Emily Summerscales
Adidas
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Executive Summary
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My time researching the company known by its famous three stripes has allowed me to piece together a creative brand report about why Adidas stand for “impossible is Nothing�. I will express my findings through the use of text imagery and business models including SWOT analysis, the AIDA model and Aakers Framework. Whilst providing a critical view of my recommendations in order for Adidas to improve their branding.
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Introduction Two brothers Adolf and Rudolf Dassler founded Adidas as a partnership agreement in Bavaria, Germany, commencing with their new business venture in their Mother’s washroom in 1924. By 1938 they were manufacturing more than 1000 shoes per day, forcing them to invest in a new factory to keep up with their ever-growing demand. Eventually, the two separated in 1948 leaving Rudolf to set up Puma on the other side of town. Both Puma and Adidas both live on to be strong competitors in such a dynamic market even after the death of Adolf Dassler in 1978 and Rudolf Dassler in 1974. Adolf Dassler founder of the UK leading Sports brand (Statista, 2017) endeavoured to supply athletes with the best possible equipment since registering the company with its new name in 1949. Rebranding from Gebrüder Dassler Schuhfabrik to Adidas due to Dassler’s own nickname Adi Dassler saw the start of the brand’s development. After the World Cup in 1954, Adidas grew swiftly due to the German team claiming victory. Televised games and screw out studs created a whole new ball game for the football industry. Media attention from Germany’s World cup success wearing none other than the Dasslers marketed Adidas massively. In 1997 Adidas entered a new market with their partnership with The Salomon Group. This partnership created an exciting new product line for Adidas pushing them into the winter sports market, where demand was high in other countries allowing them to grow and expand. According to The Adidas Group, they broke all ties with Salomon just 9 years later as they believed it was “The time to focus even more on our core strength in the athletic footwear and the apparel market as well as the growing golf category” (The Adidas Group, 2005). Adidas acquired competitive sport brand Reebok in 2006 allowing them to target new consumers that had less disposable income, meeting the needs of a whole new consumer group pushing their sales into high-street stores Sports Direct, JD, and Office. Captivating a wider audience and allowing experimentation with their product line yet again. As well as creating partnerships with other sports brandsAdidas have also been known to work with other fashion/ art brands. The Y-3 collaboration with Yohji Yamamoto targets a high-end, luxury, sports fashion consumer, focusing on producing high-quality clothing and footwear with a substantially higher price tag thanAdidas itself! The collaboration made its debut in 2003, giving them the opportunity to sell their goods in department stores Selfridges and Flannels. High end designers Stella McCartney and Kanye West (Yeezys collection) continue to collaborate with Adidas which in turn has extended the brand. Although collaborating with credited designers is one way of boosting sales, using celebrity endorsements to bring media attention to the brand is another well thought out marketing strategy used by Adidas. Using David Beckham and Katy Perry to draw attention from their following is another technique used to create hype about a particular product release. David Beckham is a brand in him, Adidas have cleverly attached themselves to his brand to accumulate some of his loyal fan base.
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Brand Equity & Visual identity The Aakers model is a framework used to identify a brands personality from five different perspectives: brand associations, perceived value, perceived quality, brand awareness and other proprietary brand assets. Human analogy is used to express the brands portrayed mood and feeling. Visual identity is prominent in the majority of Adidas’ products. The famous three stripes are found on their footwear, clothing, and equipment. Creating a consistent brand image and visuals for the consumer. Over time, Adidas has built on their brand awareness by improving their accessibility. The rising of e-commerce pushed Adidas to sell their goods via the Internet and of course, they have their own stores and they make their products available in Sports Direct. By forcing consumers to see their Three Stripes on an everyday basis through their outlets, or social media, it generates the awareness and consumers become
aware enticing the purchase of their product range. Association with celebrities like David Beckham, Lionel Messi, and Paul Pogba contribute massively to Adidas’ sales. Celebrity endorsements with athletes enhance the brand’s marketability; this gains hype and interest from their followers. Adidas took it one step further by creating an advert in December 2017 that included numerous celebrities and athletes. Their Calling All Creators (YouTube, 2017) advert expressed an association with the athletes creating a perceived value to their consumers, because why would David Beckham wear anything but the best? Adidas didn’t stop there when it came to brand association; their collaboration with Yohji Yamamoto Y-3 designed a football kit for Real Madrid. Again endorsing their brand by association with yet another globally known sports team. The creation designed
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by Yamamoto is “meant to symbolize strength, determination, power, speed, agility, and cunning” according to Complex (Complex, 2014). Which are all great ways to describe an athlete, coinciding perfectly with Real Madrid. Association usually attracts media attention and of course with more media, comes more sales because consumers feel a need to fit in. With Adidas, comes longevity and customer loyalty with the brand registering in 1949. The brand has become known in the industry for its quality and popularity. This adds value to Adidas over competitors for many of its potential customer base. When Adolf Dessler first started Adidas, they had a very specific product line. Focusing on the best possible footwear with of course their signature three stripes. Since then Adidas have extended the brand. For example, their Y-3 range brought out Y-3 Sport, selling a higher price ranged product line to exercise in, captivating yet another market.
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As well as leading the market, Adidas also have products that aren’t as successful, known as dogs. Adidas’ eyewear range typically has slow market growth in comparison
Fashion is on most consumers mind when purchasing and everyone wants to be on trend. Vintage fashion and styles are all back on trend, for example flares. Therefore the market growth rate of vintage Adidas goods is booming, creating questions. The vintage goods market is still at a low, as many consumers think twice about purchasing second-hand goods. That said, many love the idea of giving products a second life seeing an influx of their market growth. Finally looking at Adidas’ Cash Cow. Adidas apparel and sportswear have sold well for years; with many consumers believing the brand represents quality. Nike is great competition for Adidas with that they have a band of loyal customers, however, most people are known to purchase one or the other. Even though Adidas has high market share their growth rate
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is still low due to Nike’s consumer loyalty. Competition and product line pricing are both strategies used by Adidas. Competition pricing is setting the price at a similar value as competitors in order to give the consumer choice. By charging similar prices to other leading sports brands such as Nike, Puma and Asics, it makes the market extremely dynamic, as competition is fierce. However, Adidas have such a widespread product range, they also use product line pricing. This is when an organization charges a range of prices for each product in order to meet the needs of all consumers and making the brand accessible for all. For example, some people may not be able to afford a pair of Yeezys, but most can afford socks from Adidas. Allowing the consumer to feel accepted by the brand. Promotional techniques can be everything when trying to sell products. Adidas spend a lot of money on advertising using celebrity endorsements to enhance sales. Whole campaigns with David Beckham, the footballer, who is a brand within his
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Critically analysing their product range through the use of the BCG Matrix highlighted that Adidas has products in every section. Their star product with both high market growth and high market share is sports footwear. Trainers from Superstars to NMD’s sell to the masses with Adidas becoming the leading sports footwear brand in the UK in 2016. It is estimated that 9 million people bought Adidas, topping leading competitor Nike. (Statista, 2017)
to Oakley who are the competitors choice, already have an accomplished target audience that is winning more sales than Adidas, having a negative impact on Adidas’ market share.
Marketing mix
Price, product, place, promotion are a combination of factors that make up the Marketing Mix, used to decipher the best way for a business to be successful. When Adidas first started it had a very small product portfolio, focusing mainly on footwear, registering their first shoe in 1949. Since then the brand’s product range has grown immensely, they now sell products ranging from apparel, sports equipment, and now even healthcare!
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own right creates a desire within the consumer, who then feel a need to own what he has. Adidas’ strong public relations boost attention when high profile collaborations drop, particularly through use of social media. Adidas Tweet or post on Instagram about the new drop to build hype from their followers and hopefully cause a sell-out. Finally, place. Where a product is sold can be very important. Adidas tend to make themselves accessible to the masses by having an online e-commerce presence, their own outlets, selling in department stores e.g. Flannels, Selfridges and in high-street stores such as JD, Sports Direct, and Office. This makes purchasing easy, resulting in fewer reasons to not make the full purchase. This ideally takes them to the action stage of the AIDA model.
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Consumer segmentation
Consumer behaviour is the studies of how a consumer procures, disposes and uses a product. Meeting the needs of their target consumer is highly important to Adidas in order for them to sell. A recent survey I completed showed that most consumers felt that Adidas have a very wide audience. However, I feel that they focus mainly on those within the sporting community. In 2015/16 Statista looked at how many of the adult population were doing sports and exercise in their free time in the UK. The most active age group was 16-24 with 66% of this age group exercising in their free time. (Statista, 2017) This suggests that Adidas’ main audience is young adults. Adidas aim their marketing at those that exercise by using athletes as celebrity endorsements. Now looking at consumer segmentation in terms of the Hierarchy of needs, I would place their products at the self-actualisation level. Customers don’t need sports clothing that is technologically advanced, and therefore they could purchase cheaper good to work out in. However, consumers feel a sense of acceptance and feel good about them by wearing a known brand instead of a less popular company. People like to feel accepted and if that means wearing certain clothing they will do so. Adidas know this and therefore advertise their products in a feel good manner!
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Competitor analysis
When you think of the sports fashion industry, Adidas and Nike are the two that usually spring to mind. Therefore, the most obvious competitor to Adidas is Nike. An article in the Financial Post stated: “While I expect Adidas to continue to thrive in the U.S. Nike will struggle, Nike’s U.S. share lead is not in jeopardy,” Powell said. “Outside of the U.S., Adidas, and Nike are in a much closer race. That business is up for grabs.” (Financial Post, 2017) In 2016 Nike held 50.8% of the US retail brand footwear market while Adidas only had a market share of 7.4%, highlighting just how much of a big competitor Nike is to Adidas, especially in the UK. (Financial Post, 2017) So why are they such big competitors you may ask? Both sports brands have a very similar target audience. Sports drove, urban fashion athletes purchase from both Nike and Adidas’s extremely similar product range. Whilst Adidas sell their Original Superstar’s shoes at £74.95 (Adidas, 2018) Nike sell their Air Force Ones at exactly the same price (Nike, 2018) This provided the consumer with power and choice, the price of the shoes no longer has an impact on the consumer’s purchase it is purely about preference, confirming that Nike is a direct competitor of Adidas. Both Adidas and Nike are extremely innovative brands with Adidas being voted Germany’s most innovative brand according to marketing website WGSN (Adidas, 2018). Nike competed with this by releasing Nike React technology (Nike, 2018). With both brands having the same goals and similar technological ideas, it makes the market very competitive. Neither brand has one up on each other in terms of technological advancements meaning that athletes will consume both. As demonstrated in the Brand Positioning Map (a model used to show where brands fit into a market), Adidas has a variety of competitors. Including Calvin Klein, Sweaty Betty, and Asics that operate in a similar high-end high-quality environment. But they also have to compete with Sketchers a lower priced brand. Another worry that is becoming more and more prominent is that once a lower priced brand such as Reebok and Champion are now gaining market share quickly as many young people see some of their pieces as part of vintage fashion, almost pushing them towards becoming a more expensive brand.
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Micro & macro-environmental factor analysis
After focusing on Slow versus Fast fashion it has become present that although Adidas have some high-end slow fashion collaborations with Y-3, Yeezys and Stella McCartney, they are still very much a fast fashion brand. According to Quartz, “The Company said it cut production lead times to two months for 80% of its apparel in the fall/winter 2017 season, compared to the 12 to 18-month lead time that has been standard for the major part of its business.” (Quartz, 2017) How did Adidas cut their lead-time so drastically? Is it having an effect on the working environment, minimum wage and even child labour? With them outsourcing the majority of their manufacturing it makes it very difficult for Adidas to keep track of their labour and if it meets regulations. This micro-environmental factor could be helped or resolved by Adidas bringing production closer to home where they check that regulations are being met. Preventing any social impacts on employees within these factories.
Like most businesses, Adidas have been victim to some bad press; in 2012 they unveiled the “JS Roundhouse Mids” (Daily Mail, 2012) to be released later that year. Featuring plastic orange ‘shackles’ and matching chains on their shoes created a frenzy of complaints. They suffered great issues with social media after “More than 2,000 Facebook users have commented, with many calling the design ‘offensive’ and ‘ignorant’, saying the firm has ‘sunk to new lows’ with its ‘slavewear’ product.” (Daily Mail, 2012) The media and consumers raised this macro-environmental factor and Adidas, therefore, had to think of a way to overcome this issue. The following day “Adidas SCRAPS ‘outrageous’ new trainers with orange ‘shackles’ after racism row” (Mail Online, 2012) To avoid this political feud Adidas had to respond quickly. This is a huge positive as shopping online and social media are a huge presence in most consumers’ lives, therefore, they
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would most likely have heard about the scandal. This could have resulted in a detrimental effect on sales if Adidas hadn’t responded so swiftly. In April 2017 Adidas made a massive social error when sending an email with the subject “congrats you survived the Boston Marathon”(Time, 2017). The choice of the word ‘survived’ created huge uproar after the huge disaster at a previous marathon in 2013. Adidas apologized for their mistake shortly after: “We are incredibly sorry. Clearly, there was no thought given to the insensitive email subject line we sent Tuesday,” (Time, 2017) Socially, they offended many with their statement as consumers felt they didn’t have the right respect for those affected by the previous years bombings. Adidas had to be more careful about their marketing strategy and it highlighted how one word can affect the perspective taken from an advertising campaign.
Swot analysis
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• Aim marketing and advertising towards the American consumer, as Nike have the majority of the American sports footwear market share. Whilst Adidas are already leading in many European markets, therefore a more focused attempt to drive sales in the American market would be an interesting marketing strategy. • In ing tion tage
Recommendations
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order for Adidas to compete with the ever-growvintage market, they could introduce a secon their website in which they sell their vinclothing and footwear, in order to boost sales.
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