Adidas Announces 2020 Development Plan

Recently, at the investor conference, adidas Group, the second largest sporting goods manufacturer in the world, officially announced the 5 year growth plan as of 2020. In the plan, adidas Group hopes that the annual average sales growth will reach the high digits in the next five years, the annual growth of net profit will be 15%, and the dividend growth rate will be 30%-50%.

　　 Adidas The group hopes to speed up sales in five years and actively control sales space. Date of delivery The reduction, increase of customized services and multi-channel development reached 22 billion euros in 2020, up 60% on the basis of 14 billion 534 million euros in the previous fiscal year, of which e-commerce business hoped to reach 2 billion euros in 2020.

Adidas Group 2020 development plan It also said that the group will focus more on big cities and produce 80% GDP big cities in the world, which will be the focus of attention of the group. Losangeles, New York, London, Paris, Shanghai and Tokyo will be the top 6 cities.

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What is innovation?

The core of "Internet thinking" is to innovate. It is to be different from others to achieve a unique experience and create a unique service. ZARA is the same. Although it is an international chain brand, there should be a mature and orderly management system. This is not the case.

Since 1986, the American fashion giant GAP has put forward the SPA model in its annual report. It has been highly praised by the apparel retailing industry and has been promoted by the successful practice of UNIQLO. The purpose of the SPA model is to "effectively link customers and suppliers to meet consumer demand as the primary objective, and achieve rapid response to the market by innovating supply methods and supply chain processes."

ZARA is also considered a practitioner of this model. Indeed, we say ZARA is an Internet based enterprise. One important basis is that its new product launch and inventory control make full use of the idea of iteration. Combined with the efficient "user first" logic mentioned above, ZARA has indeed made a rapid response to the market.

But in turn, from the perspective of the formation of ZARA-SPA mode, it is not SPA mode at all. In terms of production and supply, printing and dyeing outsourcing, sewing outsourcing and garment purchasing are all used. It does not form a so-called efficient and unified supply chain. Instead, it is simply how to get in trouble, and at the same time, it has many complicated and complex supply patterns.

Although ZARA is well known for its direct stores, before being a direct store, it was specialized in production and later acted as an agent. After opening a franchise store, it also represented other brands.

All of these have to make people wonder whether ZARA knows what SPA mode is, and the result at the moment is more like a step by step by the leadership.

It is in such a difficult exploration that we can see that ZARA is flexible in its business philosophy, and does not restrict the brand by means of rules and regulations. Instead, it has grown up in a trial and error way by recklessly pushing forward development.

From the leadership level of ZARA, the proportion of highly educated personnel is less than that of other international companies, which can be said to be a lack of advanced management system, and can be interpreted as breaking away from the constraints imposed by experience. This makes it difficult for others to anticipate what ZARA will develop next, and what unconventional decisions it will make. This kind of flexibility is the key to Internet thinking and the fundamental reason for leading the three characteristics.

In the final analysis, it is precisely because from the leadership level, from the brand concept, we can truly achieve "user first", according to the needs of users, feedback quickly adjust themselves, and do not care about the means and rules, so ZARA can be regarded as the most "Internet thinking" business. This is why there are many enterprises that study and imitate ZARA, but there are no second ZARA reasons in the world.