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Annual Report 2008 Our Brand Portfolio

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adidas Reebok Rockport TaylorMade-adidas Golf Annual Report 2008 Our Brand Portfolio adidas has a clear mission – “to be the leading sports brand Inspired by its roots in sports and women’s fitness, Reebok TaylorMade-adidas Golf is a leader in the industry and the in the world”. To accomplish this mission, the brand comprises is a global brand that is committed to developing innovative number one metalwood supplier. It focuses on consumers two divisions that reflect two distinct market segments: Sport products which will allow Reebok to own Women’s Fitness, who seek the most innovative, performance-enhancing golf Performance and Sport Style. Product and marketing initiatives challenge Men’s Sport and revive Classics. The Reebok equipment available, including technologically superior clubs, at adidas primarily focus on five global priorities: football, segment also comprises the brands Reebok-CCM Hockey balls, footwear and apparel. TaylorMade-adidas Golf markets running, training, basketball and Originals. and Rockport. products under the brand names TaylorMade, adidas Golf and Ashworth. adidas Reebok TaylorMade-adidas Golf 2008 2007 Change 2008 2007 Change 2008 2007 Change Net sales € in millions 7,821 7,113 10% Net sales € in millions 2,148 2,333 (8%) Net sales € in millions 812 804 1% Gross profi t € in millions 3,802 3,370 13% Gross profi t € in millions 795 902 (12%) Gross profi t € in millions 359 360 (0%) Gross margin 48.6% 47.4% 1.2pp Gross margin 37.0% 38.7% (1.7pp) Gross margin 44.3% 44.7% (0.5pp) Operating profi t € in millions 1,098 920 19% Operating profi t € in millions (7) 109 (106%) Operating profi t € in millions 78 65 20% Operating margin 14.0% 12.9% 1.1pp Operating margin (0.3%) 4.7% (5.0pp) Operating margin 9.6% 8.1% 1.5pp Number of employees 23,202 18,678 24.2% Number of employees 8,189 6,751 21.3% Number of employees 1,852 1,393 33.0% Rounding differences may arise in percentages and totals. Financial Highlights 2008 Financial highlights (IFRS) Net sales € in millions 1) 2008 2007 Change 2004 5,860 2005 1) 6,636 Operating highlights (€ in millions) 2006 2) 10,084 Net sales 10,799 10,299 4.9% EBITDA 1,277 1,165 9.7% 2007 10,299 Operating profi t 1,070 949 12.7% 2008 10,799 Net income attributable to shareholders 642 551 16.4% Key ratios (%) Gross margin 48.7% 47.4% 1.3pp Other operating expenses as a percentage of net sales 40.5% 40.0% 0.6pp Net income attributable to shareholders Operating margin 9.9% 9.2% 0.7pp € in millions Effective tax rate 28.8% 31.8% (3.0pp) Net income attributable to shareholders as a percentage of net sales 5.9% 5.4% 0.6pp 2004 314 Operating working capital as a percentage of net sales 24.5% 25.2% (0.7pp) 2005 383 Equity ratio 35.5% 36.3% (0.8pp) Financial leverage 64.6% 58.4% 6.2pp 2006 2) 483 Return on equity 18.9% 18.2% 0.7pp 2007 551 Balance sheet and cash fl ow data (€ in millions) 2008 642 Total assets 9,533 8,325 14.5% Inventories 1,995 1,629 22.5% Receivables and other current assets 2,523 2,048 23.2% Working capital 1,290 1,522 (15.3%) Net borrowings 2,189 1,766 24.0% Shareholders’ equity 3,386 3,023 12.0% Capital expenditure 380 289 31.6% Net cash provided by operating activities 497 780 (36.3%) Per share of common stock (€) Basic earnings 3.25 2.71 19.9% Diluted earnings 3.07 2.57 19.6% Operating cash fl ow 2.52 3.83 (34.3%) Dividend 0.50 3) 0.50 0.0% Share price at year-end 27.14 51.26 (47.1%) Rounding differences may arise in percentages and totals. Other (at year-end) 1) Figures refl ect continuing operations as a result of the divestiture of the Salomon Number of employees 38,982 31,344 24.4% business segment. Number of shares outstanding 193,515,512 203,628,960 (5.0%) 2) Including Reebok business segment from February 1, 2006 onwards. Including Greg Norman apparel business from February 1, 2006 to November 30, 2006. Average number of shares 197,562,346 203,594,975 (3.0%) 3) Subject to Annual General Meeting approval. Targets 2008 Results 2008 Outlook 2009 High-single-digit currency-neutral sales growth Net sales reach € 10.8 billion; Low- to mid-single-digit currency-neutral sales decline Group currency-neutral sales grow 9 % Bring major new concepts, technology evolutions Major 2008 product launches: Bring major new concepts, technology evolutions and revolutions to market ---- aadidasdidas F50 TUNIT ™ football boot, new technologies and revolutions to market in adiSTAR® and adiZero™ running shoe families, men’s TECHFIT Power WEB, miCoach training system ---- RReebokeebok Premier Verona KFS running shoe, Premier SmoothFit™ Cushion, Freestyle Cities collection ---- RRockportockport Rockport Signature Series ---- TTaylorMade-adidasaylorMade-adidas GGolfolf Tour Burner® TP driver, r7® CGB MAX Limited driver, my TP ball, TOUR 360 LTD shoe Currency-neutral sales to grow at all brands Currency-neutral sales increase 14 % at adidas, grow 7 % On a currency-neutral basis: and in all regions except North America at TaylorMade-adidas Golf but decrease 2 % at Reebok; ---- lo w - to mid-single-digit sales decline for adidas segment currency-neutral sales grow in all regions except North ---- at l e a s t s t a b l e s a l e s f o r Reebok segment America ---- lo w-single-digit sales increase at TaylorMade- adidas Golf Increase gross margin to a level between 47.5 and 48.0 % Gross margin: 48.7 % Gross margin decline Operating margin to be at least 9.5 % Operating margin: 9.9 % Operating margin decline Further reduce operating working capital as a percentage Operating working capital as a percentage of sales further Reduce operating working capital as a percentage of sales of sales reduced to 24.5 % Capital expenditure range € 300 million – € 400 million Capital expenditure: € 380 million Capital expenditure range € 300 million – € 400 million Maintain or further reduce net borrowings Net borrowings increased to € 2.189 billion; Reduce net borrowings despite share buyback year-end financial leverage: 64.6% Net income to grow at least 15 % Highest ever net income attributable to shareholders Net income decline at € 642 million (+16 %) Further increase shareholder value Share buyback programme in an amount of € 409 million Further increase shareholder value completed in October; unchanged dividend of € 0.50 per share; adidas AG share price declines 47 % We live sport like no other company. And we strive to be the global leader in the sporting goods industry. That’s our goal. We know our strengths. We know where to attack. We have a dynamic team. We share values such as performance, passion, integrity and diversity. And we have lots of energy. Our next moves are planned. Our tactics are set. We’re ready to go to the next round. And we have a strategy: Growth adidas Group A signal of brand strength. New perspectives without moving too far from the core. Sport has no boundaries. > 35 % Emerging markets > 35% of sales Core to our growth strategy is increasing our exposure to high-growth emerging markets. Our industry is truly global. Sport and a sporting lifestyle are part of everyday lives. With an unrivalled product portfolio and leadership in product innovation and design, we strive to connect to consumers in all corners of the world. This is our game plan for reaching more than 35% of sales in the emerging markets. 16 Dwight Howard adidas Setting goals and achieving them – this is what Dwight Howard has been doing ever since he started playing basketball. At the age of 22 years, Dwight Howard was the youngest player on the gold medal winning US basketball team at the Beijing Olympic Games. He has a clear goal for 2009: To win 16 games throughout the playoffs and lead his teammates to the ultimate victory – the NBA Championship. “The game plan to reach this goal is to play hard every day and play as a team.” adidas Group Annual Report 2008 7 Lewis Hamilton Reebok Lewis Hamilton is an extraordinary Formula One driver – 2008 was his year: He became the youngest ever Formula One World Champion. His performance is extreme and his goal very clear: To stay No. 1, defending his World Championship title in 2009 and beyond. His game plan to get there is drafted already: “Train in a disciplined way, concentrate on physical fi tness and deal with pressure profi ciently.” 8 Kapitel Head II Distribution adidas Group The fi rst moment of truth. Brand statement. Right product. Right store. Right time. Closest to the consumer. > 35 % Controlled space > 35% of sales Controlled space is becoming one of our most dynamic business models. Encompassing own-retail stores, e-commerce and retail space management such as shop-in-shops – expanding these initiatives is a key component of providing the highest level of customer service to our retail partners and deepening our connection with the consumer. Our goal is to have at least 35% of our sales in controlled space. And our game plan will take us there. Stay No.1 Sergio Garcia TaylorMade-adidas Golf Sergio Garcia became the fi rst European-born player in more than a decade to attain the No. 2 position in the World Golf Ranking. His swing made him famous. His precision is legendary. His goal for 2009? To win a Major, one of the four most prestigious annual tournaments in professional golf.
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