DOCSLIB.ORG

For the Exclusive Use of A. Gansauer, 2020

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
For the Exclusive Use of A. Gansauer, 2020 For the exclusive use of A. Gansauer, 2020. IMD820 V. 31.05.2017 ADIDAS RUSSIA/CIS AND THE RUSSIAN CRISIS: RETRENCH OR DOUBLE DOWN (A) Beverley Lennox prepared this MOSCOW (RUSSIA), MARCH 2015. The Russian economy was in a case under the supervision of tailspin. The combination of a sharp decline in oil prices, a weak ruble, Professors Carlos Cordón, the the political fallout from the forceful annexation of Crimea, Western LEGO Professor of Strategy and sanctions and inflationary pressures had all contributed to an economic Supply Chain Management, and crisis (refer to Exhibit 1). It was the “perfect storm” if there ever was one Benoît Leleux, the Stephan and the results were predictable: dramatically lower consumer and Schmidheiny Professor of investment spending. Entrepreneurship and Finance, as a basis for class discussion Against this backdrop, Joseph Godsey, the vice president of supply chain rather than to illustrate either management and information technology at adidas Russia/CIS (which effective or ineffective handling included Ukraine and Kazakhstan), and his team were preparing for a key of a business situation. “Strategy 2020” meeting with adidas headquarters and the Operations Excellence steering committee later in the month. Their discussion would center on what should be their priorities and the pace of implementation for the next 12 months. Five key initiatives – click-and-collect, customization, endless aisle, radio-frequency identification (RFID)-enabled stores and warehouses, and ship-from-store – would be on the table. These initiatives would mix online, offline and mobile approaches, and they would involve a radical rethink of adidas Russia/CIS’s supply chain management (SCM) policies. They would also require significant investments. Since arriving in Russia at the beginning of 2014, Joseph and his team had made great strides in improving the efficiency of adidas Russia/CIS’s IT systems; and with over 1,200 corporate-owned stores employing more This case won the Supply than 15,000 people, Russia/CIS was becoming increasingly more Chain Management category important to the business. In fact, over the years, adidas Russia/CIS had in the 2016 EFMD case continuously met or exceeded expectations and had gained sufficient writing competition. credibility within the organization. As a result, it was now tasked with defining the future of adidas’s omnichannel retailing, a combination of digital and physical commerce that held the power to transform the customer experience into a seamless journey supported by the integration between channels on the back end. Joseph attributed the successes his team enjoyed during his first year at adidas Russia/CIS to the entrepreneurial mindset of the organization, a willingness to take “calculated” risks and the team’s ability to move fast. But Joseph was now about to take the biggest risk of his career and he was not so sure it was a calculated one. With the Russian economy taking a definite turn for the worse, was it really time to engage in major IT and SCM investments? Were Russian customers ready for such leading-edge offers? Could Russia/CIS actually become a beacon of excellence in retail IT and supply chain management within the adidas Group? Copyright © 2016 by IMD - International Institute for Management Development, Lausanne, Switzerland (www.imd.org). No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means without the prior written permission of IMD. This document is authorized for use only by Anna Christina Gansauer in MAN6617 Summer 2020 taught by JANICE CARRILLO, University of Florida from Jul 2020 to Dec 2020. For the exclusive use of A. Gansauer, 2020. - 2 - IMD-7-1795 adidas Group In the small German village of Herzogenaurach, located 12 miles northwest of Nuremberg, Adolf “Adi” Dassler registered “Adi Dassler adidas Sportschuhfabrik” on August 18, 1949, following a family feud at the Gebrüder Dassler Schuhfabrik between him and his older brother Rudolf. Rudolf had earlier established Puma, which was also headquartered in Herzogenaurach and which quickly became the business rival of adidas. At the 1954 World Cup final, when the German national football team, wearing lightweight adidas football boots with screw-in studs and the iconic three stripes, faced the unbeatable Hungarians, the Germans’ The young Adi Dassler in his victory made adidas a household shoe factory name on football pitches Source: adidas website everywhere. Source: adidas website Adi’s son, Horst Dassler, eventually took the reigns of the company, but after his sudden death in 1987, the company entered troubled waters. It was first acquired in 1989 by French industrialist Bernard Tapie for a reported €244 million, which Tapie mostly borrowed. Famous for rescuing bankrupt companies, Tapie decided to move production offshore to Asia. A record loss in 1992 brought adidas to its knees, and ultimately, it was taken over by its main bank, French state- owned Crédit Lyonnais, which then engineered a sale to financier Robert Louis-Dreyfus and other private equity investors in 1993. Robert Louis-Dreyfus, as the company’s new CEO, and his partner Christian Tourres, turned the company around and took it public in 1995. Over time, the adidas Group (refer to Exhibit 2) evolved into a global leader in the sporting goods industry with a broad portfolio of products available in virtually every country in the world. In 2013, however, the Group reported that its sales and earnings targets for the year were no longer achievable due to negative market developments, which included the effects of a weakening currency, the ongoing softness of the global golf market and unexpected short- term distribution constraints that resulted in the transition to a new distribution facility in Russia. adidas Russia/CIS For 10 years, Russia/CIS1 was one of the most important markets for the adidas Group with constantly rising sales and profits (refer to Exhibit 3). For the five years prior to 2013, the market was growing 30% to 100% a year, with Russia often rolling out 200+ stores per year. Joseph described the pace of growth as “simply insane.” In 2012, as increasing wages in emerging markets supported consumption, Russia/CIS was identified as a key growth market and one of three “attack markets” within the adidas Group, alongside North America and Greater China. The three attack markets were expected to contribute around 50% of the adidas Group total growth under the company’s “Route 2015” plan, with each market targeting a double-digit compound annual growth rate. 1 CIS is the common acronym for the Commonwealth of Independent States, a regional organization formed during the breakup of the Soviet Union with nine of the 15 former Soviet Republics. This document is authorized for use only by Anna Christina Gansauer in MAN6617 Summer 2020 taught by JANICE CARRILLO, University of Florida from Jul 2020 to Dec 2020. For the exclusive use of A. Gansauer, 2020. - 3 - IMD-7-1795 adidas Russia/CIS, under the leadership of managing director Martin Shankland, enjoyed a great deal of autonomy. In Martin’s words: When KPMG seconded me to audit adidas Russia/CIS in 1996, I felt like I had landed on the moon, and it was great. I was only supposed to stay for three months, but on the second day, I knew this is where I wanted to be. I was supposed to stay with KPMG in Russia for two years, but half way through that term, I began working for adidas. There was an incredible sense of optimism. This is where I felt I could realize myself. It was a place where I felt I could do the things that I was capable of, which, in a way, is always more difficult in a developed, established market where the rules are all worked out. adidas Russia/CIS appeared to be a place with lots of opportunity and not many rules. Martin played an instrumental role in moving Russia/CIS from a wholesale to an own-retail business model, which proved to be a competitive advantage for adidas in Russia. By 2012, it had about 1,000 stores in the country, with plans to open around 150 additional stores during the year, representing over 90% of the total business. In comparison, in 2008, the company had around 650 stores, representing 70% of adidas/CIS business. Competitors that did not have their own retail stores would find it more difficult to offer a seamless omnichannel experience. Conversely, Russia could leverage its own retail stores, which focused on full-price sell through2 and were deemed one of the main growth drivers for the next years. As Martin explained: adidas Russia/CIS was mainly a distribution business, but after the 1998 Russian financial crisis, wholesalers were left with no capital. They owed us huge amounts of money and were simply unable to repay. That forced a new era on the company. Prior to the crisis, the thinking was that relying on wholesalers and putting a limited amount of our own infrastructure on the ground would limit our country exposure. The crisis made it clear that operating a wholesale business model was anything but low risk. The good news was that the market indeed had tremendous potential and it picked up pretty quickly after the crisis. At that point, we focused on the brand and how it was represented at the point of sale. Initially, the general standards of merchandising, customer service, etc. were low; we wanted our brand to be presented in line with the global image of adidas. I realized that even though we knew next to nothing about retailing, we didn’t know any less than our distributors. In other words, it could not get worse if we started our own retail business, so we started to open stores one by one.
Load more

Recommended publications
  • Espm Programa De Mestrado E Doutorado Em Gestão Internacional Maria Lucia Righetti Transferência Reversa De Conhecimento Em M
    ESPM PROGRAMA DE MESTRADO E DOUTORADO EM GESTÃO INTERNACIONAL MARIA LUCIA RIGHETTI TRANSFERÊNCIA REVERSA DE CONHECIMENTO EM MULTINACIONAIS ESTRANGEIRAS NO BRASIL: UMA ANÁLISE MULTIDIMENSIONAL São Paulo 2018 MARIA LUCIA RIGHETTI TRANSFERÊNCIA REVERSA DE CONHECIMENTO EM MULTINACIONAIS ESTRANGEIRAS NO BRASIL: UMA ANÁLISE MULTIDIMENSIONAL Dissertação apresentada como requisito para obtenção do título de Mestre em Administração, pelo Programa de Mestrado e Doutorado em Gestão Internacional, da ESPM. Orientadora: Profª. Drª. Thelma Valéria Rocha São Paulo 2018 Considerar o marketing como uma simples atividade, ferramenta ou departamento organizacional é um equívoco imperdoável. É ignorar sua abrangência. É fracionar, reduzir ou até mesmo anular sua eficácia”. Mitsuru Yanaze “O ideal da educação não é aprender ao máximo, maximizar os resultados, mas é antes de tudo aprender a aprender, é aprender a se desenvolver e aprender a continuar a se desenvolver depois da escola”. Jean Piaget Dedico esse trabalho aos meus amados pais, Carlos Righetti Neto e Marta Maria S. Righetti. AGRADECIMENTOS Ao longo da elaboração desta dissertação, contei com o carinho e incentivo de meus familiares, amigos e professores. Meu principal agradecimento a minha orientadora, Prof.ª Drª Thelma Valéria Rocha que colocou luz neste caminho para me tornar uma mestre. Agradeço imensamente por sua dedicação, pelas reuniões, telefonemas, mesmo em férias. Tenho a honra de ter uma orientadora que acolhe seus orientandos de forma única, auxiliando durante todo o processo de construção intelectual. Reforço meu agradecimento a um dos pesquisadores brasileiros mais respeitados nas áreas de inovação e gestão de multinacionais, Profº Drº Felipe Mendes Borini, que compartilhou a base de dados para que eu pudesse desenvolver meu estudo de forma segura, me orientou em diversos momentos sobre a escrita científica e recursos metodológicos.
    [Show full text]
  • Der Siegeszug Der Drei Streifen Herzinfarkt Erlag, Bekam Sohn Horst Dassler Die Geschäfte ADIDAS Ist Kult, Da Nicht Nur Sportler Auf Die „Drei Streifen“ Übertragen
    REPORTAGE REPORTAGE Der Siegeszug der drei Streifen Herzinfarkt erlag, bekam Sohn Horst Dassler die Geschäfte ADIDAS ist Kult, da nicht nur Sportler auf die „drei Streifen“ übertragen. Tragischerweise verstarb auch er schon vier Jah- schwören: So trat Madonna schon in Adidas-Stiefeln auf oder ADIDAS ist einer der größten Sportartikelhersteller der Welt re später, im Alter von nur 51 Jahren. Seine vier Schwestern auch der verstorbene Queen-Bandleader Freddie Mercury, sahen sich mit der Führung der Firma überfordert und über- der bei zahlreichen seiner Konzerte ADIDAS-Wrestlingschu- gaben dessen operative Leitung an ein Management – mit he mit den drei Streifen trug. ADIDAS ist jeden (sportlichen) ADIDAS feiert das 70. Jahr seines Bestehens und hat sich Beide firmieren noch immer in Herzogenaurach, unter dem zweifelhaften Erfolg einer andauernden Absatzkrise. Zeitgeist mitgegangen, hat ihn über weite Strecken sogar selbst ein großartiges Geburtstagsgeschenk gemacht: Die anderem auch als Beispiel dafür wie erfolgreich Konkurrenz Nicht zuletzt vor dem Hintergrund des Erfolgs der Puma-Ar- geprägt und dass dies in Zukunft auch so bleiben wird, daran „Arena“, die neue Konzernzentrale, auf 67 schräg stehenden sein kann. Übrigens begann die ADIDAS-Produktion mit ei- tikel und denen von Nike und Reebok, die unaufhaltsam auf besteht kein Zweifel. Zukünftig nämlich sollen ADIDAS-Pro- Stelzen das größte Gebäude auf dem Unternehmenscampus nem Fußballschuh, der bei der erfolgreichen Fußballwelt- den europäischen Markt drängten. Das Jahr 1989 endete für dukte nachhaltig hergestellt werden: Ein zu 100 Prozent in Herzogenaurach, von ADIDAS selbst „World of Sports“ ge- meisterschaft bereits Kult war, als „Rennschuhe mit auswech- ADIDAS mit einem Verlust im zweistelligen Millionenbereich.
    [Show full text]
  • Posicionamiento De La Marca Deportiva Adidas Comparada Con Nike, Reef, Billabong Y Rip Curl En La Zona Norte Del Perú - 2013
    UNIVERSIDAD CATÓLICA SANTO TORIBIO DE MOGROVEJO POSICIONAMIENTO DE LA MARCA DEPORTIVA ADIDAS COMPARADA CON NIKE, REEF, BILLABONG Y RIP CURL EN LA ZONA NORTE DEL PERÚ - 2013 TESIS PARA OPTAR EL TÍTULO DE: LICENCIADO EN ADMINISTRACIÓN DE EMPRESAS AUTOR: Bach. GIORGIO ANDRÉ RIOS BURGA Chiclayo, 7 de Marzo del 2014 2 POSICIONAMIENTO DE LA MARCA DEPORTIVA ADIDAS COMPARADA CON NIKE, REEF, BILLABONG Y RIP CURL EN LA ZONA NORTE DEL PERÚ - 2013 POR: Bach. GIORGIO ANDRÉ RIOS BURGA Presentada a la Facultad de Ciencias Empresariales de la Universidad Católica Santo Toribio de Mogrovejo, para optar el Título de: LICENCIADO EN ADMINISTRACIÓN DE EMPRESAS APROBADO POR: _____________________________ Mgtr. Luis Angulo Bustíos PRESIDENTE DE JURADO _____________________________ Lic. Martha Portaro Inchaústegui SECRETARIA DE JURADO _____________________________ Mgtr. Eduardo Amorós Rodriguez VOCAL/ASESOR DE JURADO CHICLAYO, 2014 3 DEDICATORIA A Dios por la maravillosa vida que me ha dado. A mí Madre por su sabiduría. A mi Padre por ser cómplice de mi carácter. A mis Hermanos por ser incondicionales. A mis Abuelos por cuidarme en todos mis sueños. 4 AGRADECIMIENTO A mi asesor Eduardo Amorós y a los profesores Freddy Álvarez y Carlos Vargas por su colaboración y brindarme sus conocimientos para esta investigación. 5 RESUMEN La presente investigación tiene como objetivo determinar el posicionamiento de la marca deportiva Adidas comparada con las marcas que se encuentran en el mercado de la zona norte del Perú, refiriéndose a Nike, Reef, Billabong y Rip Curl. Además se define el perfil del consumidor actual y potencial de productos deportivos en las ciudades de Piura, Chiclayo y Trujillo, para posteriormente desarrollar una propuesta estratégica.
    [Show full text]
  • Playground Le Design Des Sneakers
    Playground Le design des sneakers Du 20 juin 2020 au 10 janvier 2021 Document pédagogique d'accompagnement Baskets, tennis, trainers ou sneakers, peu importent leurs noms, elles ont marqué notre façon de vivre et de nous habiller depuis le début du XXe siècle. Portées par des millions de personnes à travers le monde, les sneakers sont devenues, en quelques décennies, un objet de consommation de masse qui transcende le genre, l’âge et les milieux socio-culturels. Comment une simple chaussure de sport s’est- elle imposée comme un véritable accessoire de mode, voire une œuvre d’art ? Avec plus de 600 paires, films, documents d’archives, photos et témoignages, l’exposition présente toutes les facettes de cet objet iconique, de son succès auprès des breakdancers new- yorkais aux recherches technologiques de pointe qu’il suscite. À travers une sélection d’une cinquantaine de modèles emblématiques de 1900 à aujourd’hui, les visiteurs découvrent les marqueurs forts de ce qui constitue une histoire des sneakers. Portés par des stars du sport, témoignant d’innovations techniques révolutionnaires, promotionnés par des rappeurs, des skateurs de renom ou conçus par de grands couturiers, designers ou artistes iconiques, les modèles sélectionnés ont tous une © Julia Andréone histoire à raconter. Ils sont les reflets d’un moment, d’une époque ou d’un phénomène de société. L’exposition propose ensuite de découvrir l’évolution de cette ascension. Longtemps réservées aux activités sportives, les sneakers vont dépasser progressivement ce domaine pour jouer un rôle essentiel dans la culture urbaine et la mode. Le transfert du sport à la rue est intimement lié à l’émergence des contre-cultures aux États-Unis et en Europe dès les années 1970.
    [Show full text]
  • Marcas E Arte Urbana Apropriação De Street Art Em Estratégias De Marketing
    MARCAS E ARTE URBANA APROPRIAÇÃO DE STREET ART EM ESTRATÉGIAS DE MARKETING Ângela Mota Projecto de Mestrado em Gestão de Mercados de Arte Orientador(a): Prof. Doutor Eduardo Correia, Prof. Auxiliar, ISCTE Business School, Departamento de Ciências de Gestão Co-orientador(a): Dr. Lígia Ferro, Investigadora CIES-ISCTE-IUL Outubro 2009 Marcas e Arte Urbana: Apropriação de Street Art em Estratégias de Marketing Agradecimentos Gostava de agradecer a todos os que contribuiram, directa ou indirectamente, para a concretização deste projecto. Quero agradecer aos meus orientadores, Dr. Eduardo Correia e Dra. Lígia Ferro, por todo o apoio, partilha de conhecimentos e orientação durante todo o processo de trabalho. De igual modo, agradeço às agências de publicidade Leo Burnett, McCann Erickson, DDB Lisboa, Next Portugal e Tempo OMD e aos entrevistados Inês Almeida, Fernando Garcia, Rodrigo Almeida, Miguel Nóbrega e Cristina Marques, pela disponibilidade e atenção dispendida com este trabalho. Foram todos muito amáveis e atenciosos. A todos os inquiridos do estudo de mercado, o meu muito obrigado, sem vocês este projecto estaria incompleto. Acima de tudo, quero agradecer ao Filipe, pela ajuda, apoio, sinceridade e paciência. Sem ti, esta tese não existiria! À minha família e amigos, obrigado por tudo, destacando com carinho a minha mãe e irmã, assim como a Sónia e a Diana, que me ajudaram a ultrapassar os obstáculos e a sorrir perante as dificuldades. Às minhas colegas de curso, Alexandra Serôdio, Laia Cuxart e Inês Freitas, quero agradecer toda a ajuda e incentivo. Para todos os que estiveram lá para mim, muito obrigado! Yara e Rafael, este trabalho é para vocês.
    [Show full text]
  • SOCCERNOMICS NEW YORK TIMES Bestseller International Bestseller
    4color process, CMYK matte lamination + spot gloss (p.2) + emboss (p.3) SPORTS/SOCCER SOCCERNOMICS NEW YORK TIMES BESTSELLER INTERNATIONAL BESTSELLER “As an avid fan of the game and a fi rm believer in the power that such objective namEd onE oF thE “bEst booKs oF thE yEar” BY GUARDIAN, SLATE, analysis can bring to sports, I was captivated by this book. Soccernomics is an FINANCIAL TIMES, INDEPENDENT (UK), AND BLOOMBERG NEWS absolute must-read.” —BillY BEANE, General Manager of the Oakland A’s SOCCERNOMICS pioneers a new way of looking at soccer through meticulous, empirical analysis and incisive, witty commentary. The San Francisco Chronicle describes it as “the most intelligent book ever written about soccer.” This World Cup edition features new material, including a provocative examination of how soccer SOCCERNOMICS clubs might actually start making profi ts, why that’s undesirable, and how soccer’s never had it so good. WHY ENGLAND LOSES, WHY SPAIN, GERMANY, “read this book.” —New York Times AND BRAZIL WIN, AND WHY THE US, JAPAN, aUstralia– AND EVEN IRAQ–ARE DESTINED “gripping and essential.” —Slate “ Quite magnificent. A sort of Freakonomics TO BECOME THE kings of the world’s for soccer.” —JONATHAN WILSON, Guardian MOST POPULAR SPORT STEFAN SZYMANSKI STEFAN SIMON KUPER SIMON kupER is one of the world’s leading writers on soccer. The winner of the William Hill Prize for sports book of the year in Britain, Kuper writes a weekly column for the Financial Times. He lives in Paris, France. StEfaN SzyMaNSkI is the Stephen J. Galetti Collegiate Professor of Sport Management at the University of Michigan’s School of Kinesiology.
    [Show full text]
  • From Wikipedia, the Free Encyclopedia Audi Type Private Company
    Audi From Wikipedia, the free encyclopedia Audi Private company Type (FWB Xetra: NSU) Industry Automotive industry Zwickau, Germany (16 July Founded 1909)[1] Founder(s) August Horch Headquarters Ingolstadt, Germany Production locations: Germany: Ingolstadt & Neckarsulm Number of Hungary: Győr locations Belgium: Brussels China: Changchun India: Aurangabad Brazil: Curitiba Area served Worldwide Rupert Stadler Key people Chairman of the Board of Management, Wolfgang Egger Head of Design Products Automobiles, Engines Production 1,143,902 units (2010) output (only Audi brand) €35.441 billion (2010) Revenue (US$52.57 billion USD) (including subsidiaries) €1.850 billion (2009) Profit (US$2.74 billion USD) €16.832 billion (2009) Total assets (US$25 billion USD) €3.451 billion (2009) Total equity (US$5.12 billion USD) Employees 46,372 (2009)[2] Parent Volkswagen Group Audi do Brasil e Cia (Curitiba, Brazil) Audi Hungaria Motor Kft. (Györ, Hungary) Audi Senna Ltda. (Brazil) Automobili Lamborghini Subsidiaries Holding S.p.A (Sant'Agata Bolognese, Italy) Autogerma S.p.A. (Verona, Italy) quattro GmbH (Neckarsulm, Germany) Website audi.com Audi AG (Xetra: NSU) is a German automobile manufacturer, from supermini to crossover SUVs in various body styles and price ranges that are marketed under the Audi brand (German pronunciation: [ˈaʊdi]), positioned as the premium brand within the Volkswagen Group.[3] The company is headquartered in Ingolstadt, Germany, and has been a wholly owned (99.55%)[4] subsidiary of Volkswagen AG since 1966, following a phased purchase of its predecessor, Auto Union, from its former owner, Daimler-Benz. Volkswagen relaunched the Audi brand with the 1965 introduction of the Audi F103 series.
    [Show full text]
  • Jennifer Humala COMD1112 OL09 Logo History: Adidas Adidas Is Known Worldwide As One of the Leading Sportswear Company That Cater
    Jennifer Humala COMD1112 OL09 Logo History: Adidas Adidas is known worldwide as one of the leading sportswear company that caters to clients ranging from famous olympic athletes to the average trainee. The company first started out as a little-known shoe factory named “Dassler Brothers Shoe Company” by brothers Adolf and Rudolf Dassier. However, a family feud split them apart, with Adolf taking full control of the business and changing its name, in 1949, to “Adidas”: the formation from his nickname Adi and the first three let- ters of his last name. After being able to trademark the three stripes and the brand name, Adolf has been able to expand Adidas into the success that it is now. Before the feud, the two brothers released cleats that showed two stripes on the side of each cleat. This was for the mere purpose of the shoe’s bend and tightness. After the split, Adolf added an additional stripe to the two existing stripes. He realized that another company, “Karhu Sports,” had trademarked the three stripe logo. So, Adolf Dassler bought over the company to be able to have the rights over the logo. Once acquired, Adolf started using the three stripes on his footwear and his logos. During the 1920s, Adolf had famous olympic athletes such as Georg Lammers and Lina Radke wear his shoes which was a successful marketing technique becuase they both ended Original logo created in 1949. up winning medals. They were both sporting track and field shoes for the Photo by logaster.com 100m and 800m race.
    [Show full text]
  • Change and Change Management in Adidas AG Thibault Parmentier, Emmanuelle Reynaud
    Strategic case: Change and change management in adidas AG Thibault Parmentier, Emmanuelle Reynaud To cite this version: Thibault Parmentier, Emmanuelle Reynaud. Strategic case: Change and change management in adidas AG. 2018. hal-02073700 HAL Id: hal-02073700 https://hal-amu.archives-ouvertes.fr/hal-02073700 Submitted on 20 Mar 2019 HAL is a multi-disciplinary open access L’archive ouverte pluridisciplinaire HAL, est archive for the deposit and dissemination of sci- destinée au dépôt et à la diffusion de documents entific research documents, whether they are pub- scientifiques de niveau recherche, publiés ou non, lished or not. The documents may come from émanant des établissements d’enseignement et de teaching and research institutions in France or recherche français ou étrangers, des laboratoires abroad, or from public or private research centers. publics ou privés. Strategic case: Change and change management in adidas AG CCMP 2018 – O0006(GB) Authors: Thibault PARMENTIER, Emmanuelle REYNAUD Institution: IAE Aix Marseille Contents I. adidas history 1924–2017 from a change perspective .................................. 3 II. Smartsheet—an example of change and change management in adidas ....... 5 III. Questions ..................................................................................................... 8 IV. Lexicon ......................................................................................................... 8 V. Appendix .....................................................................................................
    [Show full text]
  • FAMILY BUSINESS Family Wars Classic Conflicts in the Family
    i “One of the most interesting and unusual books on family businesses I have ever read… profound, rich and reflective." Konstantin von Unger, fifth generation family member and member of the Supervisory Board of the Henkel Group “Lessons of failure can be as instructive as lessons of success. Devoted business-owning families study both. Two long-committed students of family business have collaborated on this interesting and valuable book." John L Ward, Principal, The Family Business Consulting Group, Intl and Clinical Professor of Family Enterprises, Kellogg School of Management “Where would insurance, engineering and aviation be without the through examination of disasters? Where would medicine be without the postmortem analysis of pathology? Grant Gordon and Nigel Nicholson have made a tremendous contribution to our understanding of family dysfunction and conflict. Family Wars is conceptually thorough with many real-world case examples from which the authors draw important practical lessons. The book is essential reading for anyone interested in both the discontinuity and continuity of family enterprise.” Ivan Lansberg, Ph.D., Senior Partner, Lansberg, Gersick & Associates “Family Wars is not just a collection of juicy inside stories about conflicts in famous business families. It's an analytical look into the emotions which drive family firms through the lens of a trained profes- sional and experienced educator. Every reader of this remarkable book will be able to recognize themselves in it. Prepare to be surprised.” Dr Gita Piramal, Chairman of BP Ergo and managing editor of The Smart Manager “Build up, inherit and destroy has been said to be the classic lifecycle of family business.
    [Show full text]
  • Adolf Adi Dassler | Adidas Football
    Adolf Adi Dassler • Born 3rd November 1900 – 6th September 1978. • Trained as a cobbler he created sporting shoes in his mother’s laundrette after returning from WW1. • His father, after noticing both his and his brother craft, supported him in creating his own company, he went on to create it and in 1924 his older brother Ruldolf joined him to create ‘Gebruder Dassler Schuhfabrik’ (Dassler Brothers Shoe Factory). • He marketed his products very well, equipping many athletes in the 1928 Olympics in Amsterdam. • Later on in life in the 1936 Berlin he gave Olympic legend Jessie Owens shoes for him to wear in which he won 4 gold medals Adolf Adi Dassler, 1954 [http://www.verminososporfutebol.com.br/dica- With the rise of politics at the time Adolf Hitler cultural/vej-registros-raros-do-futebol- became into power and both Adolf and Rudolf mundial/attachment/fui%C2%AC%C2%82ball-adolf- became part of the Nazi Party. While Rudolf dassler-dreht-stollen-am-schuh-ein/] was more of an extremist in belief of the party and got drafted and then later on captured, Adolf stayed home and produced boots. The war showed the differences both brothers and their families and while Rudolf was captured by American troops for a murder which was informed by his own brother Adolf. This later on parted the brother later on as in 1948 Rudolf went across town to found the brand Puma and Adolf stayed and renamed his company Adidas, a play on words from his nickname Adolf Adi Dassler. In1973 Adolf’s son Horst Dassler founded a swimwear brand called Arena.
    [Show full text]
  • Family Wars Is Conceptually Thorough with Many Real-World Case Examples from Which the Authors Draw Important Practical Lessons
    i “One of the most interesting and unusual books on family businesses I have ever read… profound, rich and reflective." Konstantin von Unger, fifth generation family member and member of the Supervisory Board of the Henkel Group “Lessons of failure can be as instructive as lessons of success. Devoted business-owning families study both. Two long-committed students of family business have collaborated on this interesting and valuable book." John L Ward, Principal, The Family Business Consulting Group, Intl and Clinical Professor of Family Enterprises, Kellogg School of Management “Where would insurance, engineering and aviation be without the through examination of disasters? Where would medicine be without the postmortem analysis of pathology? Grant Gordon and Nigel Nicholson have made a tremendous contribution to our understanding of family dysfunction and conflict. Family Wars is conceptually thorough with many real-world case examples from which the authors draw important practical lessons. The book is essential reading for anyone interested in both the discontinuity and continuity of family enterprise.” Ivan Lansberg, Ph.D., Senior Partner, Lansberg, Gersick & Associates “Family Wars is not just a collection of juicy inside stories about conflicts in famous business families. It's an analytical look into the emotions which drive family firms through the lens of a trained profes- sional and experienced educator. Every reader of this remarkable book will be able to recognize themselves in it. Prepare to be surprised.” Dr Gita Piramal, Chairman of BP Ergo and managing editor of The Smart Manager “Build up, inherit and destroy has been said to be the classic lifecycle of family business.
    [Show full text]