Module Title – Global Strategy Development and

Implementation

Student Name – Monirul (Asif)

Student ID –
 Table of Contents

1.0 Introduction................................................................................................................................1

2.0 Critical Analysis using Porter’s Five Forces Model..................................................................1

3.0 Critical Analysis using Porter’s Diamond model and Barlett & Ghoshal Framework..............4

3.1 Analysis of Adidas’ Global Strategy Using Porter’s Diamond Model..................................4

3.2 Analysis of Adidas’ Global Strategy Using Barlett and Ghoshal Framework......................6

4.0 Implication of the present extrinsic environment identifies challenges affecting the
competitive edge of the MNC........................................................................................................10

5.0 Adidas’s alignment with the CSR practices and sustainable development goals....................14

6.0 Suggestions concerning internationalisation strategies and leadership in light of CSR and
SDGs..............................................................................................................................................16

References......................................................................................................................................18

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1.0 Introduction
Adidas is one of the popular and celebrity-induced multinational players in the sportswear
industry. The brand has made its name and fame across the countries with its next-level products
mostly catered towards national and international sports regimens. The popularly acclaimed
manufacturing brand was bestowed with a turnover of 21.4 billion euros in 2023 (Adidas official
website, 2024). Adidas has been actively operating in more than 65 countries having distribution
centers in America, China, Asia Pacific, and EMEA. The company houses employment for
approximately 59000 individuals across the world operating in different countries.

2.0 Critical Analysis using Porter’s Five Forces Model.

Figure 1: Porter's Five Forces Model

Bargaining power of suppliers

1. Worldwide diversified supply chain (Moderate to high): The supply chain

management of Adidas is widely multilayered along with some prominent direct
contractors. Moreover, the company allows sovereignty to the 65% of independent
partners to respect the long-term relationship between them (Edwards, 2020).
2. Manufacturing Partnerships (Moderate): Adidas caters to multifaceted strategic
relationships and partnerships ranging from raw material sources to manufacturing
componentry.

Bargaining power of buyers

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 1. Differentiated products (High): The bargaining power of the buyers is low to moderate
despite the almost similar products of the competitors. But Adidas has been quite
distinctive and particular in manufacturing both mass-scale and tailor-made productions
for buyers.
2. Price sensitivity (High): Buyers are getting acquainted with new products and brands
every day thus recurring price sensitivity.

Competitive rivalry

1. Saturated market (High): The sportswear industry across the world is filled with
intense competition and matured companies with a century-long history and operations.
Adidas itself is one of the big players competing parallelly with other big fishes such as
Puma, Like, Lulumelon Athletica, Under Armour, and many more (Motion et al., 2023).
As a result, the market is saturated with a significant presence of these big players
directing a high competitive threat to Adidas.
2. Brand Loyalty (High): Despite Nike being the nemesis of Adidas, Adidas has been well
off so far to go through all this time due to its long-stretched brand value created
centuries ago and carried on in the following decades.

Threat of New Entrants

1. Heightened entry barriers (High): It would be really difficult to make entries for new
entrants as the industry is saturated, high initial investment is required along with
rigorous research and development, added with robust supply chain has to be established.
2. Market expertise: Adidas has gained recognition of new product releases now and then
such as Adidas Spezial’s Spring/Summer 2024 Collection. Even if there are new entrants,
Adidas makes sure to utilise its brand name and consumer loyalty.

Threat of new substitutes

1. Available alternatives (Moderate to High): Needless to say, the competitors of Adidas

are not surprisingly constant but only increasing each day. Hence, the brand faces the
threat of being overthrown to some extent only. Furthermore, the clothing and apparel
industry is evolving with broader markets day by day.

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 2. Integrated lifestyle (high): Adidas tackles the threat of new substitutes by inspiring to
integrate a healthy and sporty lifestyle among the youth especially the young rising
athletes who are expected to carry out the lifestyle into the next generations as well (Press
et al., 2021).

Key Markets' Competitive Structure (North America)

Adidas and Nike both being nemesis of each other engage in a fierce competition for supremacy
in one of their key markets, North America. There is a lot of room for expansion in this region
because of its large consumer base and robust purchasing power. Adidas finds the competitive
landscape in North America interesting since it is a developed market with significant earning
possibilities. The brand is a strong force in this area because of its high level of awareness and
continuous innovation.

Summary

Getting a lot of money needed for manufacturing facilities and brand building is a barrier to
those who want to enter into the market. New entrants feel the tarnished reputation of the top
players such as Nike caused by the distribution loyalty and well-networked companies. Adidas,
in turn, has various suppliers among which the company is not entirely dependent on any one
party. Textile suppliers have become one of the critical materials categories that have low
numbers in the market and hence they have the high bargaining power. Customers, as a whole,
are likely to be wide (diversified) with different widths of price sensitivity, which in turn reduces
buyer power. The items from different kinds of sportswear firms and usual garment shops are
possible undercover dangerous substitutes. It, however, becomes a difficult task to determine if it
is either sportswear or daily wear as athleisure gets its popularity. Nike and Puma are just the two
business giants between the most intensely rivalry brands in this market. In the very competitive
environment of Adidas which is typical for many businesses nowadays, the main obstacle is
competition. Innovation, strong brand base, and broad spectrum of its offering set Adidas as one
of the key players in the sports apparel market.

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3.0 Critical Analysis using Porter’s Diamond model and Barlett &
Ghoshal Framework.
3.1 Analysis of Adidas’ Global Strategy Using Porter’s Diamond Model

Adidas, a global leader in the sports industry, has implemented a strategic plan called ‘Own the
Game’ until 2025. This strategy focuses on brand credibility, consumer experience, and
sustainability. By examining Adidas from the perspective of Porter's Diamond Framework, with
a particular emphasis on its domestic market of Germany, significant inferences are likely to be
drawn from the elements that add up to its competitive edge within the worldwide sportswear
industry.

1. Factor Conditions

Germany delivers a range of significant variables that serve as the foundation for Adidas'
competitive advantage.

a. Proficient workforce. Germany has a skilled and sophisticated employee pool, particularly
in the fields of engineering, design, and technology. Adidas capitalises on the accumulation
of professionals for the sake of product creation, architecture, and production procedures
( Maguire & Robson, 2018). The nation houses a significant focus on technical schooling
and training, which leads to an array of highly trained people who make significant
contributions to the accomplishments of Adidas.
b. Technological infrastructure. Germany has built up an image for its powerful technical
infrastructure, including research and development establishments, manufacturing
capacities, and centres for innovative technology. Adidas leverages this sustainable
framework to use state-of-the-art technology for resource innovation, and inventory
management.
c. Comprehensive educational system. The educational system in Germany places
significant emphasis on technical and vocational training, therefore fostering a culture that
encourages innovation and entrepreneurship. Adidas gains benefits by forming alliances

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 with universities, research institutes, and vocational schools, which enable the
communication of information, the nurture of talent, and joint research endeavours.

2. Demand Conditions

Adidas' objectives and product offers are significantly influenced by the demand circumstances
that reside in Germany and all over the world.

a. Domestic consumption: Germany has a vast consumer market characterised by an obvious

inclination towards sports and fitness practices. Adidas strategically leverages the local
market needs by offering a wide variety of sportswear, footwear, and accessories that are
specifically designed to cater to the tastes and lifestyle choices of German customers
(Lebrun et al., 2020).
b. Consumer preferences: Sportswear items in Germany are highly sought after by German
customers because of their emphasis on quality, utility, and sustainability. Adidas
accommodates these demands by integrating cutting-edge resources and sustainable
methods into its range of products.
c. Sports culture and tradition: Germany has a vibrant sports culture that boasts a
longstanding legacy of outstanding performance in athletics, football, and several other
sports. Adidas, being a German brand, utilises its cultural legacy by participating in
sponsorship of sports teams, players, and events, so expanding its brand image and
establishing a strong connection with global customers.
3. Related and Supporting Industries
a. Textile and Clothing Industry: Adidas, as an active player in the textile and clothing
industry, capitalises on beneficial access to the fundamental raw materials necessary for the
manufacturing of its products (Richelieu & Desbordes, 2013). Adidas can efficiently
monitor the quality of its goods from the start of the manufacturing process by using this
method.
b. Retail industry: The retail sector covers a diverse distribution system, which includes both
brick-and-mortar retail stores and online platforms. The commercial presence and income of
Adidas have been significantly increased as a result of the growth of e-commerce.

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c. Fashion and sports Industry: Adidas has successfully executed collaborations with
respected designers and celebrities, as seen by the Yeezy collection, by merging the domains
of fashion and sports to attract a broader range of customers (Edwards, 2020).

4. Competition, structure, and firm strategy are the subject of interest.

The business environment in Germany influences the strategic decisions, organisational

structure, and competitive dynamics of Adidas.

a. Prioritising of Innovation: Adidas prioritises innovation to a huge extent, deriving

inspiration from Germany's distinguished history of breakthroughs in technology, detailed
craftsmanship, and groundbreaking design developments.
b. Collaboration and Partnerships: To increase the visibility of the brand, market
penetration, and product development, Adidas engages in strategic partnerships with a wide
range of stakeholders, including fashion designers, athletes, sports teams, and technology
companies (Motion et al., 2023). These relationships are nurtured by the cooperative
corporate culture of Germany, which has contributed to Adidas' growth and dominance in
the sportswear industry.
c. Competition: Germany is home to several intriguing brands in the sportswear industry,
including Nike, Puma, and Under Armour, which contribute to an increased degree of
rivalry for market share. Adidas employs an unwavering commitment to operational
efficiency, product differentiation, and innovation to maintain its market share,
profitability, and brand popularity in the face of fierce competition.

3.2 Analysis of Adidas’ Global Strategy Using Barlett and Ghoshal

Framework.

International trade management is described by the Bartlett and Ghoshal paradigm for
multinational corporations (MNCs) and here it has been analysed for Adidas. Considered are two
important factors:

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 a. To what degree a firm standardises its marketing, operations, and goods across several
nations is known as global integration.
b. Zoom in Cost reductions might come from economies of size.
How much a firm adjusts its operations, marketing, and goods to suit the unique
requirements and preferences of various local markets is known as its local
responsiveness.

These elements help to support the framework's four MNC strategic approaches
recommendation: international, multidomestic, global and transnational strategy are the possible
tacks.
Examining Adidas's global operations utilising each method will help determine which one best
suit their approach:

1. International strategy

a. Low Global Integration: This strategy's main goal is to export locally produced goods with
minimal modification.

b. Low Local Reactivity: The demands of the neighbourhood market are not adequately
satisfied.

This approach may not be the best for Adidas since it has a powerful worldwide brand connected
to performance and creativity. Standardising every aspect could not help this image in many
markets. Preferences of the consumer and choices of sports apparel may vary according to sport,
weather, and cultural traditions (Richelieu & Desbordes, 2013). Adidas would find it hard to
create these differences because of its mostly worldwide strategy.

2. Multidomestic Strategy

a. Low Global Integration: Each market has its demands met by highly localised operations,
marketing, and products.

b. High local responsiveness: This approach enables a great deal of local preference
modification.

This approach might help several Adidas products. Adidas needs to provide shoes with certain
qualities for hot, humid, and cold, dry weather. Local sportswear fashion trends might differ.

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Zoom in Adidas may design regionalised looks targeted towards certain markets. But a
multidomestic strategy would not be the best due to economies of scale and Adidas wouldn't be
able to take full advantage of the savings from centralised manufacturing or marketing initiatives
(Gladden & McDonald, 2020). Level of noise and brand consistency since an excessive
localization of Adidas might damage the company's reputation generally.

3. Global Strategy

a. High Global Integration: All markets have standardised products, marketing, and operations
in order to realise economies of scale.

b. Low Local Responsiveness: The preferences of the locals are seldom taken into account.

Using this strategy might help certain basic Adidas products such as the popular Adidas Stan
Smith shoes merely require a few minor adjustments to be accepted in various areas. Adidas'
main breakthroughs, like the Boost technology in its running shoes, maybe a differentiator
anywhere. But a strictly worldwide strategy wouldn't be the best due to cultural differences: Not
every population will find resonance in standardised marketing (Almaiman et al., 2023).
Furthermore, Local Rivals: Adidas might find it difficult to outbid local rivals that serve
particular local tastes.

4. Transnational Strategies

a. High Global Integration: The company gains economies of size by adopting standardised
basic operations and technology.

b. High Local Responsiveness: The business allows subsidiaries to adapt marketing and goods
to local requirements while maintaining a uniform brand image.
Adidas seems to be the strongest representative of this approach.

Adidas uses necessary technology and design components internationally while allowing for
regional differences in product specifications and marketing efforts. Spring basketball shoes, for
instance, could be more widely available in the United States than in Europe (Motion et al.,
2023).
Adidas develops state-of-the-art goods that appeal to a worldwide customer base by using a

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worldwide network of research and development facilities. Adidas works with regional
sportsmen to include the community and employs global celebrities to promote the brand.

These particular instances show Adidas maybe adopting a global strategy:

o Ultraboost Running Shoes of Adidas may provide changes in materials or colours based
on regional weather patterns, but the basic Boost technology is the same
everywhere(Press et al., 2021). For a new shoe, Adidas may start a worldwide marketing
campaign, but regional subsidiaries might adapt the language and visuals to their
particular market.
o Adidas operates globally using the Bartlett & Ghoshal model. They may thus take
advantage of worldwide economies of scale while also being sensitive to the demands of
the local market. Adidas may successfully compete in many regional markets with this
strategy and still have a powerful worldwide brand image. The global market is dynamic;
hence Adidas has to adjust its global strategy all the time.

The following are possible significant challenges for them:

o Adidas has to strike a balance between keeping the global brand consistent and reacting
to locally shifting trends. Particularly troublesome might be this in quickly expanding
areas where customer tastes are constantly shifting (Maguire & Robson, 2018).
Variations in the geopolitical environment might make supply chains and market access
more difficult.
o Customers are asking more and more companies to use sustainable business methods.
Adidas has to be sure that its global operations and goods satisfy these changing
demands.
Adidas can keep leading the worldwide sportswear market if it keeps assessing its
overseas policy and makes the necessary adjustments.

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4.0 Implication of the present extrinsic environment identifies
challenges affecting the competitive edge of the MNC.
Germany is both very troublesome and highly profitable for the sportswear industry since Adidas
started its journey. Adidas is mastering the strategy creation and domestic market by assessing
the various elements of the PESTEL factors like the politics, economy, society, technology,
environment and legalities.

Political Insights

The most important merit that the stable business environment gives to Adidas is that it allows
them to plan and invest long-term. Currently, the government innovation and coalition
government emphasize social welfare and environmental conservation. The ‘Green scheme’ and
‘fair play’ priorities of Adidas reflect the advantage of the company over those who pay no
attention to these issues.

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 Source: (Germany foreign direct investment: % of GDP, 2024)

The FDI was lowered by 0.5% in the third quarter of the year. However, it went up 1.5% in real
terms in Q1 2023 and 1.5% in nominal terms in December 2023. At the very beginning of
December 2023, the FDI grew up $6.4 billion compared to the same period of the year before. In
November 2023 foreign direct investment going overseas by Germany gained 26.4 billion euros
and reached 26.4%. The company posted the 2023 accounts on the last month of December
2023, and owed 981.8 million US Dollars in foreign assets. To make it clear, the GDP figure of
the ountry reached 1.072.8billion USD in March 2023, a fact officially recorded.

Figure 2:FDI Trends in Germany (Calimanu, 2023)

It is in an advantageous location because of central Europe thus, it offers fast access to other
members of the European Union and international markets. The state is politically stable on top
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of that; the World Bank rates it 29th in the world about both violent terror and political stability.
Germany is second among all the G7 countries and seventh globally with a top ranking as a
favorable place for investment. Germany, and its highly competitive industry (accounting for
about one-third of GDP), is the most popular place in the world for companies' manufacturing
investments.

With 254 projects in 2020, the United States was Germany's largest investment stimulator, and
Switzerland (219) and China (170) followed. Despite 2020 Germany's biggest investor being the
USA, other EU countries were responsible for most of the FDI inflows. The EU-27 brought in
33% on average of the total FDI flows to the country, and the other European countries by 28%.

Economic factors

Germany is known as a strong industrialized country with a great GDP per capita that is $48,718.
Also, Adidas capitalizes on the to-of-the-line support from the home market and a well-staffed
research and development team.

Germany gross national product (GNP), 2013)

By December of 2023, we estimate Germany's GDP to be 1,203.757 billion USD. In September

of 2023, the foreign exchange reserves rose to US$ 1,538,146 billion from US$ 1,176,146
billion. The data achieved its maximum value in December 2023 presently worth 1,203.757
billion USD, while the value was 443.057 billion USD in June 1991, its minimum.

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 Purchasing Power Bit (Real purchasing power, 2021-2022)

In the first three months of 2023, the GDP of Germany decreased to -0.5 percent from the same
period the year before. On the other hand, this was down from the previous quarter, which had
risen 0.8%. The Real GDP growth rate is shown and will continue in a quarterly average time
frame between March 1992 and March 1923. The June 2021 average was at the highest ever
recorded, 10.2%, in contrast to the lowest ever recorded June 2020 average of -10.4%.

However, Adidas has to pay attention to a certain crisis in Germany or elsewhere could reduce
zero spending from people who don’t do any sports kind. The decrease in consumer purchasing
power because of inflation may lead to lower spending.

Social factors

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 Consumers’ preference over e-commerce: (Edwards, 2020)

The Germans often refer to physical self-care and they are therefore engaged in sports and many
other activities. Statista; based on the data provided by Statista, the millennials in Germany
exercised 977375 times a month Germany gross national product (GNP). Another element that
plays to Adidas's advantage is the customers who deal with sports and fitness equipment. In
addition to being conscious, these German consumers also want ethical garments. The graph
shows the upward trend of customers willing to pay more for sustainable sportswear over the last
few years. Therefore, it becomes a symbol of the awareness of public consumers towards
sustainability.

Legal Factors

Adidas uses the powerful legal system in Germany to guarantee the protection of its intellectual
property which consists of probably two important key elements for the company with well-
known brand image: designs and trademarks. Contractual litigation with associates/ suppliers are
settled easier by the efficiency of the legal system. German law obligates Adidas to follow rules
concerning data security, consumer safety, and labor practices.

Legal system can be very complicated at times, leading to long and complicated trials. Some
inscribe cases are so complex that they could lead to very high German legal fees. In general, the
legal and judicial systems of Germany provide a strong legal platform that not only guarantees
reliability, but also safety of rights and stable business environment for companies like Adidas.

5.0 Adidas’s alignment with the CSR practices and sustainable

development goals.
Adidas emphasizes the fact that the business does not aim solely to profit from its activities but
its social and environmental performance should be on equal footing with its financial
performance. The thing is to turn green and to produce high-quality products. together with any
Adidas initiative and partnership, there is always an element of local communities and projects.
Actually they are implemented in the US, Brazil, Germany and Pakistan; also in Panama.
Following are a few of these initiatives: Sports, health, Reebok logo sticker for Breast Cancer
patients, Reebok Foundation and PET in schools. The social, economic, and cultural conditions

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in a certain community are not also exempted from those factors. In the year 2012, Adidas had
waterless dyeing performed for the first time with the DryDye method. Dyeing one t-shirt, on the
other hand, can save as much as 45 grams of water through the use of DryDye (Turner, 2014).
CO2 gets replaced with organic dye in their coloring formula by them. The dye is of a flat type,
and remains intact for several folds in final fabric, which brings about the immediate half cut
energy and chemicals, and in a long-run, has an impressively minimal environmental footprint.
Of course, recycling gained momentum from the productions of new ideas. Effective in 2024,
Adidas aims to substitute 100% of pet and more than 60% of PET were used in 2021 (Boehmer
& Harrison, 2021). Adidas exemplifies by establishing a 2021 remade garment collection which
is made out of recycling materials. The silver lining is that performance wear can be recycled.
Parley may team with the firms and so the products that will be sold will not be harmful and
have no toxins.
Adidas produces clothing and shoes geared towards exercise. Running shoe technology of today
enhances performance and lowers the chance of injury. Adidas collaborates on "Run for the
Oceans" to advance fitness and health of the ocean which complies with the SDG 3: well-being
and health (Almaiman et al., 2023). Adidas adheres to fair employment standards across their
supply chain in their extensive supply Code of Conduct. To make sure compliance, they audit
and collaborate with suppliers. Adidas offers employee mental and physical health initiatives
complying with the SDG 8: Decent Work and Economic Growth.

Adidas wants to use entirely recycled polyester by 2024. They achieved excellent results by 2021
using more than 60% recycled polyester (Adidas official website, 2024). To lower its
environmental effect, Adidas has cut down on energy and water use all across the globe aligning
with SDG 12: Production and Consumption Sustainable. Adidas has set lofty environmental
targets for its business and supply chain under Sustainable Development Goal 13: Climate
Action. 2050 is when they aspire to be carbon neutral. Reduced environmental effects are being
achieved using biofabrication and repurposed materials.

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6.0 Suggestions concerning internationalisation strategies and
leadership in light of CSR and SDGs.
Adidas's current advantages and their adaptability in a world that is always changing enable them
to create the following ideas for their leadership and internationalisation plans:

1. Internationalisation strategies.

Setting the Market Priorities: Although Adidas makes its name known around the world, it
still needs to realize that there are potential high-growth markets in these regions to the east like
Southeast Asia, and the south like Africa where there is ever-expanding rural and urban middle
classes as well as increasing popularity of sports.

The key to success is in creating marketing campaigns and even developing product lines that are
specifically suited to each micro-environment (cultural, economic, social and location) that exists

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at a particular place. Aiming at implementing the explained policies will involve accomplishing
such measures as the commitment to the internet sites of the company, making associations with
well-known enterprises in developing countries involved in e-commerce, and developing click-
and-collect services.

The globe is a multicultural environment and agile leadership is a real-time venue where change
is a lifestyle. One’s ideologies about leadership should adapt to meet the changing requirements
of the sector and to catch new opportunities. To achieve this, the company needs to develop an
environment that promotes artistic creation. The company must also create an enterprise culture
that is safe to fail and embrace calculated risks.

2. Leading Sustainability.

The consumer segment is increasingly seeking out environmentally conscious businesses and
finding them a lot friendlier. Adidas ought to be a driving force in sustainable fashion
manufacturing and should not shy to go sustainable business practices like ethical purchasing,
recycling, and environmentally friendly manufacturing. The business can become more popular
as being environment friendly might attract a new set of consumers.

The assessment of the political situation internationally is a crucial control parameter that needs
to be in place to gain early visibility of upcoming problems, develop backup plans, and minimize
the risks associated with entrapment upon the single-sourcing NPI for production or purchase.

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7.0 References
Adidas official website: Adidas (2024) Adidas United States. Available at:
https://www.adidas.com/s/adidas-US (Accessed: 30 April 2024).

Almaiman, K.H., Ang, L. and Winzar, H. (2023) ‘Beyond purchase intention in sports
sponsorship: An alternative approach to measuring brand equity using best-worst scaling’,
European Journal of Marketing, 58(13), pp. 1–29. doi:10.1108/ejm-07-2021-0481.

Boehmer, J. and Harrison, V.S. (2021) ‘No long-term consequences for social irresponsibility?
adidas’ rent incident during the COVID-19 pandemic in Germany’, European Sport
Management Quarterly, 22(1), pp. 11–34. doi:10.1080/16184742.2021.1926526.

Calimanu, S. (2023) FDI report - Germany, ResearchFDI. Available at:

https://researchfdi.com/resources/articles/fdi-report-2020-germany/ (Accessed: 30 April 2024).

Edwards, K. (2020) EBE20 recap: Trends and sustainability in German e-commerce [idealo] -
e-commerce germany news, E. Available at: https://ecommercegermany.com/blog/ebe20-recap-
trends-and-sustainability-in-german-e-commerce-idealo (Accessed: 30 April 2024).
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German foreign direct investment in 2021/2022 (2024) German foreign direct investment in
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releases/german-foreign-direct-investment-in-2021-2022-903736 (Accessed: 30 April 2024).

Germany de: Purchasing Power Parity (2024) CEIC. Available at:

https://www.ceicdata.com/en/germany/governance-economic-environment-and-growth-oecd-
member-annual/de-purchasing-power-parity (Accessed: 30 April 2024).

Germany foreign direct investment: % of GDP (2024) Germany Foreign Direct Investment: %
of GDP, 1991 – 2024 | CEIC Data. Available at:
https://www.ceicdata.com/en/indicator/germany/foreign-direct-investment--of-nominal-gdp
(Accessed: 30 April 2024).

Germany gross national product (GNP) (2024) CEIC. Available at:

https://www.ceicdata.com/en/indicator/germany/gross-national-product (Accessed: 30 April
2024).

Germany real GDP growth (2024) CEIC. Available at:

https://www.ceicdata.com/en/indicator/germany/real-gdp-growth (Accessed: 30 April 2024).

Gladden, J.M. and McDonald, M.A. (2020) ‘The brand management efforts of a niche specialist:
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Lebrun, A.-M., Neveu, Q. and Bouchet, P. (2020) ‘Comparing perceived brand positioning
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Maguire , S. and Robson, I. (2018) ‘Adidas and all blacks build winning partnership’, Strategic
Direction, 20(1), pp. 7–9. doi:10.1108/02580540410510456.

Motion, J., Leitch, S. and Brodie, R.J. (2023) ‘Equity in corporate co‐branding’, European
Journal of Marketing, 37(7/8), pp. 1080–1094. doi:10.1108/03090560310477672.

Press, J. et al. (2021) ‘Triggering transformation: Stolt tankers and Adidas’, IDeaLs (Innovation
and Design as Leadership), pp. 159–184. doi:10.1108/978-1-80071-833-320211009.

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Richelieu, A. and Desbordes, M. (2013) ‘Sports teams and Equipment Manufacturers Going
International’, Sport, Business and Management: An International Journal, 3(1), pp. 63–77.
doi:10.1108/20426781311316906.

Turner, T. (2014) ‘German sports shoes, basketball, and hip hop: The consumption and cultural
significance of the adidas “superstar”, 1966–1988’, Sport in History, 35(1), pp. 127–155.
doi:10.1080/17460263.2014.931293.

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