What Has Happened To Adidas In Recent Years?

Herzogenaurach (short name "Herzo") is a small town in Bavaria, Germany.

The global headquarters of the group is located in the northeast of the small town.

The building called World of Sports (WOS) is very much like an upturned shoe.

WOS occupies 346 acres, from the main entrance in the north, opposite is the Adidas consumer center.

On the left is a strange building, called Laces, next to the playground, named Adidas Dassler Adi.

On the right is an artificial lake adjacent to the award-winning staff restaurant Stripes (stripes).

Not far away, it is the executive office building. The statue of Adi Dassler is located outside the building.

Adi Dassler is the office of CEO Kasper Caspar Rorsted.

According to the world clothing shoes and hats net, Luo Si De is 55 years old, joined Adidas in August 2016, officially took over CEO in October 1st.

In fact, as early as January 18, 2016, Adidas group formally announced the appointment of Roth.

The tenure of former CEO Herbert Heiner (Herbert Hainer) was retained until September 30, 2016, in order to ensure a smooth pition with Rostad.

Haina has been a rock solid since he became CEO in 2001.

In March 4, 2014, he was re elected for a longer term until March 2017.

When announcing Haina's re-election appointment, Igor Landau, chairman of Adidas group's board of supervisors, once said that it would be easier to select Haina's successor.

So what's the problem with Adidas in less than two years, causing Hainer to quit in advance? Can the new CEO rosid do better than Hainer?

Crisis plunge

Herbert Haina was born in 1954 and joined Adidas in 1987. He has worked as a management position in Europe, Africa and the Middle East.

In March 2001, he became a member of the board of Adidas group and was promoted to CEO.

At that time Hainer had excellent judgement and determination.

In 2002, Adidas was keenly aware of the trend of people wearing sports products in daily leisure life, and decided to divide the products into two series: performance and originals.

The former continues to emphasize the improvement of professional athletes' athletic performance, while the latter has pformed some of the previous products into a brand oriented concept and has become a sports lifestyle.

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As a result, Adidas has led a continuation of the sports and leisure trend, and opened a steady development period of 10 years.

The turn of events took place in Haina's second term.

"What exactly happened in the second half of 2014?" in a blog published in November 11, 2015, Jan Runau, chief communications officer of Adidas group, unveiled the mystery of the crisis.

After 10 years of relatively stable growth, Adidas group suddenly issued a profit warning in July 31, 2014.

Jan Runau said, in short, Adidas group had to issue a profit warning because of many uncontrollable factors such as exchange rate fluctuations, political conflicts in Ukraine and weak golf market, which triggered a wave of media negative comments on the group's performance.

A week after earnings warning was issued, Adidas group announced its first half 2014 earnings report.

At the investor telephone conference, Hainer expressed his apology when he opened his mouth. He said that the group suffered a lot of external pressure for 18 months because of its failure to achieve the expected goal.

He confessed that this was due to the mismanagement of the management and the willingness to take full responsibility.

At the same time, hina announced the corrective measures.

For the serious glide Adidas golf business, hina said because

There is still stock, and the rhythm of new products will be carefully considered.

At the same time, because the market is low on the development of the golf industry, it will start a restructuring plan for the business.

For Russia and the CIS market, the group will reduce its store opening plan in the past two years.

According to the results, Hainer's rectification plan had little effect, especially Taylor Adidas golf business. In 2014, sales fell by 28%.

To add insult to injury, sales revenue has dropped by 6% in North America, the top three largest group in Adidas group.

This is internal worry.

What keeps securities analysts and media constantly mentioning is Adidas's foreign invasion.

Adidas has lost its second place in the North American market and sold it to the sports brand rookie Under Armour (Andemar) because of the decline in US sales.

But this is not the first crisis Haina faced.

In October 2008, the financial crisis that swept across the globe hit Adidas group and Haina a heavy blow.

In 2009, the turnover of Adidas group fell by 3.9% compared with the same period last year, and net profit dropped by 61.8% compared with the same period last year.

That year, Adidas's performance in the Chinese market was not satisfactory.

Before the 2008 Beijing Olympic Games, Adidas maintained an annual growth of 50% in China, unchanged from Nike.

After the fourth quarter, China's economy was plunged, and Adidas was caught unprepared.

Due to the high expectations of the Chinese market, Adidas's inventory is high.

For this reason, Haina has explained to the Chinese media that Adidas's implementation of the order management system is generally 6 months ahead of schedule.

During the August Olympic Games, orders for the first quarter of 2009 were already processed, and when the financial crisis came in October, the products had already entered the retail network.

Another reason is that people choose to reduce consumption after the Olympic Games, followed by the financial crisis.

The consequence of the crisis is that Adidas spent more than 1 years in China dealing with inventory and channel problems.

During that difficult time, Haina traveled to China several times, hoping to use this crisis to strengthen Adidas's position in the Chinese market.

In January 2010, Haina deployed the Colin Currie to Malaysia Adidas Greater China as the senior vice president of marketing and sales in Greater China.

Gao Jiali joined Adidas Hongkong in January 2005 and was responsible for the business in Hongkong and Taiwan. She was well versed in Chinese culture.

1 years later, he succeeded Du Bairui (Christophe Bezu) and became the managing director of Greater China.

After a period of internal restructuring, Haina announced a new development strategy "road to 2015" at the end of 2010, and said it would increase sales by 45%~50% in the next 5 years.

In the next 3 years, Adidas group was struggling to maintain low growth.

In March 5, 2015, Adidas released its 2014 annual report, which surprised people.

Adidas group net profit fell 27%, from 773 million euros in 2013 to 564 million euros in 2014.

At the beginning of 2014, almost everyone, including Haina, thought that the year of Adidas would be a bumper harvest because of the heavy investment made by Adidas in the world cup.

No one expected that the group would suffer such a great setback.

For Haina, the consequences are even more serious, and the trust of the board of supervisors which has been rebuilt for 3 years has collapsed again.

In early 2015, the market rumoured that Adidas group had started looking for Haina's successor.

Some even believe that 1 years later, Adidas may have a joint CEO power.

At the investor telephone conference held later, some analysts asked about the market rumors. Haina responded positively. This is not a rumor.

He said half jokingly, "I believe this process will take some time.

My contract has more than two years to go by March 2017.

Therefore, in the following conference call, you have to continue to bear with me.

At the same time, he suggested that analysts pay attention to the new 5 year plan released after 3 weeks.

In March 26th, Adidas launched the new 5 year plan "Creating the New" global strategic framework, with a focus on enhancing brand attractiveness and achieving strong sales growth and strengthening profitability.

Then, on the basis of the strategy of "setting up the new", Adidas group put forward 3 strategic principles.

Speed: Adidas has set itself the goal of becoming the first truly fast sporting goods company.

Key cities: Adidas's sales and marketing activities focus on 6 major global cities: New York, Losangeles, London, Paris, Shanghai and Tokyo.

Resource opening: the "resource opening" mode is based on the open cooperation between Adidas and external partners from industry, sports and entertainment, as well as between consumers.

Veteran abdicate

Like its mild appearance, Haina is more conservative in capital operation. In his term, Adidas group has only two famous acquisitions.

In August 2005, Adidas bought Reebok (Reebok) at a price of 3 billion 800 million US dollars.

The deal includes Reebok's hockey brand CCM, which was acquired in 2004 by Reebok, and its Rockport, which was purchased in 1986.

Subsequently, the adidas-GROUP group was established, with Adidas, TaylorMade and Reebok brands.

In August 2015, Adidas bought Austria mobile fitness application developer Runtastic for 220 million euros from Axel Springer and other shareholders of the German newspaper group.

Runtastic had about 70 million registered users at that time, offering more than 20 App, covering a variety of stamina, health and fitness activities.

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In fact, Adidas already has its own mobile fitness application system miCoach.

For this acquisition, some commentators believe that this is a fitness application MapMyFitness for Nike and Nike+ launched by Nike.

According to Adidas, the acquisition is in line with the company's strategy: use technology to enhance athletic performance through initiatives such as sports science, induction technology, wearable and digital communication platforms.

However, the acquisition seems not to be the intention of Haina.

At the telephone conference in March 5, 2015, he also said he insisted on doing well in miCoach and might sell more smart watches in the future.

Haina also believes that compared to other businesses, this is only a small part.

Until now, Haina was still full of confidence.

But something unexpected happened.

In 2015, Egypt's richest Nasser Sawiris and billionaire billionaire Albert Frere bought some of Adidas's stake.

Subsequently, Sawiris and Frere appointed a representative to become a member of Adidas's board of directors.

The new board is obviously dissatisfied with Haina's performance in recent years. In 2015, its operating profit margin was only 6.3%, far below Nike's 14%.

What has been criticized is that Reebok's brand has been on the decline since its acquisition by Adidas, which disappointed investors.

Some analysts say the new shareholders' dissatisfaction may be the biggest inducement for Haina to leave early.

Adidas's net sales in recent two years

In August 4, 2016, Adidas group released semi annual report on schedule.

At the same time, Haina is going to Brazil for thousands of miles away to prepare for the Rio Olympic Games to be held on the second day.

He participated in the earnings conference through telephone.

Before the official launch of the semi annual conference, Sebastian Steffen, the vice president of investor relations, said there was no doubt that this was a special telephone conference, which would be the last time that Haina took part in the CEO as a newspaper.

Steffen also announced that Roth, who joined the board in August 1st, will attend the meeting. However, because he has just been in the office for 3 days, he can not answer any questions.

In the following investor teleconference, a securities analyst threw a few questions to Haina: what is your most proud achievement in the past 15 years? In which field has the greatest progress and the most disappointing area?

Hina took a moment to contemplate the success and failure of the past 15 years.

He believes that there are many positive memories in the past 15 years, and there are many things to be proud of.

For the company's market capitalization, it rose to nearly 30 billion euros from the start of 3 billion euros.

But what he is most proud of is the reversal of Adidas in the last 18 months.

"This time (2014) slipped, there were many things that didn't develop as I expected.

But from a business point of view, this is normal.

Haina said that it was Reebok who made him regret.

"According to my" hindsight ", we should start with Reebok's repositioning earlier and do our work faster and more thoroughly.

It's been a long delay. "

Anyway, Haina is the hero of Adidas.

Since Haina as CEO, Adidas group's net sales (net sales) has increased from 5 billion 800 million euros to about 20 billion euros, and net income (net income) has increased 5 times to nearly 1 billion euros.

Hina formally left office in September 30, 2016.

Jan Runau has highly praised the old leader who worked for nearly 15 years in his blog.

He said there is no doubt that Haina is not only a great CEO, but also the most intelligent one.

Haina's "heritage"

Objectively speaking, Haina's "hindsight" to Reebok before leaving office should be heartfelt.

So what happened after Adidas acquired Reebok?

Tracing back to the source, Reebok has a much longer history than Adidas and Nike.

In 1895, JosephFoster founded a sports shoe company named Fosters in Britain under the name of his surname.

In 1958, his two grandsons changed their brand names and trademarks to Reebok.

In 2005, under the leadership of shareholder Paul Fireman, Reebok, at its peak, sold Adidas at a price of 3 billion 800 million US dollars.

In fact, the two companies were not directly competitive before merger.

The target group of Adidas is a quasi athlete, whose products are excellent in performance. Although Reebok is diversified in product, its target consumers are mostly female, young people and so on.

However, in order to fight against Nike, Adidas did not invest more in Reebok's brand revenue. Instead, it captured the sponsorship rights such as NBA and NBL, which belong to Reebok.

Reebok, whose blood loss was serious, was so depressed that Adidas had intended to resell it.

In early 2010, Reebok began to relocate.

Under the leadership of Reebok CMO and incumbent global president MatthewH.O 'Toole, Reebok signed a 10 year cooperation agreement with the brand CrossFit of a comprehensive fitness hall in California, also named CrossFit's annual World Championships.

Matthew's vision is unique. CrossFit, founded in 2000, has developed rapidly and has established more than 10000 clubs worldwide.

2 years later, Reebok signed a cooperation agreement with Les Mills, a bigger fitness brand than CrossFit.

In 2014, Uli Becker, who served as Reebok's Global CEO for 8 years, finally left office. Matthew was promoted to President of the world by President of North America.

Under his leadership, Reebok officially positioned itself as the source of fitness and training.

The first thing for Matthew to become a Global CEO is to change the bid.

In March 2014, Reebok launched a brand new logo Reebok Delta.

At the beginning of 2015, Reebok launched the brand activity of Be More Human, which is also the largest brand activity since Adidas acquired it.

People familiar with Reebok's brand history know that in 2005 Reebok launched a very successful slogan: I am what I am.

However, Reebok's pformation is still a long way to go.

Matthew told reporters that Reebok's global operating income is almost 1 billion 800 million euros.

Although Reebok has made great progress in the past few years, its growth rate is still slower than that of competing products.

Reebok unveiled a plan in 2016: it will accelerate the contribution of Reebok's high-end product line from 2017 to raise profitability.

To this end, Reebok reduced its organization and integrated team in the North American market and moved its headquarters to Boston this year.

From the development of Reebok's repositioning, Haina's "hindsight" is true, but it is late.

Apart from Reebok, what kind of legacy does Haina still leave to rosid? There is no doubt that Adidas technology is the first cooperation between Adidas and chemical giant BASF.

In 2012, Adidas began to apply Boost technology to the field of running shoes, which quickly caused the market reaction.

According to official data, in 2014, Adidas sold 6 million 500 thousand ~700 million pairs of running shoes with Boost technology worldwide, and this year produced 27 marathon winners wearing Boost running shoes.

In 2015 and 2016, Adidas sold 12 million or 13 million pairs of shoes with Boost technology respectively.

Adidas NMD, which uses Boost technology, has become the most popular sneaker in the past few years. It sold 400 thousand pairs a day in March 17, 2016 alone and triggered a bid increase.

Another treasure left by hina is the "Yeezy" product that is working with rappers Kanye West.

After separating from Nike at the end of 2013, Kanye West began to cooperate with Adidas in depth.

Driven by the star effect, 3 Yeezy products have been launched, one shoe is hard to find.

Now, besides the unique design, the Yeezy series also integrates Boost technology.

Haina is also a rare opportunity for Rothd in the Chinese market.

At the beginning of 2015, Adidas and the Chinese Football Association ended 30 years of cooperation, causing many controversies.

Over the past six months, Adidas has announced a 3 year cooperation with the Ministry of education to speed up the development of Chinese campus football.

Adidas will use its own football experience and resources to help the Ministry of education popularize campus football to twenty thousand characteristic football schools in the country, benefiting 20 million students.

Once the news was announced, some media commented that Adidas had finally opened up.

"The end of the cooperation with the Chinese Football Association, and the beginning of our cooperation with the Ministry of education, these two things are completely independent and have nothing to do with it.

You may see that the time point is very close. It's just a coincidence. "

Two years later, as a witness to the two event, MaxvandenDoel, senior director of football and Olympic Games in Adidas Greater China, told reporters.

"Cooperation with China's Ministry of education is a landmark event for Adidas."

Max van den Doel said, "this will help us become the number one football brand in China, bringing us closer to the core of football development, and the core of our school will become the core of our children's mind."

At the end of June 2016, Haina arrived in China for the last time as Adidas CEO.

In June 27th, he signed a series of cooperation plans with Wang Jianlin, chairman of Wanda Group, including football, basketball, business expansion and retailing in Beijing.

According to Wang Ruohai, vice president of Adidas's China government affairs, because there were some cooperation between them, they wanted to meet Wang Jianlin when Hainer came to China.

On the same day, Wang Jianlin originally wanted to go abroad to visit, and for this reason he postponed the trip deliberately.

Unexpectedly, the two sides chime in with each other and decide strategic cooperation on the spot.

"Let alone a fire".

The era of Haina finally came to an end.

Next, Adidas will enter Rothd time.

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(Adidas's current CEO Caspar Rost)

From the perspective of his resume, he is called "perfect gentleman".

He has worked as a management post in Oracle, Compaq, HP and many other famous companies.

During Henkel's tenure, his performance was particularly outstanding.

First of all, Roth sold 80% of its brand and invested resources in top brands such as Persil.

Second, he controls the cost very strictly and outsource some important departments.

Through the above initiatives, Henkel group's profitability has been greatly improved, while Roth has won widespread praise.

German newspaper FAZ called it a "superstar", and financial website finanzen.net called it "profit margin magician".

The capital market also confirmed the charm of Roswell.

In January 18, 2016, when Adidas announced that it would officially take over CEO in October 1st, its share price rose 5.4%, while Henkel fell 3.4%.

After that, Adidas's stock price was even higher, showing investors' confidence in Roth.

"Stock prices speak for themselves."

In an interview with Reuters, analyst Ingo Speich said, "I hope Rothd can end the drying up of Adidas's long-term profits".

Apparently, Roth was coming with a special mission.

The board hoped that he would use the means of thunder to re interpret the "profit margin magic" in Henkel.

Unlike rohna, who wears frameless glasses and gentle manners, rosier, who keeps his beard, is more like an energetic doer.

Shortly after he took office, he visited 8 countries in 4 weeks. Every place he had to talk to the company's local management.

In late April this year, Roth came to China.

After meeting with Adidas management in China, he first received an interview with Chinese media.

In fact, Roth is no stranger to China. When he served in Henkel group, he had visited China more than 50 times.

During the interview, Rothd spoke highly of the performance of China in the 3 time.

First of all, he attributed to Adidas's continuous delivery of products that satisfy consumers' needs and resonate with consumers.

Secondly, he believes that under the leadership of Gao Jiali, China has an excellent team to promote business development.

Rothd's trip undoubtedly gave Gao Jiali a reassurance, and the stability of China's military spirit was obviously a wise move, because Rothd's top priority remains the improvement of the overall profit margin of the North American market and the Adidas group, as well as the sale of golf, ice hockey and other businesses.

The reporter asked rosd: "there is an old saying in China. When a new official takes up three fires, how many fires do you need?"

"I only put a fire, that is to make my company successful."

Rostad listened to the question, slightly surprised, and then bluntly said, "we have a very good strategy." for me, it is not to change this strategy, but to carry out it well.

As CEO, there is no need to do or say something in order to do something or say something.

However, Rothd's strategy of "setting up the new" is by no means untouched.

On the basis of the three strategic principles, Adidas has further identified five major concerns: corporate culture, digitalization, a Adidas, North American market and brand portfolio.

"There are two special concerns for our" new strategy ": Digitalization and talent.

Rothd said.

Regarding digitalization, he believes that the key is to facilitate consumers and meet individual needs of consumers.

At the same time, through direct interaction with consumers, understand their preferences, so that Adidas can better grasp the development trend and trend.

At the beginning of July, this reporter came to Adidas headquarters in Germany. After communicating with several senior executives and ordinary employees, he had a more intuitive feeling about the talent problem of Roth's attention.

Aki Ben-Ezra is senior director of Adidas human resources strategy and diversification. She told reporters that Roth emphasized the strategy of human resources and talent.

The first is leadership.

At present, Adidas group has set up two top management teams: CLG-Core Leadership Group (core leadership team) and ELG-Extended Leadership Group (expanded leadership team).

CLG was founded in December last year, with 18 people.

ELG has 111 people, founded in March this year.

In the 2016 annual report, Roth suggested that executive pay should be related to stock price performance.

Aki revealed that the long-term plan has already been implemented against the global market.

The aim is to create a fair mechanism for Adidas executives to have closer ties with the company, to measure their performance in the company and to shoulder more responsibilities.

In addition, Rothd also attaches great importance to women's leadership.

At present, the number of female leaders of Adidas is around 29.9%. He hopes that the number of female leaders will account for 32% of the world's total by the end of this year.

Aki said, as a woman, she was very encouraged.

The second is how to better measure human resource management and corporate culture.

According to Aki, there is a 3C principle in Adidas's corporate culture, that is, Creativity (creativity), Collaboration (collaboration) and Confidence (Xin Xin).

On the basis of the 3C principle, 3 years ago, the Ministry of Human Resources launched the Talent Carousel program according to the needs of sales and brand departments. It called on employees from all over the world to offer themselves, and 20 people were selected to work for headquarters 18 months each year. 3 batches have been carried out.

This reporter saw 3 Chinese employees.

Last November, as the second batch of members of the project, Song Ye arrived in Germany from Shanghai headquarters.

She believes that the purpose of the project is to train talents in a cross-cultural and cross functional way, focusing on comprehensive ability and quick adaptation to the new environment. In fact, it is an important component of future leadership.

"You go to Herzo to ask how many leaders have worked here for more than two figures."

She gave an example, "but do you ask if they have been in the same department for so long?"

Basically, we are rotating jobs in different business sectors. "

Adams XU, also from Shanghai, is the first group to participate in the program.

He will conclude the project in October this year.

Adams XU told reporters that the company has an open platform for career information. After the project is finished, it can return to China, or choose other jobs at headquarters or in other countries.

Compared to former CEO Haina, Adams felt that rosid was more close to the people.

The company has an enterprise intranet a-LIVE, and Rothd is very active on it.

He often invites the home page to ask who would like to have breakfast together.

Rothd hopes that employees can change their lives through sports, and set an example, riding bicycles to work every day, and even falling photos in the snow will be placed on the homepage.

"Danger" and "machine" coexist

Rothd's series of actions did bring success.

In August 4, 2017, Adidas group released its second quarter earnings report, and global sales revenue increased by 19% (excluding exchange rate factors) over the previous year, exceeding the previous 11%~13% growth rate.

In the three largest markets of the world, sales in Greater China increased by 28%, the growth rate ranked first in all markets, sales in North America increased by 26%, and sales in Western Europe increased by 19%.

Rothd said in a conference call after the earnings announcement, the group's strong performance in the second quarter and the first half of the fiscal year was in line with expectations, demonstrating that the group's restructuring plan and product update strategy are coming into effect.

He was optimistic about the performance in the second half of the fiscal year, and decided to increase the annual sales growth target from 12%~14% to 17%~19%. Net profit is expected to grow 26%~28% to 1 billion 360 million ~13.9 billion euros in 2017.

By contrast, the earnings of Adidas's two rivals are not so good.

In June 29th, Nike released data for fiscal year 2017, with annual revenue of $34 billion 350 million, an increase of 8% (excluding exchange rate factors).

Against Nike's 2020 annual sales target of 50 billion US dollars two years ago, the growth rate was relatively slow.

In August 1st, Andrew lowered its annual revenue forecast to 9%~11%, lower than previously expected by 11%~12%, while reducing its annual earnings to 37~40 cents.

However, for rossde, the situation is still not optimistic.

Although the growth rate of the North American market is remarkable, Adidas is still far away from its rival Nike in terms of market share, and faces the pressure of the rising star Andemar.

In an interview with the media in early March, Rothd expressed his strong intention to "continue to exert pressure on Nike and Andrea in the US market".

At present, with the cooperation with Kanye West and Pharrell Williams and many sports stars, Adidas has begun to grab market share from Nike.

Last December, Nike chairman and chief executive officer Mark Parker admitted for the first time that he felt the competitive pressure of competitors Adidas and Andrew.

In June of this year, he launched the Consumer Direct Offense plan.

Nike decided to readjust its global expansion and simplify its regional structure from 6 to 4 business units, namely North America, Europe, Middle East and Africa (EMEA), Greater China, and Asia Pacific and Latin America (APLA). Each division has only one vice president.

In order to further improve the speed of product renewal, Nike will also shorten the production cycle and reduce the footwear cost by 25%.

For the market, Roth told reporters that his view is: "from the whole business level of concern, we first focus on consumers, then look at the market share, then the level of profitability, and finally to see competitors."

But he admits, "if competitors only focus on big companies, they may ignore small companies like Andemar.

Meanwhile, Roth also began to accelerate the divestiture of Adidas's non core assets.

In May of this year, Adidas sold 3 golf brands, TaylorMade, Adams and Ashworth.

At the end of July, it sold its CCM Hockey ice hockey equipment business to the Canadian private equity fund Birch Hill Equity Partners at a price of US $110 million.

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In the innovation business, Adidas is also accelerating its pace. Speedfactory, an intelligent factory in Germany and the US, has already been put into operation.

John-PaulO Meara, vice president of Adidas business development, told reporters that building intelligent factories is a way to explore new technologies, to get closer to consumers, and to create more jobs for the local community, and this is also a long-term goal.

For competition reasons, Speedfactory is still a secret.

According to John, there is only one Boost product line in the factory for the time being.

Adidas produced 360 million pairs of shoes in 2016, and two intelligent factories have 1 million pairs of capacity, which can only meet a small part of production demand.

In addition, there is news that Adidas plans to test its water with its leisure fashion brand NEO, breaking the industry standard for new products within 12~18 months, and shortening it to 45 days.

At Adidas headquarters, there is a MakerLab studio.

This studio, built in October 2016, looks like a workshops, full of fabrics, tools and operating platforms. All its members are creative product designers or IT engineers.

In addition to internal collaboration, MakerLab will also collaborate with universities, artists, craftsmen and design experts to pform some of their ideas into executable commercial projects.

For Adidas group's new management team, former CEO Haina's Reebok's "hindsight" is still worth considering seriously.

In other words, the former management team is not good at integrating resources, so we should draw lessons from it.

From now on, after Roth's arrival, the new team's performance is pretty good.

First of all, before the integration of Runtastic acquired in August 2015, the problem was very prominent. The crux of the problem is that the former management team has been vacillating in the choice and development of miCoach and Runtastic.

In February this year, things finally changed.

MiCoach users have received a notice that the existing website and Train&Run application will stop service, with a deadline of December 31, 2018, and advise users to switch to more abundant Runtastic applications.

Second, Boost technology has undoubtedly become a marketing tool for Adidas, and is applied to almost all shoe related products.

However, it is said that the cooperation between Adidas and BASF will expire in 2019.

The new team should have a clear understanding of the role and significance of Boost in Adidas.

"The success of Boost is not only the success of a material, but also the integration of all points and functions."

John-PaulO 'Meara thinks, "Boost is actually a combination of rationality and sensibility.

Many companies in the industry say they want to provide high performance professional sports products on the one hand, and sports and leisure products on the one hand.

The reality is that consumers want both, and hope that the two can be combined. "

"Boost is not our only skill, it's not just industry standard, it's the guide dog that tells the story to consumers," said Eric Liedtke, head of Adidas global brand.

He disclosed that Adidas is promoting another product that contains the technology of Bounce.

Analysts believe that this move is intended to fill the downward trend of the EQT series left the middle price running shoes space.

In the "new strategy", Adidas put forward that in 2020, it will become the best sports brand in China.

Meanwhile, the 78 year old brand also wants to win the title of the world's sports brand from Nike.

However, today's sports industry is very competitive. Apart from Nike and Andrew, there are Chinese brands such as Anta and 360 degrees. For Adidas, it is not too far from the warning. "Danger" and "machine" coexist.

In 2007, Adidas launched a classic ad with Beckham: when tough times are over, you can stick to it.

From the latest earnings report, Adidas has gone through a difficult time to achieve self salvation.

Next, if Adidas restarts, it will depend on the next step of "profit margin magic" roster.

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