1) What is adidas's corporate strategy? Was there a common strategic approach used in managing the company's lineup of sporting goods businesses prior to its 2005–2006 restructuring? Has the corporate strategy changed with restructuring? Before it was restructured, Adidas tried to expand into more areas than it could handle. In terms of focus on product specialization, its major rival Nike fared better. After restructuring, Adidas narrowed-down its marketing segments and resolved to focus on its core competencies while continuing to cater to multiple consumer needs through its unique brand portfolio. Apart from football, basketball and running, the main priorities of its Sports Performance division include training and outdoor (http://www.adidas-group.com/en/investorrelations/strategy/adidas/default.aspx). Apart from Sports Performance, Sports Style was a division that was seen as an important part of its brand categorization efforts. Driving its “Impossible is Nothing” message through its premium-price strategy and segmented-distribution approach, Adidas now aims to become the world’s top sports brand. 2) What is your evaluation of adidas' lineup of businesses in 2008? What does a 9-cell industry attractiveness/business strength matrix displaying adidas' business units look like? Barring North America, Adidas improved significantly on its sales figures across the world for the year 2008. In terms of overall revenues taken on a basis of neutral currency, Adidas segment grew by as much as 14% (http://adidas-group.corporate-publications.com/2008/gb/en/konzernlagebericht/adidas-business-perfomance.html).
Sports Performance division accounted for 80% of its sales, while Sports style division accounted for the rest (http://adidas-group.corporate-publications.com/2008/gb/en/struktur-und-strategie/our-brands-and-divisions.html). There were renewed efforts to prepare its lineup of businesses to improve their efficiency in setting clear responsibilities, bringing...
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