Oh My goodness, Don’t Miss out on these monster deals, Men’s Shoes On Sale up to 50% off. So many items with an unlimited selection courtesy of Finishline. Check the Featured selection we put together for you. for More items, Click on → Men’s Casual Shoes Up to 50% Off!* Ever wanted your own pair of the self-lacing Nike Mags from the Back to the Future movies? With a $10 donation, and a little luck, you may get your wish. To help raise money for the Michael J. Fox Foundation to find a cure for Parkinson's disease, Nike has partnered with the organization to raffle off pairs of the futuristic self-lacing sneakers. For a $10 donation, you'll be entered into a drawing for one of 89 pairs of Nike Mag shoes, tying in with Back to the Future II's 1989 release date. The raffle comes ahead of the first consumer version of the shoe, called the HyperAdapt 1.0, expected to be released on Nov. 28. The Back to the Future version is fully functional, with buttons by the collar to tighten and loosen the shoes as well as turn on the lights along the bottom (because a futuristic shoe needs to have lights).

A sensor in the shoe can also tighten the shoes automatically while you go. Nike says battery life is around two weeks with the lights off. You can charge the shoes through a cable that connects to the back. nike shoes in india price listCharging takes three to four hours.nike tennis shoes sale india If the shoes run out of battery while being worn the laces can be manually loosened.running shoes for hard surfaces Nike stresses that the Mag isn't built for performance, instead designed to be worn more casually. So maybe don't wear them to run or to play ball. You can buy as many tickets as you'd like through Nike's website or the company's Nike+ app before the entry period closes Tuesday night at 11:59 p.m. ET.

For those with deep pockets, there will be live auctions of the shoe in Hong Kong on October 11, London on October 14 or and in New York on November 12 at The Michael J. Fox Foundation's benefit gala. Unlike the Back to the Future version, the HyperAdapts are designed with performance in mind, so you can run with them, train or play basketball. They feature the same self-lacing technology featured in the Nike Mag, and can be charged wirelessly. As with the Mag, the shoes will have two weeks of battery life and charge in three to four hours. Pricing has yet to be announced for the HyperAdapts. Follow Eli Blumenthal on Twitter @eliblumenthal. on November 26, 2016 at 6:00 AM, updated It was barely a year ago that Mark Parker, Nike's chief executive, made a public pledge as big and bold as his company. The Beaverton-area juggernaut's sales would explode, he predicted, pushing annual revenue from $30 billion to $50 billion by 2020. Having built a seemingly impregnable position atop the athletic footwear and apparel industry, few questioned that Nike could make it happen.

Today, however, $50 billion seems a long way off. Nike's archrival Adidas has become the story of 2016. Hitting a sweet spot at the crossroads of sports and pop culture, Adidas is posting sustained double-digit sales gains, particularly in the key North American market where it was dead in the water just two years ago. Nike is still growing. Its dominant position atop the athletic footwear and apparel business remains secure. But Adidas and upstart Under Armour are growing faster. For the first time in recent memory, they're grabbing market share from The Swoosh. "Nike has had a terrific run, much of it at the expense of Adidas," said Jim Duffy, an analyst with the financial services firm Stifel Financial Corp. "But Adidas has its act together again. They're gaining share, and they're going to gain more." Possibly more troubling for Nike is the sentiment that its pipeline of hot new products has run dry. "I don't see a whole lot of mis-execution at Nike," said analyst Andrew Burns of D.A. Davidson.

"What I hear from the critics is a lack of innovation, newness. Flyknit, (a groundbreaking footwear technology) has been around for four years. But you can't take credit for that forever." Camilo Lyon, an analyst with Canaccord Genuity, echoed those sentiments, calling Nike's new products "weak and uninspiring." Whether Nike's issues represent a temporary hiccup or a more dire matter, they pose one of the toughest management challenges for Parker since he ascended to the CEO's office a decade ago. Wall Street has noticed. Propelled by downgrades by Lyon and a handful of other analysts, Nike's stock has declined roughly 17.5 percent since the beginning of the year. That's more than $19 billion in lost market value. Nike insists it's stronger than ever. The company declined requests for interviews, but in a written statement said it will "continue to deliver growth" across its portfolio. "We have the deepest roster of athletes, a strong leadership bench and we're innovating across performance and sportswear, manufacturing, digital services and at retail where we serve the consumer every day," the company said.

"We are a growth company": In a business that prides itself on innovation, 2016 has been a strange year for the athletic footwear and apparel business. Shoes designed decades ago are selling in huge volumes. According to market researchers NPD Group, the three top-selling sneakers in the U.S. in October were updated versions of classic shoes introduced decades ago -- the Adidas Superstar, the Converse All-Star Ox Low and the Nike Huarache. NPD analyst Matt Powell said the top sellers are a reflection of a dramatic consumer shift from performance athletic gear toward more casual sportswear. "We're in an extraordinary time for the industry, not a single performance category is trending positively," he said. "I have never seen this happen in 16 years." Adidas has been a big beneficiary of the shift. The German company with North American headquarters in Portland has introduced a constant stream of updated Superstars, Stan Smiths, Gazelles and Sambas, and the public can't get enough.

Adidas sold 15 million pair of Superstars alone in 2015, making it the best-selling sneaker of the year "by far," according to former CEO Herbert Hainer. Adidas' Originals sales jumped nearly 50 percent in the company's third quarter, compared with the same three months last year. That's on top of a 47 percent increase in the third quarter of 2015. Adidas also has jumped unapologetically into fashion and celebrity, partnering with musicians and designers. The Yeezy line developed with rapper Kanye West has proved a big success. There was a time when purists would sneer at a sports company cutting deals with rappers and reality television stars, arguing that in the end it would damage the brand. But those days are gone. Nike notes that it, too, has relationships with non-athletes like comedian Kevin Hart and apparel designer Jun Takahashi. The consumer shift away from sports is reflected in Nike's revenue. The company's basketball sales declined 1 percent in fiscal 2016, though that decline was more than offset by the continued strength of its Jordan brand.

Soccer fell 5 percent, golf 8 percent and action sports 4 percent. The generic category of sportswear, meanwhile, jumped 14 percent, to $7.5 billion. The established marketing model of aligning a shoe with a superstar athlete took its lumps inside Nike. Analysts said the lackluster response to some recent editions of the LeBron James and Kevin Durant shoes came because consumers didn't like their looks nor the hefty price tags. Tom Nikic, an analyst with Wells Fargo Securities, said the latest Durant shoe, the KD 9, got off to a stronger start in part because Nike lowered the price by nearly 30 percent. Nike shook up its basketball management in June when Michael D. Jackson, global basketball general manager, left the company. Jackson was among a steady trickle of senior-level executives to exit Nike or be reassigned since April. Consumers' new emphasis on fashion doesn't mean that the traditional athlete endorsement no longer works. Just ask Under Armour. Still largely an apparel company, Under Armour instantly established itself as a player in the basketball footwear market when it introduced its signature Stephen Curry basketball shoe.

Kevin Plank, Under Armour's brash chief executive, told analysts in a recent conference call that the Curry line has propelled the company's footwear sales from $239 million in 2012 to nearly $1 billion this year. LeBron James and the Cleveland Cavaliers won the NBA title. But on the sneaker front, Golden State's Curry proved a huge winner for Under Armour. Of course, relying on a single product is a dangerous thing. Under Armour's stock sank nearly 5 percent last week after a Foot Locker executive mentioned the just-released Curry 3 shoe seemed to be off to a slow start. Still, the Baltimore company, which is building out a new Portland office, has posted 26 consecutive quarters of 20 percent or higher sales growth. Its rapid rise has altered the competitive dynamic in the industry. "They're at $5 billion a year in revenue and adding $1 billion a year," Nikic said. "It is big enough now to move the needle in the industry. I do believe they are stepping on Nike's toes a bit."

Under Armour wants to do more than step on toes. Its goal is to supplant Nike as the leader of the industry. "We've never felt that there was one company at the top of the industry that was unassailable, said Kevin Haley, president of category management and innovation at Under Armour. "Life is too short to strive to be no. 2." Nike insiders may scoff: Their company is six times the size of Under Armour and, until recently, twice the size of Adidas. Nevertheless, it will be a fascinating horserace to watch. And while the big three have distanced themselves, new or resurgent brands like Oiselle, Puma and New Balance can't be counted out. "The competition has really upped its game," Lyon said. "When Nike was really crushing it, Adidas and Under Armour were not the companies they are now." Foot Locker CEO Richard Johnson is part shoe salesman, part diplomat. He parses his words carefully to avoid offending any of the notoriously competitive sneaker brands he counts as suppliers.

But in a Nov. 18 conference call to stock analysts, Johnson was unequivocal: "The continued strength of Adidas," he said, is "one of the most significant dynamics in the industry. They're on a great run." Then Johnson quickly added that Nike remains Foot Locker's biggest brand. Foot Locker reported strong sales growth and earnings in November, a rare bit of happy news in an otherwise troubled retail scene. The rise of e-commerce has been deadly to brick-and-mortar retail chains. The Sports Authority, Sport Chalet and several other national sporting goods chains collapsed into bankruptcy in recent months. The vanquished retailers took some $4 billion in sales out of the system, Under Armour's Plank complained in a recent conference call. The big brands have had little choice but to build up their own direct-to-consumer channel, both through their websites and company stores. But that leads to a perplexing paradox: The more the brands succeed in building their direct sales, the harder it will become for remaining retailers to survive.