Course Code Title: Global Strategic Management

Course Code: C7009MHR

Individual Strategic Proposal

Student ID:

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 Contents
1. Introduction...........................................................................................................................3
2. External and Internal Environment Analysis...........................................................................3
2.1. Macro-level Analysis............................................................................................................3
2.1.1. PESTEL Analysis.............................................................................................................3
2.1.2. VRIO Framework.............................................................................................................5
2.2. Micro-level Analysis............................................................................................................6
2.2.1. Porter’s Five Forces Model...............................................................................................7
3. Evaluation of the Competitive Strategy...................................................................................9
3.1. Porter's Generic Strategies of Adidas...................................................................................9
3.2. BCG Matrix of Adidas........................................................................................................10
4. Major Challenges and Recommendations..............................................................................10
4.1. SWOT Analysis of Adidas.................................................................................................10
4.2. TOWS Matrix for Recommendations for Adidas...............................................................13
4.3. Assessment of the Recommendations................................................................................14

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 Executive Summary
Adidas is second largest multinational company in the sportwear market and has been significant
influence in the market. In the current report, a strategic analysis if the company is presented by
assessing and evaluating its external and internal environment at both micro and macro levels.
The findings of PESTEL analysis showed that sustainability initiatives of Adidas to reduce its
carbon footprint has been a major factor impacting its competitive advantage. Moreover, its
presence in various countries around the world makes the political factors vital for its
competitiveness. The findings of Fives Forces Model show that Adidas has high competitiveness
in the market mainly because it has high bargaining leverage over customers and suppliers as
there are not many major players in the sportswear market. The VRIO analysis showed that in
most areas, Adidas depicts a sustained competitive edge such as SCM, brand value and image,
and R&D which exhibited that company has a sufficient competitive edge in the sportswear
market. SWOT analysis showed that company’s competitiveness can be threatened due to
increasing competition and counterfeit products from small businesses. It is recommended that
company should utilise its differentiation strategy in aggressive manner by deploying strategies
such as product diversification, expanding marketing and low pricing.

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 1. Introduction

Adidas is a multinational business company in Germany. It was founded in 1949 and is currently
headquartered in Herzogenaurach, Germany. The company is renowned for creating footwear,
apparel, and various related accessories (Adidas, 2021). Adidas is the biggest manufacturer of
sportswear in Europe. It is the second-largest sportswear producer worldwide only behind Nike.
Adidas produces a variety of products ranging from running shoes and sports shirts to jackets.
Currently, Adidas employs about 60,000 employees around the globe in its various outlets.
Adidas is the holding company for the Adidas Group (Martínez-López et al., 2022). Reebok a
different sportswear firm, and Runtastic GmbH, an Austrian fitness technology company, are
also a part of the Adidas Group. Additionally, the business owns an 8.33% stake in Bayern
München, a well-known Bundesliga club.

This report will aim to perform a strategic analysis of Adidas by considering its external and
internal environment at both micro and macro levels. This report uses various strategic tools to
analyse the business environments of Adidas. Moreover, the report will also present feasible
recommendations for tackling the challenges faced by Adidas.

2. External and Internal Environment Analysis

2.1. Macro-level Analysis

2.1.1. PESTEL Analysis

For macro-level analysis of the business environment of Adidas, PESTEL analysis is conducted
as follows:

Political factors:

Some of the political variables that might impact Adidas include terrorism, nationalisation of
companies, and expropriation in various countries such as nationalisation of companies in
Bolivia (Salamanca et al., 2016). The limitation on import and export tariffs can operate as a
significant barrier for Adidas, and it can cost the company a significant financial loss in such
economies (Afraz et al., 2014).

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Economic factors:

Some of the economic elements that may have an impact on Adidas' profitability include the
wage rate of employees, rates of inflation and taxation. This implies that Adidas needs to
concentrate on producing its goods in nations with cheap labour costs, such as Bangladesh,
China and Cambodia (Berik & Rodgers, 2010).

Social factors:

Social factors, such as an individual lifestyle, religion, values, habits, and culture, can affect how
Adidas is positioned in the market. Generally, Adidas’ consumers are athletes and young fitness
enthusiasts who demand quality products that help them in their exercises. In middle-income
countries such as Pakistan, Bangladesh and Vietnam, the requirements of customers are more
inclined toward cheap products (Johnson, 2021). If Adidas manages to satisfy the needs of target
segments in different social contexts, its competitiveness would increase.

Technological factors: Adopting cutting-edge technology in all aspects of the company's

operations is necessary for sustainability in the highly competitive sportswear market. The
product should be carefully designed to maximise the performance potential of athletes. The
company developed its first-ever rapid creation of a 3D product pack prepared within 48 hours
(Naik, 2020). The company has made use of data analytics (consumer research) to launch
products as per consumer needs. Such use of technology can add to a company’s
competitiveness.

Legal factors: Some sportswear manufacturers frequently produce fake goods in various parts of
the world (Machado et al., 2018). Because Adidas gives due importance to its intellectual
property rights which enables it to design its products and tackle the allegations of any
infringement by a rival in the market.

Environmental factors: The awareness about climate change and environmental deterioration
have increased worldwide. In this regard, Adidas has used it to increase its competitiveness by
adopting a policy for reducing carbon print by 30% as part of its effort to turn into a green

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business by the year 2030 (Zaman, 2022). Some of the initiatives taken by Adidas include Sports
Infinity, Parley for the Ocean, Biosteel Fibre, and Futurecraft Loop sneakers, among others. The
impact of the COVID-19 pandemic on its competitiveness was also prominent as it led to a
decline of $1.2 billion in sales due to lockdowns (Thomasson, 2021).

2.2. Micro-level Analysis

For micro-level analysis of the business environments of Adidas, Porter’s Five Forces Model is
employed. Porter’s Five Forces Analysis of Adidas will cover the competitive landscape of
Adidas and the potential factors or threats influencing its competitiveness in the market. Its
general structure and elements are shown in Figure 1.

Figure 1: Porter’s Five Forces Model

2.2.1. Porter’s Five Forces Model

i. New entrants

Threat from new competitors is low to moderate for Adidas. On a local level, a business can
initiate with minimal investment; however, to develop to the magnitude of Adidas requires a
very substantial investment. This can be understood from the size of the supply chain and
production level of Adidas. Large investments are needed in a number of aspects, including
technology, qualified human resources, marketing, and advertising (Tidd & Bessant, 2020).

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Furthermore, brand equity cannot be created quickly. All of these elements alleviate the threat
for Adidas posed by any new entrant.

ii. Substitute Products

Since Adidas is a well-known sportswear company, one can expect good quality from their
products. Adidas invests heavily in its research efforts as well, allowing the company to be
among the first to incorporate innovations into its goods Sicoli et al. (2019). The company holds
many patents, which puts it in the lead in terms of features and functionalities. Any company that
wants to sell items against those of Adidas must therefore offer qualities that Adidas is not
capable of. However, Adidas should exercise caution with regard to the prevalence of readily
accessible fake or counterfeit products which can also damage its competitive position of Adidas.

iii. Bargaining power of customers

There is a huge number of people who buy Adidas brand products. This suggests that even if a
customer changes his or her opinion regarding the brand of sports shoes or athletic apparel they
choose, it will not significantly affect Adidas. Moreover, Adidas uses a differentiated targeting
approach to appeal to individuals of all ages who are enthusiastic about fitness and sports.
Although it serves customers between the ages of 13 and 40, most of them are upper-middle-
class or luxury-class customers who are between the ages of 15 and 30 (Wang & Qiao, 2020). As
a result, Adidas has more leverage in terms of bargaining power. Additionally, there are not
enough sportswear players of the magnitude of Adidas on the market. Customers will therefore
find it difficult to switch brands given their high expectations for the goods. Thus, the price of
Adidas products is considered justified among consumers.

iv. Bargaining power of suppliers

Adidas has the upper hand in all price negotiations because it deals with numerous suppliers in
different areas. Adidas is in business ties with regional suppliers all across the world. It can
therefore change vendors at any time with more ease. In addition, all suppliers would prefer to be
associated with a well-known company like Adidas because it brings goodwill (Anner et al.,

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2013). Furthermore, due to the company's large SC and distribution networks, the supplier
cannot match the brand's reach. Frequently, the majority of things are outsourced. Additionally,
this eliminates the need for Adidas to negotiate with suppliers directly. As a result, Adidas's
competitive advantage is not threatened by the bargaining strength of Suppliers.

v. Competitive rivals

Adidas has intense competition in the market segments where it operates. The company
competes with well-known companies like Nike, Puma, and others in terms of marketing its
products. These companies sell products that have the same level of quality with little difference
in prices and other characteristics (Nayak, 2017). Therefore, the probability of these brands
having a compelling USP is extremely low. Additionally, Adidas' direct competitors all run
similarly successful marketing and R&D programmes and initiatives. As a result, it is difficult
for Adidas to establish a firm lead in the market. The major issue for the business is that it does
not participate in every market in which Nike operates. This enhances the likelihood that people
will choose Nike over Adidas because they are more familiar with Nike.

 Summary of Porter’s Five Forces analysis of Adidas

This analysis of Five Forces shows that Adidas has high competitiveness in the market mainly
because it has high bargaining leverage over customers and suppliers as there are not enough
major players in the sportswear market. This also alleviates the threat of new entrants in the
market (low threat). However, substitute products can be a moderate to a high threat to Adidas
since fake or counterfeit products are penetrating the market and many SMEs can use duplication
of Adidas as a substitute which can affect the potential profits of Adidas if not controlled. More
importantly, the threat from arch-market rivals is high because of intense competition with
brands such as Nike and Puma which pose a significant threat to the competitive edge of Adidas.

2.2.2. VRIO Framework

The VRIO framework will bolster the PESTEL analysis to further give insight into the internal
environment at the macro level. The process of VRIO is illustrated in Figure 1.

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 Figure 2: VRIO Framework Process

Source: Entzminger (2020)

The VRIO analysis of Adidas is presented in Table 1. In most areas, Adidas depicts a sustained
competitive edge such as SCM, brand value and image, and R&D which depict that company has
a sufficient competitive edge in the sportswear market. The imitability of its products by small
players developing fake products can be a challenge to its competitiveness which needs
improvements.

Table 1: VRIO framework of Adidas

Resource and Value Rarity Imitability Organised Impact of

Capabilities competitiveness
Product Yes Yes Yes No Competitive
Quality parity

Technical Yes Yes No No Sustained

capabilities competitive edge
Human Yes No Yes No Competitive
Resource parity

Collaboration Yes Yes No Yes Temporary

with athletes Competitive Edge
Marketing Yes No Yes No Competitive

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 parity
Product Yes Yes No Yes Sustained
innovation competitive edge
Brand value Yes Yes No Yes Sustained
and image competitive edge
R&D Yes Yes No Yes Sustained
competitive edge
Supply chain Yes Yes No Yes Sustained
competitive edge

Source(s): Based on the works of Fernandes (2020), Yang and Luo (2019) and data publicly
provided on the Adidas website

3. Evaluation of the Competitive Strategy

3.1. Porter's Generic Strategies of Adidas

Porter Generic Strategies entail four main strategies including cost leadership, differentiation,
cost focus and differentiation focus strategies. Businesses employ one of these strategies or a
combination of these strategies to remain competitive in the market.

Adidas generally employs a broad differentiation strategy as its main competitive strategy
(Mahdi, Abbas, Mazar, & George, 2015). The differentiation strategy involves providing
customers with unique and innovative products (Tanwar, 2013). Considering the intense market
competition, Adidas has long pursued this strategy to develop high-quality and premium
products. As part of this approach, the company has launched a number of brands and acquired
the Reebok brand, which strengthened Adidas' competitive edge, particularly in its core market
of Western Europe. Additionally, Adidas' corporate culture, which encourages innovation and
originality among its personnel, mirrors the incorporation of differentiation approach in its
strategic business model. Workers are able to produce incredibly distinctive goods employing the
most cutting-edge technologies because the culture encourages adaptation and the acceptance of
novel ideas. ClimaCool, a shoe with a ventilation and energy management system that directs
athletes' meals through each step, is an illustration of such an innovative device (Taha et al.,
2013). At present, Adidas has increased it strategic focus on maintaining a balance between
stakeholders’ needs and environmental problems to gain further competitive edge through
sustainable practices.

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 3.2. BCG Matrix of Adidas

Figure 3 illustrates the BCG matrix of Adidas which depicts sports shoes as stars as this product
category has the highest share in the high-growth market (53%) and adds significantly to the
competitive edge of the company. Secondly, apparel is depicted as a cash cow for Adidas as they
have a lower market share than footwear for Adidas (41%). Sports equipment and bags come
under the accessories category which forms a low share of Adidas’ sales (6%) and does not
contribute highly to the competitiveness of Adidas (Sabanoglu, 2021). Lastly, hats and eyewear
are also accessory products of Adidas which fall in low market growth/share and have a low
impact on the overall competitiveness of Adidas.

Figure 3: BCG Matrix of Adidas

Source: Made via EdrawMax Online

4. Major Challenges and Recommendations

4.1. SWOT Analysis of Adidas

In order to identify the factors that can have a positive and negative effect on Adidas and its
competitiveness, the SWOT analysis of the company is conducted which includes its strengths,
weaknesses, opportunities and threats:

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 i. Strengths

Company legacy: Adidas has a distinguished history because it has long been a favourite among
young people. Hip-hop culture in 1980 and athletics in 1970 both benefited from it. The brand
has earned a worldwide cult following because of its three-striped suit and leaped motif. This is
one of the companies that urban teenagers turn to most often (Britton, 2015). This gives Adidas a
significant advantage as most of the customers would prefer to buy from it.

Brand value: Adidas is regarded as one of the most valuable brands worldwide due to its
sponsorship of the majority of well-known athletes. This boosts their acceptance among
customers, particularly among the younger generation (Farrelly, Quester, & Greyser, 2005).
Again, this adds to the competitiveness of the brand attracting more and more customers.

Portfolio: Despite being a sportswear brand, Adidas has a wide range of products. It creates
goods ranging from garment production to hardware items. In order to meet the needs of a wide
spectrum of customers, it also produces a variety of clothing products (Sabanoglu, 2021). Thus,
Adidas can enhance its sales and profits by leveraging its wide portfolio which can provide it
with a competitive advantage.

Innovative products: Adidas has always placed assertion on quality over quantity. Adidas has
one of the top research and development (R&D) departments which is reflected in its constant
innovation involved in creating new products (Holtbrügge & Schuster, 2017). Thus, Adidas can
use this innovativeness as a unique and inimitable resource to increase and sustain
competitiveness.

Strong financial foundation: Adidas's financial standing is one of its strongest assets for
sustaining competitiveness. They employ this strength in their competition with major brands
like Nike and Puma on a worldwide scale. They maintain the sustainability of their financial
model throughout time and safeguard the long-term interests of the shareholders to remain
competitive.

ii. Weaknesses

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Limited product line: Adidas' product line is constrained because it only includes the Reebok,
TaylorMade and Adidas brands. In terms of producing garments and other products, it has
decreased Adidas' opportunities (Hermanus & Margaretha, 2018). However, its arch-market rival
Nike has sold its products under the name of over 10 brands. This can lower the sales and profits
of Adidas in comparison to other market competitors.

High cost of the products: Because the product of Adidas is of such high quality and premium
value, the price is always too high for the average or middle-income consumer. Many people
cannot afford to acquire them because of their low incomes. As a result, sales from middle and
lower-income segments can be reduced which can eventually lower the competitiveness of
Adidas.

Limitations in the supply chain: Adidas outsources the majority of its raw materials, which
raises the cost of manufacturing (Lechner et al., 2020). On the other hand, providers are never in
a position to meet demand. Such SC limitations can alleviate the sustainability of Adidas’
competitive edge.

Increased operating costs: The company is struggling with rising operating costs. Raw material
costs as well as labour costs are rising rapidly (Gereffi & Wu, 2020). This can harm the
competitiveness of Adidas in a way that increased operating costs will reduce net profit.

Lack of brand loyalty: Unlike its rivals Nike and Puma, Adidas has not been able to cultivate a
following of repeat buyers. Adidas made a suitable effort with the Yeezy brand launch to build
brand loyalty, but it still needs more efforts to match its brand loyalty with that of Nike (Mahdi
et al., 2015). This implies that in order to get a competitive edge over market rivals, Adidas
should increase its brand loyalty.

iii. Opportunities

E-commerce possibility: For Adidas, having a strong online presence could be crucial.
Instagram's checkout tools have improved its online sales by 49%, demonstrating the promise of
e-commerce (Michigan, 2021). They can replicate their success on Snapchat and Facebook. This
can give Adidas a chance to enhance its profits through increased online sales to gain higher
competitiveness.

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Demand for high-end sportswear: The economic climate in developing nations is driving the
demand for high-end sportswear. Adidas can take advantage of this chance by broadening its
global market into various developing economies. This will result in more customers and a
sustained competitive edge at the global level.

Partnership with International Space Station (ISS): In order to develop the Boost Midsole
Creation, Adidas has teamed with the International Space Station. This provides the opportunity
to test its products in space (Kim, 2019). Based on this innovation, Adidas can develop footwear
products for space expeditions which can be a tremendous addition to its competitive advantage
of Adidas.

iv. Threats

Growing Competition: Organizations like Puma, Nike, and Under Armour have posed a serious
challenge to Adidas' revenue and competitiveness (Mahdi et al., 2015). The development of
technology has enabled SMEs to enter the market which can also reduce the competitive
advantage that Adidas currently enjoys. More competition will simply mean more difficulty in
maintaining the market share and competitive edge.

Loss of trademark: Adidas' three-strip logo trademark lawsuit was unsuccessful in the EU
General Court (Sukesh, 2019). This trademark has been associated with the brand Adidas and
losing can significantly damage its legacy and name built over years, resulting in reduced
competitive advantage.

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 4.2. Assessment of the Recommendations

For the evaluation of recommendations proposed for Adidas, the suitability, acceptability and
feasibility (SAFE) framework are employed as follows:

Table 2: SAFE Framework of the recommendations for Adidas

Strategies Suitability Acceptability Feasibility

Expand marketing Adidas needs this This can provide high This suggestion is
option since the returns in the form of feasible since Adidas
footwear market is an increased customer has large experience
expanding which base and ROA. in marketing.
needs increased
marketing for
capturing more
audience.
Digital marketing in Considering the It entails great returns Again, this is quite
sports events growth of digital since Adidas is a feasible because of its
media and social renowned brand and experience of Adidas
media and their its marketing in in marketing and the
association with mega sporting events such use of advanced
sporting events, as the FIFA World technologies in its
Adidas should exploit Cup will attract large operations.
this opportunity, athletic customer
bases.
Product Since Adidas is It will help Adidas The innovative culture
diversification mainly dependent on increase its and wide financial
the footwear product competitive edge over resources can make
market, its its competitors such as this strategic option
diversification seems Nike and Puma. viable.
pertinent.
Aggressive An increasing number It will help reduce the Adidas can increase
differentiation of fake and counterfeit threat from small its differentiation
Adidas products by market players and process by using its
small players asserts avoid damage to its R&D and
Adidas the need to competitive technological
enhance its advantage. resources.
differentiation.
Low pricing in To expand its market It will help the Adidas can implement
developing nations deep into developing company attract a new this option by
Asian markets, low target audience in increasing outsourcing
pricing seems logical. emerging economies. and offshoring to
reduce costs.
Promoting alliance Adidas should make It will help increase It is possible since
strategy alliances with other Adidas’ market share. Adidas has good past

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 sportswear brands to experience in making
help increase its alliances with small
diversification. companies through
acquisition, e.g., the
acquisition of Reebok.

5. Recommendations
The Adidas should consider the following recommendations:
 It should develop effective marketing strategies and spread the word about them during major
athletic events such as Olympics, FIFA World Cup, etc. The World Cups and other sporting
events can assist the company build relationships with underdeveloped nations to further
strengthen its supply chain
 It should make use of digital marketing to promote many different products and compensate
for the loss of trademark. The company should increase brand recognition by leveraging
partnerships with athletes and teams in the expanding industry influence and market share. It
is simple to employ digital marketing media to stand out because it is one of the top 3
footwear brands in the global market.
 The expanding market and potential for digital marketing can be helpful when Adidas decides
to diversify with various types of cutting-edge and innovative products which will also aid in
expanding its product line. Due to the quality of the products and the company logo being
easily recognisable, customers can easily spot piracy and fake products.
 Adidas should use its differentiation strategy more aggressively supported by advanced
technologies to tackle threats by competitors The capacity to provide goods that are as
innovative as those of the rivals should be sustained by enabling the availability of required
financial resources.
 It should attempt to increase potential to enter new markets ahead of rivals and lower pricing
in less developed countries/markets. Piracy has an impact on both Adidas and its rivals. It
should enhance the possibility of forming modest partnerships with other companies in order
to diversify products and be innovative at the same time. This implies that the company
should also employ the alliance strategy in its business model along with the differentiation
strategy.

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 6. Conclusion
Succinctly, this report highlghts that Adidas is one of the most influential brands in the
sportswear industry. Its widespread brand name and recognition gives it a significant
competituve advantage in the market. In order to sustain its high market share and growth, the
company should anchor upon its brand value and leverage its reputation in the maketing
campaigns. Moreover, the company need to realise the extent of threat from counterfeit products
since number of small footwear businesses are increasing in the market. To conclude, strategic
marketing approaches of Adidas will be pivotal for the company to enhance its competitive
advantage in the future.

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