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What are Adidas Competitive Products

According to Adidas' leading to 2015 strategy which was published by the end of 2010, there will be five engine drives in this strategy. More than 2500 stores will be opened in small and medium-sized cities until 2015 and reasonable priced products will be offered for market segment to meet the different consumption patterns of different cities. Adidas shop covered cities will be added from the present 550 to over 1400. Chinese second and third tier markets were divided into competition saturated market and opportunity existing market on the basis of the analysis on demographics and marketing information.
But opponents' mistakes and mistakes that once made by themselves, are likely to happen again. Adidas must be careful that the same river won't be stepped into again. Chinese market's complexity and diversity are daunting enough, and any simple sweeping market positioning could be superficial. An insider warns that for example what we usually said, the second or third level of marketing notion, and all sales people know that setting up a store in a Dong Guan's street perhaps better than setting up a store in the best place of Beijing.
The task of channel reconstruction is still proceeding. In April 2011, Adidas set up western head office in Chengdu, which marked that Adidas completed the reconstruction of five large Chinese regions. We hope that future sales and marketing team could be more close to our channel clients and end-consumers. They could be on a business trip conveniently to do a series of work. Their duties, on the one hand, are to do channel clients' services, on the other hand, they will proceed the work of supervision and inspection for channel and retail stores' operating.
As for Adidas, knowing what is the advantage of itself, and when a high profile could be posed to reflect the brand's premium obviously is very important. Actually the year of 2009 isn't very important in sports circles, not having big competitive sports events. For the sake of clearing inventory, allowing some dealers to set up discount stores is only an expedient way. With the holding of 2010 World Cup, Adidas' knock-out products, such as the genuine national team jersey, were immediately recovered to a proud posture, and with the consistent high prices, were waiting for those fans who would splurge at any price in order to support their beloved football teams.
Of course, its test can't be ignored. How to accurately grasp the consumers' increasingly complicated and diversified requirements is the biggest test to every Chinese market player. In sports goods circle, that the products whether to go through the path of "single product line" or "multi products line" is always controversial. In Adidas senior staff's opinion, not only the scope of consumers' sports products consumption is being blurred, but the boundary between sports and vogue is also being blurred. Yesterday's concentration on differentiated marketing and experiences gathering could be today's constraint towards further development.
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