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  1. 1. History. Adolf Dassler, the founder.  Adolf Dassler was a German shoes maker living in Herzogenaurach, acity close from Nuremberg. His fabrics was named « Schuhfabrik Gebrueder Dassler », which means „Dassler’s brothers shoes fabric“ because Adofl was ruling it with hisbrother, Rudolf.The latter was the one in charge of the marketing part of the business, whereas the former was focused on the product developmentand management.The two brothers were making a very successful team: the shoes have been quickly exported and won four gold medals during the Berlin Olympic Games in 1936, thanks to the American runner, Jesse Owen.
  2. 2.  Then cameWorld War II, and Rudolf and Adolf had to fight and left thecompany management to their respective wives.When they went back, their wives were completely unable to work together anymore because of awful families stories.The brothers decided to split the company in two parts: Adolf kept the headquarters, and Rudolf built a new fabric on theother side of the river, and created another well known sports company,Puma.This is how, with is nickname « Adi » and the first syllabus of his last name« Das », Adolf Dassler officially created the brand „AdidasAG“ in 1948.One year later, he registered the famousThree Stripes as its logo and trademark.
  3. 3. adidas Group History 1949 50’s The 'Miracle of Bern' 1954 -The 'Miracle of Bern' Germany battle Hungary with a competitive advantage.They are wearing adidas soccer boots which for the first time feature removable studs. The foundation 18August - adidas is registered as a company, named after its founder: 'Adi' from Adolf and 'Das' from Dassler.
  4. 4.  60’s Higher Driven by a desire to help all athletes committed to performance, adidas manufactures equipment for what some consider "fringe sports". Unconventional high jumper Dick Fosbury launches himself up and over in adidas footwear.  70’s The "adidas" team wins Crowning moment: Franz Beckenbauer, the "Kaiser", raising theWorld Cup in victory salute. Germany had just beaten Holland 2-1 in the 1974 final. •80’s The transition After Adi Dassler's death, Adi's wife Käthe, his son Horst, and his daughters carry on the business.
  5. 5.  90’s With a new management Under the CEO Robert Louis-Dreyfus, adidas is moving from being a manufacturing and sales based company to a marketing company.  1995 adidas goes public Flotation of the company on the Frankfurt and Paris Stock Exchange. 1996 A splendid year The "three-stripes company" equips 6,000Olympic athletes from 33 countries. adidas athletes win 220 medals, including 70 gold.Apparel sales increase 50%.
  6. 6.  1997 adidas-SalomonAG adidasAG acquires the Salomon Group with the brands Salomon,TaylorMade, Mavic and Bonfire in December 1997. The new company is named adidas-SalomonAG.  1999 The new brands The integration of the new brands is gaining momentum. The newTaylorMade FireSole clubs boost sales. Salomon in- line skates take off with high double-digit growth during the first half of 1999. 2000 New management Following personnel changes, the new management initiates an ambitious Growth and Efficiency Program. Major sports events such as the European Soccer Championship EURO 2000™ and the Olympic Summer Games, where swimmer Ian Thorpe takes three gold medals, contribute to the company’s success.
  7. 7.  2005 Sale of Salomon The Salomon Group (including Salomon, Mavic, Bonfire, Cliché and Arc’Teryx) is being sold to Amer Sports in October 2005.The new adidas Group is focusing even more on its core strength in the athletic footwear and apparel market as well as the growing golf category.The legal name of the company will change to “adidas AG” in May/June 2006. 2006 adidas-Salomon AG acquires Reebok The closing of the Reebok transaction on January 31, 2006 marks a new chapter in the history of the adidas Group. By combining two of the most respected and well- known brands in the worldwide sporting goods industry, the new Group will benefit from a more competitive worldwide platform, well-defined and complementary brand identities, a wider range of products, and a stronger presence across teams, athletes, events and leagues.2010 adidas Group presents strategic business plan In November 2010, the Group unveiled its 2015 strategic business plan named "Route 2015". This plan is the most comprehensive the adidas Group has ever prepared, incorporating all brands, sales channels and Group functions globally
  8. 8.  2011 adidasGroup acquires FiveTen On 3. November 2011, the adidas Group announced the acquisition of the outdoor specialist FiveTen. FiveTen is a leading brand in the technical outdoor market and within the outdoor action sport community.The brand represents an excellent addition to the adidas Outdoor portfolio and allows the adidasGroup to expand into complementary market segments.  2013 adidas changes running forever Revolutionary energy return, superior cushioning, optimal fit and temperature independence: adidas introduces the Energy Boost, a cushioning technology that provides the highest energy return in the running industry. And just like that, running will never be the same.
  9. 9. Mission and vision
  10. 10. The adidasGroup strives to be the global leader in the sporting goods industry with brands built on a passion for sports and a sporting lifestyle. They are committed to continuously strengthening our brands and products to improve our competitive position. They are innovation and design leaders who seek to help athletes of all skill levels achieve peak performance with every product we bring to market. They are consumer focused and therefore we continuously improve the quality, look, feel and image of our products and our organisational structures to match and exceed consumer expectations and to provide them with the highest value. They are a global organisation that is socially and environmentally responsible, that embraces creativity and diversity and is financially rewarding for our employees and shareholders. They are dedicated to consistently delivering outstanding financial results.
  11. 11. Adidas' mission statement applies to both their online and offline companies. Their mission statement reads, "Our mission is to become the best sports brand in the world.To that end, we will never equate quantity with quality. Our founder Adi Dassler was passionate about sports. For Adi, the athlete came first. He gave those on the field, the court and the track the unexpected and the little differences that made them more comfortable and improved performance.This is our legacy.This is what the brand stands for.This will never change.
  12. 12. Performance. Passion. Integrity. Diversity. These values come from sport and sport is the soul of the adidas Group. It is what links past and present. It is what orients them towards the future. VALUES.
  13. 13.  Their values help them to create brands that their customers believe in, and a company their stakeholders can trust. Corporate responsibility has many facets and permeates all parts and operations of the company. For the adidasGroup, operating responsibly means:  Improving working conditions in our suppliers’ factories  Reducing the environmental impacts of our operations and in our supply chain  Caring for the welfare and development of our employees  Making a positive difference to people in the communities where we operate.  Innovate, creating the world’s leading products  Work collectively, across ethnic and regional differences  Perform and lead, delivering superior financial results and investment returns, and  Maintain the highest standards of corporate responsibility in the communities in which we operate.
  14. 14. PRINCIPLES.
  15. 15. LABOUR RIGHTS PRINCIPLES ADIDASGROUP CODE OF CONDUCT  The Labour Rights Principles demonstrate the Group’s commitment to the United Nations Universal Declaration of Human Rights and are the guiding framework for several Group level policies that put our commitment into day-to day practice. These policies are related to issues such as employee recruitment, development, e qual opportunities and compensation and benefits.  Integrity is one of the core values of the adidas Group. All employees are expected to act with fairness and responsibility as well as in compliance with relevant laws and regulations while carrying out their tasks. In order to maintain good corporate governance, they have adopted the adidas Group Code of Conduct as part of their internal Global Policy Manual..
  16. 16. Rumors and legends.  Rumour: Adidas is actually an acronym for 'all day I dream about sex' Truth: Adidas was formed after the Dassler brothers split up afterWorldWar II. Adolf "Adi" Dassler foundedAdidas (hence the name) while his brother Rudolf started the company that would become Puma.  Adidas was the goddess of athletics and victory. Some say that is how the shoe brand came to be. Not true, there is no such God/Godess as Adidas.The GreekGoddess Nike was the goddess of victory.
  18. 18. 1920  Adi Dassler makes his first shoe in his workshop in Herzogenaurach near Nuremberg in Germany.The shoe made of canvas was a training shoe for runners and cost two reichsmarks.Adi Dassler followed three guiding principles in his development work: produce the best shoe for the requirements of the sport, protect the athlete from injury, and make the product durable  1928 Adi Dassler’s shoes are worn at the OlympicGames for the first time. Adi Dassler takes care of “his” athletes in Amsterdam and strives to optimize the respective shoes, working closely with the athletes. Lina Radke-Batschauer is the first athlete to win an Olympic gold medal in adidas shoes. She ran the women’s 800m in world record time. 1931 Adi Dassler makes his first tennis shoes. 1937 Adi Dassler’s range now comprises 30 different shoes for a total of eleven sports. 1946 The firstAdi Dassler sports shoes produced after the war are made using canvas and rubber from American fuel tanks.
  19. 19. 1948  Adi Dassler starts up production again, with 47 workers. 1949  OnAugust 18th, 1949,Adi Dassler first registers the “Adolf Dassler adidas Sportschuhfabrik” in the commercial register (Handelsregister) in Fürth. Adi Dassler focuses his efforts on new football shoes. He produces his first shoes with moulded rubber studs. •1963 The first adidas balls are developed and produced. •1964 adidas presents the lightest track shoe ever made.The “Tokio 64” weighs just 135 grams per shoe. At the OlympicGames inTokyo, Willi Holdorf - in adidas - is the first German to take gold in the decathlon.
  20. 20.  1967 The first adidas sports apparel is produced - with the ever popular Three Stripes, of Course.  1970 In Mexico an adidas ball, the “Telstar”, is the official ball at a SoccerWorld Cup for the first time. Right up until the present day, all goals at major soccer events are scored with adidas balls. 1974 Following on the European Championship title, the German team wins the World Cup again.The first adidas tennis rackets are launched.
  21. 21.  1980 The German team wins the European SoccerChampionships for the second time, outfitted from head to toe in adidas.  1984 At the Olympic Summer Games in Los Angeles, 124 out of 140 nations compete in adidas. 259 medals are won in products with theThree Stripes.Ulrike Meyfarth wins her secondOlympic gold medal (after 1972) in the high jump.  1993 Robert Louis-Dreyfus becomes President of adidasAG. New sales and marketing strategies pave the way for the successful turnaround.The Originals wave surfaces. Trendsetters such as Madonna wear classic sports footwear and apparel in the 1970s style.The “Gazelle” is produced again in small quantities  1997 A new generation of adidas athletes symbolizes the innovative technologies and contemporary design of adidas products.Anna Kournikova in tennis, and David Beckham and Alessandro del Piero in soccer are just some of the exceptional talents in their sport who are on the way to becoming the stars of the future, with adidas
  22. 22.  EXPANSION Fabrics AdidasAG is engaged in the sporting goods industry, offering a range ofsports brands across all sporting categories. Adidas manufactures footwear,apparel and hardware.TheAdidas brand is structured in three divisions:Adidas Sport Performance,Adidas Sport Heritage and Adidas Sport Style.The company has approximately 100 subsidiaries in Europe, the US and Asia,each focusing on a particular market or part of the manufacturing process.The Adidas-Salomon Group markets its products under six brand names:Adidas, Salomon,TaylorMade, Mavic, Bonfire and Erima.The sporting goods and equipment industry’s major segments are sportsapparel, athletic footwear and sporting goods equipment.This industryincludes those companies that design, manufacture, and/or market sportingand athletic gear, including apparel and equipment for fishing, hunting,hiking, golf, tennis, baseball, basketball, football, biking, rollerbl ading,snowboarding, skateboarding, surfing, skiing, and hockey, along withplayground and play scope equipment. Campaigns Adidas marketing strategyAdidas is the Group’s core brand and a leader in the sporting goods market.At the heart of Adidas is passion: passion for sports, passion for athletes andpassion for products.Adidas is a brand built on leading technology andcutting-edge design. It is identified and respected by consumers for itsinnovative, inspirational and authentic values.Adidas is organized into threeconsumer-oriented product divisions: Forever Sport,Originals and Equipment.
  23. 23. This structure is unique to the industry and reflects the brand’scommitment to meet changing market demands, while remaining anchored to its brand principles and heritage. Performance-oriented footwear,apparel and hardware products will always remain the lifeblood of Adidas.However, the German brand is also committed to incorporating the growingimportance of lifestyle, fashion and music inspiration into the sports arenaand Adidas products.This strategy allows the company to create a uniqueAdidas experience and mean more to more consumers. “Forever Sport” Performance-Enhancing products Adi Dassler, the founder of Adidas, based his concept to help athletes inorder to improve their performances and use their abilities at a hundredpercent. Forever Sport focuses its concept on satisfying the athlete’s need.Its goal is also to create innovative products with newTechnologies on themarket. It is structured in five main categories: running, basketball,football, tennis, and training for sport. Ground-BreakingTechnologies in Running The biggest and most important footwear category for the brand is“running” which is the main concentration of performance technicalproducts. It is committed to give high performance athletes the latestinnovative goods.Through its presence between athletes in world’s leadingmarathons, the brand gets involved to make sure it fulfills its requirements .Basketball – BigGame, Big Endeavors Basketball is the fastest growing category in the Forever Sport division.Thatis why the brand has made a partnership with two of the major NBA players:Kobe Bryant and Tracy McGrady, and created products like KOBETHREE,TMAC and the all day all night highlightAdidas’ commitment to reaching outto young urban consumers.
  24. 24. Football Fever  Adidas has become the global leader in football. It had a big presencesponsoring the 2002 FIFAWorld Cup™.The innovation in this category began 50 years ago when its founderinvented screw-in studs that changed the football game forever.This commitment is still today present with outstanding products such asthe Predator® Mania boot and in long-term partnerships with leadingfootball clubs including Bayern Munich, Real Madrid andAjax Amsterdam. Tennis Sets New Standards  Tennis is another category in whichAdidas is the leader in footwear andapparel sales. Supporting this category also is the sponsorship for youngathletes such as Ana Ivanovic, Novak Djokovic and Marat Safin, as well as formajor tournaments, like Roland Garros (the French OpenTour). Evidence ofTopTechnology and DesignIn In all the product categories Forever Sport’s main target is to give stylishproducts at every sport level. Highly functional and visually appealing are itsmain characteristics. Improved Product Positioning Adidas strives to have its product offering available in a wide variety ofvenues to make its products accessible to all relevant consumer groups. Oneimportant success story in 2001 was Adidas’ cooperation with prominentJapanese designer,YohjiYamamoto.The evidence of this successfulpartnership can be found on the catwalks in Paris and in the world’s leadingfashion magazines. In 2002 and beyond, Adidas-Salomon will continue toextendAdidas visibility in both traditional and non-traditional venues.Stella McCartney has also been involved in the design of clothes andfootwear for Adidas giving the brand an additional value.
  25. 25. PEST ANALYSIS.
  26. 26. Political  Adidas policy is to control and monitor hazardous substance to protect human healthand environment one of those is to eliminate PVC making progress in findingsubstitutes like polyurethane, ethyl vinyl, silicones thermoplastic rubber. Adidas also provide training sessions on employment standards and HR systems, health and safetyis important for the company. Establishing teams to manage and monitor SARS inAsia factory, washing stations, disinfectant units. Finally Adidas protects and supports the rights of its employees by following all the current employment laws.
  27. 27. Economical Social As a multinational company adidas helps countries to decrease unemployment byincreasing every year the number of employees.The Industrial Production GrowthRate in Germany was 1% in 2001-3, 2004 become 1.7%.Adidas is a reason of thisincrease Because of the big sponsorship in 2004Olympic Games. As exporting toEurope is not too expensive as it was before, Europe since 2002 has own money(euro) and the borders are not so tight. Labor salary is high in Germany and France but not so expensive in China (Suzhou).This is the reason that most of factorieslocated in Asia  Adidas products declare in any raise, age, religion, and lifestyle, always in fashionwith special design in any of product. Focus in people who like sports and athletes,almost everybody can purchase adidas products Technology Adidas join into technology by make up the world’s first smart shoes, adding a microchip inside the shoe and wireless mp3 player. Also using hot melt system of the production that is environmentally safe, using heat-activated adhesives.The packaging that company use, are suitable for transportation over long distances,humid conditions and extreme temperature changes and use recycled paper and other environmentally-friendly packaging materials.
  29. 29.  Barriers to Entry - Low Due to the large scale of both Nike and Adidas, these firms are able to control their costs to retain performance advantage over emerging competitors in the industry.Their web sites are more sophisticated and enticing to browse, both contributed to their large marketing budgets.The capital injection into web site development is high and must be updated frequently with new promotions and added features to attract online shoppers.There are many proprietary product differences in the industry therefore brand identity has an immediate competitive advantage.The Nike and Adidas brand is well renowned globally and plays a major role in consumer decision making. Selling footwear online is highly competitive; however, barriers to enter into this e-commerce industry are quite low. The capital requirement for setting up an online shop is comparatively lower than setting up a traditional bricks and mortar establishment.Therefore, the online footwear industry is highly abundant with hundres of online merchants. Switching cost is low for the consumer, and may occur frequently depending on consumer preference and other factors affecting consumer buying decision, (i.e. price sensitive consumers). Another major barrier is Security. Although, Nike and Adidas have invested millions of dollars into their web site, there is an industry wide problem of securing data over the Internet medium.
  30. 30.  Bargaining Power of Buyers - High There are a large number of buyers relative to the number of firms in this industry. Therefore, companies like Nike and Adidas must continuously market their product and differentiate their brands against competitors, in order to increase sales and market share.The use of online tools has helped to enhance the accessibility and intimacy among users. For example, Nike's "" link allows consumers to customize and design their own footwear by permitting customers to specify the desired colours and the option to personalize the footwear with their name. Brand identity plays a critical role in the buying behavior; strong identity will offer consumers trust and loyalty. Many online buyers are price sensitive and switching cost is low for the buyer.  Bargaining Power of Suppliers - Low There are many suppliers in this industry. In essence, there is very little differentiation among the suppliers which makes suppliers' bargaining power non-existent. Leather, rubber, and cotton are commodity items and are available abundantly in the market place. Conglomerates such as Nike and Adidas have a definite advantage and power over their suppliers.These suppliers become dependent on these firms as their means to survival. Additionally, Nike and Adidas have standardized their input procedures pertaining to the materials used, their labor force, supplies, services, and logistics. Firms are able to switch between suppliers quickly and cheaply, due to the globalize networks of cheap labor on various continents.Additionally, inputs are readily substituted and there are an abundant number of suppliers available.
  31. 31.  Threats of Substitutes - Low Buyers' propensity to substitute is low. Consumer substitutes for athletic footwear products are low because there are little alternatives to switch, some substitutes for athlete footwear could be boots, sandals, dress shoes or bear feet. Consumers are not likely to substitute due to the performance specification of the product. For instance, a basketball player would not wear boots to play basketball.Therefore, there are no real substitutes for athletic footwear.  Rivalry among Existing Competitors - High The rivalry among existing competitors in the footwear industry is quite high. Large firms such as Nike and Adidas have grown immensely over the last two decades.Their global reach has expanded through all continents; this is attributed to the emergences of the Internet and e-commerce. Online selling has enlarged the reach for these firms allowing them to increase sales while minimizing operating costs. Almost every large firm has a web site, and most of these web sites contain virtual stores which provide convenience to consumers. Most individuals in North America have access to high speed Internet and online purchasing has become the new trend for the twenty first century
  32. 32. The development of a strong competitive advantage has been Adidas’ major concern, and this is further emphasized by the existence of a large number of heavyweight competitors operating in the athletic clothing market, in the names of Nike, Puma, New Balance and others.Taking into consideration the fact that a companys competitive advantage is established on the concept of added value, Adidas should direct its marketing efforts towards producing quality products for its customers Competitive Advantage and Adidas Marketing: A High Level of Added Value to Consumers.
  33. 33.  The market of sports clothing is characterized by a set of specific attributes. One of them is the extreme rivalry going on between leading manufacturing firms, such as Adidas, Nike, Puma,Timberland and New Balance. It should be noted, however, that most of these companies have chosen to outsource their production and they have re-defined themselves as marketing companies, rather than manufacturers, in the traditional meaning of the term.  Despite the fact that it currently ranks well below Nike in the sports shoes, apparel and accessories market,Adidas has been a hugely successful business enterprise right from the moment of its establishment.The encouragement and application of a spirit of constant and updated technological innovation and excellence has resulted in generating such a powerful competitive advantage for Adidas that its market opponents find it hard to beat.The high degree of orientation to technological development has created the expected added valued for customers, especially through the company’s policy to provide them with the necessary technological applications, for example high performance sports shoes, in order for specific customer needs to be met. One of the giant sports clothing company’s most effective promotional methods for its products has been to associate them with popular celebrities and sports idols. This marketing strategy has generated a steady source of sales and income for the company, and consumers seem to appreciate the quality of the products once they know that there is a certain degree of association with influential people. Therefore, the purchase of recognizable brand products safeguards their quality and this creates some extra motivation for their purchase.
  34. 34.  Another form of competitive advantage for Adidas should be the creation of a high level of customer involvement and loyalty. Getting regular customer feedback is probably the best strategy to stay ahead of competitors and develop and maintain long-term profitable customer relations at the least cost possible.  Besides, the close cooperation with celebrities and top athletes who work together with Adidas to produce better, high performance apparel, shoes and other sports products is a major factor towards the successful coordination of the research and development and the marketing departments, resulting in innovative products, generating higher sales and company growth.
  35. 35. Strategic Planning for Competitive Advantage  Every company at a certain time has to develop a strategic plan that can put them over the top, or help them be more successful than their competition. Companies take part in strategic planning for a competitive advantage which directly relates to their mission statement. As seen in the last post; Adidas aims high towards being the very best in the sports business as they try to out compete their rival Nike.
  36. 36. Basketball: increasing global footprint  Adidas is committed to strengthening its position in basketball by expanding its footprint in the critical NorthAmerican market and capitalising on the growing popularity of the sport in the emerging markets.To achieve this, adidas Basketball strives to build brand equity by leveraging its status as the official NBA outfitter, capitalising on relationships with some of the most promising stars of the NBA such as Derrick Rose and Dwight Howard, and building the best product in the game. In the current season, adidas Basketball is focusing in particular on the “faster” franchise.With the introduction of the NBA Revolution 30 Uniforms, the lightest we have ever made, and the adiZero Rose shoe, adidas has positioned itself as the basketball brand that makes the lightest products in the game.
  37. 37.  The main competition for Adidas brands and products comes from the products and brands of Nike, Puma etc (There is no such differential advantage of price therefore it is easy for consumers to shift from one product to other product.The athletic market consumers are quality sensitive and they have nothing to do with the price of the product. It is the strong positioning and brand personality that usually works in athletic market.The Major reason of shifting towards substitutes is also the availability. Due to availability and distribution, the consumers are sometimes shifted towards a competitors.
  38. 38.  The main competitor ofAdidas in the market is the Nike which has a market share of almost 33%. In addition to Nike, there are also some other competitors in the market which are smaller in size than Nike Asics, New Balance and Puma operating in United States and European Countries.While in Asia, Li Ning is main rival present who mainly deals in athletic shoes . All these rivals are putting all of their efforts to rubAdidas out of the market but still due to the strong market segmentation and positioning strategy of Adidas, they are unable to do so.  Supplier Behavior: Supplier also holds a power in the market because now they have more options to produce for a large number of companies. As now there is trend of companies to sign contracts for the events such as foot ball world cup, this also has increased the power of suppliers because now they can deal with more companies.  Complementary Products:  NowAdidas is signing contracts with different companies to provide complements for its products. For Example, they have signed a contract with Samsung in which they are offering a shoe plus phone offer which is a complementary product. Also the technology and innovation plays a role to provide complement to the Adidas Products. Organizing events and creating social relationships is also there such as sponsorship of foot ball events etc.
  39. 39. Targeting the Untapped Market A larger portion of Asia and Africa is untapped and there is no such company operating likeAdidas and Nike (NYTimes,Aug 5, 2008). Adidas has already won the race against Nike in India, Japan and China (The EconomicTimes, Jun 1, 2007). Now they can develop a strategic partnership among the local companies to increase their market share and to be more successful in the market. For Example, in china Adidas can develop a strategic partnership with Li Ning and it can easily beat Nike with this partnership. Moreover by sponsoring local sports events in untapped markets it can develop a brand association with the target customers and can bring more customers in the market. Adidas can also drive the untapped market consumers to a low price perception and can develop a new market segment to make its products compete against Nike.  Always it is considered that Adidas is a premium brand for international players.This could create problem by repositioning Adidas as a brand of everyone. Local athletes will not find Adidas suitable for them. In this context, Adidas can make best use of its Reebok and can position Reebok in front of this segment as a attractive brand for them.
  40. 40. Past and Ongoing Strategies (how Adidas is planning to beat the current economic situation)  In the quest of becoming the market leader, Adidas acquired Reebok in 2005 to increase its market share.The main strategy behind acquiring the Reebok was that it dealt in both sports and normal life usage apparels.The Reebok at the time of acquisition, kept a share of 9.6% and also in the leading markets such as United States market it had a market share of 12.2%. By Acquiring Reebok, it opened the way for Adidas to had more celebrities as brand ambassadors such as Yao Ming, Shakira (singers) and Christina Ricci (actor). After the acquisition of Reebok, the Adidas used to develop a combined strategy to both Reebok and Adidas to beat the Market Leader Nike  In response to the Nike’s strategy to develop a strategic partnership with Apple, Adidas signed a contract with Samsung to produce a shoe + phone promotional campaign. In this strategic partnership, both the companies developed a phone to be used with shoes during training.The Major function of this phone was that it used to motivate and guide players during training. In the start the Adidas started with United States and German Market but now they are also focusing on other parts of the world for example sponsorship of OlympicGames in Beijing. In this event, Adidas used the largest Adidas store in Beijing during OlympicGames. Now they are focusing more on China by increasing the number of stores in China to 6300 by 2010.
  42. 42.  Adidas's biggest competitors are Nike, Puma and Converse. Nike's HQ is located near town Beaverton, Oregon, USA. Puma's headquartered in Herzogenaurach, Bavaria, Germany, just like Adidas is. Converse's HQ is in North Andover, Massachusetts, United States. All three of those companies produce footware as primary products, but they also produce and design clothing, accessories, equipment etc. Nike – company's name originates from the Greek goddes of victory. Puma – rivarly. Converse – timeless.
  43. 43. SWOT ANALYSIS.
  44. 44. Done by : Bojčić Belma, Mešić Edin, Džan Ništović, Din Gašević and Maarouf Fatme.