, some of the improvements we're making on the manufacturing side of the business to actually incorporate some of those savings and have that work its way in to help offset some of the headwinds and improve our margins. Pricing is certainly a key element of our strategy going forward in terms of really helping to get our margins where they need to be.
We do have a team in place and I'd say some real vigor around that. Again, from a manufacturing side as well as a consumer retail-facing side. You want to touch on that, Eric, anymore?
I think, Jeanne, you want to talk about that?
Yeah.
Because it came up in your section as well.
Yeah, I think as companies evolve, you need new muscles from time to time, and this is just a place where we're developing a slightly new muscle. For those of you who are familiar with the packaged goods industry, you know that the mechanism of pricing, putting all of the components into algorithms, is something that folks in packaged goods do all the time. We're developing that muscle in a little bit more disciplined way than perhaps we've had, a little bit more global way, where we're sending the tools out from global to the geographies. The geographies have the tools in hand to be able to price consumer right in the market that they're in.
Robert Drbul from Barclays. Just have two questions. On direct-to-consumer, I think the three segments of it, you said it's accretive to operating margin today. What are the biggest opportunities within those segments to continue to improve profitability? Talk about the pinnacle stores in key global cities. What cities are we talking about that you're not already in?
Christiana.
You want me to take that?
Yeah.
I think the first thing I'd say is while we are very pleased with how we've continued to drive the profitability of DTC and retail, you're never fully satisfied, right? I think what we look at in particular is productivity, right? A lot of it's just how you continue to drive productivity, which for us is about focusing on the right concepts in the right markets with the right assortments for the right consumers. Kind of linking together a lot of what you heard today. That shows up on the sales floor in terms of the additional productivity. In terms of where the brand experience stores will go, if you think about the map Elliott showed, that's really how we think about the world, right?
Those key cities, those key marketplaces, and where we still see opportunities to elevate the brand and where we think it'll make a difference in terms of transforming the market. That's where I think we'd think about putting in our own brand experience store.
Yep.
Just a quick one for Eric. I just wondered if you had any sort of final thoughts around the toning category. You had a lot to say last time.
Oh, Bob. Yeah. You remember that, don't you? I think I'm duly on the record with that. I think it played out nicely.
In what category?
The toning category.
Toning category.
The toning category?
It played out exactly as you predicted.
Ravi , Bank of America Merrill Lynch. Two questions. First, I think this is for Eric, but others may want to join in.
Good for you're not sure.
Right product, right place, right time. Can you balance that with the Nike history of shorting demand and how we should think about that? Then the second question is, I think maybe for Elliott, the growth of growing wholesale.com, how important will be growing .com businesses like with Amazon? How does that play into the growth that Don gave us? Thanks.
I'm going to take the first one, Elliott, and I'll follow up with the first question.
Yep. Just from a digital commerce perspective, we see it as a tremendous growth opportunity. I think you heard it here today, not only from a nike.com perspective, but also from a wholesale.com perspective. We will, just as you saw in an integrated marketplace, we will approach the digital commerce business in the exact same way, and you will see us invest in the wholesale side of the business, what we call wholesale.com, and it will be definitely an accelerator of growth during this time period. No. Again, not to get into the specifics around the distribution, but partnering with the retail partners that we work with today.
I think the point, just to build on Elliott's point about looking at this the same as we do in other ways, we expect people to treat our brand a certain way and really present a premium approach to the consumer. Really that's the focus, is making sure the brand is presented to the consumer in the right way.
We're committed to the wholesale side of the .com business. We see it as a big opportunity.
Okay, the first question, you can add right product, right place, right time in the right amount to that equation, I think is kind of what you're getting at, Ravi. We do. We believe strongly in a pull market and trying to find the right balance in what the amount is. It doesn't matter what the amount is, if it's not the right product, it doesn't get to the right place at the right time. I think it's a fair question, and it's one we spend some time on, and one that helps drive the brand in the marketplace. That's a dangerous question.
It'll be creative.
We try to find that balance. What we care about mostly is a pull market where consumers are being pulled into the store to get our product or to the website, as it may be.
Christian Buss from Credit Suisse. I was wondering if you could talk a little bit about the Flyknit ramp and how that's performed relative to your expectations. If you could help us think about the next three or four years of Flyknit, how big that could possibly be.
I'll start there. As you know, I've been very vocal about how bullish I am on Flyknit as a technology. Started in Running. You know the story, has fairly quickly ramped up as a multi-style-based technology within Running, moving down in the price points as well as across multiple categories. You'll see more on that during the course of the year, as we said. From where we were just over a year ago to where we are today, I think the ramp-up has actually been quite good. You have to understand that this is a completely new way to manufacture footwear. It's taken one of the most labor-intensive parts of the footwear manufacturing process, and it's recreating how shoes are made. There's a fairly significant investment up front between Nike and our manufacturing partners to actually establish that starting point.
We're right now in the process of leveraging that within Running and then across the other categories. I think you'll see, the impact that Flyknit's having from a manufacturing standpoint is happening as we speak. The scale is progressing fairly rapidly. The scope in terms of the multi-category applications. Some of the most compelling new designs that we have in the pipeline are Flyknit based, and they're certainly not restricted to the Running category. I'm tempted to say more as I usually am, but I won't. I think you'll be excited about what's coming.
Maybe one thing I'll just add to that, which is that we often talk about it really from a manufacturing perspective, but the real sort of part that is even more critical is actually the consumer benefit piece. I think oftentimes you'll see us scale as we can bring better benefits to our consumers. Right now, it brings an incredibly lightweight and breathability to our products, but you'll see us continue to dimensionalize how we use Flyknit to give the consumer even better benefits than we're giving them today. That's the other end of it. It's both manufacturing piece on one side, but also importantly, the consumer part in terms of new benefits, new uses, new ways to get a better experience for our consumers.
Flyknit has more scope in terms of its application and performance in Sportswear design than you might imagine. It's how we actually evolve the technology and what we combine it with that create all sorts of potential. Being a product geek, it's one of the most exciting things I've seen in years.
Hi, Lindsay Drucker Mann from Goldman Sachs. Don, I had a question for you on your earnings algorithm. It seems like in some years, if your top line is hitting it and channel mix and pricing are working in the right direction, that you would be delivering outsized gross margin performance versus your goal. Philosophically, how do you think about flowing that through to the bottom line versus reinvesting it in SG&A?
What we try to do is we're really managing against the long-term profitability equation. If you go back over that last 10-year period, there were times when we were above our 15% target, and there were times when we were below the 15% target. We don't look at it literally as saying, "Well, we've got more gross margin. Let's go figure out where we can spend it." The flip side is we don't believe that we always have to make one quarter and the next quarter look exactly the same. What we're trying to do here is manage this thing for long-term consistency, long-term valuation. Yes, some years we may get some tailwinds, and we've got some great top line, and we'll be above 15%. In other years, we may have a lot of headwind from currency, and we may be a little below.
It's really managing that long-term equation, P&L, balance sheet, cash flow for consistent returns.
Hi. This is Brian McGough. I have a quick question. I got four, but I'll only ask one. Don't worry. One thing you have now that you didn't have two, three years ago is a whole lot of historical data. Things from Nike+ and Nike FuelBand and just everything else from a digital standpoint, which you have in the hopper. It seems almost like how when you look at Walmart, and they use RFID in order to better use their business and know their customers and where they shop. You have kind of the same thing in a way, and I'm wondering what you're doing in order to harness that data and actually help that fuel innovation and also build your top line.
Okay. Maybe I'll take that one. I'll start off. Yeah, you're right. I think one of the most important things around the work that we've been doing in digital is really about making sure that we stay really focused on the consumer. When we actually talk about collecting data or collecting knowledge, we think about it most importantly about how it actually helps that consumer to have a better experience. I think when Jayme actually sort of talked about it, he talked about the idea that when a consumer has suddenly bought from us, all of a sudden, we have knowledge about what they've bought. When you take their Nike+, what activities were they participating in? That allows us to paint a better profile of that consumer. We can serve them with better products, with better experiences.
We really see it as an entire ecosystem, but it starts with having that consumer give us their permission. That's one of the most important things, give us their permission to use their data to help them get better experiences from our brand. We believe that that will deliver great returns over time.
We want that experience to be as seamless across commerce, digital sport, communications. Any interaction Nike has with the consumer or the consumer has with Nike is to be as seamless as possible. The data actually enables us to do that.
I know the question was focusing on the consumer, but if I may, just from a marketplace perspective, one of the points of data that we are using today is sell-through data from our large retailers around the world. That data obviously helps us understand how the consumer is reacting and allows us to get much sharper and crisper around the assortments that we're offering to each of our different consumer experiences, which has helped us. It's one of the reasons when we've been able to unlock growth in our marketplaces today. There's another example that maybe is a little outside of strict consumer data, but more from a marketplace perspective.
Thanks. Eric Tracy with Janney Capital Markets. I guess for Eric or maybe Don, just to follow on to the Manufacturing Revolution strategies that are going on. Right now, you sort of position it as a gross margin sort of offset or benefit, to me, it seems like a material massive opportunity to enhance profitability. If you could just sort of talk about, Eric, you laid out the imagine, the being able to manufacture locally, customization, being able to ship within hours. Again, all those things which should be massively accretive. I guess, the roadmap, the time to which you can scale, take that, and have a needle-moving event, because it would imply right now that the earnings algorithm, at least for the next 4 years, doesn't sort of embed that.
I'll take a shot at it-
Yeah, sure
You can follow up, Don. What I said earlier today was, remember, first and foremost, Manufacturing Revolution unlocks some creativity and innovation in the way we make product and we make product better. I always want to make sure people don't think we're on an innovation journey to do anything that doesn't have as its priority better product for our consumers. That said, I think we're already moving the needle, in a lot of ways, into the manufacturing source space, and we're going to give ourselves more productivity in the labor that's using our product, different ways to think about what we make our product out of, and it's going to give us an opportunity to move the levers of profitability across the source space.
I think one of the things I said in the presentation was, we think we're going to shift the economics in the manufacturing source space. We're starting to do that now, and I think you'll see us do more and more of that into the future. We don't think of it just as a margin offset or a way to mitigate some of the input costs. We think of it as Mark says, Innovation Amplify on behalf of the company.
I completely agree. I think over the long term, it really does affect the entire enterprise as opposed to just one line item in the P&L. Forgive me if we were being relatively straightforward to try to give you a clear understanding of the P&L architecture for the next four years. I think your point is exactly right. This is a consumer-focused set of capabilities that lets us be much more nimble, much more responsive, much more customization. I think there's enormous potential across the enterprise.
Thank you. Kate McShane, Citi. Just a question for you, Don, on your commentary about increasing shareholder returns. It seems like in the past, you've had these large share buyback programs, but you do mostly option to offset the option dilution. Are you indicating today that we'll see more than just offsetting dilution and we'll be fairly consistent, or we'll be more opportunistic?
Well, first of all, we have been taking net shares out of the float. We're doing more than offsetting option dilution. We are actually taking net shares out. If you look at our historical track record, there is a consistency there. We expect consistently increasing levels of buyback. We do expect to be taking out net float. In terms of amounts, I can't give you a specific in terms of how the metric works. The way we do it is we buy opportunistically, but we also have a target of taking consistent amounts out. We try to buy at the most opportune moment, but we're essentially trying to take float out. The strategy really is more than offsetting option dilution.
Thanks. Omar Saad, ISI Group. Two questions. Kind of to follow up on this whole theme of pricing, this premiumization it seems like the whole brand is going through right now. Really, what's the catalyst here? What's driving the company to kind of learn these new muscles and develop these new muscles, as you said? It's obviously a great brand, innovative from any measurement point. Just what took you so long to get to this point where you really started to push the envelope? Then I just have a quick follow-up.
Don't say they had to get their act together.
Were you going to answer that one, Jeanne?
Am I going to answer that one? I'm the new guy. No. I honestly think that, if you look at the history of margin growth at Nike, there was such an incredible period of time where lean manufacturing was giving us efficiencies and where market growth was coming in the right kind of products, in the right kind of places. The ability to price market right was fairly straightforward, wasn't very complex, and it was just one of those things that could happen naturally with simple tools. I don't mean to oversimplify it, but I think I might characterize it that way. In the last few years, we've started to see commodity prices. We started to see things that were unnatural to that rhythm. We've also started to see an incredible appetite for the premium products that we sell.
You put some of those things together, you start to realize, okay, the model of the future, the $35 billion model, the $37 billion model, will require us to be more sophisticated at how we think of this mix of products, all the way from the most basic product, a sock, that's going to have a certain price algorithm to it, to our most premium jacket that might be $450, that will have a price algorithm to it. We're just in a new place. We're in a new time. We're with a new set of variables coming in.
I'll add maybe one piece to that, which is, we've chatted about it before, going to the category offense, I think, gave us a better viewpoint to understand that oftentimes we weren't really seeing or capturing the true value that we had in the marketplace. I think the reason why we often show the sock example, it's a very simple, clear way of observing that an item that could have been very commoditized had far more premium value if you brought some innovation and you actually gave the consumer true value. I think that what we've learned from the category offense is by diving deeper in, understanding that consumer, you have a better view in terms of what value they actually expect out of our brand. I think it took us some time because, to an extent, we had the luxury.
I think today we recognize that it is a bigger opportunity. The last one I'll just add, which is that also our DTC efforts has given us even more confidence, because when you actually put the products in a certain environment, it shows the consumer, okay, this is great value, and they're willing to actually pay the price for it.
Sorry, just one follow-up on that. In that context, if 80% of the business roughly is wholesale, is that a hurdle? What are some of the hurdles as you go through this effort? Obviously, the consumer wants you to take them there, but you're selling through other people's stores. Is that something that you have to get over? Are there other kind of ceilings that cap the upside here?
We're actually working very diligently to transform the marketplace from a wholesale standpoint as well. Our whole segment to grow, to differentiate, to really follow the category model that Trevor talked about is really critical. That piece obviously plays right into wholesale. You're seeing that in very obvious ways in North America with the work that we're doing to segment the marketplace. You're seeing a whole level of presentation of Nike product, the stories behind the product, the innovation really coming through louder and clearer in front of the consumer, whether we own the space or not. I think that's creating more confidence for us. The combination of the brand strength, the product innovation that we've got, is definitely commanding a premium price. I think we have a better understanding of just the mechanics around all of that.
I think we have more competitive separation. I think that's the other thing that Jeanne referenced earlier.
That competitive separation really lets you be premium, lets you move the consumer to a premium place.
I think there was a really good example in the women's breakout, the Dri-FIT Knit product, where in DTC has been extremely successful, but in our wholesale partners, the same sell-through and success there as well. You mentioned the price point there is 2X on the running side, 2X the normal running top we put out in the marketplace just a few years ago.
No resistance.
Hi, Faye Landes, Cowen and Company. Two unrelated quick questions, follow-ups to things that you've said in the course of the day. First of all, obviously, we're all aware the company is doing fantastically. It was nice to hear more details, but that's clearly where you're at. I was therefore, I suspect, not alone in hearing the following, that your delivery delivered in full on time was 78%, which sounds like a very low number. Maybe it isn't. I was hoping you could elaborate on that. It sounds like if you said Company X, if any of us as analysts heard Company X, that's what they're doing, we'd be like, "Oh my god. That's awful." Can you elaborate on that? Clearly, I'm missing something.
Second of all, Don, this may be for you, but on China, given what you're talking about near term, but then, fiscal 2017 is not that far off, what's the trajectory going to be? Because we're looking at some period in there, it sounds like, of 20% plus top-line growth. If you could just elaborate on that.
Sure.
Did you want to take the first one?
You want to take DIFOT?
Are you going to DIFOT?
Take the delivery.
I'll take DIFOT. Thanks for bringing up DIFOT, Faye. Like I said, we're not happy with that number. There's a couple things to remember, and I'll repeat some of the stuff I said today. One is that the business model, from a quick turn perspective, Always Available, NFL, high growth in DTC, creates some complexity and some challenges that we are working our way through. The other thing I'd say is the 78% is an annual total. Back to school for us is a lot of product through the pipe at a pretty short window. The other parts of the year are quite a bit higher. What we're trying to do is find the right balance to get that number up. As I said today, when you get that number up, it means better margins. It means lower markdowns.
It means you get the product right assortments that Jeanne and the merchandising team are trying to deliver to the market when they want them, all together, not split sizes, not men's without women's, not footwear without apparel. Yeah, I take your point. I acknowledge it. It's a corporate goal to get to 90%. I think we're on our way. I think we're developing some muscle to do that. It's hard work.
If you didn't have the 78%
Yes. Yes, they would've.
I'll just add one thing. This is another example of what Mark said, where being a better retailer will help us be a better company. By working inside our DTC stores to get the right product in the right place at the right time, to understand what it takes to link it through to sets of process and information changes, we can then cascade that out and be better partners to our wholesale partners because we know exactly the kind of acceleration that it can drive when we really do deliver that in full, on time.
I'll add one comment, then I'll give it to Don. When we went through the reorganization, one of the things Mark said about creating the role of the COO was to have a more integrated end-to-end supply chain, which for us, the supply chain really starts with the manufacturing part of the product all the way to the delivery to the marketplace. That's some new muscle to drive that integration and alignment is what we believe will take us to 90%.
With respect to China, I'm going to hand this one off to Elliott, just from a math standpoint, I would not necessarily expect you have to get to that level. What I would say is if you look at the underlying fundamentals of that business, the strength of our brand and the leadership we have with the Chinese consumer, the response we have to product innovation and all of the activities we do to build that consumer relationship, the opportunity for productivity in the retail distribution, we look at the things that we think are very doable in China and believe there's a lot of growth in that market.
Again, I'll reiterate, tremendous opportunity in China. Hopefully, you've taken that away from today. Don's already talked low double-digit growth rate over this timeframe. From a product perspective, what will drive our business in China, and we see it today through the lens of the category, is our Running Amplified business, Basketball Amplified, along with our Jordan business, which is really accelerating. In addition to that, you'll see an acceleration in our women's business in China. From a consumer perspective, Don touched on it as well, number one sports brand in China. We'll continue to invest in our brand to make sure that we continue to have deep relationships with those consumers. Then from a marketplace perspective, we've already talked about the integrated marketplace, certainly an investment in DTC, along with a resetting, if you will, of our wholesale business.
I think we've all talked about this, that is getting sharp on the consumer within each of our retail concepts on the wholesale side of the business. That then leads to what we call consumer right assortments, getting much crisper about the assortments that we place in those concepts. Then last but not least, delivering those concepts to the door level. When we do that, we unlock the productivity and the profitability that Don touched on. Quick side note, we have done this. We do it in DTC today. I want to make sure you take that away. Our DTC business on mainland China last quarter was up 20%, our comps. We know how to do this. We're working now closely with our wholesale partners, resetting some doors. Early reads are very positive. Again, net, tremendous opportunity for growth in China.
Thank you. Hi. Lauri Brunner from Thrivent Asset Management. As a gal, I guess I'm not as dialed into basketball as I would like to be. I'm hoping you can help me understand, what are the external and internal factors that have contributed to this basketball renaissance that you have talked about? Thank you.
Jayme, go ahead.
Well, first and foremost, the athletes in the game today, with LeBron, Kobe, KD, Chris Paul, Blake Griffin, they are dynamic. When we bring athletes and innovation and that cultural insight together, we create some amazing product. We've seen over the past few years that momentum really strong. As we look forward, building a holistic lifestyle business that we talk about in, whether it's compete, train, express, we believe there is a substantial amount of growth, both domestically, where we grow the market, and internationally, where we can penetrate deeper in the marketplace.
Now, I would quickly add the innovation that we're seeing in the basketball category, certainly within Nike Basketball, and now we're seeing Jordan Performance really coming up. We're not so completely retro based on the Jordan side. You've got China, which is a basketball-hungry market. The Chinese consumer is definitely basketball-centric in terms of their focus on that sport. Those things coming together are creating some real excitement. You get the lifestyle, or what we call the Amplify side of it as well. All those stars are really lining up to create some new energy.
Jim Duffy with Stifel. A question for Don and Eric. I'm interested in the higher level of capital investment in the context of the Manufacturing Revolution. Does that speak to Nike-owned capacity and equipment over that fiscal 2017 window?
I think most of our capital commitment in this space is going to be more catalytic. One of the things that we do is we work very closely with our manufacturing partners, and we, many times, develop this technology in conjunction with those partners. Our strategy is not to become a vertical company all the way from manufacturing. At this point, we do believe there are some opportunities for us to be more catalytic, all within the context of what I talked about earlier around CapEx.
Yep. Perfect.
You talk all about the Internet and the change in manufacturing. Can you talk about an adjustment in speed to market, and how you think about that over the next few years?
Through back and forth from Southeast Asia. Yes, it unlocks not just a new way to create product, but it unlocks the ability to rethink how fast we can get that product to market, and really how fast we can get it customized at scale direct to consumers.
Would that increase your turnover on long-term basis when you think about actually, instead of telling people they have to order out in 6 months because you were talking about that earlier, that might end up being a 4-month window instead over time or something like that?
Yeah, I think you'll see the over time. That's a priority for us. You'll see things like customization, which I think will be more of a consumer expectation, going to a much larger scale. That'll become an increasing percentage of our business over time. As Eric said, the whole drive to get a greater percentage of our business, shorter time to market or closer to market is absolutely important. Yeah, we're committed to that.
When we say agility and flexibility in the supply chain, that's a big part of what we're talking about.
We have some incredible innovation in that space that's going to enable those timelines to actually be cut quite a bit, particularly in that customization space.
[Mitch Cummins, Robert Baird]. In your comments earlier that you talked about, I think you said running, growing another $2 billion between, I think, 2013 and 2017. Could you address maybe the opportunity for basketball and football in the same context? What sort of billion-dollar growth could we expect out of those businesses over the next four years?
Yeah. Jimmy, we didn't disclose either one.
Yeah.
So-
Substantial. Thanks, Don, for giving me the moment.
I think the point that we've been making consistently here is even highly developed, high-share businesses, North America, basketball, running, we think there's still growth opportunity. It really has been said many times, it's the category offense. The deeper you drill, the more opportunity appears. We've been really successful the last few years growing big, high-share businesses, and we're continuing to focus on bringing the innovation to bear where you have that critical mass.
Well, Don mentioned the low double-digit growth around basketball, which is a $2.6 billion business for us, both Jordan Brand and Nike Basketball. That's substantial.
Yeah. The last thing I'll say is, you can apply the whole notion of complete offense we talk about on a large macro scale as it relates to Nike, Inc. or the Nike Brand. You can do that with the Nike categories as well. The complete offense in a category like basketball, just take Nike Basketball, and if you're clicking on all cylinders, that's price points up and down the spectrum, the channels, the silos within the category, the technology platforms, the athletes, the footwear, the apparel, the performance, the lifestyle. When you've got that grid, so to speak, really dialed down on a complete offense, and you're really working that successfully, the upside for that to grow the market in those categories that some people might think are more mature or developed is actually incredible.
I had a quick second question. On the women's business, it sounds like you're saying going from a little north of $4 billion to $7 billion. That would imply some pretty substantial growth rates there over that time period. Is there any way, sort of an order of magnitude you can lay out, what are the biggest opportunities to achieve that growth, either by channel or product or geography? Is it more footwear, more apparel? Is it more emerging markets versus developed markets? Is it more DTC versus wholesale? How do you think about that in terms of those opportunities?
Jayme, you want to?
Yeah.
I think, [inaudible].
It is a substantial business today at $4 billion, and that's wholesale. As we look at the opportunities, it's a little bit back to what Mark just spoke about, really clicking down into whether it's footwear, apparel, every market across the world. We feel like we have an unbelievable foundation of product today, and that's covering multiple price points and multiple channels. First, driving growth within the existing distribution base. What we also talked a lot about today is going after and creating new premium capacity in the marketplace, which is really the concept on the Nike Training Club that we're doing in North America and Western Europe in the 19 doors that we talked about and on .com, and we've seen phenomenal success.
We talk about units being up, average price being up, and the velocity going through those doors being substantially higher than they were in the past. We're going to start to roll out that unique experience over the coming years.
Jeanne, you want to add to that?
I think the place we are with women's right now is confidence. I think if I was going to put one word behind our women's business, it's confidence. If you look at all the product categories, we have product today that is really fantastic. You saw the pant offer. Women care deeply about the pants they wear to the gym. You see the bras that we're going to be launching in the next year. In footwear, incredible running shoes, training shoes that are best in class, and now the sportswear shoes, we're really starting to set some style trends.
I actually think if you think about the women's business and you think about all the boxes that you could tick in your priorities, all of the boxes have to be green, and all the boxes have to be aggressive because women are training in record numbers around the globe. They're running in records around the globe, and we have the product confidence to be able to go after all of those opportunities.
Thanks, guys. Evren Kopelman with Wells Fargo. I had a follow-up on the women's question. There's debate about where women shop for this apparel and maybe even going forward, given the growth we're seeing in the market, where will they be shopping in the next few years? On the wholesale side, a lot of this growth, what types of retailers do you expect to see this? Maybe you can touch on that U.S. and also on an international basis.
I'll take it. First of all, I think just to follow up from a marketplace perspective, each one of the six geos sees the women's opportunity as a way to accelerate growth. I think to a person, everyone is excited about the opportunity, especially, I think Jeanne said it best, the confidence around the way we structured ourselves are run, train, and live. From a product perspective and a brand perspective, we're now, to your point, it's paying it off in the marketplace. The teams, just as I showed you, where we dive deep from a category perspective and we lay out existing distribution, that's the approach that we take by category.
In this case, women's, each one of our six geos will take an integrated approach from a DTC perspective, where we invest in terms of space and a commitment to women's, we'll work our way through the different channels of distribution from, as an example, you asked about North America specifically, sporting goods, we see that as an opportunity. Department stores, we see that as an opportunity. Athletic specialty mall-based, we see that as an opportunity. Again, the approach works from whatever category. In the case of women's, again, we see it as a big opportunity. We'll dive deep and partner across each of the channels to drive that growth.
This is a great example, again, of where we can help catalyze it.
Yeah.
Right? As I think you heard both in the women's discussion and earlier today, we know if we can bring great product, which Jayme and Jeanne talked about, and great services
A really premium environment. If we put those three things together in our own stores and in our wholesale retailers, she's going to respond. We can help catalyze the market by learning that and then really cascading that out quickly to our retail accounts so that we can reach her in a really relevant way.
That's a great example where we actually use the information. You asked earlier, I think it was Brian that asked about information. We use sell-through information. What's the productivity that we're getting out of women's in terms of the space invested, what type of productivity? We use that information as an opportunity, if you will, for our wholesale partners to invest in this space. We've seen tremendous learnings cascade into the different channels that I touched on earlier. Really starting to see that business accelerate for us.
We have time for one final question.
Thank you. Paul Swinand with Morningstar. Just wanted to drill down more on basketball. I know you didn't want to give numbers, but maybe we could get some color about the international opportunity, where you are today. You were saying if you fire on all cylinders and do everything you need to do, where are you today and what cylinders do you need to accelerate on to get Europe, China to grow faster than I know they're growing fast already, but obviously, it's a very big opportunity. A substantial opportunity.
Yeah. Appreciate it.
I think just to touch on a couple, specifically, if you look at apparel in basketball, huge upside in both Nike and Jordan. The performance dimension of Jordan beyond what you see today, to get that clicking at the same level that some of the, what we call lifestyle or retro product. That's a huge focus for us, and you saw some good examples of that today in the basketball presentation. Just up and down the price point spectrum. We do incredibly well at the premium price points, and I think you'll see that complete offense from a price, having performance and lifestyle represented up and down the price spectrum. That will fill out that spectrum that we're talking about. Do you want to-
I'll just add on this. I think if you look at the basketball business, first and foremost, U.S., obviously, there's still opportunity to grow that market with the athletes that we have in place and the things that Mark just talked about, our House of Hoops, what we work with Foot Locker, those things help to keep the market growing. When you get out to China, we're obviously spending a lot of time. That's another great hotspot for basketball. As you saw when you actually got a chance to go in the breakout, you saw all the activity that takes place there. When it gets into markets like Europe, for example, what we do see is that the performance business might be smaller, but the full amplified business is actually really high.
Consumers are getting much more engaged in the lifestyle of basketball, our job is to make sure that we keep a performance positioning, at the same time we drive the lifestyle. We're seeing the basketball business continue to gain heat in markets like even the U.K., we see it in France, we see it in Italy, we see it in Spain. All those markets in Western Europe are seeing growth in our basketball business, both in Nike Basketball and also in Jordan.
You'll also see some of the innovation platforms that you've seen today be applied to basketball in really unique ways that I think will actually ignite a lot more interest in performance basketball as well.
I just want to also connect the dots to this conversation we've been having about distribution. Raising the level of distribution, we're still not even done in North America. As we raise the level of premium distribution, and it's not just stores, it's also online, both of those things will drive a lot of these categories that may seem highly penetrated today, but the level of presentation you might see in a Nike store or in a House of Hoops, that is not yet where you would find basketball experienced everywhere in the world. That distribution strategy of making the distribution more premium really does float a lot of these categories like basketball and women's.
That concludes our day. For those that traveled here to spend the day with us, thank you so much. For those on the webcast, thank you for listening in. As you leave, we do have press releases available. Those are the releases that went out over the wire after our prepared remarks. The shuttle leaves for the employee store at 4:15 P.M. Make sure we catch that. Thank you very much.