Adidas, Micro-Environment, Marketing, Distribution, Customer Base, International Presence, Logo
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Abstract
This document provides an in-depth analysis of Adidas' micro-environment, highlighting its strengths and weaknesses in terms of marketing, distribution, and customer base. It also touches on the company's international presence and its iconic logo.
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[...] Its extensive distribution network, international presence, and wide target audience are assets for the three-stripe brand. Nevertheless, in a world that is increasingly aware of the functioning of large companies, the brand is criticized for its unethical practices towards its suppliers. It will therefore need to take real measures for ecology and human rights if it wants to maintain its market, just like its main competitor, Nike, which is in the same situation. This would indeed be an opportunity to stand out from other textile manufacturers and reassure its customers. [...]
[...] - Growth of the market among women and young people. - Partnership of sponsoring and collaboration with public figures and influencers. TECHNOLOGIQUE ENVIRONMENTAL LEGAL - For investment in research and development to innovate materials. - New European regulations concerning ecology; - Trend of 'green fashion' - Implementation of more ecological production measures: reduction of water and electricity consumption, and innovation of ecological materials. - Denunciation of 'green washing' by NGOs - Different subsidiaries around the world, different legislations - Subsidiaries in Panama, tax haven - Manufacturing plants in Asia, no fiscal, social, and environmental regulation. [...]
[...] To understand this success, we will first focus on its micro-environment, then on its macro-environment, using a PESTEL analysis. Finally, we will conclude on the strengths of the Adidas brand's marketing. Analysis of the Micro-Environment of Adidas CCONCURRENTS - Nike - Asics - Puma - New Balance The Adidas group had a logic of fusion-acquisition to grow its market and position itself as a global leader. At the end of the 1990s, the group buys the French company Salomon which groups then TaylorMade, Mavic and Bonfire, then in 2006 Reebok, one of its main competitors in Europe. [...]
[...] Macro-environment analysis of Adidas (PESTEL) POLICY ECONOMIC SOCIAL - Political stability in all countries of the headquarters. - Support of national governments in countries with subsidiaries. - European regulations. - NGO pressure on ecology and human rights. - The 2008 economic crisis affects customer consumption. - Implementation in the world's most prosperous cities. - Revenue in constant increase (22 billion in 2018) - Threat of competition prices of some competitors (Adidas being more expensive) - Numerous imitations that affect the brand image of Adidas. [...]
[...] CLIENTS - Elite athletes - Occasional athletes - Young people - Supporters of different sports Adidas' target audience is broad: for sports equipment, the brand addresses all levels of users. Its marketing strategy has been to sponsor major sports events such as the World Cup or certain sports teams (Olympic Games, Real Madrid), which has developed the brand and brought a large public, such as supporters of these events, for example, to choose it. Top-level athletes are generally sponsored (such as David Beckham, for example), which encourages occasional athletes and supporters to also buy the brand. [...]
