Reebok 2014 Annual Report Download - page 56

adidas Group
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2014 Annual Report
Group Management Report – Our Group
52
2014
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02.2
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Global Sales Strategy
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Focus on key cities: Global metropolises such as London, Paris, New York, Los Angeles, Shanghai
or Tokyo play a key role in setting consumer trends. We have therefore developed a detailed
omni-channel action plan for key cities across the globe. It sets a global framework for how to
amplify brand desire in key cities. This enables us to address our target consumer communities in
a more impactful way and supports us in targeting and better aligning our distribution within these
cities.
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Omni-channel
Seamless transitions amongst all channels are crucial for enhancement of the consumer shopping
experience. We invest heavily into infrastructure and processes that will enable us to implement
omni-channel capabilities. For example, we piloted a ‘click and collect’ roll-out (consumers ordering
online and picking up products in-store) at a number of stores in 2014. Furthermore, we are actively
driving the integration of different consumer databases into a global CRM/loyalty programme. We
are also dedicated to driving omni-channel consistency across all consumer touch points. This
includes consistent messaging execution throughout the various physical points of sale as well as
digital platforms.
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Speed
Speed has always been a topic in our Route 2015 efforts and will remain a crucial topic for our next
Strategic Business Plan. We will transform our sales processes significantly and we will increase
the share of product created closer to market. Innovative speed models in our supply chain will
allow us to respond quickly to consumer needs. We will be able to take immediate action in response
to changes to sell-out and fashion trends, even within the given season. This will create significant
top-line and margin potential.
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Innovation
With all the technological advances driving consumer behavioural changes in our industry, the need
for exciting innovations in presenting and selling our products becomes increasingly important. We
will fuel growth through greater utilisation of technology, creation of new business models and
analysis of ‘big data’ to generate actionable insights. Digital innovation in sales is one of the biggest
building blocks to win the consumer and we will be working with external and non-traditional
partners to execute some of these innovations.
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People
People are our most important asset and we aspire to have the best team in our industry. We
invest in the development of our employees as we want them to become omni-channel experts
who understand both sales and brand management. We will develop a new training programme in
2015 combining our comprehensive Wholesale and Retail programmes and adding omni-channel
content. Job rotations and long-term switches between channels, functions and geographies is
something we strongly encourage our sales talents to participate in. We have also implemented a
leadership and management system to ensure consistent people management and development
across all our locations around the globe.
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