The work has not been graded but I like the output that was submitted to me. Is it possible for the same prof to do the next assignment I will be submitting? If possible, I will greatly appreciate it.
Dassler has long become reality and his corporate philosophy the guiding principle for successor generations. The idea was as simple as it was brilliant. Adi Dassler? aim was to provide every athlete with the best possible equipment. It all began in 1920, when Adi Dassler made his first shoes using the few materials available after the First World War. Today, the Adidas product range extends from footwear and apparel to accessories for all kinds of different sports. The key priorities are: running, football, basketball and training. 2 As the #2 maker of sporting goods worldwide behind NIKE, Adidas has inked deals with football and basketball athletes, as well as the New York Yankees, and it serves golfers through its TaylorMade-adidas Golf.
The company operates some 2,200 retail locations under the Adidas and Reebok banners. Adidas expanded its business and breadth when it bought Reebok for some $3. 8 billion. According to Yahoo Adidas is categorized in the Consumer Goods, Textile – Apparel Footwear & Accessories industry. 3 Mission Statement Adidas strives to be the global leader in the sporting goods industry with sports brands built on a passion for sports and a sporting lifestyle. We are dedicated? to consistently delivering outstanding financial results.
We are innovation and design leaders? ho seek to help athletes of all skill levels achieve peak performance with every product we bring to market. We 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. We are a global organisation ? that is socially and environmentally responsible, creative and financially rewarding for our employees and shareholders. We are committed ? to continuously strengthening our brands and products to 4 improve our competitive position.
But leadership is not only about results, it is also about how success is achieved. We are accountable for the way we do business. In particular, we accept responsibility for the way our products are manufactured by our suppliers. By our actions we can – and should – improve the lives of workers who make our products.? ?We are committed to good governance, and use our stainability statement and our corporate missions on Social and Environmental Affairs, Human Resources and Community Affairs to achieve our vision.? 5 ? Comment The mission and vision of Adidas are very clear.
Adidas is a very ambitious company and very optimistic in their mission statement. Adidas strives to be the global leader in the sporting goods industry by exceding consumer expectations. Eventhough with that goal Adidas is not going in to detail, I as a reader can perfectly imagine what Adidas meant with this. As a employee of Adidas I would be proud to be working for the company. The mission statement is inspiring and adidas is a global organisation ? that is socially and environmentally responsible, creative and financially rewarding for their employees and shareholders.
I would make the mission statement clearer by specifying who their inteded customers are. I would also elaborate on the companies basic values. Industry The Textile – Apparel Footwear & Accessories industry generates US$ 479 billion in world exports and accounts for a 4. 6 per cent share in global merchandise exports (World Trade Organization, 2006a). Textiles and clothing comprise a unique industry in the global economy. This industry has very low entry barriers; entry does not require huge capital outlay and factories can be set up that employ workers with relatively low skills.
Since the actions companies take to compete against rival companies include actions such as asking lower prices but also by creating a stronger brand image by spending more money on advertising. Adidas deals with the competitive forces by doing the following: • Having a diverse brand portfolio Consumers want choice. Whether it is the athlete looking for the best possible equipment, or the casual consumer searching for the next fashion trend, Adidas is inspired to develop and create experiences that engage consumers in long-lasting relationships with their brands.
To maximise their consumer reach, Adidas has embraced a multi-brand strategy. This approach allows them to tackle opportunities from several perspectives, as both a mass and a niche player, providing distinct and relevant products to a wide spectrum of consumers. In this way, each brand is able to keep a unique identity and focus on its core competencies, while simultaneously providing the Adidas Group with a broad product offering, increasing their leverage in the marketplace. • Investments focused on highest potential markets and channels
Adidas targets leading market positions in all markets where they compete. However, with almost 180 subsidiaries worldwide, they have prioritised their investments based on those markets which offer the best medium- to longterm growth and profitability opportunities. In this respect, they continue to place a considerable emphasis on expanding their activities in the emerging markets, particularly China and Russia. No matter in which market they operate, they recognise that consumer buying behaviour and the retail landscape are unique.
Therefore, to fully exploit market opportunities, they ailor their distribution strategy to present their brands to the consumer in the most impactful way. This is achieved by following a distinctive channel approach. Adidas strives to provide their customers with superior service to secure prime shelf space for their brands, while continuing their commitment to building a strategic competency in own retail and e-commerce. 4 Student: Hussein Suleiman, Studentnumber: 513056, Group: 3IBM1 Company: Adidas • Creating a flexible supply chain Speed and agility are key to outpacing the competition.
Adidas is committed to meet the full range of customer and consumer needs by ensuring product availability in the correct size and colour, providing game-changing technical innovations and also the latest high-end fashion product to the highest quality standards. Adidas strives to shorten creation and production lead times by continuously improving their infrastructure, processes and systems.
By sharing information from point of sale to source and vice versa, Adidas strives to connect and more closely integrate the various elements of their supply chain, to enable quick reaction to changing consumer trends. Leading through innovation Everyone in the adidas Group is responsible for driving innovation. Therefore, they foster a culture of challenging convention and embracing change, and require all areas of the Group to generate at least one new meaningful innovative improvement per year. In particular, Adidas believes that technological evolution and cutting-edge design in their products are essential to achieving sustainable leadership in their industry. • Creating shareholder value Sustainable revenue and operating profit growth are critical to the success of Adidas.
Creating value for their shareholders through significant cash flow generation drives their overall decision-making process. For each of their segments, Adidas pursues the avenues for growth which they expect to be most value-enhancing, with particular emphasis on improving profitability. In addition, rigorously managing working capital and optimising their capital structure remain key priorities for Adidas. They are committed to increase returns to shareholders with above-industry-average share price performance and dividends.
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