ADIDAS CASE STUDY

Adidas designs, develops, manufactures and promotes sportswear, footwear, accessories and sports facilities. It manufactures clothes for competitive athletics, leisure wear and casual fashion under its namesake brand. The Yeezy, Ivy Park and Y-3 labels are fashion brands. More than 1400 retail locations, 15,000 one-size-fits-all franchise shops, 150,000 wholesale doors and more than fifty e-competitive sites market their items in over 160 countries. The enterprise was created in Germany in 1949. Adidas gained significantly throughout the 1950s as soccer players changed to light weight and screw-in cleats to the company's shoes. The firm created a sports products category in 1963. Football was introduced. Adidas began producing clothing four years later. Adidas was the largest name in sports shoes for many years, but competition in the 1970s intensified, especially from upstart companies like Nike.
Between 1990 to 1993 Adidas was owned and not revived by the scandalous French manager Bernard Tapie. The firm was sold to investors whose chief executive officer and chairman was Robert Louis-Dreyfus. Adidas became a Salomon Group in 1997 under his leadership. Although most famous for winter sports goods, the golf provider TaylorMade was owned by Salomon. After Nike, Adidas has been renamed Adidas-Salomon AG and retailed in 2001.

 

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Adidas has travelled a long way to establish itself as a young brand with decades of tradition and heritage. The mark began in 1949 and has gone on for a long time. The company has a diverse array of footwear and accessories under the Adidas & Reebok brand name. The firm is in a solid financial position with its 2400 international shop that accounts for $4.3billion. Adidas has an excellent distributor system for its items across many channels by selling it from online stores to corporate shops to grocery stores. Strong ties with organisations like the International Labour Organization in the sustainability field.
Since its creation, Adidas has given precedence to the quality of its products. In 2018, R&D invested EUR 153 million (0.7 percent of its annual net sales). One of the driving reasons behind its expanding client base is high-quality, creative items. Although Adidas brand is limited in the sportswear sector, the goods of the firm are diverse. It offers a variety of items for various sports, including footwear, clothing and hardware. It offers several products.

The brand was made affordable for restricted clients exclusively in the developing nations, with high prices owing to innovative technology & production techniques. Adidas is 93 percent outsourced to manufacturers of third parties for low labour costs and quick access to materials. They face a danger of reliance on outsourcing in Asian markets in particular. In addition, customer perception of the general quality of products in the developed economies is of vital significance to the brand. Adidas has 2 brands within its group alongside the recently purchased Reebok brands, however they have deep sorts.
Adidas outsources majority of its products to third-part manufacturers or independent suppliers, mostly in China, Cambodia and Vietnam. The risk of excessive dependency on foreign suppliers was revealed to Adidas. Adidas Group has Adidas Brand and Reebok Brand alone, with sports footwear, sportswear and accessories being limited to the firm. As a result, adidas may see a decrease in demand for sports-related items. Adidas charges their items for premiums or high pricing which alienates people of modest incomes. Only clients with high and medium incomes can buy a $100 sneaker.

As industrialised economies get saturated, there is a steady increase in demand for premium products & services, with shifting tastes & preferences, education and changing lifestyles of developing nations. The only option to thrive in the future is to join new markets, as established economies already have great competitiveness. Expanding its product range opens a fresh array of options and at the same time can distinguish itself by pursuing this approach from rivals. If Adidas pursue this approach to safeguard its intellectual rights and integrate its R&D with the operational team, Adidas will be able to operate in the open system. This is an intelligent plan.
In recent years, there has been a substantial growth in the number of people that buy online or utilise e-commerce sites. Adidas incorporates Instagram's checkout function into its distribution network, which means it is capable of replicating this success on other media platforms like as Facebook and Snapchat, which leads to a 40 percent rise in online sales in the first quarter of 2019. Sport and fitness has gained popularity without signs of stopping, meaning that demand for athletic items and a product is steadily increasing.

Adidas is worldwide, but faces ferocious rivalry from other brands such as Nike brand No.1 and Adidas second in this luxury sector. In addition, local players, replacements and market penetrators have regular rivalry. Due to its outsourcing of the majority of its manufacturing, suppliers have greater negotiating leverage than the firm. Import restrictions, tax and tariffs play a vital part in the company's pricing and performance with its 35% items produced in China and 93% produced in Asia.

 

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For Adidas, the most serious policy problem is unpredictable trade policies in many countries and political upheaval. Adidas must address such challenges in order to maintain its financial and worldwide performance. Adidas has been dealing with many types of governments and tax regimes as the items are travelling all over the world. The Company transfers its product development to third world nations by reducing production expenses. The tax imposed by trump government on importation and exports might be an important obstacle to Adidas, as Deutschland is a big exporter. Germany might be charged up to 20 billion euros for the limitations. The existence of the brand throughout the world makes it possible, in order to accomplish different aims and objectives, to handle complicated supply chain management problems that overcome different laws and processes. Factors such as war, terrorism, expropriation and nationalisation may lead to substantial loss of time, effort and money, if not steady.

The Adidas company is one of the biggest. The economic drivers which impact the company's profitability quotient include unemployment, wage rates, taxation, inflow and interest rates. Consumer preferences for brand items drive the firm, which typically follow a specific lifestyle. They are categorised as recreational things and not as objects of need. The sports items compete with the music and gaming industries. Before joining the brand, it must study a specific growth and possibilities market. Adidas manufactures its goods in China as labour intensive products are produced at low cost. Adidas needs to pricing its items carefully in comparison with North American products in particular. The increase of falsified items might also diminish the company's present market share and profitability.

The social elements that impact the performance of a brand are culture, religion, and lifestyle. These influence the company's brand image in the market that impacts the loyalty of customers. The primary target demographic of the Adidas corporation are health-conscious sports customers. The greater the sales of the firm as people would desire such athletic equipment, because more people channelize their energy to keep healthy living. To preserve the current client base, they must remain abreast of tastes and newest trends so that new consumers may be retained and acquired. In addition, they provide a company volunteer programme that helps communities and improves individual wellness. The Adidas firm has succeeded in promoting distinguishing designs of its items. On the previous, 100 million pounds had been invested in the 2012 Olympics. The investment was lucrative since it boosted the revenues of the firm significantly.

It is vital for any sport brand to adapt to the latest innovative technology in the industry in order to remain in a competitive market and keep a leading position. For a firm to operate effectively, it is necessary for technology not only to be included in the product itself but also in how the company functions, such as processes, management and accounting systems. The goods of Adidas must be evaluated under various situations to enhance their performance for end users i.e. the coaches and pros. The firm uses material replacements for lasting answers to athletes' difficulties.

Adidas says that no prohibited items are produced at all facilities and production divisions of the firm. This helps to decrease emissions of volatiles and compounds. By 2020, the corporation is targeting its green business goals. They established a 'low-waste initiative' programme focusing on two elements – choosing the resources and producing them in order to decrease their carbon impact. Avoid oil-based plastics that minimise emissions of carbon. Less waste and less carbon are also the result of thinner or lighter material.

Intellectual assets and IP Systems are the property of Adidas. They are subject to design patents, which protect the firm against violations. The breaking of counterfeit companies, which are particularly widespread in the sportswear sector, is also a legal protection of the firm. Since Adidas is an enormous name, they have of course produced a trademark. In 2014, Adidas was awarded a trademark for "3 parallel equal bands of the same width on apparel, headgear and shoes in any direction." In 2016, however, Shoe Branding Europe requested the annulment of the trademark by the EU Intellectual Property Office.