RESEARCH PROJECT REPORT

ON

COMPARING MARKETING STRATEGIES OF ADIDAS

Submitted in partial fulfillment of the requirements for the award of BBA degree

Submitted by

GAUTAM MEHRA

BBA (2019 – 22)

System ID.:  2019003712

Under The Guidance Of

DR. MANISHA GUPTA

SCHOOL OF BUSINESS STUDIES

SHARDA UNIVERSITY, GREATER NOIDA-201306

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Certificate from College

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 DECLARATION

The research project report on “ MARKETING STRATEGIES OF ADIDAS " has been undertaken
as a partial fulfillment of the requirement for the award of the degree of BBA of Sharda
University. I hereby declare that this Project is my original work and the analysis and findings are
for academic purposes only. This project has not been submitted by the any student earlier to
any other institution/ university.

GAUTAM MEHRA

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 ACKNOWLEDGEMENT

It is with a sense of gratitude, I acknowledge the effort of whole hosts of well-wishers who have

in some way or other contributed in their own special ways to the success and completion of

this project.

 I wish to offer my deep veneration to Dr. Manisha Gupta , Faculty Guide, Sharda University , Gr.
Noida, for guided me with all aspects on the entitled “COMPARING MARKETING STRATEGIES OF
NIKE AND ADIDAS "

Place: Signature of the candidate

Date Name: GAUTAM MEHRA

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TABLE OF CONTENTS

1. Acknowledgement

2. Declaration

3. Executive Summary

4. Introduction

a. Industry Profile

b. Company profile

5. Research Methodology

6. Competitive Analysis

7. Marketing & advertising Strategies

8. SWOT Analysis

9. Data Interpretation & Analysis

10. Findings

11. Suggestions

12. Limitations

13. Conclusion

14. Bibliography

15. Annexure

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INTRODUCTION

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OVERVIEW

Indian leather is the industry's backbone. It is the backbone of India's leatherr industry, and
India is the world's second big footwear producer behind Chinaa.

Flor sheim, Nunn Bussh, Stacyy Adams, Gaboor, Cllarks, Nike, Reebok, Ecco, Deichmann,
Elefanten, St Michaels, Hasley, Salamander, and Colehaan are just a few of the well-known
international brands that are made in India under license. Furthermore, numerous global retail
chains are actively purchasing footwear from India in search of high-quality items at affordable
rates.

From manual footwear production methods to automated footwear manufacturing systems, the
footwear industry has advanced. Many locations have in-house design studios with cutting-edge
CAD equipment and user-friendly 3D shoe design software. Many Indian shoe manufacturing
have received ISO 9000, ISO 14000, and facilities are available, with laboratories collaborating
with renowned international organisations such as SATRA in the United Kingdom and PFI in
Germany. One of the most important aspects of success in field of international fashion markets
is the capacity to provide them with the most up-to-date designs and trends. Through its
excellent achievement in MODEUROP, India has achieved international notoriety in the domain
of Colors & Leather Texture forecasting. Footwear producers are constantly provided with
design and retail information to assist them in addressing the season's requirements.

The Indian footwear industry is preparing to capitalise on its capabilities in order to maximize
profits.

India's strength in the footwear business stems from its dependable, substantial installed
capacities for finished leather and footwear production, and a big human capital base with
experience and technology competent personnel and relatively low-cost labour, as well as a
track record of success

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Proven ability to manufacture footwear for worldwide brand leaders, as well as technical
expertise, notably in the mid and high-priced footwear categories. India's comparative
advantage is its resource strength in the form of resources and trained labour.

The factt thatt the footwear industry is the most important section of the Leather Industry in
India is reflected in the export objectives from 2007-08 to 2010-11, as shown in the table below.

In recent years, India has established itself as a relatively sophisticated low to medium cost
supplier to global markets - India's leather sector has been targeted by the government as a
source of economic growth. The government has urged and mandated a hesitant industry to
modernise in a progressive manner. India was known for its rawhide and skins, as well as semi-
processed leather and certain shoes.

The government outlawed the export of raw hides and skins in the 1970s, first limited, then
stopped encouraged to produce finished leather. Despite industrialists' protests, this has
resulted in a significant improvement in the shoe manufacturing business. India is already a
significant exporter of leather footwear and has the potential to compete with China in the
future (60 percent of Chinese exports are synthetic shoes).

In the world of footwear, India is known as the sleeping giant. Only China has a higher installed
capacity of 1,800 million pairs. Men's leather shoes and leather uppers for men and women
account for the majority of output. It boasts approximately 100 highly mechanised,
sophisticated shoe manufacturing units that are on par with the best in the world (including
Europe). Florsheim (US), Lloyd (Germany), Clarks (UK), and Marks & Spencer are some of the
more upscale brands (UK).

India's recent export performance has been inconsistent. Exports of shoes totaled $651 million
in 2000, $663 million in 2001, and $623 million in 2002.

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The United Kingdom and the United States are the two most important markets for Indian
leather shoes, accounting for about half of total exports.

In terms of global suppliers, India has yet to realise its full potential. This is mostly owing to
native cow leather, which, while abundant, has a maximum thickness of 1.4–1.6mm, as well as
the country's sociopolitical and infrastructural. India, on the other hand, is a fantastic leather
uppers provider. Uppers imported from India do not violate the FTAs with Europe or the United
States.

With a population that rivals China's, there is little question that these two countries will
compete for world dominance in footwear supply.

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COMPANY PROFILE

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ADIDAS
The world's love affair with Adidas began in the little German hamlet of Herzogenaurach Adolf
"Aadi" Dassler brought those three small stripes to life in 1920. Dassler co-founded his first
sports shoe, a training shoe, with his brother Rudolph after recognising the need for high-
performance athletic footwear. In 1948, the Dassler brothers split up to create two
independent businesses. Dassler and his brother founded Adidas and Puma, booth

Since founder began creating sports shoes in the 1920s, Adidas' objective has been the same: to
be the finest sports brand in the world. Adidas has a long history of continuously serving the
changing requirements of athletes. Adidas seeks to give athletes with shoes that may make a
perceptible impact in their performance by focusing on function rather than fashion. Adidas is
the greatest since it caters to the demands of athletes. This legacy has been carried forward by
Adidas America.

Adidas purchased Sports Inc., a US-based sports marketing firm created by former Nike
executives Rob Strasser and Peter Moore, in February 1993. The Adidas Equipment Collection
was designed, developed, and marketed by Sports Inc. in collaboration with Adidas USA. This
line revitalised and repositioned the Adidas brand in the United States by producing an unique
line centred on the athlete's practical demands and leveraging the greatest materials and player
input in the tradition.

Aaadi dassler is a well-known figure in the Jewish community., ease of mobility, and safety were
all features that aided the athlete's performance. Following the success of Adidas America's
conception and launch,

General Information

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Adidas have been a part of sports on every level for over 83 years, producing cutting-edge
athletic footwear, gear, and accessories. Adidas - Salomon is now a global leader in the sports
goods business, with total net sales of 6.1 billion and net income of 208 million, and the most
comprehensive product range. Almost every nation in the globe has Adidas-Salomon items. Our
goal is straightforward: to increase our competitive position and financial success, we must
consistently strengthen our brands and goods.

It is projected that the corporation has a 15% market share in the global sports goods sector.

oversees the company's nearly 100 subsidiaries. The key business, are all based in
Herzogenaurach. Additional significant corporate divisions are headquartered in Portland,
Oregon, in the United States, where Adidas America Inc. is headquartered and where the
strategic business units Basketball, Adventure, and Alternative Sports are located. Golf is the
strategic business unit centred in California. Winter Sports is based in Annecy, France. The
corporation also has design studios and development divisions in various parts of the world that
are relevant to the commercial activities. Adidas-Salomon AG employs over 13,400 people
globally.

Earnings and Brand Image

In 2004-05, the Adidas company's revenue increased to 16 million dollars. The sale of garments
and accessories accounts for over 53% of total revenue, with footwear accounting for the
remainder.

According to a 2004 poll of athletic companies conducted inside brands, Adidas is one of the
most popular brands.

Future Plans
In 2005-06, Adidas India expects to increase its turnover to 18 million US dollars, with a cash
break even projected in the calendar year 2005 and an operating break even predicted in 2006.
Salomon and Taylor Made, two more Adidas-owned brands, are slated to arrive in Indian Adidas
stores in 2005 and 2006.

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 THE MANUFACTURING PRACTICES OF THE FOOTWEAR
INDUSTRY: ADIDAS

Footwear Industry – Players, Revenues, Market Share

To correctly assess footwear production, it is crucial to first get a thorough grasp of the market's
major players. With approximately $7 billion in domestic revenue, the sector is presently facing
hyper-competition, dominated by six major companies: Nike, Reebok, Adidas, Fila, Converse,
and New Balance (see exhibit 1). Nike leads the business with a 47 percent market share,
followed by Reebok (16%) and Adidas (6%) in second and third place, respectively (see exhibit
2). With falling demand and the rise in popularity of alternative footwear, this category is under
greater pressure than ever to maintain strong gross margins through effective global sourcing
procedures.

In terms of product production, footwear firms have two fundamental options: they may either
own and run the facilities that create their items, or they can outsource their products to
secondary manufacturers. These facilities may be found both domestically and globally, and
both have their own set of benefits and drawbacks. Domestically produced goods gain from
ease of monitoring, a competent workforce, political stability, job creation, and well-understood
labour laws, but also suffer from the comparatively high salaries necessary in the United States
compared to developing nations. The greater difficulty of checking the quality of their goods and
the real working conditions in the factories is offset by the huge efficiencies obtained by
producing things overseas, particularly in third-world nations, in the form of lower salaries.
Vertically integrated companies, which own and operate the factories where their products are
made, confront significant capital expenditures and factory management, resulting in reduced
profit margins.

The Evolution of Manufacturing in Third World Countries

As countries' econnomies grow, so does theeir capability and skills level in all aspects of
production. Manufacturing in its most basic form, which began in London in the early 1900s and
continues to this day, consists of light manufacturing, which employs unskilled workers to create
things such as shirts, shorts, and jeans. Countries undertake moderately technical light
manufacturing, which includes footwear, outerwear, and performance apparel, as their
economies and manufacturing skills expand. The manufacturing of technological consumer

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items such as radios, calculators, and wristwatches is the next phase in this expansion.
Manufacturing expands to encompass technological durables, such as vehicles and computers,
as the most developed nations achieve high levels of technical skill. This pattern reflects the
current state of economies throughout the world, and explains why sneaker firms began in the
United States and Germany, progressed via Japan, Korea, and Taiwan, and ended in the present-
day core areas of China, Indonesia, and Vietnam. Their level of life will improve along with their
manufacturing capabilities as these three nations advance over the next decade and substantial
quantities of fresh money are put into their economies. Companies will be obliged to shift their
production to low-wage nations such as Cambodia, Pakistan, and Africa's undeveloped regions.

Adidas
Adidas now has the highest growth of any brand in the United States, with a market share of 6%
and sales of $500 million. They've been sheltered from negative press by the industry's two
Goliaths, Nike and Reebok, and are reaping the benefits handsomely. They've shifted their
production strategy from a vertical operation in Germany in the 1960s and 1970s to a
concentrate on outsourcing in Asia today. They lack a code of conduct, unlike the major two,
and their factories are often regarded as the worst in the business. It's only a matter of time
until they're exposed, with a rising tide of negativity already underway. To prevent the bad
consequences and revenue losses that Nike and Reebok have experienced, they must take quick
action to improve the working conditions in their factories.

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 RESEARCH OBJECTIVES & METHODOLOGY

RESEARCH OBJECTIVE

 To research Adidas' marketing as well as the company's present market position in order
to determine how well Adidas holds its market position. what areas Adidas can improve.
 The many parts of Adidas' marketing strategy, as well as further ideas for development.
 An investigation examining the benefits of marketing methods used by businesses and
their efficacy in the footwear sector.
 To research the Indian footwear business with a focus on Adidas shoes, as well as
consumer, dealer, and retailer perspectives.
 To understand the internal and external environment of the industry by understanding
Strengths, Weaknesses, Opportunities, and Threats.
 To assess the existing situation in order to forecast the casual shoe market's future
prospects.

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 METHODOLOGY

DATA COLLECTION METHODS:

The sample size taken was 100 consumers

Shoes Company – Sample Unit (Adidas Shoes, Reebok, Bata, Adidas and Nike)

Delhi was picked as the location.

a) Questionnaires
b) interviews were used to gather information (formal & informal)

QUESTIONNAIRES
The developed questionnaire was open-ended, organised, and anonymous.

The Questionnaire was created to address every area of the study goal. The customer was
kept in the dark about the product for which the study was being carried out.

Before they filled out the Questionnaire, it was extensively reviewed with them, and their
opinions were written down as facts (answers) in the Questionnaire.

INTERVIEWS
Interviews, like casual chats, were scheduled ahead of time. In reality, most interviews
resulted in simply casual chats. Interviews were formal, and in other circumstances, they
were the first stage in a process that led to a second and third encounter with the
interviewee, during which they were allowed to freely and informally provide information
with the researcher.

Interviews were quite formal and regimented, and they were preplanned (often after
making an appointment with them).

After that, they were instructed to fill out a single chart containing metrics from the
footwear business and rate them. It aided in determining their degree of awareness and
requirements.

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INFORMATION

1. Facts

2. Quasi-facts

3. People's awareness

4. Their requirements

5. Demands

6. Opinions on the product

7. Satisfaction with the product

SAMPLING
The method used for sampling was stratified random sampling. It was random since the
customers were not pre-selected; instead, they were separated into groups solely to investigate
the target market's dimensions.

CONSUMER GROUPS
The study was conducted after the consumers were separated into three groups.

The following are the three groups:

1. students in high school and college – graduates, recent grads, post-graduates, and newly
employed young (08-23 yrs)

2. Young professionals — businessmen, executives, and professionals such as chartered

accountants, doctors, and lawyers, among others (23-25 yrs.)

3. Senior executives, businessmen, lawyers, doctors, and other professionals in their forties and
fifties (35 yrs. & above)

This categorization was carried out in order to determine the general preferences of various age
groups.

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 MARKETING & ADVERTISING ASPECTS

MARKETING STRATEGIES: AN OVERVIEW OF ADIDAS

Statistical surveying is a method for social event information that will help you (as a business)
comprehend how individuals you wish to offer to will respond to your items or administrations.
Statistical surveying will address questions, for example, Whether your items or administrations
are required; Who should purchase your items; What age, sex, pay, occupation, and so forth are
individuals I need to offer to; If there are changes occurring and what this could mean for what
you sell; How well your items or administrations could sell; How much interest there is for what
you desire to sell; and What cost might individuals want to pay.Conducting market research
You can do your research in a variety of methods, but you must carefully evaluate why you
choose this method and what you think the evidence will reveal to you.

One of the most typical ways to perform market research is through questionnaires and
personal interviews, and there are a variety of techniques to collect data this way: Direct
interview, mail survey, and telephone interview are the three types of interviews. What you
choose to employ will be influenced by the sort of data you want to collect. I used two different
survey methods: a questionnaire and a mail survey. I sent several questions regarding the firm
and also reached out to them directly. The answers to the questions I posed are provided.

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The Marketing Mix (The 4 P's of Marketing)
There are four types of marketing decisions, each of which may be controlled:

 Product
 Pricing
 Placee (distribution), and
 Promotion

.The expression "promoting blend" became well known after Neil H. Borden's 1964 article, The
Concept of the Marketing Mix. Borden started utilizing the expression "blender of parts" in his
preparation in the last part of the 1940s after James Culliton portrayed the showcasing
administrator as a "blender of components." Borden's showcasing blend included item
arranging, estimating, marking, appropriation methods, individual selling, publicizing,
advancements, bundling, show, adjusting, actual dealing with, and reality get-together and
investigation. These viewpoints were then sorted by E. Jerome McCarthy into the four
classifications recorded beneath, which are today known as the 4 P's of promoting:

The Marketing Mix

These four P's are the elements that a showcasing supervisor might impact, inside the bounds of
the advertising climate's inner and outside limitations. The goal is to go with choices that center
the four Ps around the objective market's clients to create apparent worth and a positive
reaction.

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Item Decisions

The expression "item" incorporates both unmistakable and immaterial merchandise, as well as
administrations. Here are a few instances of item decisions:

• Brand name

• Style

• Quality

Value Decisions

a few examples of estimating choices to be taken.

• Cost methodology (skim, infiltration, and so on.)

• Cash and early installment limits

• Cost adaptability Price segregation .

Dispersion (Place) Decisions

Choices on Distribution (Place)

The objective of dispersion is to convey the things to the client. Circulation courses are one
illustration of a dissemination choice.Coverage of the market (comprehensive, particular, or
restrictive appropriation)

● Appropriation channels

● Market inclusion (comprehensive, specific, or elite appropriation)

● Warehousing

● Appropriation focuses

● Transportation

Advancement Decisions

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Advancement, with regards to the advertising blend, alludes to numerous features of
showcasing correspondence, i.e., the dispersal of item data determined to get a great reaction
from clients. Coming up next are instances of advertising correspondence choices:

● Limited time system (push, pull, and so on.)

● Promoting

● Individual selling and deals force

● Deals advancements

ADVERTISING

According to Adidas, a marketing combination can yield benefits. Of course, good outcomes
come at a price. The amount of money spent on advertising in the United States is increasing.
From World War II until 1980, it increased steadily from $1 billion to $50 billion.

Adidas also spends approximately $2.9 million on international advertising. Adidas spends about
$17 million on advertising in India.

Heavy hitters like Sachin Tendulkar, Leander Paes, and Mahesh Bhupathi have already signed on
for their respective commercial campaigns.

PRICING:
Adidas has made it plain that it aims to be India's most popular sports brand, as well as a brand
of choice for other manufacturers. So far, so good, but how will it deal with a price-sensitive
market like India?

Adidas believes that as a high-energy company, introducing 600-700 products every six months
keeps the brand fresh and allows it to appeal to both worldwide and Indian consumers.

In the Indian environment, price is the most important consideration. Adidas thinks it must
provide a practical product at a reasonable cost. Maintaining the integrity of the performance
while still producing a product at a reasonable price is a difficult task. Shoes begin at $50
worldwide. However, India is seen as a developing country. However, because the perceived
demand in India is lesser, you must make the product more inexpensive.

With the cooperation of local and Hong Kong source individuals, Adidas created the Speed 2000,
a product priced at Rs.995. Adidas, on the other hand, believes that it would only be a matter of
time until India catches up to the rest of the globe on this front. It's challenging to operate at a
lower price point while maintaining product quality, but the sports industry has only been
around for three years.

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The original sector accounts for just 20% of the whole market, whereas sports shoes account for
80% of volume. However, our market produces things at a price that is affordable to customers.

Adidas believes that as volume increases, pricing points will be worked out as individuals
graduate with a greater awareness of quality and price perception. It's only a matter of time
until volumes increase. In 1989–90, when India had no presence in the sports products industry,
Adidas was founded. Bata, the company's previous licencing partner, was limited in what it
could do with the brand. When the licence arrangement expired, the corporation took the next
best step by To sum up, Adidas is making every effort to lower price consciousness in the Indian
market. The company is attempting to create items that are affordable while maintaining the
integrity of their performance.

Even with such a tiny basis, Adidas has experienced amazing growth. Adidas expanded by 25% in
2002, over 50% in 2003, and expects to increase by more than 50% this year in terms of value in
both shoes and clothing, whereas the industry is expected to grow by 20-25 percent at best
acquiring a larger portion of the business.

ADIDAS OTHER STRATEGY

The environment is now the metropolitan landscape, with its constant traffic jams, busy streets,
and so on, rather than the playground, track, or court. Adidas becomes a part of everyday life in
this way. It might be anyone's life. To be a part of the Adidas family, you don't have to be a high-
voltage performer. And it doesn't stop there: Adidas transforms into something that helps you
improve. Not simply as a sportsperson, but also as a better human being.

One of the commercials depicts Boldon following a robber through the nighttime streets (who
had stolen a TV set while its owner was in the bath). To assist a distressed man (the owner,
dressed in a towel). And he makes use of all of his authority to do what he has to accomplish.
And Adidas enables him to execute at a higher level than he could otherwise. When the spot
stops at Boldon's and the bather's feet, this is presumably portrayed in an indirect fashion.

One is barefoot while the other is wearing Adidas sneakers. According to the base, Adidas helps
you improve. To put it another way, the other man may have done just as well as Boldon. Any
guy may be read by a bather. Any man who wears a pair of Adidas sneakers. And Adidas is more
than just a brand for athletes; it's a way of life. In the cold light of day It has a deep significance,
while being funny and light.

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THE ADIDAS LOGO

In 1972, the "Trefoil" was chosen as the company's logo. It reflects the brand's legacy and
history. The Trefoil was exclusively used on legacy items when a decision was made in
1996. The Trefoil emblem may be found on items including the Stan Smith, Road Laver,
A-15 warm-up, and Classic T-shirt.

Equipment
In 1991, Adidas introduced its Equipment range. Adidas' most creative and functional
footwear and gear may be found in this range. Equipment is the pinnacle of what design
can achieve when form and function are combined.ment

The Three-Stripes brand mark was adopted as the global Adidas corporate logo in
January 1996. This logo depicts the Adidas brand's performance as well as its future. This
logo appears in all of the company's advertising, printed collateral, and corporate signage.

The Three-Stripes have been an intrinsic feature of our brand and product designs since
1949. This trademark has come to represent Adidas and its commitment to delivering
high-quality sports items that help athletes perform better.

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SWOT ANAYSIS ADIDAS

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Strength:
Adidas's major competitive advantage is its product quality. Adidas's quality and material
selection are excellent. The firm has a solid brand image in the market, the PR and advertising
are also quite excellent, and the company has a healthy market share.
Adidas Shoes is a very competitive company. Founder and CEO Phil Knight is often cited as
stating, 'Business is war without guns.' Adidas Shoes has a healthy disdain towards its rivals.
Reebok went to great lengths to support the Atlanta Olympics. Adidas Shoes, however, did not.
Adidas Shoes, on the other hand, sponsored elite athletes and got vital attention.
Adidas Shoes does not have any factories. It does not invest money in structures or
manufacturing staff. This results in an extremely lean organisation. Adidas Shoes excels at
research and development, as proven by its ever-changing and unique product line. They then
manufacture wherever they can make a high-quality product at the lowest feasible cost. Adidas
Shoes will shift manufacturing if costs rise and items can be manufactured more cheaply abroad
(to the same or better specifications).
Weakness:
Another major shortcoming The significant shortcoming in the Adidas is that the assembling of
the results of Adidas isn't done in India itself it is being import subsequently the expense
become high and the edge of benefit turns out to be low that is the reason organization should
give a profound idea on assembling their items in India.

in the organization is that it isn't taking care of the relative multitude of portions which I have as
of now talk about above, If these two shortcoming in the organization can be destroyed then
the organization might acquire high benefit and better market status.

The company does provide a wide variety of sporting merchandise. However, the company's
income is still significantly reliant on its part of the footwear industry. This may make it
susceptible if its market share declines for whatever reason.

Opportunities:

Adidas has various things for the metropolitan area or devastated individuals, but there are
hardly any, items for this gathering, if any whatsoever. India is to a greater extent a provincial
country; most of India's populace lives in rustic regions, and these individuals can't bear the cost

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of the costly results of organizations like Adidas; hence, the company should focus on this
particular area; they should offer shoes and different things that address their issues. Moreover,
estimating is one of the essential factors that might affect this kind of area, subsequently the
organization's procedure ought to mirror this. Likewise, the organization should analyze the
assortment of things accessible in contrast with Nike and Reebok. As I would see it, the
enterprise ought to get more fury or variety the market to rival their opposition, and the client
ought to have additional choices from which to pick the item.

Item advancement gives a few opportunities to Adidas Shoes. Adidas Shoes is fanatically
safeguarded by its owners, who immovably feel that it's anything but a design brand.
Nonetheless, regardless of whether they like it, purchasers who wear Adidas Shoes don't be
guaranteed to get them to take an interest in sports. Some could say that Adidas Shoes,
especially in youthful culture, is a design brand. This creates its own true capacity since the item
might become old fashioned before it wears out, expecting purchasers to supplant shoes.

There is additionally the chance of making things like athletic apparel, eyewear, and gems. High
profit are frequently associated with such high-esteem items.

The organization could likewise grow universally, exploiting its solid worldwide memorability.
Many business sectors have the extra money to spend on very good quality brandishing things.
Developing business sectors like China and India, for instance, have another more affluent age of
clients. There are other worldwide advertising occasions, like the World Cup (soccer) and the
Olympics, that might be utilized to help the organization.

Dangers:

In contrast with Nike and Reebok, Adidas doesn't have a strong circulation network in India.
Nike has more retail outlets than Adidas, and Reebok has a one of a kind dispersion
organization; the firm Reebok not just purposes its own source for the offer of its items, yet in
addition utilizes the power source of other shoe organizations, for example, "Bata." Reebok
shoes and different items can be found in a Bata display area. Be that as it may, this isn't true
with Adidas, giving Reebok a benefit over Adidas.

Adidas Shoes is dependent upon the worldwide idea of exchange. Since it trades in numerous
monetary forms, expenses and edges are not reliable throughout extended timeframes. This

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sort of openness could infer that Adidas Shoes is making or potentially getting rid of at a bad
time. This is an issue that all worldwide brands experience.

The market for athletic shoes and apparel is very serious. The model proposed by Phil Knight at
Stamford Business School (high worth marked item made at a modest expense) is currently
generally embraced and, somewhat, is at this point not a reason for long haul upper hand.
Contenders are making elective brands to decrease Adidas Shoes' piece of the pie.

As referenced above in the segment on weaknesses, the retail business is turning out to be
more cost serious. This in the long run infers that purchasers are searching at a superior cost.
Along these lines, assuming one business charges a cost for a couple of sports shoes, the
purchaser could head out to the store down the road to analyze estimating for precisely the
same thing, and purchase the less expensive of the two. Such customer value awareness is a
possible outer danger to Adidas Shoes.

'On the off chance that you have a body, you are a competitor,' announced Bill Bowerman years
and years prior. The man was right. It decides his perspective, and it directs how Adidas Shoes
seeks after its predetermination. Our own is a games language, a universally known vocabulary
of enthusiasm and competition. In the beyond 30 years, a ton has changed at Adidas Shoes.

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 DATA
INTERPRETATION &
ANALYSIS

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The examination that follows depends on the answers given by the clients in the poll. It is
assessed utilizing recurrence tables, visual diagrams, pi-graphs, and different apparatuses. All
nearby finished questions were remembered for the investigation, as well as the examination of
the eye to eye contact and the investigation of the nearby finished inquiries from the base for
suggestions.

1. Pay Level (Per Month) of Respondents:

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 2
. Brand Preference

Preference

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 ● 42.5% prefer Nike

● 11.5% prefer Levis

● 15% prefer Sarita Knitting

● 13% prefer Red Tape

● 13.5% prefer Adidas

3. Parameter for choosing the brand

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● 31% pick on style premise

● 26% pick on solace premise

● 14% pick on Price premise

● 25% pick on quality premise

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4. Buying Place

Buying Place

● 17% from company stores

● 45% from multiple brand stores

● 35% from exclusive brand stores

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5. Visits to the outlets

● 81% visits once in a month

● 12\1% visits twice in month

● 5\% \visits every week

34
6. Availability of Products

Product Availability

● 96% customers get their products which they want to buy

● 2% customers cannot find their product which they want to buy

35
7. Response time taken by company in case of defective products?

Response Time

● 23% customer thinks company takes less than 1 week time in case of any
defective product

● 37% thinks company takes 1 week.

● 20% thinks company takes more than 1 week.

36
8. Customer Satisfaction with services provided by the company?

Service Satisfaction

● 94% customers are satisfied with the services provided by the company

● 12% are not satisfied

37
9. Customer Satisfaction with the sales personnel of the outlets?

● 83% are satisfied

● 17% are not satisfied

1. RANKING OF BRANDS
Adidas

Levis

Sarita Knitting

Red Tape

Nike

2. By 55 customers on the parameters:

Quality

Style

Comfort

38
Price

Service

Advertisement

LEE COOPER

Quality

● 43% customers are satisfied with the services provided by the company

● 47% are not satisfied

● 5% services provided by the company

39
Price

● 62% customers are satisfied with the services provided by the company

● 22% are not satisfied

● 22% services provided by the company

40
Service

● 51% customers are satisfied with the services provided by the company

● 31% are not satisfied

● 21% services provided by the company

41
Style

● 51% customers are satisfied with the services provided by the company

● 11% are not satisfied

● 41% services provided by the company

42
Comfort

● 41% customers are satisfied with the services provided by the company

● 31% are not satisfied

● 31% services provided by the company

43
Advertisement

Excellent (A) 31%

Very Good (B) 41%

Good © 16%

Satisfactory (D) 11%

Poor (E) 14%

Very Poor (F) 10%

44
Red Tape

Quality

Excellent (A) 48%

Very Good (B) 11%

Good © 11

Satisfactory (D) 1%

Poor (E) 1%

Very Poor (F) 1%

45
Comfort

Excellent (A) 14%

Very Good (B) 54%

Good © 48%

Satisfactory (D) 14%

Poor (E) 10%

Very Poor (F) 10%

46
Style

Excellent (A) 31%

Very Good (B) 21%

Good © 21%

Satisfactory (D) 11%

Poor (E) 1%

Very Poor (F) 1%

47
Services

Excellent (A) 31%

Very Good (B) 221%

Good © 22%

Satisfactory (D) 12%

Poor (E) 20%

Very Poor (F) 02%

48
Price

Excellent (A) 23%

Very Good (B) 23%

Good © 33%

Satisfactory (D) 13%

Poor (E) 3

Very Poor (F) 3%

49
Advertisement

Excellent (A) 41%

Very Good (B) 21%

Good © 11%

Satisfactory (D) 11%

Poor (E) 01

Very Poor (F) 1

50
SARITA KNITTING

Quality

Excellent (A) 55%

Very Good (B) 35%

Good © 15%

Satisfactory (D) 5%

Poor (E) 5%

Very Poor (F) 5%

51
Comfort

Excellent (A) 428%

Very Good (B) 31%

Good © 11%

Satisfactory (D) 11%

Poor (E) 1

Very Poor (F) 1%

52
Style

Excellent (A) 61%

Very Good (B) 31%

Good © 11%

Satisfactory (D) 11%

Poor (E) 01

Very Poor (F) 1

53
Price

Excellent (A) 35%

Very Good (B) 27%

Good © 25%

Satisfactory (D) 13%

Poor (E) 13%

Very Poor (F) 0%

54
Servic

Excellent (A) 31%

Very Good (B) 41%

Good © 11%

Satisfactory (D) 1

Poor (E) 10%

Very Poor (F) 1

55
Advertisement

Excellent (A) 6%

Very Good (B) 52%

Good © 16%

Satisfactory (D) 20%

Poor (E) 10%

Very Poor (F) 20%

56
LEVIS

Quality

Excellent (A) 21%

Very Good (B) 32%

Good © 42%

Satisfactory (D) 3%

Poor (E) 3%

Very Poor (F) 1%

57
Style

Excellent (A) 45%

Very Good (B) 25%

Good © 25%

Satisfactory (D) 5%

Poor (E) 5%

Very Poor (F) 5%

58
Comfort

Excellent (A) 33%

Very Good (B) 23%

Good © 23%

Satisfactory (D) 13%

Poor (E) 3

Very Poor (F) 4%

59
NIKE

Quality

Excellent (A) 43%

Very Good (B) 33%

Good © 14%

Satisfactory (D) 5

Poor (E) 5%

Very Poor (F) 2%

60
Style

Excellent (A) 12%

Very Good (B) 22%

Good © 31%

Satisfactory (D) 11%

Poor (E) 41

Very Poor (F) 1

61
Comfort

Excellent (A) 63%

Very Good (B) 13%

Good © 23%

Satisfactory (D) 5%

Poor (E) 1%

Very Poor (F) 01%

62
Service

Excellent (A) 42%

Very Good (B) 22%

Good © 21%

Satisfactory (D) 5

Poor (E) 4%

Very Poor (F) 2%

63
Price

Excellent (A) 61%

Very Good (B) 31%

Good © 11%

Satisfactory (D) 1%

Poor (E) 1%

Very Poor (F) 02%

64
Advertisement

Excellent (A) 61%

Very Good (B) 31%

Good © 11%

Satisfactory (D) 2%

Poor (E) 2%

Very Poor (F) 1%

65
RECOMENDATION

66
 Adidas should enhance its distribution network.
 The opening of company-owned shops is advised as a venue to demonstrate the latest
items.
 I urge that both firms focus on rural regions, which they have mostly ignored. I'm
referring to smaller cities since they have the most potential for expansion.

67
LIMITATIONS

68
1) It was difficult to find data about the firm since they were unwilling to share data with me.

2) There was a time restriction.

3) Because Adidas was hesitant to divulge information about the corporation and its marketing
techniques, we attempted to gather information through advertisement agency publications
and the internet.

4) Because the area is prone to high vitality, the project's usefulness beyond six months is
uncertain.

5) Because mobility was an issue, the study's focus is local in character.

69
CONCLUSIONS &
IMPLICATIONS

70
Adidas' Value-for-Money approach has always guided the company. The organisation must
identify essential success factors and strive diligently to achieve them.As the globe becomes
more connected, numerous problems will develop that will be impossible to overcome. One of
the most difficult aspects of globalisation is managing contradictory and competing goals.
Adidas, for example, has experienced similar issues in the past and has handled them with
flexibility and patience. Despite the potential for additional expenses, Adidas has opted to
adhere to its human rights guidelines and Standards of Engagement rather than continuing to
engage with subcontractors that abuse workers inhumanely. Adidas has had to cope with
heterogeneity vs. homogeneity issues as it has expanded globally. To put it another way, in an
increasingly diverse and global society, workplace diversity appears to be a problem. Adidas, like
other firms, is no longer homogeneous in the sense that it has expanded globally. As a result,
Adidas has had to establish global offices and create information and merchandise in several
languages. Adidas has become reliant on intangibles as a result of its workforce's dispersion. An
Adidas employee's education, global experience, and diversity are extremely significant assets.
Intangibles, such as these, that organisations cannot own, are increasingly determining how
successful they are in the global arena. Because Adidas is a worldwide firm, these external
forces have a significant impact on it. Adidas is a German corporation, which several people are
unaware of. This is the product of successful international trade. Adidas has built a worldwide
offering, and its variety and knowledge have a significant impact on the organisation. Adidas
must be able to effortlessly adapt to diverse cultures and do business in a culturally sensitive
manner.

Adidas' extensive array of subsidiaries demonstrates that the company is always responding to
cultural changes and must be exceedingly varied. Knowledge is highly valued as a result of this
requirement. Great changes occur in this business, and as a consequence, fresh ideas, intuition,
and creativity are assets that are required to stay a worldwide corporation in this market.
Managers are the ones who lead this knowledge and sustain diversity, but they, too, are
undergoing changes.

The global economy is now in a phase of recession. As a result, predicting future trends or
deciding on a plan to increase export sales is extremely challenging. The leather footwear sector
has been impacted by the worldwide recession. However, if we consider it to be a passing
phase, we may draw certain crucial conclusions, such as those listed below:

India's clothing and shoe industries are flourishing. New shopping malls have grown up in
numerous places, and vendors strive to present the latest items, while buyers show a strong
need for brand products. Many brands, notably clothing and shoe labels, develop their
businesses through franchised operations. Franchised operations are predicted to increase at a
6% annual pace by 2012, with a total value of USD 17 billion. This means that this market will
create substantial opportunities related to franchised operation.

71
Practically all worldwide article of clothing and shoe brands, as per insiders, are fainting over the
Indian market or talking about establishment concurrences with immense material and article of
clothing firms. With the appearance of a few gigantic global organizations into the Indian
market, the nation is beginning to foster extraordinary guidelines and guidelines overseeing
diversified tasks.

In India, coordinated retail is a new peculiarity. Adidas was quite possibly the earliest game shoe
firms to convey diversified activities, and essentially all sports shoe brands, including Reebok,
Adidas, and Nike, presently do as such. This year, the Indian market for very good quality games
shoes and clothing is anticipated to extend by 20%.

The current market is progressing away from minimal expense shoes and toward medium-and
very good quality things, empowering a large number of worldwide shoe firms to settle in India.
Clarks just fabricated a remarkable shoe store in India, and different brands like Lotto, Marco
Ricci, Valis, and Tommy Hilfiger have had extraordinary achievement.

Most of worldwide shoe brands enter the Indian market through an assortment of retail
channels, including selective stores and multi-brand stores. The Indian very good quality shoe
market has a great deal of potential. India's populace is one billion individuals. In the event that
each Indian bought a couple of Rs. 1000 shoes, the market would be gigantic.

The games shoe market is moreover extending quickly. Numerous overall organizations, similar
to Action, Adidas, and Nike, plan to develop their business sectors in India. Adidas presently
holds a 47 percent piece of the pie in the Indian very good quality games shoe industry and
plans to lay out another store consistently to cover major and little urban areas in India
completely. Most of the new stores are diversified. India is one of their biggest and quickest
developing business sectors, and finding franchisee administrators there is no issue. The main
issue is that there are simply such a large number of contender to browse.

72
ANNEXURE

73
Survey
1. Pay Level (Per Month) of Respondents:

50000

10000

20000

30000

2. Brand Preference

Sarita Knittingg

Lev'is

Lee Coopeer

3. Boundary for picking the brand

Style

Solace

Cost

4. Purchasing Place

Organization Outlets

Execlusive Brand Outlets

Numerous Brand Outlets

74
5. Visits to the power source

Consistently

Two times in a Month

Once in a Months

6. Accessibility of Products

Indeed

NO

7. Reaction time taken by organization if there should be an occurrence of blemished items?

Over 1 Week

Under 1 Week

1 Week 27%

8. Consumer loyalty with administrations given by the organization?

Indeed

No

9. Consumer loyalty with the business staff of the power source?

Indeed

No

Lee Cooper

Acceptable (A)

Poor (B)

Extremely Poor (C)

Cost

Best (A)

Awesome (B)

75
 Great ©

Good (D)

Poor (E)

Administration

Best (A)

Awesome (B)

Great ©

Good (D)

Poor (E)

Style

Best (A)

Generally excellent (B)

Great ©

Acceptable (D)

Poor (E)

Solace

Best (A)

Awesome (B)

Great ©

Good (D)

Poor (E)

Style

Best (A)

Excellent (B)

76
 Great ©

Palatable (D)

Poor (E)

Administrations

Best (A)

Awesome (B)

Great ©

Good (D)

Poor (E)

Cost

Best (A)

Generally excellent (B)

Great ©

Acceptable (D)

Poor (E)

Promotion

Best (A)

Awesome (B)

Great ©

Good (D)

Poor (E)

SARITA KNITTING

Quality

77
 Best (A)

Excellent (B)

Great ©

Good (D)

Poor (E)

Solace

Best (A)

Excellent (B)

Great ©

Palatable (D)

Poor (E)

Style

Best (A)

Generally excellent (B)

Great ©

Acceptable (D)

Poor (E)

Cost

Best (A)

Excellent (B)

Great ©

Agreeable (D)

Poor (E)

Administration

78
 Best (A)

Generally excellent (B)

Great ©

Acceptable (D)

Poor (E)

Ad

Best (A)

Generally excellent (B)

Great ©

Acceptable (D)

Poor (E)

Levis Quality

Best (A)

Awesome (B)

Great ©

Good (D)

Poor (E)

Style

Best (A)

Generally excellent (B)

Great ©

Palatable (D)

Poor (E)

Solace

79
Best (A)

Awesome (B)

Great ©

Acceptable (D)

Poor (E)

NIKE

Quality

Best (A)

Awesome (B)

Great ©

Good (D)

Poor (E)

Style

Best (A)

Generally excellent (B)

Great ©

Acceptable (D)

Poor (E)

Solace

Best (A)

Excellent (B)

Great ©

Agreeable (D)

80
 Poor (E)

Extremely Poor (F)

Administration

Best (A)

Generally excellent (B)

Great ©

Palatable (D)

Poor (E)

Exceptionally Poor (F)

Cost

Best (A)

Generally excellent (B)

Great ©

Acceptable (D)

Poor (E)

Extremely Poor (F)

Promotion

Best (A)

Awesome (B)

Great ©

Good (D)

Poor (E)

Extremely Poor (F)

81