ANNUAL REPORT 2000 New Management: Our Mission and Goals Pages 2, 8
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Networks in the Fashion Business: from a Production and Distribution Organizational Form to a Successful Innovation Driven Brand Strategy
Master’s Degree program – Second Cycle (D.M. 270/2004)# in Marketing & Innovation! Final Thesis ! Networks in the fashion business: From a production and distribution organizational form to a successful innovation driven brand strategy. Supervisor ! Ch. Prof. Giovanni Favero ! Assistant Supervisor Ch. Prof. Anna Moretti! Graduand ! Filippo Vego Scocco! Matriculation Number 837984 ! Academic Year 2017 / 2018! "1 "2 Summary 1. Introduction 5 2. Networks: historical development of organizational forms 7 2.1. Historical perspective of business organization 7! 2.2. Three organizational form 13! 2.2.1. Hierarchy organizational form 14! 2.2.2. Market organizational form 17! 2.2.3. Network organizational form 20! 2.2.3.1. Di$erent definitions in the literature 21! 2.2.3.2. Conditions and explanations of the arise of networks 27! 2.3. Networks’ diversity 44! 2.3.1. Collaboration concept 44! 2.3.2. Elements of collaboration 49! 2.3.3. Collaborative organizational forms 56! 3. Networks and collaborative strategies: relations and effects on the fashion system 66 3.1. Fashion system: the perfect environment for networks 66! 3.1.1. Characteristics and dynamics 71! 3.1.2. Networks’ development in the fashion system 80! 3.1.2.1.Networked supply chain’ solutions 82! 3.1.2.2. Fashion in the digital era and the new collaborative solutions 84! "3 3.2. Networks and collaborative approaches for branding purposes 88! 3.2.1. The growing importance of the brand management in fashion firms 90! 3.2.2. Collaborative branding approaches 97! 4. Case study: adidas’ “Creating the New” business strategy and the collaboration-based innovation model 105 4.1. -
Consumers' Perceived Value of Adidas As a Casual
UNIVERSITY OF LJUBLJANA FACULTY OF ECONOMICS MASTER’S THESIS CONSUMERS’ PERCEIVED VALUE OF ADIDAS AS A CASUAL SPORTSWEAR BRAND Ljubljana, June 2018 GREGOR DEBELJAK MAJA MIKULIN AUTHORSHIP STATEMENT The undersigned Gregor Debeljak, a student at the University of Ljubljana, Faculty of Economics, (hereafter: FELU), author of this written final work of studies with the title Consumers’ Perceived Value of Adidas as a Casual Sportswear Brand, prepared under supervision of Vesna Žabkar, PhD. DECLARE 1. this written final work of studies to be based on the results of my own research; 2. the printed form of this written final work of studies to be identical to its electronic form; 3. the text of this written final work of studies to be language-edited and technically in adherence with the FELU’s Technical Guidelines for Written Works, which means that I cited and/or quoted works and opinions of other authors in this written final work of studies in accordance with the FELU’s Technical Guidelines for Written Works; 4. to be aware of the fact that plagiarism (in written or graphical form) is a criminal offence and can be prosecuted in accordance with the Criminal Code of the Republic of Slovenia; 5. to be aware of the consequences a proven plagiarism charge based on the this written final work could have for my status at the FELU in accordance with the relevant FELU Rules; 6. to have obtained all the necessary permits to use the data and works of other authors which are (in written or graphical form) referred to in this written final work of studies and to have clearly marked them; 7. -
J/K 4/8/99 Financials & BACK (Page 2)
1998 Annual Report abcd Brown Group, Inc. 32% 56% 12% Famous Footwear Division Brown Shoe Company Wholesale Division Naturalizer Retail Division 1998 Financial Highlights For the Fiscal Years Ended January 30, 1999, January 31, 1998 and February 1, 1997 1998 1997* 1996 (Dollars in thousands, except per share data) Operating Results Net sales $1,538,530 $1,567,202 $1,525,052 Net earnings (loss) 23,669 (20,896) 20,315 Per Share of Common Stock Diluted net earnings (loss) 1.32 (1.19) 1.15 Dividends paid .40 .85 1.00 Shareholders’ equity 11.95 11.04 13.19 Financial Position Total assets 655,232 694,988 722,375 Working capital 250,939 260,437 301,020 Shareholders’ equity 217,174 199,190 237,037 Return on beginning shareholders’ equity 11.9% (8.8%) 8.8% Current ratio 2.0:1 1.9:1 2.1:1 *In 1997, includes aftertax restructuring charges and operating losses of $45.6 million related to the Company’s Pagoda International marketing division, and a $1.5 million aftertax loss on the sale of the Famous Fixtures division of Famous Footwear. Going Places Today’s consumers are going places. And they need shoes that can get them there — shoes that reflect their sense of fashion and keep up with the demands of their active lifestyles. Brown Group’s businesses are positioned to offer today’s footwear consumers what they need: comfortable, quality footwear. with relevant styling. in brand names they trust...in the places where they like to shop. This positioning has served us well. -
Group Management Report 2011
Group Management Report This report contains the Group Management Report of the adidas Group, comprising adidas AG and its consolidated subsidiaries, and the Management Report of adidas AG. The Declaration on Corporate Governance is part of the Corporate Governance Report including the Declaration on Corporate Governance which is published on the Group’s website at www.adidas-Group.de/corporate_governance. Appendix 4 Group Strategy The adidas Group strives to be the global leader in the sporting goods industry with brands built upon a passion for sports and a sporting lifestyle. Inspired by our heritage, we know that a profound understanding of the consumer and customer is essential to achieving this goal. To anticipate and respond to their needs, we continuously strive to create a culture of innovation, challenging ourselves to break with convention and embrace change. By harnessing this culture, we push the boundaries of products, services and processes to strengthen our competitiveness and maximise the Group’s operational and financial performance. This, in turn, will drive long-term value creation for our shareholders. To achieve this goal, we have made strategic choices and will prioritise our investments under our six key strategic pillars DIAGRAM 01. Creating long-term shareholder value No matter in which market we operate, we recognise that consumer Creating long-term value for our shareholders through significant buying behaviour and the retail landscape are unique. Therefore, to operating cash flow generation drives our overall decision-making fully exploit market opportunities, we tailor our distribution strategy to process SEE INTERNAL GROUP MANAGEMENT SYSTEM. Therefore, we are focused present our brands to the consumer in the most impactful way. -
Brand Armani Jeans Celebry Tees Rochas Roberto Cavalli Capcho
Brand Armani Jeans Celebry Tees Rochas Roberto Cavalli Capcho Lady Million Just Over The Top Tommy Hilfiger puma TJ Maxx YEEZY Marc Jacobs British Knights ROSALIND BREITLING Polo Vicuna Morabito Loewe Alexander Wang Kenzo Redskins Little Marcel PIGUET Emu Affliction Bensimon valege Chanel Chance Swarovski RG512 ESET Omega palace Serge Pariente Alpinestars Bally Sven new balance Dolce & Gabbana Canada Goose thrasher Supreme Paco Rabanne Lacoste Remeehair Old Navy Gucci Fjallraven Zara Fendi allure bridals BLEU DE CHANEL LensCrafters Bill Blass new era Breguet Invictus 1 million Trussardi Le Coq Sportif Balenciaga CIBA VISION Kappa Alberta Ferretti miu miu Bottega Veneta 7 For All Mankind VERNEE Briston Olympea Adidas Scotch & Soda Cartier Emporio Armani Balmain Ralph Lauren Edwin Wallace H&M Kiss & Walk deus Chaumet NAKED (by URBAN DECAY) Benetton Aape paccbet Pantofola d'Oro Christian Louboutin vans Bon Bebe Ben Sherman Asfvlt Amaya Arzuaga bulgari Elecoom Rolex ASICS POLO VIDENG Zenith Babyliss Chanel Gabrielle Brian Atwood mcm Chloe Helvetica Mountain Pioneers Trez Bcbg Louis Vuitton Adriana Castro Versus (by Versace) Moschino Jack & Jones Ipanema NYX Helly Hansen Beretta Nars Lee stussy DEELUXE pigalle BOSE Skechers Moncler Japan Rags diamond supply co Tom Ford Alice And Olivia Geographical Norway Fifty Spicy Armani Exchange Roger Dubuis Enza Nucci lancel Aquascutum JBL Napapijri philipp plein Tory Burch Dior IWC Longchamp Rebecca Minkoff Birkenstock Manolo Blahnik Harley Davidson marlboro Kawasaki Bijan KYLIE anti social social club -
Warren Buffett's Wild Ride at Salomon (Fortune, 1997)
Warren Buffett's Wild Ride at Salomon (Fortune, 1997) Warren Buffett, interim chairman of Solomon Brothers, Inc., gestures during testimony before a House Commerce subcommittee on Capitol Hill in Washington, D.C., Sept. 5, 1991. Photograph by Marcy Nighswander — AP Photos By CAROL J. LOOMIS October 27, 1997 As Sanford I. Weill, 64, the dealmaking CEO of Travelers Group, steps up to his biggest acquisition ever—the purchase of Salomon Inc. for $9 billion—a famous Wall Street figure, Warren E.Buffett, 67, steps out of Salomon. His days there began almost precisely a decade ago, in the early fall of 1987, when his company, Berkshire Hathaway, became Salomon‘s largest shareholder and he moved in as a director. But that was training-wheels stuff, nothing to the high- wire unicycle act that came later: Buffett was physically, emotionally, and really at Salomon for nine months in 1991 and 1992, when the firm’s trading illegalities created a giant sucking sound that brought him in to run the place. Though much has been written about Buffett and Salomon, a lot of what you will read here will be new. I have been a friend of Buffett‘s for about 30 years and have long been a shareholder of Berkshire (though never a shareholder of Salomon). As a friend, I do some editing every year on Buffett‘s well-known annual report, and we have for eons talked about collaborating on a book about his business life. All this has given me many opportunities to learn Buffett‘s thinking. Some of what I’ve gleaned has ended up in FORTUNE stories that I wrote, most especially in an April 11, 1988, article, “The Inside Story of Warren Buffett,” and in an accompanying box, “The Wisdom of Salomon?” But much of what I learned about Buffett‘s experiences at Salomon in 1991 was confidential, embargoed by him because Salomon was both struggling to regain its footing and dealing with big legal problems. -
Sportswear Industry Data and Company Profiles Background Information for the Play Fair at the Olympics Campaign
View metadata,citationandsimilarpapersatcore.ac.uk Sportswear Industry Data and Company Profiles Background information for the Play Fair at the Olympics Campaign Clean Clothes Campaign March 1, 2004 provided by brought toyouby DigitalCommons@ILR 1 CORE Table of Contents: page Introduction 3 Overview of the Sportswear Market 6 Asics 24 Fila 38 Kappa 58 Lotto 74 Mizuno 88 New Balance 96 Puma 108 Umbro 124 Yue Yuen 139 Li & Fung 149 References 158 2 Introduction This report was produced by the Clean Clothes Campaign as background information for the Play Fair at the Olympics campaign, which starts march 4, 2004 and aims to contribute to the improvement of labour conditions in the sportswear industry. More information on this campaign and the “Play Fair at Olympics Campaign report itself can be found at www.fairolympics.org The report includes information on Puma Fila, Umbro, Asics, Mizuno, Lotto, Kappa, and New Balance. They have been labeled “B” brands because, in terms of their market share, they form a second rung of manufacturers in the sportswear industries, just below the market leaders or the so-called “A” brands: Nike, Reebok and Adidas. The report purposefully provides descriptions of cases of labour rights violations dating back to the middle of the nineties, so that campaigners and others have a full record of the performance and responses of the target companies to date. Also for the sake of completeness, data gathered and published in the Play Fair at the Olympics campaign report are copied in for each of the companies concerned, coupled with the build-in weblinks this provides an easy search of this web-based document. -
Strategic Audit of Adidas Mason Wright University of Nebraska - Lincoln
University of Nebraska - Lincoln DigitalCommons@University of Nebraska - Lincoln Honors Theses, University of Nebraska-Lincoln Honors Program Spring 4-11-2019 Strategic Audit of Adidas Mason Wright University of Nebraska - Lincoln Follow this and additional works at: https://digitalcommons.unl.edu/honorstheses Part of the Strategic Management Policy Commons Wright, Mason, "Strategic Audit of Adidas" (2019). Honors Theses, University of Nebraska-Lincoln. 135. https://digitalcommons.unl.edu/honorstheses/135 This Thesis is brought to you for free and open access by the Honors Program at DigitalCommons@University of Nebraska - Lincoln. It has been accepted for inclusion in Honors Theses, University of Nebraska-Lincoln by an authorized administrator of DigitalCommons@University of Nebraska - Lincoln. Strategic Audit of Adidas An Undergraduate Honors Thesis Submitted in Partial Fulfillment of University Honors Program Requirements University of Nebraska-Lincoln by Mason Wright, BS Computer Science College of Arts and Sciences April 11, 2019 Faculty Mentor: Sam Nelson, Ph.D., Management Abstract Adidas is a well-established brand in the world of sportswear and lifestyle clothing. In recent years, the company has been regaining success after a period of stagnation. Spurring this success is the renewed popularity of old classic shoe models and a surge in the lifestyle clothing trend. While adidas is doing well, it is not the top sportswear company in the world and is far behind in North America. In an attempt to boost the recent success even further, this thesis analyzes the current situation that adidas faces including its strengths, weaknesses, opportunities, and threats. With this information as a background, this paper then discusses potential new strategies for adidas, ultimately deciding that obtaining a larger number of star athlete endorsements is a strategy that could quickly make a large impact for the company. -
En Exclusivité, Krys Group Et Le Coq Sportif Lancent Une Collection Optique Résolument Made in France
$PNNVOJRVÏEFQSFTTFt/PWFNCSF EN EXCLUSIVITÉ, KRYS GROUP ET LE COQ SPORTIF LANCENT UNE COLLECTION OPTIQUE RÉSOLUMENT MADE IN FRANCE La collaboration entre KRYS GROUP et le coq sportif scelle la rencontre entre deux grands noms de l’optique et du sport. Ensemble, ils signent aujourd’hui une collection optique de 24 modèles puisant son inspiration dans l’air du temps. Une exclusivité à découvrir dans les magasins Krys, Vision Plus et Lynx Optique. Une collection très attendue de 24 modèles Design soigné, matières nobles, précision des fnitions, signature Made in France… Cette collection puise dans l’imagerie contemporaine pour proposer des montures inscrites dans la tendance lifestyle. Les adhérents du réseau KRYS GROUP y trouveront un vecteur de différenciation, à même de souligner l’expertise du groupe et de séduire de nouveaux clients. La collection comprend 4 lignes, soit 24 modèles, que KRYS GROUP et le coq sportif ont imaginés conjointement : LES FÉMININES Des courbes élancées, tout en fnesse et en rondeur, alliant charme, élégance et délicatesse. LES MASCULINES Des lignes dynamiques très épurées, qui combinent savamment confort et allure sportive. LES INCONTOURNABLES Une collection intemporelle pour homme et femme, qui incarne un look lifestyle très actuel. Certains modèles revêtent des imprimés exclusifs le coq sportif. LES VINTAGE Une ligne mixte, inspirée de la mode rétro et de formes iconiques, réinterprétant les codes du coq sportif. Deux acteurs emblématiques du savoir-faire français L’aventure le coq sportif débute en 1882, lorsque la marque voit le jour avec la volonté d’offrir aux amoureux de sport des équipements de la plus haute qualité. -
The Fc Bayern Munich Case Study
SCUOLA DELLE SCIENZE UMANE E DEL PATRIMONIO CULTURALE Corso di Laurea Magistrale in Management dello Sport e delle Attività Motorie Corporate Social Responsibility in the Sport industry: the FC Bayern Munich case study TESI DI LAUREA DI RELATORE Dott. Gaspare D’Amico Chiar. Prof. Dr. Salvatore Cincimino CORRELATORE ESTERNO Chiar. Prof. Dr. Jörg Königstorfer – Chair of Sport and Health Management at Technical University of Munich ANNO ACCADEMICO 2016 – 2017 INDEX ACKNOWLEDGEMENT ABSTRACT………………………………………………………………………….1 INTRODUCTION…………………………………………………………………...3 I. CHAPTER – CORPORATE SOCIAL RESPONSIBILITY 1. Evolving Concepts and Definitions of CSR………………………………..6 1.1 Criticism and Defensive theory of CSR……………………………….11 1.2 The origin of Stakeholder Theory……………………………………..13 1.3 Standard and certification……………………………………………..17 1.4 Evaluation and control………………………………………………...22 II. CHAPTER – CORPORATE SOCIAL RESPONSIBILITY IN SPORTS INDUSTRY 2. Definition and general aspects of CSR in the sports industry…………......26 2.1 Stakeholders Model……………………………………………………33 III. CHAPTER – THE FC BAYERN MUNICH CASE STUDY 3. Use of Case Study Research………………………………………………50 3.1 Corporate Structure of FC Bayern Munich……………………………53 3.1.1 Ownership……………………………………………………….65 3.1.2 Management…………………………………………………….68 3.1.3 Team…………………………………………………………….77 3.2 Revenues and costs drivers of FC Bayern Munich……………………79 3.2.1 Revenues of Football club………………………………...…….81 3.2.1.1 Matchday…………………………………………..……..82 3.2.1.2 Broadcasting rights……………………………………….85 3.2.1.3 Commercial Revenues……………………………………90 -
Maxwell, First IPO for 2011 Written by Insider Asia 05 January 2011
Maxwell, first IPO for 2011 Written by Insider Asia 05 January 2011 China-based sports footwear designer and manufacturer, Maxwell International Holdings is slated to be the first initial public offering (IPO) listing on Bursa Malaysia this year. The stock will make its debut on the local bourse tomorrow. A slightly different shoe manufacturer Maxwell is the seventh China-based company to be listed on the local bourse and the fifth that is related to the footwear industry. As with its peers, Maxwell’s factory is located in Jinjiang, Fujian province, which is the footwear hub for China. The industry is extremely fragmented and highly competitive. Statistics indicate at least 3,000 shoe manufacturers in the vicinity ranging from small- scale cottage industries to large-scale automated production lines. However, Maxwell differs slightly in that it focuses on the OEM (original equipment manufacturer) and ODM (original design manufacturer) segments of the sports shoe market. Its products are primarily court sports shoes (for soccer, tennis, skateboarding, basketball, badminton, baseball) and casual sports shoes (boots, shoes for children, hiking, retro and leather). As an OEM, the company manufactures sports shoes according to the specifications and designs provided by customers. Should it be required to, it can also design, develop and manufacture products for its customers (ODM). Maxwell counts well-known global brand names such as Yonex, Diadora, Kappa, Brooks and FILA as its end- customers although the company deals primarily with trading houses and brand distributors that represent these brands. By contrast, K-Star Sports, XiDeLang and Xingquan International are primarily own brand manufacturers (OBM) — that is their products are marketed and sold under proprietary brand names and distribution networks. -
Adidas Group 2012
adidas Group At a glance #2012-AD1DA5-G80UP-#1 2012 222 mm adidas Group Geschäftsbericht 2012 adidas Group Geschäftsbericht 2012 adidas Group Geschäftsbericht 2012 Ziele – Ergebnisse – Ausblick Ziele 2012 Ergebnisse 2012 1) Ausblick 2013 Währungsbereinigte Umsatzentwicklung: Währungsbereinigte Umsatzentwicklung: Währungsbereinigte Umsatzentwicklung: adidas Konzern adidas Konzern adidas Konzern Anstieg im Anstieg um Konzernumsatz Anstieg im mittleren bis hohen mittleren einstelligen einstelligen Bereich 6 % 14,883 Mrd. € Bereich Großhandelssegment Großhandelssegment Großhandelssegment Anstieg im mittleren einstelligen Bereich Anstieg um 2 % Anstieg im niedrigen einstelligen Bereich Einzelhandelssegment Einzelhandelssegment Einzelhandelssegment Anstieg im niedrigen 10%-Bereich Anstieg um 14 % Anstieg im hohen einstelligen bis niedrigen zweistelligen Bereich Andere Geschäftssegmente Andere Geschäftssegmente Andere Geschäftssegmente Anstieg im niedrigen bis mittleren einstelligen Anstieg um 17 % Anstieg im mittleren bis hohen einstelligen Bereich Bereich TaylorMade-adidas Golf TaylorMade-adidas Golf TaylorMade-adidas Golf Anstieg im niedrigen bis mittleren einstelligen Anstieg um 20 % Anstieg im mittleren einstelligen Bereich Bereich Rockport Rockport Rockport Anstieg im hohen einstelligen Bereich Anstieg um 2 % Anstieg im mittleren bis hohen einstelligen Bereich Reebok-CCM Hockey Reebok-CCM Hockey Reebok-CCM Hockey Anstieg im deutlich zweistelligen Bereich Anstieg um 9 % Anstieg im niedrigen zweistelligen Bereich Bruttomarge Bruttomarge