Adidas Recent Patent Activity. Adidas Executive Team 36 Update this profile. Adidas Board Members Adidas Signals. Growth Rate 0. Weekly Growth 0. Size Multiple x Median. Key Data Points Twitter Followers 5. Similarweb Unique Visitors Majestic Referring Domains Adidas Investors.
Adidas Subsidiaries 5. Adidas Exits 4. Contact Us info pitchbook. Terms of Use Privacy Policy. Formerly PE-Backed. London, United Kingdom. Uv curable lattice microstructure for footwear.
Wireless data communication and power transmission athletic apparel module. Footwear having covered midsole and methods of manufacturing the same. Sole comprising individually deflectable reinforcing members, shoe with such a sole, and method for the manufacture of such items. Synthetic Textiles. Entertainment Software. Adidas Ventures.
Corporate Venture Capital. Amsterdam, Netherlands. Application Software. Which commodities does it apply to? Executive compensation linked to deforestation. Target to reduce emissions from land-use change. Reporting on emissions from land-use change. Disclosure of conservation activity. Disclosure of reforestation activity. Commodity score.
Commitment Strength. Commitment to protect priority forests. Commitment details Zero-gross deforestation. Leather suppliers are requested to support and join an ongoing, traceable and transparent system that provides credible assurances that leather only comes from cattle raised at farms- adhering to the moratorium on deforestation of the Amazon Biome;- complying with all legal requirements as imposed by the Brazil Government or its local municipalities related to the protection of the rain forest in the Amazon biome".
Commitment applies to all regions, suppliers and operation No. Commitment applies to all regions, suppliers and operation. If no, what is excluded? The commitment only applies to the Amazon Biome "By September 1st, leather suppliers shall publicly declare their commitment and support of the moratorium on deforestation in the Amazon biome area that is defined by IGBE Brazil's National Institute of Geography and Statistics. Target date.
Interim target date Yes. Interim target date. Commitment to a traceable supply chain. Commitment details Downstream company - traces to First Importer - no compliance check. Downstream company - traces to First Importer - no compliance check. The mapping has included Tier 2 embellishers, packaging, and key materials suppliers for our footwear, apparel and accessories products.
We have also mapped the general material flows, by country, for Tier 3 raw material sources with a specific focus on natural materials cotton, leather and rubber which are supplied from farms or plantations. Commitment applies to all regions, suppliers and operation Yes. Target date No target date. Interim target date No. Social Considerations. Labour rights in the supply chain Yes. Labour rights in the supply chain. We do this by striving to operate responsibly along the entire value chain; by safeguarding the rights of our own employees and those of the workers who manufacture our products through our Labor Rights Charter and 'Workplace Standards'; and by applying our influence to affect change wherever human rights issues are linked to our business activities.
Open source document Open source document Open source document. Inclusion of small-scale farmers No. Gender equality in the supply chain Equality and Inclusion of women in the supply chain. Gender equality in the supply chain.
Commitment to remediation No. Reporting and Implementation. Reporting against commitments. Commitment to protect priority forests No. Commitment to a traceable supply chain No. Reporting is independently verified. Strasser was credited as the marketing genius that had helped to make Nike into the leading U. Strasser quit Nike in to form Sports Inc.
When adidas bough t out his person marketing venture, it named Strasser head of the newly formed adidas America subsidiary.
Strasser brought with him ano ther former Nike executive, Peter Moore, with whom he hoped to regain some of adidas's lost glory. Unfortunately, Strasser died late in Moore took over as head of the U. In the new owners of adidas hired Robert Louis-Dreyfus, a French businessman, to run the company.
Though Louis-Dreyfus was unfamiliar with the athletic shoe business, he had a reputation for revitalizin g failing companies; in fact, Louis-Dreyfus was credited with saving London advertising agency Saatchi and Saatchi. After joining adidas, Louis-Dreyfus implemented severe cost-cutting and reorganization stra tegies and moved production to Asia. He also increased the marketing budget, from 6 percent of sales to 11 percent, to increase brand visi bility.
The company went public in , and the relatively unathlet ic Louis-Dreyfus signaled his commitment to adidas and its athletic r oots by running in the Boston Marathon. In apparel sales rose an impressive 50 percent, and brand visibility was enhanced by adida s's involvement with the Olympic Games.
The company provided gea r for about 6, competing athletes, representing 33 countries, and the Olympians sporting adidas's equipment won medals. In a significant move to strengthen its position in the global sporti ng goods category, adidas acquired French holding company Sport Devel oppement SCA in late Sport Developpement owned The purchase, which included U. Traditi onally known as a manufacturer of ski equipment, Salomon had begun to branch out in the mids to shield itself from the declining wint er sports and ski segments.
The company placed a greater emphasis on Taylor Made and Mavic and also focused on hiking boots, inline skates , and snowboards. Salomon also changed its name to Salomon Worldwide in mid to signal its international diversification.
Though industry observers applauded adidas's purchase of Salomon and stated that consolidation within the sporting goods industry, particu larly between equipment manufacturers and makers of apparel and shoes , was a growing trend, news of adidas's decision caused the share pri ce to decline nearly 4 percent. Concerns that adidas's earnings would be adversely affected for several years by the debt-financed acquisi tion made many investors nervous.
Still, many felt the adidas and Sal omon merger was a positive move. Allan Raphael, president of Raphael, C. The key is that adidas' management has a very innovative sense of how to recreate a brand. In adidas-Salomon turned toward the U. Though the global sporting g oods market experienced flat growth that year, adidas managed to achi eve extremely high sales growth. Overall net sales grew 48 percent in compared to , and the company achieved record high net sale s in both footwear and apparel.
In the United States, the top market for sporting goods, adidas-Salomon achieved extraordinary growth rate s. Net sales in the U. Apparel sales also fared well in the United States, growing 48 percent.
Sales in Europe, Asia, and Latin America also rose in Despite strong growth rates in , adidas-Salomon was not without d ifficulties. Integration of Salomon proved to be more time-consuming and challenging than had been anticipated, and the company's share pr ices fell 24 percent during the year. In addition, though some Asian countries experienced positive sales growth, overall sales in the Asi an region fell more than 20 percent. The economic problems in Russia led to poor sales as well.
The golf industry faced a difficult year i n , and this affected sales of Taylor Made, which declined by 15 percent. KG, a property investment fir m that owned the property adidas selected for the building. In terms of sports, adidas-Salomon had many winners in the late s.
Th e company also sponsored the New York Yankees baseball team beginning in late The Yankees won the World Series that season, and adid as-Salomon publicized its partnership with the team through award-win ning advertising campaigns.
Among the athletes signed by the company were cyclist Jan Ullrich, winner of the Tour de France in and ru nner-up in , and National Basketball Association player Kobe Brya nt. Face d with increasing competition from the entry of such designer brands as Tommy Hilfiger and Polo Ralph Lauren into the sportswear market, t he company began a streamlining effort to boost its own brand positio n. As part of the streamlining, adidas-Salomon launched a major world wide restructuring in Reorganized into three major divisions, i ncluding a new high-performance division named Forever Sport, adidas- Salomon abandoned its former divisional separation between its footwe ar and apparel operations.
The restructuring also moved to reduce its previous operational subdivisions targeting individual sports, in an effort to reposition the brand in the general lifestyle market as we ll. The move had only mixed results, however, as the Nike brand continued to dominate the global sporting goods market.
At the same time, adid as began to lose ground in the United States, where Reebok Internatio nal had begun its own aggressive push to gain market share. The hoped -for synergies with the Salomon operations failed to manifest themsel ves; indeed, during the s, the group's focus on adidas's traditio nal markets left little room for development of the Salomon line, whi ch saw a loss of market share as a result.
Nonetheless, the company launched several attempts at continued expan sion in the s. The company relaunched its golf division, combinin g the Taylor Made and adidas Golf operations into a single Taylor Mad e-adidas Golf segment, then began an effort to reposition itself as a supplier to the professional and "serious" golf segments.
Yet the co mpany's efforts to challenge market leader Callaway Golf hit an impas se when the company failed to acquire golf ball manufacturer Top-Flit e, which was picked up by Callaway instead.
In , adidas-Salomon acquired Vancouver-based Arc'Teryx Equipment, a maker of high-end technical equipment and apparel. The company als o launched an effort to break into the retail market, launching its f irst adidas Originals retail shops in Berlin and Tokyo in In 20 02, the company brought the retail concept to the United States, goin g head-to-head against Nike's massively successful Niketown retail fo rmat and opening a shop in New York City.
The following year, the com pany streamlined its bicycling division, combining its cycling access ories and apparel operations under a single division, called Mavic-ad idas Cycling. In another move to expand its appeal in the general lif estyle sportswear market, the company signed designer Stella McCartne y to create a new line of women's running, fitness, and swimming fash ions for The mids offered new perspectives to the global sporting goods i ndustry, as new classes of consumers appeared in the vast Indian and Chinese markets.
The rush was on to achieve first-entry position in t hese markets. The potential for growth appeared all the more promisin g given that Nike, which for years had built its success on the pheno menal appeal of the Michael Jordan franchise, had no clear "superstar " backing its line into the mids. Both adidas-Salomon and Reebok launched an aggressive effort to sign up the world's next generation of sports superstars, in an effort to beat Nike at its own game.
By , meanwhile, rumors had begun to spread that adidas and Reebok, n umber two and three, respectively, had begun to discuss a possible me rger. Both companies denied the rumor, however. In this way, the company hoped to position itself as the brand of choice as Chinese c onsumers adopted the Western fashion craze for branded sportswear fas hions.
In , adidas returned to its history of footwear innovation, launc hing the world's first "smart" shoe, a running shoe with a microproce ssor built into its heel. The computerized shoe utilized a sensor to react to surface conditions, measuring shock impact and making minute adjustments to the heel cushioning. The company hoped the new shoe, which could be adapted to the company's high-performance basketball a nd soccer shoes, and even to its entire range, would become the next revolution in sports technology.
In the meantime, the company was forced to acknowledge that the Salom on winter sports operations no longer fit with its increasing focus o n the core adidas-branded sportswear operations. Recognizing that it had not given sufficient attention to the development of the Salomon operations, adidas decided to sell out, and in October completed the sale of Salomon, together with the Mavic, Arc'Teryx, and Bonfire brands, to Finland's Amer Sports Corporation.
By October , the two companies appeared to have cleared antitrust reviews, and announc ed their intention to complete the merger by The me rger also came ahead of the World Cup, to be held in Germany, wh ich was expected to provide an extra boost to adidas's revenues. The race for global sportswear dominance was not quite finished, however. Following the adidas-Reebok merger, many observers expected Nike to strike back by acquiring longtime adidas arch-rival Puma.
Principal Subsidiaries: adidas America Inc. The Netherlands ; adidas Belgium N.
0コメント