Reebok 2012 Annual Report Download - page 101

adidas Group
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2012 Annual Report
Group Management Report – Our Group
79
2012
Global Brands Strategy
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02.3
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To match these trends and fulfil consumer demands, Global Brands
teams adhere to the following principles:
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Create the unexpected through product and brand experience.
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Create the highest emotional connection between our brands and the
consumer.
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Be prepared for the next generation, anticipating change.
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Simplify to the maximum.
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Show excellence in execution, being consistent in whatever we do,
from idea creation to communication.
Brand architecture and differentiation
We believe that our Group’s multi-brand structure gives us an important
competitive advantage. Through our brand architecture, we seamlessly
cover the consumer segments we have defined, catering to more
consumer needs, while at the same time keeping clarity of brand
message and values. In each case, the positioning of adidas, Reebok and
their respective sub-brands is based on their unique DNAs, their history
and their values.
As a true global brand with German roots, adidas is mainly targeting
competitive sports based on innovation and technology with adidas
Sport Performance. This sub-brand is the multi-sport specialist. Our
positioning in this respect clearly starts in producing the best products
to help make athletes better, with a strong focus on football, basketball
and running. Furthermore, we seek to leverage brand loyalty and
strength in innovation in other categories. The sub-brands, adidas
Originals and Sport Style, strive to take the brand’s unique heritage and
design leadership to capture further potential in the sports lifestyle and
fashion market.
Reebok, in contrast, is an American-inspired global brand with the clear
objective to become the world’s leading fitness brand. With Reebok,
we aspire to make our consumers “fit for life”. Innovation is rooted in
developing products, technologies and programming which enable
consumers to live a healthy lifestyle and have fun doing it. Reebok
connects with the fitness consumer wherever they are and however they
choose to stay fit – whether it’s training, running, walking, dance, yoga
or aerobics. In addition, Reebok Classics leverages the brand’s fitness
heritage and represents the roots of the brand in the sports lifestyle
market
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DIAGRAM 02.
Each brand and sub-brand is responsible for bringing its own distinct
positioning to life, through the creation of products and communications
that not only support the commercial functions in their day-to-day
business activities, but also provide the platform and framework for
long-term market share and profitability improvements. While adidas
and Reebok each have unique identities, heritages, technologies,
designs and reputations, the strategic principles and methods for driving
future sales growth and profitability improvements are common to both.
These include:
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Leadership in product innovation to excite and inspire the consumer.
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Marketing and communication leadership.
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Activation and validation via a relevant set of promotion partnerships.
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Extending brand reach and appeal through strategic partnerships.
Leadership in product innovation to excite and
inspire the consumer
Through Global Brands, we are determined to address every consumer
in a specific and unique way – with product initiatives that generate trade
and consumer interest.
We believe that technological innovation is essential to sustainable
leadership in our industry. By leveraging the extensive R&D expertise
within the Group, adidas and Reebok continuously challenge the
boundaries of functionality and performance. In addition, innovation
plays a significant role in differentiating the adidas and Reebok product
offerings in the minds of consumers.
01
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Brand architecture – portfolio strategy
Pure
Performer
Athletic
Stylite
Athletic
Classic
Brand
Driven
Sport
Inspired
Style
Adopter
Style
Setter
Competitive Sports Active Sports Casual Sports Sports Fashion