Marketing Plan: Adidas AG Taylor Fjeldheim Principles of Marketing Executive Summary Adidas AG sells sports shoes‚ apparel‚ and equipment in 170 different countries. There focus lies in football‚ soccer‚ basketball‚ running‚ training gear‚ golf‚ and apparel. This is a two billion dollar industry and with Adidas being a main cog. They also specialize in lifestyle goods including SLVR and Y-3 fashion brands. They have trademarked their three-striped logo that has become a
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Supply Chain Structure: Aris Corporate Portfolio Strategic Concerns of Adidas I. STRATEGIC DIRECTION Sports marketing For a global organisation like adidas its marketing mix is tailored to specific markets. This is known as international marketing as it takes cultural and social differences into account when planning marketing activity. Sports marketing is a key focus for adidas’ marketing mix. The growing popularity of sports as entertainment has led to
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MANAGEMENT ICA 1 PROJECT TITLE: Converse Table of Content Table of Content 1 Executive Summary 2 Company Profile 2 SWOT Analysis 3 Marketing Offer and Philosophy 4 Target Customer Segment(s) and their Needs / Demands 5 Competitors Analysis 5 Marketing Strategies (4Ps) 7 Strengths & Weakness of Marketing Strategies 8 Recommendations / Suggestions for Improvements 9 Conclusion 9 Appendices 11 Executive Summary Included in the company profile is the information
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Adidas is a world recognised company which manufactures shoes and sport apparel. It was founded by two brothers Adi and Rudolf Dassler in Germany in 1924 when it was first known as Dassler shoes. During the Olympics the company gained recognition with the Dassler shoes being seen. In 1948 Rudolf left to start his own company which is known as Puma today. Adi Dassler came up with the three famous stripes logo and Adidas name once his brother left which became a trademark for Adidas. In 1978 Adi Dassler
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1. What is adidas corporate strategy? Was there... 1. What is adidas corporate strategy? Was there a common strategic approach utilied in managing the company’s lineup of sporting goods businesses prior to its 2005-2006 restructuring? 2. Did the restructuring undertaken in 2005 and 2006 make sense? Does it appear that the acquisition of Reebok International will produce higher returns for shareholder? What strategic actions should adidas’s top management initiate ti improve the company’s financial
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purchase‚ Umbro appeared to be a good strategic move for Nike‚ and the acquisition was touted as a ’dynamic alignment’ that would bring Nike to the forefront of football brands. Driving Nike’s ambition was – and still is – its desire to surpass adidas as the dominant brand in football‚ as well as put more pressure on its global rival in Europe. Premiership football in the UK is in huge demand and is watched globally‚ and no doubt Nike planned to use its acquisition of Umbro to showcase both
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competition from Adidas‚ Reebok and Puma. - Accusations of poor work conditions. - The increase of counterfeit products in overseas markets. Reebok Swot Analysis. 1. Strengths -Low manufacturing cost since the manufacturing chain comes from Asia were labor costs are low. -Since Reebok does not own the physical factories‚ production can be switch to another location if needed. - High return on equity up to 27.2 % in 1993. Today is own by Adidas. And generates about 10 % of Adidas net sales.
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as Adidas after originally starting out as “Gebrüder Dassler Schuhfabrik”. The Puma group owns the brands Puma‚ Cobra golf and Tretorn‚ this allows the organisation to branch into different markets and compete for market share in different industries. Marketing Orientation ‘I make what I can sell’ (Adcock et al‚ 2001). This is the philosophy the orientation takes‚ following the organisations market research. Marketing orientation takes into consideration the customers and their competitors. The
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Competition As a leader of the sports and athletic apparel industry‚ Nike competes directly with Adidas‚ Under Armor‚ Puma‚ and New Balance for market share and position. Nike is currently the top producer in this industry. Currently‚ Nike holds 53.94% of the market. Nike currently owns close to 700 retail stores‚ and they sell their products to more than 23‚000 distributors worldwide. Nike aims to generate $28 to $38 billion in revenue by 2015 through their continued sales of their most popular
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more than 30‚000 employees across all six continents (Nike 2011). Nike Today Nike today is the largest manufacturer of athletic footwear‚ clothing and equipment globally by sales with 2011 revenues of more than US $23billion ahead of closest rivals Adidas‚ Puma‚ K-Swiss and Under Armour which it competes with in the sportswear market. Nike has been steadily increasing its market share of the sportswear market from an initial 3.7% in 2006 to 4.6% in 2011‚ even though this declined in 2009. Many analysts
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