Abstract
The paper relates that Reebok International and Adidas-Saloman AG announced in 2005 that the two companies would merge effective 2006 following internal and regulatory approval procedures. The paper explains that the merger was completed in January of 2006. The paper notes that Adidas-Saloman AG and Reebok, now effectively renamed the Adidas Group since Adidas sold its Salomon brand in 2005, had a pro forma combined income of almost $9b for 2005 and is expected to exceed that figure for 2006. the paper reveals that Adidas acquired Reebok for $59 per outstanding share in a total value deal of $3.1b.

From the Paper
"Reebok International and Adidas-Saloman AG announced in 2005 that the two companies would merge effective 2006 following internal and regulatory approval procedures. The merger was completed in January of 2006. Adidas-Saloman AG and Reebok, now effectively renamed the Adidas Group since Adidas sold its Salomon brand in 2005, had a pro forma combined income of almost $9b for 2005 and is expected to exceed that figure for 2006. Adidas acquired Reebok for $59 per outstanding share in a total value deal of $3.1b. Each company had an entrenched access to a major..."

Tags:adidas, nike, restructuring

Abstract
The paper examines the merger between Reebok International and Adidas-Saloman AG that was completed in January of 2006. The paper discusses how Adidas-Saloman AG and Reebok, now effectively renamed the Adidas Group since Adidas sold its Saloman brand in 2005, had a pro forma combined income of almost $9b for 2005 and is expected to exceed that figure for 2006.

From the Paper
"Reebok International and Adidas-Saloman AG announced in 2005 that the two companies would merge, effective sometime in 2006 following internal and regulatory approval procedures. The merger was completed in January of 2006. Adidas-Saloman AG and Reebok, now effectively renamed the Adidas Group since Adidas sold its Saloman brand in 2005, had a pro forma combined income of almost $9b for 2005 and is expected to exceed that figure for 2006."

Tags:reebok, merger, adidas

Abstract
This paper discusses the financial characteristics of 2 specific companies: Nike and Adidas. It looks at how these companies were chosen because they are the respective leaders in the athletic footwear and apparel industry and both are publicly traded making information more easily accessible. It also shows how, because of their size and marketing leading financial performances, these companies are a strong gage of the overall global economy.

From the Paper
"Nike is the acknowledged leading athletic footwear and apparel manufacturer and maintains more than 18,000 retail outlets, independent distributors and resellers around the world in over 140 different countries (Nike, Inc, 2004, p.5). Nike's products are considered high end and Nike's business model depends heavily on its in-house research and design (R&D) department which designs its products while the actual manufacturing process is outsourced to facilities overseas. In this sense Nike is more of a marketing and design firm rather than a manufacturer in the true sense of the word. Nike has its headquarters in Beaverton, Oregon, and continually improves and strengthens its brand primarily through savvy marketing campaigns and superstar athlete endorsements. "

Tags:nike, adidas, share

Abstract
The paper relates that the "The Impossible is Nothing" advertisements in which Adidas employs David Beckham, the English football star and international sports icon, targets primarily a youthful audience that is inclined towards athletics which is a demographic between 15 to 25 years of age ("Impossible"). The paper notes that this is its primary audience and the secondary audience is an older demographic which the verbal monologue of Beckham speaking is targeting.

Tags:adidas, marketing, beckham

Abstract
The paper presents a projection of capital budgeting, dividend payout, and other decisions resulting from a move by Adidas from Germany to the United States, and its proposed merger with Reebok.

From the Paper
"This paper addresses two questions associated with an assumption that the planned acquisition by Adidas Salomon A G Germany of Reebok International Ltd United States will be completed ..."

Tags:Corporate taxation

Germany, Adidas, Reebock

United States

Abstract
This paper examines the Reebok International and Adidas-Saloman AG merger of 2006, to form a new company now effectively renamed the Adidas Group. The paper points out that Adidas acquired Reebok for $59 per outstanding share in a total value deal of $3.1b. It asserts that each company had an entrenched access to a major market that the other company desperately needed in order to maintain consistent growth rates. In Reebok's case, Adidas dominated the European market and the merger allowed it to piggy-back all of Adidas' established apparel, footwear and equipment sales and distribution channels. In return, Reebok gave Adidas instant access to the North American market allowing it to more effectively market its brand there without trying to grow it further organically and at much greater expense over the long-term. The paper posits that the relative success of the merger and the strengths that the combined company has across the global markets, particularly in China, ensure that Adidas' restructuring strategy will enable it to compete on a more even competitive footing with its main riva,l Nike. The paper concludes that, in order to fully capitalize on this strategy, Adidas should pursue the China market even more fervently and continue to lock up sponsorships across that market until the 2008 Beijing Olympics and the 2010 World Expo.

Outline:
Executive Summary
Environment/Industry Analysis
Competitive Profile Matrix
Strategic Action Plan
Company Situation Analysis
Value Chain Analysis
Financial Analysis
BCG Matrix

From the Paper
"Since athletic wear and certainly athletic footwear are considered a luxury buy for most consumers, any economic downturn can have a deep and disastrous effect on athletic footwear or athletic apparel competitors' revenues. While the effect on sales of the recent natural disasters in the United States is not yet fully recognized, the continued high price of gasoline could have a long-term effect on sales growth in all of Reebok's product categories. Certainly inflationary pressures may negatively impact any retailer's revenues since inflation reduces disposable consumer income."

Tags:sportswear, industry, China, SWOT

Abstract
This paper focuses on the Adidas company, explaining that Adidas is the number two sporting goods maker in the world, second to Nike. The company has long focused on being the footwear for sports and high performance. The company has three components: Adidas, Reebok, newly acquired in 2006, and TaylorMade, well known on the Pro Am Golf Tour. This marketing plan will focus on the Adidas brand. While research indicates there's a belief that Adidas makes better footwear than Nike (Vertical Ascent Website), it has been unsuccessful in penetrating the young hip-hop crowd. With a generation that has grown up with iPods, blogs, and video games, the paper notes, Adidas is looking to appeal to his younger generation through technology that its become used to.

From the Paper
"Adidas is the number two sporting goods maker in the world, second o Nike. The company has long focused on being the footwear for sports and high performance. The company has three components: Adidas, Reebok, newly acquired in 2006, and TaylorMade, well known on the Pro Am Golf Tour. This marketing plan will focus on the Adidas brand. While research indicates there's a belief that Adidas makes better footwear than Nike, (Vertical Ascent Website) it has been unsuccessful in penetrating the young hip-hop crowd. With a generation that's grown up ..."

Tags:marketing, technology, footwear, industry, sports

Abstract
This paper presents a merger analysis of Reebok and Adidas-Saloman AG. It begins by providing an overview of each individual company prior to the merger. It then discusses environmental concerns for the industry and for the separate companies. The paper then provides a merger analysis and discusses the risks for the merger. It then analyzes and discusses the new merged company, The Adidas Group.

Table of Contents:
Abstract
Background and Overview
Reebok Overview
Adidas-Saloman AG Overview
Industry Analysis: Environmental Concerns
Competitive Profile Matrix (CPM)
Merger Synergies
Adidas, Europe and Market Access
Merger Risks
Financial Valuations
Merger Analysis and Discussion
Executive Summary

From the Paper
"The technological aspect to the athletic footwear and apparel industry is clear-cut: identify new technologies relative to its products such as Reebok's Pump 2.0 technology in some of its products: "One of the Reebok Brand's product initiatives during 2005 will be incorporating our inflatable shoe technology, The Pump_, into a new selection of products" (Reebok, 2004b, p.12). Additionally, industry competitors must continue to push suppliers, manufacturers, and distributors to utilize the latest in technological developments to drive down overall costs or these industry competitors such as the newly created Adidas Group cannot remain internationally competitive in all markets (Davies, 2004). Since the pre-merger companies, Adidas-Saloman AG and Reebok, along with other industry competitors such as Nike, have been instrumental in creating many aspects of the global marketplace, they need to be especially vigilant in not falling victim to some of these global strategies they themselves spear-headed."

Tags:investors, technology, footwear, apparel

Abstract
This paper presents an overview of the global sportswear industry and identifies the major players in this environment and their relative market share. The paper also analyzes the relationship between the athletic footwear and the athletic apparel industry. The paper specifically presents an analysts' report about the acquisition of Reebok by Adidas, written from the acquirer's perspective. The paper contains graphs and tables, as well as appendices.

Table of contents:
Terms of Reference
Executive Summary
Overview of the Global Sportswear Industry
Overview: Adidas and Reebok
Adidas
Reebok
Evaluation Before the Merger
Adidas Bid for Reebok
Motivations of the Merger
Possible Alternatives for Adidas' Strategy
Problems of the Merger
Reeboks' Defensive Strategy
Stakeholder Identification
Outcome of the Merger
Conclusion
Appendices

From the Paper
"Adolf Dassler (Adi) registered Adidas ("Adi-" from Adolf & "-das" from Dassler) and its three stripes as its official logo by 1949. Adidas acquired the Salomon Group for $1.4 billion in 1997. Adidas-Salomon became one of the big players in the sports good manufacturing industry. In the recent years, Adidas published a steady growth in sales revenue. The company is amongst the top players in the industry due to its strong brands (Adidas, Salomon and TaylorMade). Adidas serves many markets selling hardware, footwear, apparel, snowboard, golf-related and other products. From E5.1 billion of sales in 1998 to E6.5 billion in 2002, the performance has improved by a CAGR of 7%. Sales declined by 3.9% in 2003 over 2002, mainly due to currency translations (Adidas-Solomon AG Company Profile, 2005). According to the Balance Sheet, the company reported an outstanding operational and financial performance in the first half of fiscal 2004 (Balance Sheet Adidas-Salomon, 2004)."

Tags:merger, M&A, market, product, athletic

Abstract
This paper explains that, while research indicates there is a belief that Adidas makes better footwear than Nike, Adidas has been unsuccessful in penetrating the young hip-hop crowd that has grown up with i-pods, blogs and video games. The author stresses that Adidas is looking to appeal to this younger generation through the technology that they have become used to using. The paper relates that, with this focus on technological innovation, Adidas is going high tech with everything from high tech sneakers, high tech virtual stores and high tech promotions. The author states that this high tech strategy is moving into its internal operations departments, adopting a better delivery system, increasing retail distribution and taking customer service to a new level beyond satisfaction to delight. The paper relates that this plan is trying to obtain return and possibly lifetime customers, which would be very profitable for the company.

Table of Contents:
Introduction
The Product
Promotion
Pricing
Place
Conclusion

From the Paper
"Adidas is looking at the changing interests of the up and coming market who also have i-pods, video games, email, internet, youtube and other highly technological devises as a way of life rather than traditional television or print media. With this change in media delivery, there's also a change from it being one way to two-way communication, and with rapid advances in technology, they expect new and different things, and new and different footwear and sportswear is a way to reach that market."

Tags:hip-hop, virtual fitting, sponsor cushioning measuring