This document provides an overview of Adidas management functions including planning, organizing, leading, and controlling. It discusses Adidas history and mission, goals to increase sales and grow net income. Adidas' organizational structure is described as ambidextrous with a functional design at the top and matrix design in the middle and lower levels. Key leadership strategies focus on innovation and centralized sales support. Control involves checking for errors and ensuring goals are met through financial management and performance monitoring.

1. PRESENTATION OF CASE STUDY
(ADIDAS)
NAME: MUHAMMAD UMAR IRSHAD
ROLL NO: 9181120
SYSTEM ID: NUML-F18-32968
SUBMITTED TO: DR. HINA REHMAN

2. CONTENTS
 INTRODUCTION TO ADIDAS
 HISTORY OF ADIDAS
 STRONG MANAGEMENT OF ADIDAS
 WHAT IS MANAGEMENT
 FUNCTIONS OF MANAGEMENT
 ADIDAS MANAGEMENT
 PLANNING
 PLANNIG OF ADIDAS
 END-TO-END PLANNING
 MISSION OF ADIDAS
 OBJECTIVES AND GOALS OF ADIDAS
 STRATEGY OF ADIDAS
 ORGANIZING
 ORGANIZING TECHNIQUES OF ADIDAS
 COMPETITORS OF ADIDAS
 ORGANIZATIONAL STRUCTURE OF ADIDAS
 GRAPHICAL REPRESENTATION OF ORGANIZATIONAL STRUCTURE OF ADIDAS
 LEADING
 LEADERSHIP OF ADIDAS
 STRATEGY OF LEADERS
 IS ADIDAS CENTRALIZED OF DECENTRALIZED
 CONTROLING
 CONTROL IN MANAGEMENT OF ADIDAS
 WHAT DOES CONTROLLING MANAGEMENT OF ADIDAS INCLUDES?

3. THE END

4. INTRODUCTION TO ADIDAS
 Adidas is a multinational corporation,
founded and headquartered
in Herzogenaurach, Germany, that designs
and manufactures shoes, clothing and
accessories. It is the
largest sportswear manufacturer in Europe,
and the second largest in the world,
after Nike. It is the holding company for the
Adidas Group, which consists of
the Reebok sportswear company.

5. HISTORY OF ADIDAS
 The company was started by Adolf Dassler in his
mother's house he was joined by his elder
brother Rudolf in 1924 under the name Dassler
Brothers Shoe Factory. Dassler assisted in the
development of spiked running shoes for multiple
athletic events. To enhance the quality of spiked
athletic footwear, he transitioned from a previous
model of heavy metal spikes to utilizing canvas
and rubber. Dassler persuaded U.S.
sprinter Jesse Owens to use his handmade
spikes at the 1936 Summer Olympics. In 1949,
following a breakdown in the relationship
between the brothers, Adolf created Adidas, and
Rudolf established Puma, which became Adidas'
business rival

6. STRONG MANAGEMENT
 The strengths of ADIDAS are strong management team and
good corporate strategy in North American and overseas
markets, brand recognition and reputation, diversity and
variety in productions offered on the web (footwear, apparel,
sporting, equipment, etc.), strong control over its own
distribution channel, strong customer base, and strong
financial position with minimal long term debts. Weakness of
ADIDAS is negative image portrayed by poor working
condition in its overseas factories, and E-commerce is limited
to USA.

7. WHAT IS MANAGEMENT
 Management is the coordination and
administration of tasks to achieve a goal. Such
administration activities include setting the
organization’s strategy and coordinating the
efforts of staff to accomplish these objectives
through the application of available resources.
Management can also refer to the seniority
structure of staff members within an
organization.

8. FUNCTIONS OF MANAGEMENT
The four basic functions of management are
 Planning
 Organizing
 Leading
 Controlling
These functions work together in the creation,
execution and realization of organizational
goals.

9. PLANNING
 Planning is the function of
management that involves
setting objectives and
determining a course of action
for achieving those objectives.
Planning requires that
managers be aware of
environmental conditions facing
their organization and forecast
future conditions.

10. COMPONENTS OF PLANNING

11. ADIDAS PLANNING
 The slogan of Adidas is “Impossible is Nothing”. The mission
of Adidas is to be Best Sport Brand in the world.
 They had achieved the mission but in this strong competitive
era, too many company like Nike and Reebok also want to be
globally recognized brand, but they will work hard to achieve
their goals. Adidas is passionate about all sports. So Adidas
Company will try their best for planning new product or
equipment for athletes

12. END-TO-END PLANNING
 As part of their End-to-End Planning initiative they have been
focusing on implementing an optimized demand planning
process and system more than 20 countries in Europe.

13. MISSION OF ADIDAS
 The Adidas Group strives to be the global leader in the
sporting goods industry with brands built on a passion for
sports and a sporting lifestyle. We are committed to
continuously strengthening our brands and products to
improve our competitive position.

14. OBJECTIVE AND GOALS OF
ADIDAS
 Adidas Group aims to increase their sales by 60% while
growing their net income by 15% over the next five years, by
combining technology and design to provide the best
footwear to their customers, which are both professional
athletes and those “inspired by sports.

15. STRATEGY OF ADIDAS
They set up a dedicated Profitability Management department
to monitor macroeconomics trends, forecast the impact on
product and supplier cost and devises their supply chain
profitability strategy.

16. ORGANIZING
 Organizing or organizing is the establishment of effective
authority relationships among selected work, persons and
work places in order for the group to work together efficiently.
Or the process of dividing work into sections and
departments.

17. ORGANIZING TECHNIQUE OF
ADIDAS
 The Adidas Group comprises of a four person executive
board, including one Chief Executive Officer and three board
members representing the shareholders and six members
representing the staff. The Supervisory Board advices and
supervises the executive board in matter concerning
the management of the company.

18. COMPETITORS OF ADIDAS
Competitors of Adidas include:
 Nike
 Gucci
 Puma
 Lacoste
 Reebok
 Converse

19. ORGANIZATION STRUCTURE
OF ADIDAS
 Due to the combination of the functional design on the top
and the matrix design on the middle and lower level, the
Adidas Group can be seen as an ambidextrous organization.

20. GRAPHICAL REPRESENTATION
OF ORGANIZATIONAL
STRUCTURE OF ADIDAS

21. WHAT IS LEADING
 Leading involves the social and informal sources of influence
that you use to inspire action taken by others. If managers
are effective leaders, their subordinates will be enthusiastic
about exerting effort to attain organizational objectives.

22. LEADERSHIP OF ADIDAS
 In Adidas, they take this very seriously, and constantly make
efforts into motivating our employees. They do this through
the means of contests, competitions, rewards, promotions
and fun events such as Employee Banquets.

23. STRATEGY OF LEADERS
 The corporate level strategy of Adidas focuses on innovation,
trying to produce new products, services and processes in
order to cope up with the competition. In 2014 centralized
Sales Strategy & Excellency team was created to support all
market across the globe and managed by the Global Sales
function.

24. IS ADIDAS CENTRALIZED OR
DECENTRALIZED?
 Adidas has operated in a decentralized manner, with
separate operating units independently choosing software
that suited their internal preferences and geography.

25. WHAT IS CONTROLLING
 Control is a function of management which helps to check
errors in order to take corrective actions. This is done to
minimize deviation from standards and ensure that the stated
goals of the organization are achieved in a desired manner.

26. CONTROL IN MANAGEMENT OF
ADIDAS
 Controlling of components of Adidas’s framework is one part
of administrative control to achieve successful results. Other
administrative control components are financial
management, consistence, quality and hazard management,
feedback mechanisms, performance administration,
arrangements and techniques and research and pattern
investigation. These components are utilized by
administrators to convey to achieve an objective, track
exercises toward the objective, control practices, and arrange
endeavors and choose what to do.

27. WHAT DOES CONTROLLING
MANAGEMENT OF ADIDAS
INCLUDES?
 The management capacity of Adidas’s controlling includes
the feeding back of data about the outcome and results of
work exercises, joined with exercises to development and
contrast results and plans