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15. Ensuring Cost Competitiveness/Restructuring: As part of this priority, Adidas focuses on optimizing product creation through a more efficient cost selection process. This is achieved by the company by outsourcing its manufacturing to the Asian countries where the cost of labor as well as the material is low compared to European and American countries. This, coupled with increased automation in manufacturing, enhances the productivity, shorten lead times and improve overall quality. These improvements are expected to enhance profitability for the firm and ensure that Adidas provides to its consumers with the best value proposition in the industry.
16. The Profitability Management department assumes a central role in realizing cost competitiveness by driving the strategic costing efforts and optimizing the buying strategies. This includes monitoring macroeconomic trends, to identify the future impact on product costs as well as the ongoing financial assessment of the Adidas Group’s supply base.
17. Adidas creates value by efficient monitoring of business unit performance. The various business units at Adidas are very integrated and coordinated. There is communication at all the levels in each business unit.
18. Sharing Resources: The corporate strategy of “sharing resources” helps Adidas the most in adding and creating value to the company. Adidas has a diverse brand portfolio and broad product range. The resources of the Adidas create the competitive advantage to the company. Adidas has the key resources of strategic innovation, integrated R&D, Distribution network, supplier relation, volume manufacturing, efficient employee and reputation within industry. The different business units of the Adidas Group like Reebok, Taylor-made golf and so on, share operational resources and functions like sales and distribution, manufacturing facilities to create value, performance excellence and innovative product offering.
19. Research and Development and supply chain are the greatest strengths for Adidas. Creating innovative products to meet the shifting needs of athletes and consumers is critical to drive brand perception. As a result, research and development (R&D) is a keystone for the success of Adidas business. Adidas invests substantial resources into developing and commercializing new technologies as well as brand new design thoughts, in order to best fulfill the unique needs of the consumers worldwide. The research and development process is driven by teams of employees with diverse professional backgrounds.
20. R&D within the Adidas Group follows a decentralized approach. But at the same time the fundamental and biomechanical research, is shared across the Group. In line with its unique positioning, each brand runs its own research, design and development activities. But there is a degree of sharing R&D in each brand. The teams generally have either a category or a technology focus. R&D is not a separate organizational entity, but is closely integrated with the sourcing, design and product marketing functions.
21. The key resource of efficient employees is shared among various brands under the Adidas group. The sourcing team together with the material team, within product development works closely with the suppliers to identify innovative materials as well as integrate cost and production process aspects into the development phase.
22. To solidify Adidas Group position as a leader in technology and innovation, the Adidas Innovation Team is responsible for the ongoing development of new technologies and concepts in all key product categories. he team is divided into groups that focus on apparel, footwear and hardware, within which there are individual product focus categories like basketball, football (soccer), American football or cross-category project areas such as intelligent products or energy management systems (cushioning technologies).
30. The diversification strategy adopted by the Adidas group is the related diversification strategy. All the brands under the Adidas group are engaged in the production of related products like sports shoes and apparels, sports equipment, accessories like glasses, eye pieces and bags. The biggest advantage for Adidas group from the related diversification is the sharing of resources and capabilities between various brands.
31. Focus on High potential markets and channels: Adidas Group, targets the leading market positions in all markets. However the company has prioritized its investments in those markets which offer the best medium- to long-term growth, productivity and profitability opportunities. In this respect, Adidas Group continue to place a significant emphasis on expanding the growth activities in the emerging markets, particularly China, India and Russia, as well as building market share in underpenetrated markets such as the United States.
32. Creating a flexible supply chain: The objective of Adidas Group is to meet the demand of its customers by ensuring product availability in the correct size and color. It also aims to provide the game-changing technical innovations and the latest high-end fashion product of the highest quality and standards to its customers. A key strategic priority of the company is to shorten the design, development and production lead times by constantly improving the infrastructure, processes and systems. By effective information sharing from point of sale to source and vice versa, Adidas’s operations strive to connect and integrate the various elements of supply chain, to enable quick response to shifting consumer trends and choices.
33. Leading through Innovation: One of the core competencies of Adidas Group is its strategic innovation and creativity. Therefore, the Group aims to generate at least one new meaningful innovative improvement per year. Technological evolution and cutting-edge design in products is essential to achieving sustainable leadership in the sports and apparel industry. At the same time, there is a continuous process of enhancing services for the customers and implementing more efficient and effective internal processes at the company.
34. Sustainability: Like any global business, the Adidas Group has to manage a wide-range of commercial and competitive pressure to convey increased financial returns, growth and profitability. At the same time the company has a responsibility towards the workers in the suppliers’ factories, employees and also for the environment. The company tries to strike balance between shareholder interests and the needs of employees and workers and the environment. Thus the company makes every effort to become a sustainable company.