Primary Question for Adidas

1. Primary Question for Adidas • Does Adidas's corporate strategy, including recent acquisitions and restructuring, stay true to its brand while positioning itself to improve shareholder value and challenge Nike as the leader of the global sporting goods industry?

2. Secondary Questions • What enabled Adidas to be the market leader in the past? • How did Adidas lose thelead to Nike? • What has the Adidas brand represented in the past and what does it represent today? • How has Adidas' corporate strategy changed over time, specifically before and after the 2005-2006 restructuring? • Have Adidas' acquisitions helped improve their positionagainst the competition? • What role do developing countries have in Adidas's future success and how is Adidas positioned in those countries? • Should Adidas be concerned about losing North American market share to Nike? • Is there another corporate strategy Adidas should be pursuing?

3. What enabled Adidas to be the Market Leader in the past?

4. Product Innovation Analysis – Adidas was an early entrant into athletic shoe industry. They developed many of the features still present in shoes today. Strong presence in Olympics and soccer. Created a strong brand based on high quality, innovative products that top athletes choose to use in training and competition.

5. Marketing Innovation Developed strong following with top track and field athletes. Applied this same model years later with soccer shoes and apparel. Successful because adidas was creating innovative, high quality products. Product innovation enabled marketing innovation. Different than Nike – marketing is what set them apart from the start.

6. How did Adidas lose thelead to Nike?

7. What has the Adidas brand represented in the past and what does it represent today?

8. How has Adidas's corporate strategy changed over time, specifically before and after the 2005-2006 restructuring?

9. Adidas Evolving Strategy • Return to form via restructuring… • Loss of focus… • Design and Innovation, differentiated image for brands, improved retail and supply chain • Focused on Puma, while Nike underestimated. Tries to catch up via acquisitions which yields product breadth instead of specialization. • Adi’s leadership… • Focused on athletic footwear/apparel. Success factors are marketing and product innovation.

10. Adidas’ Current Strategy

11. Have Adidas' acquisitions helped improve their position against the competition?

12. Salomon Acquisition: Was it Successful? • Analysis:Paid 1.5bn to diversify product line. Surpassed Reebok world’s 2nd largest sporting goods company, however…

13. Adidas’s Stock Price • Stock price fell soon after acquisition in 1998, Salomon divested except for Taylor-Made Golf line. Adidas overpaid for acquisition.

14. Adidas after Salomon was divested • Net addition was TaylorMade golf

15. SWOT Analysis for Adidas

16. SWOT Analysis for Reebok

17. Reebok Acquistion On paper it looks like Reebok’s product portfolio, endorsements and relationships round out Adidas and together they can join forces to overtake Nike. Issue is can management overcome Reebok’s reputation for poor quality and lack of innovation? Can two companies come together with such different cultures and focus? Adidas – product innovation and commitment to quality Reebok – marketing focus

18. What role do developing countries have in Adidas's future success and how is Adidas positioned in those countries?

19. Adidas is a global player 43% of sales from Europe, which is slowest growth market Encouraging that #1 in developing eastern European market, Russia expected to be most profitable market in Europe by 2010 2006 acquisition of Reebok not enough to overcome Nike in North America Growing number of sales in Asia market, fueled by adidas success in China. Strong demand and large population

20. Net Sales in Emerging Markets Analysis – strong growth trend in sales in two very attractive emerging markets. Growth may be result of Adidas brand strength in soccer, world’s most popular sport.

21. Regional Footwear/Apparel Markets Analysis – Adidas is strong in several developing markets (Eastern Europe, China) but its focus and acquisitions have been geared towards overtaking Nike in the large, but slow growth North America market.

22. Should Adidas be concerned about losing North American market share to Nike?

23. Retail Store Strategy

24. Adidas AG Geographic Revenue Performance Key Growth Potential: Europe – continue focus on soccer (including endorsements) and build brand loyalty Asia/Latin America – increase distribution network and brand awareness - All three regions averaging double-digit growth rates

25. Revenues from Asia: 1999 – 13% of total 2007 – 35% of total Decreasing reliance on U.S. Market: 1999 – 69% of total 2007 – 52% of total Metalwoods currently hold number one ranking. Irons hold less than half market share of industry leader Golf balls have seen limited success Over 70 touring pros lift apparel presence. Conclusion – TaylorMade should hold U.S. market share in U.S. given the brand’s strenghts, however, TM is only 8% of Adidas AG global revenues. TM cannot help Adidas overtake Nike in U.S. market

26. Adidas Global Revenue Sources (2007) Conclusion – The majority of Adidas’s revenue streams are outside U.S. market and are growing significantly – let Nike lead U.S. market but dominate Europe and emerging markets.

27. Reebok Global Revenue Sources (2004) Conclusion – Use Adidas’s control and production efficiencies to enhance Reebok’s distribution network in U.S. to increase U.S. revenues.

28. Is there another corporate strategy Adidas should be pursuing?

29. Alt Strategy Options • Use Adidas as revenue driver outside of U.S. market – restructure Reebok strategy to capitalize on historic revenue performance in U.S. • Decrease number of Adidas retail outlets in U.S. - convert to Reebok retail • Increase Reebok U.S. endorsements • Use Adidas global distribution to further increase TaylorMade international revenues

30. Slides that follow still need to be placed or cut.

31. External Environment: PEST

32. Porter’s 5 Forces

33. Porter’s Five Forces

34. How has Adidas evolved since it was founded?

35. Timeline of Adidas 1920-1925 • Fouded 1920 by AdiDassler – wanted to design shoes for athletes in soccer, T&F, & tennis. • The Dassler brothers (Rudi & Adi) made their first major innovation in athletic shoes, integrating studs & spikes in track & field shoes. • Innovators in Marketing – gave away shoes to German athletes competing in Olympic games. By 1936 most athletes would compete only in Dassler shoes. • Bitter family feud, company dissolved. Rudi established Puma. With his departure Adi renamed company Adidas & registered the trademark 3rd strip to Adidas shoes. • Adi expanded spikes concept in track shoes to soccer shoes. Partial credit was given to the soccer shoes for Germany’s World Cup Championship that year. 1928-1936 1948-1949 1954

36. Timeline of Adidas 1960-1967 • Adidas is the clear favorite among athletes – 75% of T&F athletes wear them in Olympics. ’63 started producing soccer balls, ’67 athletic apparel • Adidas became leader in consumer jogging shoes in the US. T-shirts and apparel bearing the 3 stripes became popular among teens. • Adi Dassler dies, Adidas remains worldwide leader in athletic footwear but they are losing market share fast to Nike in US. Market share loss continues through the 80’s and mid 90’s. • Through cost cutting, new model launches, and endorsement contracts with popular athletes Adidas increased sales by 75% over prior year in US. Becoming 3rd largest athletic footware company in US – trailing only Nike and Reebok. 1970’s 1978 1994

37. Timeline of Adidas 1998 • Acquisition of Salomon SA – diversified beyond shoes & apperal to ski, golf, bicycle, & winter sports. • Stock price takes a hit possibly due to Salomon acquisition. Adidas mgt divested all of Salomon’s winter sports & bicycle equipment. • Acquistion of Reebok, included Rockport footware, Greg Norman apparel, & CCM hockey equipment. 1998-2005 2006