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Group Management Report – Our Group Group Strategy 81
Shared values
The adidas Group values help us to create brands that our
customers believe in, and they commit us to playing by the
rules that society expects of a responsible company.
– Performance
– Passion
– Integrity
– Diversity
see Corporate Mission Statement, p. 76.
adidas Group strategic pillars
01
Markets/Channels
Focus investment on
the highest-potential
markets and our
distinct channel
approach.
One Team
Develop a team that
is grounded in our
rich heritage and
is committed to
the positive values
found in sport
– performance,
passion, integrity and
diversity – and that
values sustainability.
Supply Chain
Become closest to
every consumer
by building and
managing a supply
chain that quickly
responds to changing
market needs and
supports multiple
distinct business
models.
Sustainable
Company
We strive to be a
sustainable company,
one that recognises
its responsibilities
towards the
environment, our
employees and the
people who make our
products.
Brand Portfolio
Build and manage
a diverse brand
portfolio with
distinctive brands
covering consumers
from sport
performance to sport
lifestyle.
Innovation
Require a culture
of continuous
innovation through
improvements of
products, services
and processes.
A key strategic priority is to shorten
creation and production lead times by
continuously improving our infrastruc-
ture, processes and systems. By sharing
information from point of sale to source
and vice versa, we strive to connect
and more closely integrate the various
elements of our supply chain, to enable
quick reaction to changing consumer
trends. To this end, we focus on building
maximum flexibility. While leveraging the
efficiency of common infrastructure and
processes, the Group strives to provide
tailored solutions for all our business
models, be it the wholesale or retail
channels, or the performance-oriented
or style-oriented businesses see Global
Operations, p. 106.
Leading through innovation
Everyone in the adidas Group is respon-
sible for driving innovation. Therefore, we
foster a culture of challenging conven-
tion and embracing change, and require
all areas of the Group to generate at least
one new meaningful innovative improve-
ment per year. In particular, we believe
that technological evolution and cutting-
edge design in our products are essential
to achieving sustainable leadership in our
industry see Research and Development,
p. 110. Beyond this, enhancing services for
our customers, see Global Sales Strategy,
p. 82, and implementing more efficient
and effective internal processes are other
areas where our organisation strives to
innovate.
Develop a team grounded
in our heritage
Our culture is continuously shaped by
influences from the past and the present
as well as our future aspirations. We
perpetuate our founders’ commitment
to the athlete/consumer, pride in what
we do, quality and love of sport. We win
as a team through open communica-
tion, collaboration and our shared values
found in sport see “Shared values”.
Therefore, we foster a corporate culture
of performance, passion, integrity and
diversity by creating a work environment
that stimulates innovation, team spirit,
and achievement based on strong lead-
ership and employee engagement see
Employees, p. 115.
Becoming a sustainable company
Like any global business, the adidas
Group must manage wide-ranging
commercial and competitive pressure
to deliver increased financial returns
and growth. At the same time, we are
accountable for our employees and have
a responsibility towards the workers
in our suppliers’ factories and also for
the environment. We are committed to
striking the balance between shareholder
interests and the needs and concerns
of employees and workers and the
environment, or, in short, to becoming a
sustainable company see Sustainability,
p. 120. We report publicly on the steps we
take to have a more positive impact on
society and the planet see 2010 Social
and Environmental Online Report and on
our website at www.adidas-Group.com/
sustainability.