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

Nike sells to retailers through a mixture of EDI and e-commerce. While Nike reported its slowest quarterly sales growth since 2010, its performance as being a retailer-instead of a wholesaler-was a relative highlight. Sales on Nike’s own web store were up 19% inside the recent quarter, while its retail locations notched a 5% gain in same-store sales. 28% of sales are direct this coming year, in comparison with 4% 5 years ago. CEO Mark Parker said the company is obsessed today with making shopping more personal. “Retailers who don’t embrace distinction will be put aside,” he warned on a conference call Tuesday.

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

If done properly, this socioeconomic slotting moves just as much merchandise as possible with minimal fuss, whilst not tarnishing the bigger brand. Making no mistake: Nike can it correctly. On its face, the Swoosh is a design shop supercharged by the sort of storytelling its TV commercials, billboards and magazine ads are famous for. But Nike’s real genius isn’t marketing, it’s merchandising: knowing exactly what to ship where. For every sneaker sketching savant in Beaverton, Ore., there’s a mid-level manager with a giant spreadsheet, making certain “Momofuku” Dunks aren’t too easy to find, ordering up nike wholesale shoes for China, distributing its best-sellers to all the right Di,ck’s Sporting Goods Inc. outlets and dumping a lot of Chuck Taylors at outlet malls.

Nike is currently upsetting their own well-oiled applecart. In giving traditional retail the stiff arm, which Nike made official in June, the Oregon empire is tearing up that playbook and attempting to make a conclusion play the basic economics of price segmentation. The strategy-a bold move, given the historical manufacturer-to-retail model being discarded-requires no shortage of swagger. But Nike’s numbers demonstrate that the bet seems to be working, primarily because Nike continues to be sharpening its digital game.

Sought-after sneakers now ship out via Nike’s own ecosystem of apps, including SNKRS, which it launched early last year. The center of its lineup, meanwhile, sells on Nike.com and then in its own big box stores. When it comes to cheaper, less-popular kicks, they quietly trickle in to the company’s “factory” stores (read: outlet) and onto Amazon.com. Nike even includes a studio in Ny which makes cheap nike shoes china within one hour.

In a nutshell, the organization is deemphasizing its ready-made network wemjjs retailers to generate a much more precise targeting mechanism. Tuesday Parker said the end goal is to get in front of the consumer and present “the most personal, digitally connected experiences” in the market. “While altering your approach is never easy, Nike has proven before that whenever we do, it’s always ignited another phase of growth for the company,” he explained.

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

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