Essays on Organisation Innovation for Adidas Company Case Study

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The paper "Organisation Innovation for Adidas Company" is a great example of a marketing case study.   Adidas was established in 1924 and has continuously developed to introduced and improve customer products. The company brings together designers, innovators and managers in developing products and engaging the customers. In the footwear industry, competition is fierce and one of the solution to counter competition is innovation. Innovation takes different forms ranging from manufacturing facilities to the design of the footwear and other accessories. The aim of the report is to discuss Adidas organisation innovation, specifically, the shoe/footwear sector.

Some of the areas discussed include innovative processes that Adidas implements, innovative lessons learned, the effectiveness of the lessons learned, competitor’ s challenges in adapting to Adidas innovation, and how the competitors can counter the competitive advantage of Adidas. Organisation Innovation Organisation innovation employs different approaches to creating products and services. The section discusses the Adidas innovative process, innovative lessons learnt, the effectiveness of the lessons in advancing Adidas requirements, the competitive advantage of Adidas innovation, and measures to counter the competitive advantage of Adidas. 2.1 Adidas Innovative Process and Implementation Adidas Company continues to develop products and services that target the requirements of the customers.

The principle of the company is “ to make athletes better” and innovation is a core of all Adidas products. It includes choosing the appropriate materials and manufacturing process ensuring high-quality products are developed. Adidas Company creates and tests different products to suit the requirements of the customers. For example, Adidas Company partnered with singer Kanye West in developing the Pure Boost. The sneaker is commonly called Yeezy 750 Boost and utilises a technology in which more than 3,000 tiny foam pellets are glued together.

It results in a shoe with pillowy shock absorbers on the feet of the customers (So, 2016). Adidas Company is furthering innovation through Futurecraft 3D technology. The aim of the technology is to allow customization of the shoe depending on the requirements of the customers (Materialise, 2016). Adidas Company creates products while focusing on the requirements of the community. For example, the innovation process aims to champion the environmental footprint by avoiding oil-based plastics that are associated with emissions (Adidas Group, 2016). Adidas Company approaches the innovation process from an environmental perspective and employs strategies such as dry-dyeing clothes to save water, and use of lighter materials.

Thus, the focus of innovation is the reduction of waste and emissions, low waste, Adidas Nodye strategy and Adidas dry dye strategy. 2.2 Innovative Lessons Learnt Fulfilling the strategic requirements of the customers is important (Mahdi et al. 2015). Factors such as customer expectations, customer satisfaction and customer interaction are important in the innovative processes (Bhatti et al. , 2011). Customer interaction enables identification of the customers’ requirements allowing Adidas to create the products.

The customer expectations include identification of the needs and requirements of the customers, and turning these expectations into a reality. Customer interaction also raises aspects of conflict management and customer resolutions mechanisms. Brand image and corporate image also contributes to advancing the requirements of the customers. For example, with a strong brand, it is possible to attract high-quality talent and a knowledgeable organisation (Aubrey and Judge, 2012). For instance, Kanye West partnered with Adidas Company in marketing newer products meaning the strength of brand image dictates the associates and partners.

All these are premised on the quality of the brands, which depends on the innovative processes.

References

2.0 Reference List

Adidas Group. 2016. Homepage. Retrieved from http://www.adidas-group.com/en/sustainability/products/sustainability-innovation/

Aubrey, C. and Judge, D., 2012. Re-imagine retail: Why store innovation is key to a brand's growth in the ‘new normal’, digitally-connected and transparent world. Journal of Brand Strategy, 1(1), pp. 31- 39.

Beverland, M.B., Napoli, J. and Farrelly, F., 2010. Can all brands innovate in the same way? A typology of brand position and innovation effort. Journal of Product Innovation Management, 27(1), pp. 33-48.

Bhatti, W.A., Khan, M.O.N., Ahmad, A., Hussain, N. and ur Rehman, K., 2011. Sustaining competitive advantage through effective knowledge management. African Journal of Business Management, 5(8), p. 3297.

De La Concepción, M.Á., Morillo, L.S., Gonzalez-Abril, L. and Ramírez, J.O., 2014. Discrete techniques applied to low-energy mobile human activity recognition. A new approach. Expert Systems with Applications, 41(14), pp. 6138 - 6146.

Fredberg, T. and Piller, F.T., 2011. The paradox of tie strength in customer relationships for innovation: a longitudinal case study in the sports industry. R&D Management, 41(5), pp. 470-484.

Jawecki, G., Füller, J. and Gebauer, J., 2011. A comparison of creative behaviours in online communities across cultures. Creativity and Innovation Management, 20(3), pp. 144-156.

Mahdi, H.A.A., Abbas, M., Mazar, T.I. and George, S., 2015. A Comparative Analysis of Strategies and Business Models of Nike, Inc. and Adidas Group with special reference to Competitive Advantage in the context of a Dynamic and Competitive Environment. International Journal of Business Management and Economic Research, 6(3), pp. 167-77.

Materialise. 2016. Adidas Futurecraft: The Ultimate 3D-Printed Personalize. Retrieved from http://www.materialise.com/cases/adidas-futurecraft-the-ultimate-3d-printed-personalized-shoe

Nike. 2016. Homepage. Retrieved from http://www.nike.com/us/en_us/

Piller, F.T., Lindgens, E. and Steiner, F., 2012. Mass Customization at Adidas: Three Strategic Capabilities to Implement Mass Customization. Available at SSRN 1994981.

Schmid, S., Dauth, T. and Kotulla, T., 2011. The Acquisition of Reebok by Adidas. In Fallstudien zum Internationalen Management (pp. 713-731). Gabler Verlag.

So, D. 2016. How Adidas Boost Technology is making the Brand Relevant Again. Complex. Retrieved from http://www.complex.com/sneakers/adidas-boost-technology-is-making-the-brand-relevant-again

Turner, T., 2015. German Sports Shoes, Basketball, and Hip Hop: The Consumption and Cultural Significance of the Adidas ‘Superstar’, 1966–1988. Sport in History, 35(1), pp. 127-155.

World Finance. 2016. Nike vs. Adidas: a league of their own. Retrieved from http://www.worldfinance.com/home/a-league-of-their-own-nike-vs-adidas

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