Adidas Strategic Management

Topics: Adidas / Pages: 15 (3739 words) / Published: Oct 30th, 2012
ADIDAS STRATEGIC MANAGEMENT
OBJECTIVES:
To identify the main strategic issues facing Adidas in maintaining their current global competitive position. To evaluate potential strategic options that Adidas should consider in order to sustain and develop their global competitive positioning. To discuss the implications of these options for the strategic management decisions of the company.
To make appropriate recommendations for the future.
Summary:
This report sets out the different aspects of strategic management at the Adidas group. Sometimes the two are used interchangeably, but there is a lot of difference between the two. They can partly be distinguished on the basis of different ways of financing them and partly by comparing the sizes of the companies involved.
The takeovers and different issues related to it are of very much importance in present times of LPG (Liquidation, Privatisation and Globalisation). The basic fields of concern are the benefits related to M&A, post M&A activities, M&A failures and success, etc. All these concepts have been undertaken in this report. There is also a case study of Adidas and Reebok given at the end for a deeper analysis of the concept. The various aspects of the Adidas and Reebok merger have been clearly explained.
Introduction:
Adidas-Salomon is one of the major sports apparel manufacturer. It consists of Reebok Sportswear Company, Taylormade Golf Company, Maxfli Golf and Adidas Golf. It is the second largest sportswear manufacturer of the world after Nike. The company was founded by Adolf (Adi) Dassler in 1948 and is named after him. But the story started way back in 1920 when Dassler and his brother Rudolf Dassler started making shoes Herzogenaurach, near Nuremberg. Rudolf Dassler is also the founder of other sports goods manufacturer company, Puma. The group is actually named as Replica Adidas Shoes.

SWOT Analysis:
In order to identify the main strategic issues facing Adidas in

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