Puma Sneakers Inc.
Puma markets sneakers targeting a market segment aged 15-30. I have chosen this target segment because it is the age where an individual is active and sporty. This applies to both male and female as the company offers a wide range of male and female sports clothing, a perfume line and shoe-wear. With differentiation, the company's focal point has taken numerous forms. Evidently, the needs of the target market have been addressed through alert attention. Puma's global Sneakers and lifestyle aims to capture approximately thirty percent of the organized retail sportswear market. This will be achieved through additional stores across the country (Pride & Ferrell, 2013).
The main customer base for Puma's sneakers are the company's primary target market predominantly females. The products are best standing based on their brand categories and premium pricing. This market is customer oriented and not demand oriented. Instead of fulfilling needs, Puma's Sneakers fulfills desires and wants based on image. The target market seeks the products and the service advantage of Puma's brand image (Lamb, 2012). In geographical terms, the target market for large department outlets like Puma is primarily concentrated in the downtown area or large shopping centers. In the downtown shopping district or a large shopping center, the market is strong presenting a remarkable profit potential. Department stores positioning themselves as premiums are challenging to start and imitate as they are grounded on the...
Adidas Strategic Report Adidas Illustrated Strategic Report The manufacturing concern which was selected by me is Adidas group. Adidas started its operations in 1924 by Rodulf Dassler. It was the first company who created running and training shoes and sport garments in the world without the use of electricity. These shoes were handmade. From now onwards, it is the second largest shoes producer of the world after Reebok. Adidas has extended its operations
This is based on both historical precedent and the fact that the firm has started to see year-over-year revenue declines. The company remains highly leveraged and although they are expected to remain liquid, this reality will place some constraints on Adidas. The company is likely to remain in a holding pattern for the next year, awaiting both economic recovery and the two major marketing events in 2010 -- the
Leading Adidas has a solid performance as a sustainability leader -- economic, environmental, and social. This despite accusations of slave-labor in China, which proved to be less than accurate. The company actively engages its stakeholders in key day-to-day operational issues that involve the environment, along with leading the market in advanced supply chain efforts to promote stability (Adidas, 2009). Controlling Adidas' strategy is to "be the leading sports brand in the world." To
To further its leading place in this vital segment, the profile as the brand delivered the ideal fit for women. The goal was to propose pioneering women's footwear, apparel and accessories across the sports and lifestyle category, in order to enable women to convey their uniqueness. With both stylish and useful products, emotional promotion concepts and partnerships with the best athletes (e.g. Amelie Mauresmo, Carolina Kluft, Nicole Vaidisova) and other
Company Background Adidas was formed in Herzogenaurach, a town in Mittelfranken, north of Nürnberg, not far from Erlangen, and remains headquartered there today. The company was founded by Adi and Rudolf Dassler. The brothers eventually had a falling out, with Rudolph founding Puma. Adidas has grown to become one of the leading designers and marketers of sports apparel, footballs, and other related items. The company operates globally, has revenues of nearly
Adidas' Strategic Evaluation and Recommendation Adidas is a multinational corporation that deals with sportswear. The company deals with the production, designs and the creation of sports clothing and accessories. The company has been able to develop to become one of the leading companies in the world with its products being sold across the globe (Mahdi, Abbas, Mazar, & George, 2015). The company faces a lot of competition from some of the
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