The Battle Between Adidas And Puma

In sports market, homologous Adidas and Puma, or bright or dark, or virtual or real fighting and confrontation, have never stopped.

In sports market, Adidas and Puma are not only competitors, but also their founders are brothers.

Adolf Dassler and Rudolf Dassler respectively created the two sports brands of Adidas and Puma, and sponsored a large number of sports stars in twentieth Century.

Ever since its foundation, there has been a fierce commercial battle between the two brands.

As a sports brand magnate, over the years, Adidas and Puma have been making intensive efforts in their respective fields. The battle of competition is becoming more and more intense. But now the two parties have different gains in the same field.

The first part: "sentiment" is the first thing to do with the development of sports brand.

They are "competing" in constant collisions, fighting in the long term confrontation, and the competition is the opposite.

In front of this, even "Brotherhood" is meaningless.

Historical confrontation: brothers and opponents Rudolf Dassler and Adolf Dassler were born in a small town in the southern part of Germany - a shoemaker family in heido.

Brother Rudolf, nicknamed Rudi, has a business savvy and likes to be crazy with people. His brother Adolf is nicknamed ADI and has a keen eye.

In 1919, after World War I, Adolf worked as a cobbler from his father.

With a very high understanding, Adolf's skills soon surpassed his father and his business became more and more prosperous.

The expansion of production and the shortage of manpower gave Adolf the idea of joining Rudolf.

Luckily, Rudolf's business intelligence is most effective here.

With his wisdom, customers are always willing to pay their bills and think they are worth buying.

In July 1, 1924, the brothers registered the "Darth brothers sports shoe factory" to join hands in the world.

During World War II, the turbulent environment forced the shoe factories to stop production.

It seems that he was favored by the lucky god, although the big cities like Munich had been destroyed in ruins, but Olah had no war.

In May 1945, the Nazi gave up unconditionally. Adolf and his elder brother Rudolf resumed their old jobs and the shoemaking factory was reopened.

But it didn't last long. In the winter of 1948, the two brothers had serious differences in their management.

Though they tried hard to coordinate, they could never solve it.

The following year in January, after realizing that contradictions (global brand network) had been unable to reconcile, the two brothers were officially separated.

Brother Rudolf took half of his property and set up a new shoe factory with most of his salesmen. Most of the operators chose to stay and work with Adolf to run the old shoe factory.

In August 1949, after careful deliberation, Adolf officially registered Adidas in the local court.

Subsequently, Rudolf's shoe factory was named "Puma".

The two brothers' business war started.

Competition is not limited by time and space. Half a century has passed. Until the two brothers died one after another, the competition is still fierce. The two of them are not only old, but also leave behind their last wishes, so that future generations can continue to fight.

The graveyards of Adolf and Rudolf brothers are located at two ends of the black town of hechengen. They are brothers, but the graveyards are the furthest.

What the Dassler brothers never expected was that the competition between them could make the black city of the root of the 20 thousand people, split into "two" camps of "Adidas" and "Puma".

He also got a nickname: "the city of bending neck".

Because the locals will bend their necks to see which company shoes they wear on their feet before they make friends. If they are not supporters of the same brand, they will never speak.

Taking a bus, if all the seats on the bus are "Puma" pie, "ADI" will have to rush their heads to wait for the next train.

Realistic confrontation: strength is the first step. Drucker believes that most competition, especially competition in the same industry, is a result of conscious and purposeful search for competitive opportunities, and opportunities exist only in a few cases.

The battle between Adidas and Puma is also directly reflected in the competitive opportunities of their respective companies.

Rigorous Adidas uses "sniper marketing" to promote its brand, while active Puma uses guerrilla like market strategy to strike the edge ball in the most attracting international sports event.

In the International Olympic Committee, especially in FIFA's top business partners, Adidas has been dominant in the market, and Puma has never been able to get involved.

With these two major international sports management institutions in hand, the international sporting goods market has seen this strange old man fight guerrilla, the second official official status.

In order to launch a charge against Adidas, Puma has invested 100 million euros in the world cup in Japan and South Korea.

By comparison, Adidas invested 40 million euros in a pitiful way.

In last year's World Cup in Germany, 6 teams were wearing Adidas's famous "Shamrock" logo on the playing field.

At the same time, Puma also signed a sponsorship contract with 8 teams.

As a partner of FIFA, Adidas can talk about their traditional advantages.

Take the German World Cup as an example, it is also the top brand in Germany, but the major TV stations will only play Adidas's advertisements during the world cup, while the rare Puma billboards will appear.

At the same time, Adidas also built a miniature Olympic Stadium in Berlin, which can accommodate 10000 fans to watch the game through the big screen, organize the +10 youth soccer challenge event on a global scale, and their billboards appear on the football game on the Xbox platform. They also provide football fans with all-around experience such as sneakers test, try on, football game and so on at all levels of football matches in the United States.

In contrast, Puma can hardly compete with Adidas in this respect.

In the Chinese market, the competition between the two companies is fierce.

For Adidas and Puma, it is necessary to increase investment in the 2008 Beijing Olympic Games as an opportunity to expand the influence of the Chinese market, especially the most influential football game.

Such competition, let two companies in unexpected and reasonable choice of the Super League.

However, because Adidas has established a cooperative relationship with the Chinese Football Association since the 80s of last century, it has always been the equipment supplier of the men's and women's teams at all levels, so Puma is dwarfed in the competition of "China team".

For Puma, to use Chinese football to ensure and expand its position in the Chinese market, only the league as a breakthrough.

Two years ago, Puma actually took a fancy to the broad prospect of China's football market.

In 2005, they once proposed the equipment supplier of the "China team". Although it didn't succeed, it still made Adidas pay a huge price to keep the position of the equipment supplier.

And through this competition, Puma has also promoted from ordinary sponsors to sponsors, and its position in China's sports brand market has also improved significantly.

The second part: brand marketing is very clear. Puma has customer oriented marketing and products, and Adidas is now facing a decline in sales. Puma is just using this lead to increase capital investment.

Because of the high expectations of consumers, coupled with its abundant financial resources and capabilities, the market will have boundless prospects.

On the contrary, Puma is in the second life cycle of enterprises, and it is also working hard to improve market share.

A survey shows that over 50% of athletes and ordinary consumers believe that Adidas and Puma have become more fashionable, modern, more populist and younger in the past two years.

But brand innovation is more important. If every business concept is too paranoid and anything beyond routine can not be done, it is very difficult to break through.

Both today's Adidas and tomorrow's Puma have the courage to break through the routine, and this is the core of the old brand's ability to pcend itself and pform itself.

Brand changes our way of life, and brings many successful experiences and lessons.

Adidas: to maintain the leader's posture, Adidas's marketing strategy is not very original. In many respects, it follows its own success model set up in the past half century: insisting on technology leading, low cost expansion, unique enterprise identity recognition system, utilizing the advertising effect and product diversification of international competitions and big stars.

That is to say, this series of insistence has always maintained its leading position.

Since 1980, ADI has pformed from a product oriented company to a market-oriented company.

It has implemented aggressive marketing activities, signed top athletes, and created the slogan "impossible is nothing" and positioned its sports shoes in high quality products with innovative technology and high price.

With its rich product type and outstanding design, it accounted for more than 39% of the global sports shoes Market in 2000, almost two times the market share of Puma.

As one of ADI's core competitiveness, marketing is not only advertising, but also through what strategy to attract and retain customers.

The marketing strategy adopted by Adidas marketing team always reflects public opinion.

After 1990s, Adidas invested a lot of money to hire successful and attractive athletes to endorse products.

For example, David Beckham.

Adidas has been acting as a spokesperson for handsome male athletes such as Beckham to attract male and female customers.

Now, its spokesman has a new goal -- street basketball.

In particular, ADI specializes in designing shoes and sexy sportswear for Aerobics female enthusiasts, such as fitness street basketball players.

The change of attitude is helping Adidas get more shares from the women's sports market, and the sales of women's sports products are rapidly surpassing men's sports products.

From 2002 to 2006, sales of Adidas's women's wear and women's shoes accounted for 20% of Adidas's total sales.

The sales of women's sportswear increased by 9% to $17 billion 400 million, while the sales of men's sportswear decreased by 11% to 13 billion 400 million dollars during the same period.

Market strategy should change with consumers' preferences.

A quick response to market changes is the magic weapon to maintain Adidas's core competitiveness in the market.

Admittedly, when an enterprise is unable to find a new combination at the moment, it will learn from others.

Adidas has no secret to learn and imitate other brands in the course of enterprise development.

Rigorous Adidas will move the other brands' operation methods in a large way. It is a shortcut to make the company get globrand.com's rapid development.

However, Adidas does not follow others in the design of the product itself, and Adidas is confident that its independent research and development product is worth other brands.

Successful imitation is not simply a blind obedience, but a successful policy, standard and measure.

In the process of imitation, Adidas has established its own personality and style.

With effective imitation, we have established a vigilant management institution for new market opportunities.

Although imitation does not have to innovate and consume a lot of resources, what is wrong with imitating others if effective imitation can lead to its own success?

Puma: from followers to challengers, there is nothing new for Puma, but it still has its own characteristics.

The early Puma advertising mainly focused on promoting the technological advantages of the product, because the brand was positioned in the market of the formal competitive athlete.

Of course, some leisure runners and physical training people also buy Puma shoes, one for wearing comfort, but also because Puma propaganda: who has Puma, who knows sports! This has a certain impact on consumers.

However, Puma advertising in this period is not true communication, and Puma's communication advertising is generated in its advertising reform.

In the 80s of last century, Puma products began to enter the homes of ordinary people from track and field and gymnasium.

Puma must strive to expand its advertising appeal without losing its traditional sports market. Puma must become a part of youth culture and identity symbol, just like the Levi s Cowboy brand.

Puma is fighting in two completely different markets. The problem it faces is how to achieve balance and consistency in adapting to popular awareness and sports achievements. Puma has begun to rethink its advertising strategy.

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