Essays on Innovation at Adidas Case Study

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The paper "Innovation at Adidas" is a perfect example of a business case study. To Adidas, innovation is more than just coming up with designs and manufacturing aspects that are unique. In regard to this, Adidas works in an unconventional way by engaging customers in aspects of its production and manufacturing by factoring in customer response and using it to shape products. Aubrey and Judge (2012) opine that this sourcing of ideas from customers through online avenues such as Web 2.0 also incorporates employees and tasks them with offering creative solutions that may be geared towards making Adidas among the best.

It goes without saying that when customers and employees alike are avenues of sourcing for ideas, then they are rewarded handsomely so that their efforts do not go to waste and are accredited accordingly. 1.2 Sustainability Innovation Sustainability ceased being a buzz word and was effectively put into action after it appeared to be one of the genuine avenues of reducing wastage, hence minimizing hazards like environmental degradation. In more ways than one, sustainability is now becoming a key approach through which manufacturing is made to realize more through the use of a limited amount of resources.

For instance, Ragas et. al. (1995) point out that sustainable production requires a more driven approach that looks into systems that minimize the use of hazardous material. However, a second angle could involve the use of recycled resources such as plastic in a manner that conserves the environment. At Adidas, Moser et. al. (2006) state categorically that the sustainability practices involve the active use of customers to co-design their own products enables Adidas to use fewer resources since they cut out middlemen and market research, therefore enabling them to save more than other companies do.

This facility was only allowed for celebrities and athletes but is now available to a larger market base. 2.0 Lessons from the Innovation at Adidas 2.1 Profits The use of innovation at Adidas is a sure way to increase profits, since, as a means of cutting down on parts of the supply and demand chains, leaves more cash with the manufacturer. According to Fisk (2010), sustainability is a sure way to bigger profits since it keeps the company producing only according to demand, hence limiting resource wastage and maximizing sales.  

Bibliography

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.

Broekhuizen, T.L.J. and Alsem, K.J., 2002. Success factors for mass customization: a conceptual model. Journal of Market-Focused Management, 5(4), pp.309-330.

Da Silveira, G., Borenstein, D. and Fogliatto, F.S., 2001. Mass customization: Literature review and research directions. International journal of production economics, 72(1), pp.1-13.

Hastings, G., 2003. Competition in social marketing. Social Marketing Quarterly, 9(3), pp.6-10.

Moser, K., Muller, M. and Piller, F.T., 2006. Transforming mass customisation from a marketing instrument to a sustainable business model at Adidas. International Journal of Mass Customisation, 1(4), pp.463-479.

Piller, F., 2001. Mass customization. Wiesbaden: Gabler.

Poetz, M.K. and Schreier, M., 2012. The value of crowdsourcing: can users really compete with professionals in generating new product ideas?. Journal of Product Innovation Management, 29(2), pp.245-256.

Ragas, A.M.J., Knapen, M.J., Van De Heuvel, P.J.M., Eijkenboom, R.G.F.T.M., Buise, C.L. and Van De Laar, B.J., 1995. Towards a sustainability indicator for production systems. Journal of Cleaner Production, 3(1), pp.123-129.

Ramaswamy, V., 2008. Co-creating value through customers' experiences: the Nike case. Strategy & Leadership, 36(5), pp.9-14.

Rassman, F., Rashford, D. and Williams, J., 2013. Marketing Plan for Under Armour.

Zipkin, P., 2001. The limits of mass customization. MIT Sloan management review, 42(3), p.81.

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