Adidas 2000 Annual Report Download - page 13

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adidas-Salomon ANNUAL REPORT 2000
9
Management Speaks Out
As part of the program:
We took out unnecessary management layers, to ensure
that our whole decision-making process is faster and more
transparent.
We streamlined our European warehouse and logistics struc-
ture, to make sure our new products get to the market faster.
We accelerated our internet and e-business activities, in
order to utilize this powerful marketing tool for the future.
We re-established our commitment to technology and
design innovation, by moving those teams up in our
hierarchy and committing more resources to them.
We committed to reducing our product range by 20% to
get rid of unprofitable and redundant products.
We expanded the marketing and sales activities of the
Salomon and TaylorMade brands enormously, to maximize
their brand value.
As a result of these efforts, adidas-Salomon today is a faster,
leaner and more responsive organization with a much stronger
and far more concentrated design and marketing focus.
Over the next three years, our earnings will also increase
substantially as a result of this program.
Performance in 2000
Looking at our financial results in 2000, the strength of our
global brand portfolio and our commitment to bring new and
better product innovations to the market is obvious. Let me
give you a few examples:
The adidas, Salomon, TaylorMade and Mavic brands all
grew worldwide.
The improvement at adidas came from the footwear side
and our increased own-retail activities.
The improvement at Salomon, TaylorMade-adidas Golf and
Mavic was driven by the introduction of new products such
as the Pilot ski system, the 300 SeriesTM metalwoods and
new bicycle wheels.
The gross margin came in at an industry-leading 43.3% as a
result of more own-retail activities and a better product mix.