2. Analysis of corporate culture in LLC "Adidas"
Characteristics of LLC "Adidas"
For over 80 years, the Adidas company has been a symbol of success in the world of sports. The history of the company began in 1920, when a young shoemaker from Herzogenaurach (Germany), Adolf Dassler, made his first pair of sports shoes. He wanted every athlete to have equipment that would help him achieve better results... The idea proved to be so viable that the company has made significant strides in both sports and business today, with a wide range of products ranging from basketball shoes and football boots to sportswear and hiking shoes.
The name "Adidas" (a combination of the first syllables of the name and surname of the founder of the company) appeared in 1948. In 1949 the name was registered as a trade mark, at the same time the Adidas symbol - the famous three stripes - was also registered. In 1989, the company was reorganized into an open joint stock company after almost seventy years of existence in the form of a "family business".
In 1997, Adidas acquired the Salomon group and the company name was changed to Adidas-Salomon AG. Today, Adidas-Salomon AG owns the Adidas brand, the Salomon and Taylor Made brands.
"Adidas" is sports shoes, clothing and accessories. The core concept of the brand is to provide consumers with footwear and equipment that helps them improve their athletic performance. There are 3 divisions of "Adidas": Forever Sport, Originals and Adidas Equipment, which provide the company with about 79% of total sales.
The "family" includes trademarks Salomon (alpine skis, ski boots, bindings and accessories, clothing, boots and bindings for cross-country skiing, roller skates, hiking shoes), Mavic (bicycle parts), Cliche (clothing, footwear and equipment for skateboarding), Bonfire (snowboarding clothing), and Arc "Teryx (mountaineering equipment and equipment), which account for about 12% of sales.
The TaylorMade-adidas Golf brand group offers all the products you need for golfing (equipment, golf clubs, balls, clothing, shoes, accessories, etc.). Since 2002, Adidas has also acquired the right to market Maxfli and Slazenger Golf brands. TaylorMade-adidas Golf accounts for about 9% of the company's total sales. Adidas-Salomon AG operates through a network of more than one hundred subsidiaries, joint ventures and representative offices located around the world. The distribution policy of the company is based on dividing the world into five regions: Europe / Middle East, Africa, North America, Asia / Pacific region, Latin America. The company's products can be bought in more than 160 countries around the world.
In 2006, the company sold over 100 million pairs of shoes and 200 million different items of sportswear. Adidas is the undisputed leader in Europe among the manufacturers of sporting goods.
"Adidas" is an Official Partner, Official Supplier and Official Licensee of the 2002 FIFA World Cup.
The company cooperates with such athletes as Zinedine Zidane, David Beckham, Raoul, Marat Safin, Anna Kournikova, Martina Hingis, Kobe Bright, Haley Gebreselasi and many others. dr.
In Russia, the company cooperates with 7 different factories, where it produces down jackets and padded polyester jackets, tracksuits, fleece products, jerseys, football uniforms. In 2014, the company plans to produce about 780 thousand units of various products in Russia.
According to estimates, in 2010 the company's turnover from operations in Russia was about $ 91 million. It is expected that this year in Russia the volume of sales of goods under the Adidas brand will increase by 50%, and under the Salomon brand (including Bonfire) - by 23%. ... In the near future, the company plans to introduce TaylorMade brand products on the Russian market.
Each new collection has more than 180 shoe models, and 300 different types of textiles for more than 8 sports and other needs. More than 10 types of different perfumes. Moreover, the company "Adidas" annually registers several hundred patents for technologies used in its products. In such conditions, remote informing of the retail consumer about such a quantity of goods and technologies is practically impossible.
The economic activity of the company "Adidas" is the production of goods for sports and about sports orientation, ensuring the reproduction of goods and consumer needs in them, the development of sales channels to meet these needs, in order to make a profit.
Current line-up:
Adidas-group CEO: Herbert Heiner
CFO Adidas-group: Robin J. Stalker
Adidas-group Brand Director: Erich Stamminger
Global Operations Adidas-group: Glenn S. Bennett
General Director of Adidas-group in Russia: Martin Schenkland
Chairman of the Management Board: Igor Landau
More than 250 Adidas branded stores operate in Russia.
The production of goods for the Adidas brand stores is carried out in China. The central warehouse is located in the regional representative office in Moscow. It is from there that deliveries are made to Cheboksary and other cities of Russia. Organizational structure LLC "Adidas" is presented in (Appendix 2).
V market economy firms operate in a competitive environment, any firm faces many different competitors.
On Russian market The main competitor of Adidas LLC is the well-known brands Puma and Nike. Revenue details of major competitors (globally) are shown in the table below:
The income of the main competitors. Table 1.
The strategic goals of the company include:
Business development of the company "Adidas" -Salomon;
Increase in profits from the sale of manufactured goods (and ideas);
Increasing the share of the company's presence in the market;
Strengthening the image of a product / brand / company;
Deep integration into the Russian clothing market;
Improving financial sustainability and efficiency.
In terms of the scale of its activity, LLC "Adidas" is a large commercial enterprise. Today LLC "Adidas" has stores in 48 countries around the world. For the benefit of the company, more than 43,000 people work, they are engaged in the development, manufacture, sale of exceptional models of clothing, executed in excellent quality.
Since then, the company has formed a positive image among potential customers.
The products sold by the store have always been distinguished by high quality, novelty and originality, which annually increased the influx of customers and, accordingly, the volume of sales.
The mission of LLC "Adidas" can be divided into three parts: scientific and technical, financial and economic and social. Persistent and consistent implementation of the mission allows the company to achieve financial success and ensure a decent existence for its employees.
Scientific and technical:
We are constantly researching the needs of tomorrow's buyers and presenting proven solutions to the market by the time they become in demand.
We work to ensure that our clients can realize the most daring options for self-expression.
Financial and economic:
We achieve maximum efficiency from our product in terms of price / (functionality + quality) ratio.
Social:
Job creation
We create new highly qualified jobs and provide employees with decent conditions for work and development. In this way, we give them the opportunity to develop professionally, provide for themselves and their loved ones and be confident in tomorrow... We give each employee the opportunity to work for his own benefit and, due to the correlation of interests, for the benefit of the company.
We give each employee the opportunity to "make" his own life and achieve success with his own hands. Learn to work well and earn money yourself. You can get to us relying only on your own strength.
We provide an opportunity for employees to constantly improve their professional and general educational level on courses of English language and courses in special disciplines, as well as specialized trainings that are directly related to personal and professional growth.
Company philosophy: one world, one philosophy, one family.
We know our people are critical to our success. Becoming a global leader in the sporting goods industry depends on the performance, potential, enthusiasm and dedication of our people. We strive to create a working environment that stimulates team spirit, passion, engagement and achievement.
We strive to create a work environment that stimulates team spirit, excitement, interaction and achievement. We promote a performance culture based on strong leadership and therefore link employee compensation to Group and individual achievements. We aim to continuously develop our employees with opportunities for career progression, while upholding a culture that celebrates diversity and encourages global mobility. We promote a culture based on strong leadership. We strive to constantly develop our employees to be able to career growth by supporting a culture that practices diversity and encouraging global mobility.
"Adidas-Salomon strives to be the global leader in the sports goods industry and sports brands built on the passion for sports and the athletic lifestyle. We are consumer focused. We are focused on consumers. That means we continuously improve the quality, look, feel and image of our products and our organizational structures to match and exceed consumer expectations and to provide them with the highest value. design leaders who seek to help athletes of all skill levels achieve peak performance with every product we bring to the market.We are a global organization that is socially and environmentally responsible, creative and financially rewarding for our employees and shareholders. which is socially and environmentally responsible Oh. We have creative and financial rewards for our employees and shareholders. We are committed to continuously strengthening our brands and products to improve our competitive position and financial performance. We are committed to continuously strengthening our brand and products to improve competitiveness and financial performance.
Our motto is "Impossible is Possible".
The main activity is related to the sale of goods and customer service, selection, payment for goods, etc.
The store is divided into two sections: "Male" and "Female".
Each store that is part of the company has an identical organizational management structure, which is shown in Figure 3:
Rice. 3.
Organizational structure components:
The type of this organizational management structure is linear-functional, since the organization is divided into separate elements, each of which has a clearly defined, specific task and responsibilities.
For each trade mark, presented in LLC "Adidas" has its own audience, each has its own characteristics.
For the brand:
Salomon (alpine skis, ski boots, bindings and accessories, clothing, boots and bindings for cross-country skiing, roller skates) are winter sports enthusiasts.
Mavic - amateurs and professionals in cycling.
Cliche are skateboarders.
Bonfire - snowboarders.
Arc "Teryx - equipment and equipment for climbers.
The TaylorMade-adidas Golf group of brands offers all the products you need for golfing.
Key financial indicators economic activity LLC "Adidas" can be presented in the form of a table:
Indicators of financial and economic activity. Table 2.
|
Indicator name |
Units |
||||
|
Sales volume of products in current prices |
|||||
|
Average number of production personnel |
|||||
|
Wage fund for production personnel with accruals |
|||||
|
Average annual salary of one employee |
|||||
|
Average annual cost of fixed assets |
|||||
|
Return on assets per 1 rub. fixed assets for sold products |
rub., cop. |
||||
|
Cost of products sold |
|||||
|
Profit before tax |
|||||
|
Net profit (+) or loss (-) |
|||||
|
Return on assets by profit before tax |
|||||
|
Return on equity |
|||||
|
Return on sales |
Based on the data presented in the table, the following conclusions can be drawn:
- - The volume of sales in 2013 compared to 2011 increased by 6.2%, it is steadily increasing, which indicates a good state of affairs in the organization
- - The average number of personnel decreases every year by an average of 5-6%. This can be explained from two opposite points of view:
The reduction in the number of personnel indicates that the company's management is betting on personnel training, and employees are expanding their horizons by performing functions that are not inherent in their position. As a result, the reduction of positions, the functions of which can be performed by other employees. This is undoubtedly a positive factor, since the organization does not incur additional costs for financing unnecessary posts.
On the other hand, it can be assumed that staff reduction is a forced measure due to the negative financial situation of the organization.
Having studied other indicators, we can conclude that the first option is more acceptable, since instability in economically in LLC "Adidas" is not observed.
- - The wages fund in 2013 decreased compared to 2012 by 6.9%, which is natural due to the reduction in the number of personnel.
- - The average annual salary of one employee decreased in 2013 compared to 2012 by 1.7%, which can be explained by a decrease in sales (since the remuneration of employees depends on the amount of revenue)
- - The growth of production costs in 2013 is 6.2% compared to the previous year, which indicates an increase in the foreign exchange rate.
- - Stable growth of net profit in 2013 by 30%, compared to last year, testifies to the promotion of the brand, the emerging positive image of the consumer.
As a result, we can say that the general financial condition of Adidas LLC is stable. The company has a profit and does not operate at a loss.
ANALYSIS AND IMPROVEMENT OF THE ORGANIZATIONAL CULTURE OF TRADING ENTERPRISES (ON THE EXAMPLE OF THE NETWORK OF SPORTS CLOTHING STORES "ADIDAS")
Fedorova Maria Sergeevna 1, Bykova Anna Viktorovna 2
1 Samara State Technical University, student
2 Samara State Technical University, PhD in Psychology, Associate Professor of the Department of Economics and Organization Management
annotation
The article discusses the problems of increasing the efficiency of trade enterprises by managing the processes of organizational culture. Paying insufficient attention to the processes of organizational development and personnel behavior, as a rule, leads to staff turnover, a decrease in the effectiveness of individual departments and the entire organization as a whole, and as a result - multiple conflicts, both with the management and within the team.
ANALYSIS AND IMPROVEMENT OF THE ORGANIZATIONAL CULTURE OF COMMERCIAL ENTERPRISES (FOR EXAMPLE, CHAIN STORES SPORTSWEAR "ADIDAS")
Fedorova Maria Sergeevna 1, Bykova Anna Viktorovna 2
1 Samara State Technical University, student
2 Samara State Technical University, Ph.D., Associate Professor, Department of Economics and Management Organization
Abstract
The article deals with the problem of increasing the effectiveness of commercial enterprises at the expense of process control organizational culture. Insufficient attention to the processes of organizational development and staff behavior usually leads to staff turnover, reduced the effectiveness of the individual unit and the organization as a whole and as a result - multiple conflicts, as with the leadership and within the collective.
Bibliographic link to the article:
Fedorova M.S., Bykova A.V. Analysis and improvement of the organizational culture of trade enterprises (on the example of the network of sportswear stores "Adidas") // Economics and Management innovative technologies... 2013. No. 9 [Electronic resource] .. 02.2019).
All activities of the enterprise are associated and associated with personnel, production technology, equipment, personnel, personnel education level, their qualifications, development potential, etc. One important but often overlooked element is organizational culture - the link in this entire system, through codes of practice, laws and standards. Which, in turn, are subdivided into vowel rules (documented) and not publicly, enshrined among staff, groups of people, etc.
The purpose of the article is to consider what organizational culture is and how it affects the efficiency of trade enterprises.
Study of the organizational culture of Adidas stores located in Samara in shopping centers;
Identifying the weak and strengths existing organizational culture;
Development of measures to solve existing problems.
Culture in a universal sense gives meaning to all our actions. Organizational culture is the meaning of the activities of the head and key personnel of the organization. Therefore, it is worth changing in the life of an organization only by relying on this culture. Organizational culture is not formed in one day or in a month, it is formed over a long and difficult, laborious period, in years, where there will be their own victories and failures for everyone. Sometimes, changes do not take root in the organization system, because contradict her and the views of the main staff. Therefore, in order to bring culture, you need it to take root and survive. This can be achieved by motivating staff.
Organizational culture is one of the most important factors in the effectiveness of an organization. The personal beliefs, values and behavior of the leader of the organization largely determine the culture of the organization. The formation, its content and individual parameters are influenced by factors of the external and internal environment. To maintain culture in the organization, a number of methods are used, among which the main ones can be distinguished: slogans; stories, legends, myths and rituals; external and status symbols; leadership behavior; personnel policy, etc.
Analysis of the organizational culture of "Adidas". Adidas AG is a German industrial concern specializing in the production of sports shoes, clothing and equipment. The CEO of the company is Herbert Heiner. The company is currently responsible for the distribution of products for Adidas, Reebok, Rockport, Y-3, RBK & CCM Hockey, and Taylor-Made Golf.
The Adidas company is the largest manufacturer of sports equipment, clothing, footwear, accessories. Also, the company has its own research centers, which are engaged in the development of new or improvement of old types of sports equipment, equipment, etc.
The object of the research is the Adidas stores in the city of Samara.
In Samara and the Samara region, this company is very popular, it employs thousands of people, and the entire system of organizational culture is under the control of the management, but, as they say, “nothing is perfect”.
Goals and objectives of Adidas: strengthening the brand image, increasing its popularity, improving the quality of goods, the quality of services provided, increasing profits and, accordingly, sales (this is separately for the store).
Mission of the company: customer orientation, tomorrow orientation (to foresee what the consumer will need tomorrow, not today), orientation to the ratio of price + quality of goods and services, orientation to the company's personnel, since this is the main component of everything that is in the organization.
Company philosophy: one world, one family, one philosophy.
Motto: Impossible is possible!
Each employee is familiar with the goals, mission and task of Adidas under the signature and knows all this by heart (this is all documented).
Thus, in these trade enterprises there is a clear division of duties and the location of each of the employees, each is responsible for "his" place and is responsible for it, which is very important in such a field as sportswear, equipment, etc.
The results of a survey of employees in relation to the modern culture of the organization, state, conditions
What can be noted positive in the existing organizational culture of these stores:
When applying for a job, an employee is attached to the newcomer, who helps and coordinates all the actions of the “newcomer”.
Each employee is provided with Adidas branded clothing free of charge (in case of his hiring and after working out a certain amount of time).
Every day a "five-minute" session is held, during which the administrator highlights the main organizational issues, goals and objectives, as well as "other information".
Once a month, a general meeting is held at which the results of the past month are discussed, tasks are set for the next, various events are planned (which are often proposed by the administrators themselves, for example, a general trip to a bowling alley, cafe, etc.).
A system of advanced training for promotion, as well as additional training, for example, when: the emergence of a new type of product, production technology (product or technology in a general sense and in general terms) is well built and mandatory. The management selects several people from the staff who are trained, are engaged in advanced training, all this is carried out under accountability and knowledge is checked.
At meetings, employees have the right to propose their own measures to improve the organizational culture, events, etc.
Also, a positive moment that cannot be ignored is the drawing up of a work plan and days off, it is drawn up before the start of each week and each employee writes the days that are more convenient for him, the management, focusing on everyone, makes a convenient schedule for each employee.
Each employee is given a discount card for the available product. The employee is monthly credited with a certain number of points, which he can use when purchasing an existing product in this store (sometimes, these discounts are very "solid").
Negative sides or problems in the organizational culture of these stores:
1. Conflicts arise between employees and the administration (although these are working moments, but they have a place to be).
2. There are unresolved conflicts between managers and storekeepers, very frequent and not stopping, due to inconsistency in actions and unclear performance of their duties.
3. Most employees complain about low wages.
4. Some employees do not like the existing organizational culture.
All of the above circumstances lead to staff turnover (it should be noted that it is very high in stores!).
To assess the level of culture formation, the authors used the model of R. Moran and F. Harris, the results will be analyzed below.
1) Adidas stores value their employees' activity, movement, commitment, professionalism (it is worth noting that all employees meet the requirements of this store).
2) There is communication between management, storekeepers and merchandisers, and all these cells interact, but not always in the way we would like and not so effectively, sometimes with conflicts.
3) Since Adidas is sporting goods store, then all employees must wear sportswear, which, as noted above, is issued free of charge (this is a special kind, corporate style).
4) Employees provide food for themselves and at their own expense, each cell is allocated its own time for food, but all of them have one no more than 1 hour.
5) Working time and punctuality, this issue sometimes happens here, goes beyond, for example, for storekeepers, when you need to pack old goods and control the loading, or vice versa, take a new one, but this is rare.
6) The relationship between employees and management personnel can be free, but there is also a formal style, depending on the specific situation and circumstances.
7) Every employee wants more, but not everyone succeeds because of poor motivation staff. Although each of the staff is worthy of respect, is professional in his field, but due to the conditions (rare career advancement, low wages, etc.) he does not seek to overcome all obstacles to his growth, but resting against the "glass ceiling", simply changes place of work.
8) Despite the conflicts that are present in the store, each employee believes in himself and his strength, as well as in the help of others. A free style of communication, constant contact with each other helps in solving existing, different, situations.
9) All personnel strive to consciously carry out the work and plan, relying on themselves. Thanks to meetings and morning five-minutes, all employees receive all the information they need.
10) As mentioned above, the attitude towards the work performed is considered from the standpoint of responsibility. Among the important points in the organization of work, one can note the cleanliness of the workplace, the location of the goods, the quality of the work performed and the plan for all employees and the store. A person is not condemned for his habits, the main thing is that they do not have a negative impact on others and on the work performed, which is carried out both individually and in a group.
Despite the fact that all employees often interact with each other and know each other, nevertheless, disputes and conflicts arise over working moments and due to non-fulfillment of their duties, for which the store administrator and the administrator of the trading floor are responsible, further, the management listens little to staff suggestions for improving the overall rest time (bowling, etc.), improving the culture inside the store, etc., so in the end, the staff simply stops putting forward their options, knowing that they will not be heard and applied ...
When managing the culture of an enterprise, you need to understand that it is a connecting link that either increases work efficiency or destroys the team of employees from the inside. Also, you need to understand that this is not a one-day process and that it will not be possible to finish off the desired result right away, for one simple reason - the staff already has a previous culture, previous connections, past relationships. As a result, both middle managers and staff need time to understand what the manager wants from them and why the “new” culture is better than the “old” one.
A clear organizational culture has developed in Adidas stores, the main problematic features of which are as follows:
The store management allows employees to propose changes, but the disadvantage is that they are allowed to propose, and the management sometimes does not even consider these proposals, which remain proposals.
I is the first approach. Everything is simple here, on the one hand, the manager sets himself up as an example and asks employees for the same commitment to work from the staff. But, due to poor motivation, low pay, and rare cases of moving up the career ladder, employees simply see this job as temporary earnings, and not something permanent.
II - second approach. Here comes pseudo-democracy. The administration, as it were, gives the employees the opportunity to speak out, put forward their proposals, but they are often simply listened to, sometimes considered and rarely turned into reality.
In the first approach, the store administrator tries to be a leader and a good leader, but due to the fact that he uses the wrong tactics or simply does not make proper efforts to resolve the situation, all his actions do not bring what they would like.
In the second approach, applying a democratic approach and not considering the proposals of the staff, the management can soon lose all its reserve of trust and the presence of initiative from the employees. This can be explained simply when your thoughts and suggestions are constantly ignored, a person, willingly or unwillingly, stops putting forward anything, knowing in advance that he will be listened to to the maximum. Therefore, confidence in the administration is lost and conflicts that the employees themselves will have to resolve will increase and it will take more time for them than for work, respectively, the morale of the team may be shaken.
Recommendations for improving organizational culture. Trading enterprises are a single, holistic mechanism that every day interacts with the external environment and the environment within itself. Everyone interacts in it at all levels and ranks. The effectiveness of the entire work of the organization will depend on how information reaches from management to working personnel and employees. Also, it is important to remember that if there are conflicts that are resolved mainly by the employees themselves, and the management does not deal with this, or simply does not want to, tries not to notice at one point this will make itself felt in the form of staff turnover. In Adidas stores, as the employees themselves note, although there are conflicts, most of them have a working factor, and yet we would like to improve the situation within the team and the entire store.
It was said above that there is a high turnover of staff in the store, mainly merchandisers. The reason is low wages, tension in the team (although this depends for the most part on the individual characteristics of a person), rare cases of career growth and the management's ignorance of proposals, the same merchandisers with their proposals.
The store management needs to establish feedback with subordinates, otherwise it will be poorly executed necessary plan sales. At meetings, it is necessary to place the initiative in the hands of the staff.
Also, you can offer to pay employees for meals. This will not be the entire amount, but the established standard (for example, 100-150 rubles, issued to wear, on all working days). Thus, employees will reduce some of their costs. In most companies, meals for employees are carried out at the expense of the enterprise or more low prices in canteens assigned to these enterprises or organizations.
It is necessary to resolve conflicts between storekeepers and merchandisers. The administrator of the trading floor can become a mediator here, since this is the person who is responsible for the staff. You can propose to make adjustments to the duties of each employee (storekeeper, etc.), in case of failure to fulfill one of them, evasion of duties or clarification of relations, impose sanctions (minus bonuses, minus bonuses from the card, etc.). It is necessary to create an image of responsibility for non-compliance and irreversibility of punishment, then the employees will be motivated (this can be called, as a rule, "carrot and stick").
Bibliographic list
- Nikolaeva, G. Organizational culture of the enterprise // Man and labor. 2006. No. 9.P. 78.
- Solomanidina T.O. Organizational culture and climate: relationship and impact on the efficiency of the company // Personnel management. 2005. No. 5. P. 35–37. The ending. Beginning in No. 4.2005
- Nikulin D.V. Organizational culture: technology of formation // Man and labor. 2005. No. 7. P. 80–81.
- Plotnikov M.V. Aspects of destructiveness in modern organizational cultures // Social sciences and modernity. 2006. No. 3. P. 132-148.
Analysis of corporate culture in LLC "Adidas"
Characteristics of LLC "Adidas"
For over 80 years, the Adidas company has been a symbol of success in the world of sports. The history of the company began in 1920, when a young shoemaker from Herzogenaurach (Germany), Adolf Dassler, made his first pair of sports shoes. He wanted every athlete to have the kind of equipment that would help him achieve better results. The idea proved to be so viable that the company has made significant strides in both sports and business today, with a wide range of products ranging from basketball shoes and football boots to sportswear and hiking shoes.
The name "Adidas" (a combination of the first syllables of the name and surname of the founder of the company) appeared in 1948. In 1949 the name was registered as a trade mark, at the same time the Adidas symbol - the famous three stripes - was also registered. In 1989, the company was reorganized into an open joint stock company after almost seventy years of existence in the form of a "family business".
In 1997, Adidas acquired the Salomon group and the company name was changed to Adidas-Salomon AG. Today, Adidas-Salomon AG owns the Adidas brand, the Salomon and Taylor Made brands.
"Adidas" is sports shoes, clothing and accessories. The core concept of the brand is to provide consumers with footwear and equipment that helps them improve their athletic performance. There are 3 divisions of "Adidas": Forever Sport, Originals and Adidas Equipment, which provide the company with about 79% of total sales.
The "family" includes trademarks Salomon (alpine skis, ski boots, bindings and accessories, clothing, boots and bindings for cross-country skiing, roller skates, hiking shoes), Mavic (bicycle parts), Cliche (clothing, footwear and equipment for skateboarding), Bonfire (snowboarding clothing), and Arc "Teryx (mountaineering equipment and equipment), which account for about 12% of sales.
The TaylorMade-adidas Golf brand group offers all the products you need for golfing (equipment, golf clubs, balls, clothing, shoes, accessories, etc.). Since 2002, Adidas has also acquired the right to market Maxfli and Slazenger Golf brands. TaylorMade-adidas Golf accounts for about 9% of the company's total sales. Adidas-Salomon AG operates through a network of more than one hundred subsidiaries, joint ventures and representative offices located around the world. The distribution policy of the company is based on dividing the world into five regions: Europe / Middle East, Africa, North America, Asia / Pacific region, Latin America. The company's products can be bought in more than 160 countries around the world.
In 2006, the company sold over 100 million pairs of shoes and 200 million different items of sportswear. Adidas is the undisputed leader in Europe among the manufacturers of sporting goods.
"Adidas" is an Official Partner, Official Supplier and Official Licensee of the 2002 FIFA World Cup.
The company cooperates with such athletes as Zinedine Zidane, David Beckham, Raoul, Marat Safin, Anna Kournikova, Martina Hingis, Kobe Bright, Haley Gebreselasi and many others. dr.
In Russia, the company cooperates with 7 different factories, where it produces down jackets and padded polyester jackets, tracksuits, fleece products, jerseys, football uniforms. In 2011, the company plans to produce about 780 thousand units of various products in Russia.
In 2003, the company's turnover from operations in Russia was estimated to be about $ 91 million. Sales of Adidas-branded goods in Russia are expected to increase by 50% this year, and by 23% under the Salomon brand (including Bonfire). ... In the near future, the company plans to introduce TaylorMade brand products on the Russian market.
Each new collection has more than 180 shoe models, and 300 different types of textiles for more than 8 sports and other needs. More than 10 types of different perfumes. Moreover, the company "Adidas" annually registers several hundred patents for technologies used in its products. In such conditions, remote informing of the retail consumer about such a quantity of goods and technologies is practically impossible.
The economic activity of the company "Adidas" is the production of goods for sports and about sports orientation, ensuring the reproduction of goods and consumer needs in them, the development of sales channels to meet these needs, in order to make a profit.
Current line-up:
Adidas-group CEO: Herbert Heiner
Adidas-group CFO: Robin J. Stalker ( English Robin J. Stalker)
Adidas-group brand director: Erich Stamminger ( English Erich stamminger)
Global Operations Adidas-group: Glenn S. Bennett ( English Glenn S. Bennett)
General Director of Adidas-group in Russia: Martin Schenkland
Chairman of the Management Board: Igor Landau
More than 250 Adidas branded stores operate in Russia.
The production of goods for the Adidas brand stores is carried out in China. The central warehouse is located in the regional representative office in Moscow. It is from there that deliveries across Samara and other cities of Russia are carried out. The organizational structure of LLC "Adidas" is presented in Appendix 2.
In a market economy, firms operate in a competitive environment, any firm faces many different competitors
On the Russian market, the main competitor of Adidas LLC is the well-known brands Puma and Nike. Revenue details of major competitors (globally) are shown in the table below in Figure 3:
|
Company Company |
Revenue 2009 (Millions) 2009 revenue (millions) |
Net Income 2009 (Millions) Net profit 2009 (millions) |
|
Adidas AG Adidas AG |
||
|
Nike (NKE) Nike (NKE) |
$1,883.4 $ 1,883.4 |
|
|
Puma AG Puma AG |
||
|
Skechers USA Skechers USA |
||
|
Columbia Sportswear Company (COLM) Columbia Sportswear Company (Colm) |
||
|
Callaway Golf Company (ELY) Callaway Golf Company (ELI) |
||
|
Under Armor (UA) Under Armor (UA) |
Adidas stores in Samara and the region:
Samara-1: st. Molodogvardeyskaya, 153. Working hours: 10: 00-21: 00; TD Zakhar (discount center): st. Novo-Sadovaya, 106, 4th floor. Working hours: 09: 00-21: 00;
Samara-3: Lenin Avenue, 14. Working hours: 10: 00-21: 00;
Kuibyshev: Kuibyshev, 80. Working hours: 10: 00-21: 00;
Mega City shopping center: Oktyabrsky district, st. Novo-Sadovaya, 160 "M". Working hours: 10: 00-22: 00;
TC Park House: Moscow highway, 81A, 2nd floor. Working hours: 10: 00-22: 00
This paper will consider the firm department of LLC "Adidas", located at the address Samara, Moskovskoe shosse, 81a. The opening hours of the shops are from 10.00 to 22.00 daily.
The strategic goals of the company include:
Business development of the company "Adidas" -Salomon;
Increase in profits from the sale of manufactured goods (and ideas);
Increasing the share of the company's presence in the market;
Strengthening the image of a product / brand / company;
Deep integration into the Russian clothing market;
Improving financial sustainability and efficiency.
In terms of the scale of its activity, LLC "Adidas" is a large commercial enterprise. Today LLC "Adidas" has stores in 48 countries around the world. For the benefit of the company, more than 43,000 people work, they are engaged in the development, manufacture, sale of exceptional models of clothing, executed in excellent quality.
Since then, the company has formed a positive image among potential customers.
The products sold by the store have always been distinguished by high quality, novelty and originality, which annually increased the influx of customers and, accordingly, the volume of sales.
The mission of LLC "Adidas" can be divided into three parts: scientific and technical, financial and economic and social. Persistent and consistent implementation of the mission allows the company to achieve financial success and ensure a decent existence for its employees.
Scientific and technical:
We are constantly researching the needs of tomorrow's buyers and presenting proven solutions to the market by the time they become in demand.
We work to ensure that our clients can realize the most daring options for self-expression.
Financial and economic:
We achieve maximum efficiency from our product in terms of price / (functionality + quality) ratio.
Social:
Job creation
We create new highly qualified jobs and provide employees with decent conditions for work and development. In this way, we give them the opportunity to develop professionally, provide for themselves and their loved ones and be confident in the future. We give each employee the opportunity to work for his own benefit and, due to the correlation of interests, for the benefit of the company.
We give each employee the opportunity to "make" his own life and achieve success with his own hands. Learn to work well and earn money yourself. You can get to us relying only on your own strength.
We provide an opportunity for employees to constantly improve their professional and general educational level in English language courses and courses in special disciplines, as well as in specialized trainings that are directly related to personal and professional growth.
Company philosophy: one world, one philosophy, one family.
We know our people are critical to our success. Becoming a global leader in the sporting goods industry depends on the performance, potential, enthusiasm and dedication of our people. We strive to create a working environment that stimulates team spirit, passion, engagement and achievement.
We strive to create a work environment that stimulates team spirit, excitement, interaction and achievement. We promote a performance culture based on strong leadership and therefore link employee compensation to Group and individual achievements. We aim to continuously develop our employees with opportunities for career progression, while upholding a culture that celebrates diversity and encourages global mobility. We promote a culture based on strong leadership. We strive to continually develop our employees for career opportunities, fostering a culture that practices diversity and encouraging global mobility.
"Adidas-Salomon strives to be the global leader in the sports goods industry and sports brands built on the passion for sports and the athletic lifestyle. We are consumer focused. We are focused on consumers. That means we continuously improve the quality, look, feel and image of our products and our organizational structures to match and exceed consumer expectations and to provide them with the highest value. design leaders who seek to help athletes of all skill levels achieve peak performance with every product we bring to the market.We are a global organization that is socially and environmentally responsible, creative and financially rewarding for our employees and shareholders. which is socially and environmentally responsible Oh. We have creative and financial rewards for our employees and shareholders. We are committed to continuously strengthening our brands and products to improve our competitive position and financial performance. We are committed to continuously strengthening our brand and products to improve competitiveness and financial performance.
Our motto - "Impossible is Possible."
The main activity is related to the sale of goods and customer service, selection, payment for goods, etc.
The store is divided into two sections: "Male" and "Female".
Each store that is part of the company has an identical organizational management structure, which is shown in Figure 4:
Rice. 4.
Organizational structure components:
The type of this organizational management structure is linear-functional, since the organization is divided into separate elements, each of which has a clearly defined, specific task and responsibilities.
Responsibilities are distributed as follows:
Store manager (1 person) performs leadership functions. On his shoulders - making decisions, coordinating the work of the entire store as a whole, resolving conflict situations, working with personnel (reception, placement, adaptation, training, assessment, movement and development), maintaining the main documentation of the store.
Accounting (1 person) Maintains basic personnel records, and is responsible for managing salaries and benefits.
Technical staff (2 people) is responsible for the well-coordinated work of the technical support of the store (lighting, anti-theft equipment, cash register equipment, retail store equipment, computer software).
Storekeeper (2 persons) monitors the order in the warehouse, controls the remains of the goods, is engaged in the rational distribution of individual models in the warehouse, so as not to delay the work of sellers.
In duties senior cashier (2 people) includes work with the cash desk, money change, collection, filling in related documentation.
Cashier sellers (10 people in total, 5 - mens 'hall sellers, 5 - ladies' hall sellers) both halls are working with customers. Competent consultation, selection of clothing sets. Also, their responsibilities include maintaining order in the trading floor during the working day and registration sales areas in accordance with the store's visual merchandising standards, are responsible for the musical accompaniment of the working day.
The operating mode is optimal, since the main factors were taken into account in its preparation; the volume of customer flows in the area of its activity and their distribution during the day provides for the most convenient start and end hours for the population. Time is provided for preparatory - final work with its inclusion in working hours, a rhythmic alternation of work and rest of workers during the day is ensured.
For each trade mark, presented in LLC "Adidas" has its own audience, each has its own characteristics.
For the brand:
Salomon (alpine skis, ski boots, bindings and accessories, clothing, boots and bindings for cross-country skiing, roller skates) are winter sports enthusiasts.
Mavic - amateurs and professionals in cycling.
Cliche are skateboarders.
Bonfire - snowboarders.
Arc "Teryx - equipment and equipment for climbers.
The TaylorMade-adidas Golf group of brands offers all the products you need for golfing.
The main indicators of the financial and economic activities of LLC "Adidas" can be presented in the form of a table:
|
Indicator name |
Units |
||||
|
Sales volume of products in current prices |
|||||
|
Average number of production personnel |
|||||
|
Wage fund for production personnel with accruals |
|||||
|
Average annual salary of one employee |
|||||
|
Average annual cost of fixed assets |
|||||
|
Return on assets per 1 rub. fixed assets for sold products |
rub., cop. |
||||
|
Cost of products sold |
|||||
|
Profit before tax |
|||||
|
Net profit (+) or loss (-) |
|||||
|
Return on assets by profit before tax |
|||||
|
Return on equity |
|||||
|
Return on sales |
Based on the data presented in the table, the following conclusions can be drawn:
The volume of sales in 2009 compared to 2008 increased by 6.2%, it is steadily increasing, which indicates a good state of affairs in the organization
The average number of personnel decreases every year by an average of 5-6%. This can be explained from two opposite points of view:
The reduction in the number of personnel indicates that the company's management
relies on staff training, and employees expand their horizons by performing functions that are not inherent in their position. As a result, the reduction of positions, the functions of which can be performed by other employees. This is undoubtedly a positive factor, since the organization does not incur additional costs for financing unnecessary posts.
· On the other hand, it can be assumed that staff reduction is a forced measure due to the negative financial situation of the organization.
After examining other indicators, we can conclude that the first option is more acceptable, since there is no economic instability in Adidas LLC.
The wages fund in 2009 decreased compared to 2008 by 6.9%, which is natural due to the reduction in the number of personnel.
The average annual salary of one employee decreased in 2009 compared to 2008 by 1.7%, which can be explained by a decrease in sales (since the remuneration of employees depends on the amount of revenue)
The growth of production costs in 2009 is 6.2% compared to the previous year, which indicates an increase in the foreign exchange rate.
The stable growth of net profit in 2009 by 30%, compared with the last year, testifies to the promotion of the brand, to the emerging positive image of the consumer.
As a result, we can say that the general financial condition of Adidas LLC is stable. The company has a profit and does not operate at a loss.
History of the Adidas company in the world and Russian markets
For over 80 years, adidas has been a symbol of success in the world of sports. The history of the company began in 1920, when young Adi Dassler made his first pair of sports shoes. He wanted every athlete to have the kind of equipment that would help him achieve better results. The idea turned out to be so viable that today the company has achieved significant success in both sports and business, and presents a wide range of products, from basketball sneakers and football boots to sportswear and footwear. The name adidas (a combination of the first syllables of the name and surname of the founder of the company) appeared in 1948. In 1949, the name was registered as a trademark, at the same time the adidas symbol - the famous three stripes - was registered. In 1989 the company was transformed into a joint stock company after almost seventy years of existence as a family business. In 1995, the company's shares began to be quoted on the stock exchange. adidas stands for sports shoes, apparel and accessories. There are 3 divisions of Adidas: adidas Sport Performance, adidas Sport Heritage and adidas Sport Style, which account for more than 79% of the company's sales. No competitor has such a diversified portfolio of brands to provide consumers with products for both winter and summer sports. The company is currently responsible for the distribution of products for Adidas, Reebok, Rockport, RBK & CCM Hockey, and Taylor-Made Golf. Current CEO composition:
Adidas-group CEO: Herbert Heiner
Adidas-group CFO: Robin J. Stalker
Adidas-group brand director: Erich Stamminger
Global Operations Adidas-group: Glenn S. Bennett
|
Place of the company in the market
Today Adidas represented on the market by the most wide assortment products ranging from basketball shoes and football boots to sportswear and hiking shoes.
For many years in a row Adidas is the largest, most reliable and expensive sports company in the world, but this does not prevent it from expanding even more every year. The company acquired giants such as Reebok, Rockport, CCM and Taylor Made Golf. No competitor has such a diversified portfolio of brands to provide consumers with products for both winter and summer sports.
Ø Organizational legal form of the enterprise - limited liability company (LLC "Adidas" - subsidiary company joint stock company Adidas Group), private ownership.
Ø Mission of the company - Aspiration. Striving to achieve great results, do not stop there.
Ø The company's goals are to become a leader among the world's sports brands; Make the world a better place with sports; High quality and service.
Ø At the moment the company has three priority areas - Russia, Ukraine and Kazakhstan.
On the world market Adidas constantly vies with Nike and Puma.
Analysis of financial indicators
Adidas' net income rose 12% in the second quarter of 2009 to € 116 million from € 104 million in the same quarter the previous year. This was announced in a press release from the company on Tuesday.
Adidas' improved financial performance is due to the fact that the company was able to achieve cost reductions and increase sales. The decrease in the tax rate to 30.8% from 31.6% also had a positive effect.
Sales increased 5% to € 2.52 billion from € 2.4 billion, despite a relatively strong euro. Assuming fixed exchange rates, sales rose 14 percent, in line with analysts' expectations. At the same time, selling expenses fell to € 1.258 billion from € 1.262 billion.
Gross margin increased 2.7% to 50.1%, reflecting the expansion of the Adidas retail network and increased sales in the Eurozone. The high level of gross margin reflects the fact that the company's product range and geographic diversification of the company's business is progressing.
Sales of the adidas brand grew by 19% (at a fixed exchange rate), Reebok - by 2%, TaylorMade-adidas Golf - by 6%. Reebok's order book decreased in the 2nd quarter by 13% / at a fixed exchange rate /, adidas - increased by 8%.
Organizational structure of the enterprise
The organizational structure of management of LLC "Adidas" is characterized as linear and functional.
All employees of the store are directly subordinate to the director. In order to optimize the management process and control, the director and administrator are subordinate to:
Product coordinator - an employee who ensures the correct presentation in the hall, the availability of the necessary goods in the hall.
Senior salesperson-cashier - an employee providing verification of maintenance cash documentation and control over sales clerks.
Senior storekeeper - an employee who provides control over storekeepers and provides the hall with goods in an appropriate manner.
Figure 1. Organizational structure
|
ENTERPRISES 1.1 Place of marketing in the enterprise management system 1.2 Organizational building marketing services of an enterprise 2. OVERVIEW REFERENCES 3. ORGANIZATION OF MARKETING ACTIVITIES COMPANY OOO " ADIDAS »3.1 Brief description company OOO " Adidas »3.1.1 Marketing activities company 3.2 Characteristics of the activity of the store " Adidas »3.3 SWOT- analysis activities of the store " Adidas »3.4 Marketing analysis product 3.5 Improvement activities marketing activities shopping ...
7979 Words | 32 P.
Adidas
Moscow City Pedagogical University Faculty of Management Course project topic: The process of developing and making management decisions in areas of corporate culture of the organization (for example, LLC " Adidas ") Samara 2010 Introduction In the theory of management and organizational psychology today, perhaps, there is no more widely studied construct than the concept of corporate culture. And this is a reflection of the real role played by corporate culture as a systemic factor of effective ...
10419 Words | 42 P.
adidas report 2013
"Adidas Group" (store " Adidas ») Head of practice, Candidate of Historical Sciences, Associate Professor Doronina T.V. ____________________________ (signature, date) Developed by student Ryzhkov A.S. _____________________________ (signature, date) Omsk 2013 CONTENTS Introduction 1. General characteristics of LLC "Adidas Group" 1.1 Position of LLC "Adidas Group" in the consumer market 1.2 State and local authorities in regulation trade service population of LLC "Adidas Group" 2. Analysis economic activity...
11990 Words | 48 P.
In-house social programs: experience best companies(Adidas)
return for the enterprise. Relevance of implementation social policy at enterprises at the present stage is due to a number of reasons. First, competition and the appearance on the market of enterprises with foreign capital, where the owners are Western company offering social programs to their Russian employees (although they are inferior to social packages at similar enterprises in Western Europe, but more attractive in comparison with domestic competitors). The management ...
12248 Words | 49 P.
Internship LLC "Adidas"
"Adidas Group" in the consumer market …………… ..4 1.2 State and local government bodies in the regulation of trade services for the population of LLC "Adidas Group" …………………… .7 2. Analysis of economic activities of LLC "Adidas Group" ...................... 14 2.1 Organization and management of the retail trade organization LLC " Adidas "……………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………. 2.3 Assortment management ………………………………………………… 28 2.4 Organization's inventory management …………………………… 39 ...
12917 Words | 52 P.
analysis of in-house social programs using the example of Adidas LLC
CONTENTS INTRODUCTION 3 CHAPTER 1. CONTENTS AND STRUCTURE INTERNAL SOCIAL PROGRAMS 6 1.1. Social programs as a way staff motivation 6 1.2. Structural elements of social programs 14 CHAPTER 2. EXPERIENCE OF ORGANIZATION AND IMPLEMENTATION OF MANDATORY SOCIAL PROGRAMS 24 2.1. Experience in the development of social programs at the enterprise level in the United States 24 2.2. Experience in organizing corporate social programs Russian enterprises 32 CHAPTER 3. CONCLUSIONS AND PROPOSALS FOR IMPROVEMENT OF THE SYSTEM ...
12376 Words | 50 p.
Adidas analysis
MOSCOW AUTOMOTIVE-ROAD STATE TECHNICAL UNIVERSITY (MADI) Department "Economics of road transport" Course work on discipline "Economics of the company" Topic "Economic analysis financial and economic activities of Addidas LLC. Completed by: student of group 2bL4 Kunitsyn A.I. Checked: ...
2468 Words | 10 p.
Content and structure of in-house social programs
CONTENTS INTRODUCTION 3 CHAPTER 1. CONTENTS AND STRUCTURE INTERNAL SOCIAL PROGRAMS 6 1.1. Social programs as a way of motivation personnel 6 1.2. Structural elements of social programs 14 CHAPTER 2. EXPERIENCE OF ORGANIZATION AND IMPLEMENTATION OF MANDATORY SOCIAL PROGRAMS 24 2.1. Experience in the development of social programs at the enterprise level in the United States 24 2.2. The experience of organizing corporate social programs by Russian enterprises 32 CHAPTER 3. CONCLUSIONS AND PROPOSALS FOR IMPROVING THE SYSTEM ...
13122 Words | 53 P.
adidas practice report
Introduction ……………………………………………………………… 2 1. Characteristics of the enterprise, organizationally ……………………………………………………………………..3-6 2. Organizational structure enterprises ………………………………… .7 3. Characteristics of the technology of the trade process at the enterprise …… .8-10 4. Job responsibilities, goals, tasks and documents regulating the activities of the seller-cashier…. ……… …................................................eleven -25 5. The general system of organizing supplies of the retail network of LLC Adidas …………………………………………………………………….....26-27...
5806 Words | 24 p.
Adidas
ACTIVITIES COMPANY « ADIDAS "2.1 The importance of marketing for company « Adidas "……………………………. 2.2 Main marketing activities company « Adidas "And assessment of their effectiveness ……………………………………………… 3 ACTIVITIES AIMED AT IMPROVEMENT OF MARKETING ACTIVITIES COMPANY « ADIDAS "Conclusion ……………………………………………………………………… .. Introduction The presented work is devoted to the topic" The role and place of marketing in economic activity company ". The problem with this ...
6393 Words | 26 p.
motivation adidas Vopilin
analysis issues related to the personnel motivation system, gains in importance. The relevance of research work is that effective management staff at modern enterprises it is impossible without understanding the motives and needs of a person and the correct use of incentives to work. All human activities are conditioned by real needs. In motivated activity ...
4063 Words | 17 P.
adidas
Contents Introduction ………………………………………………………………………… ... 3 1. History of the company development " Adidas "……………………………………… ..… 4 2.Characteristics of the store and marketing of sports goods " Adidas "…………… 9 3. Consumers ……………………………………………………………… ... 11 4. The principle of positioning of goods and sales of goods ……… ……………… ..13 5.The strategy of product promotion …………………………………………… .15 6. Improving marketing activities company « Adidas "… ..17 Conclusions ……………………………………………………………………… ... 21 List of sources used ……………………… ………………… ... 22 ...
4065 Words | 17 P.
Sidorenko_tema 23_The influence of organizational culture on the formation of a system of motivation and incentives for personnel in LLC Adidas
LABOR AND SOCIAL RELATIONS "CORPORATE FACULTY DEPARTMENT OF LABOR ECONOMICS AND HUMAN RESOURCES MANAGEMENT Coursework on the discipline" Motivation and stimulation of labor activity "On the topic:" Influence organizational culture for the formation of a system of motivation and incentives for personnel in LLC " Adidas ". The work was performed by: Elena Leonidovna Sidorenko, group No. 3s-up13 / 1 The work was checked by: Doctor of Economics, professor Dolzhenkova Yulia Veniaminovna Moscow, 2016. CONTENTS Introduction ……………………………………………………………… ...
6963 Words | 28 p.
marketing analysis of the company
ECONOMIKO - ORGANIZATIONAL CHARACTERISTIC OF ADIDAS STORE As an object of research, I chose the sporting goods store Adidas. On for over 80 years company Adidas is a symbol of success in the world of sports. History company began in 1920, when a young shoemaker from Herzogenauer (Germany) Adolf Dassler made his first pair of sports shoes. He wanted every athlete to have the kind of equipment that would help him achieve better results. The idea turned out to be so ...
3845 Words | 16 p.
situational analysis
Situational analysis activities of the company "Adidas" Brief history of the establishment For more than 90 years company « Adidas "Is a symbol of success in the world of sports. History company began in 1920, when a young shoemaker from Herzogenauer (Germany) Adolf Dassler made his first pair of sports shoes. He wanted every athlete to have the kind of equipment that would help him achieve better results. The idea turned out to be so viable that by today company achieved ...
3819 Words | 16 p.
Adidas
a specific product or service. Typically includes a title, logo, and other visual elements (fonts, color schemes, and symbols). As is known, a brand is a strategic tool that ensures high market efficiency as the most company and its individual products or product categories. All elements of the strategy must be supported by the necessary information and analytical materials. The most "legalized" definition of a brand belongs to the American Marketing Association ...
5439 Words | 22 p.
Implementation of the laws of the organization at Adidas
organizations of LLC "AdidasGroup" .. 5 II. Implementation of the laws of the organization in company "AdidasGroup" ……… 7 3.1 Law Synergies ………………………………………………………… .7 3.2 Law of Development ………………………………………………………… .10 2.3 The law of awareness-ordering …………………………… 11 2.4 The law of self-preservation ………………………………………………… ... 12 2.5 The law of composition and proportionality ( the law of harmony) ……… ..13 2.6 The law of unity analysis and synthesis …………………………………… .... 15 Conclusion ……………………………………………………………………. 16 List ...
2618 Words | 11 p.
Structure
Topic 1 Basic concepts of the theory of organization 1. Give an example of organization ( company , enterprise), indicating its name, field of activity, the product (service) produced, the size of the organization (approximate number of staff), the age of the organization. Description of the organization: __________________________________________________ Comments and conclusions: __________________________________________________ Topic 2 Organization as a system According to the previous example, draw a diagram of the organization and indicate: Elements ...
2316 Words | 10 p.
adidas
Introduction In modern conditions of Russian reality, the study and analysis issues related to the development effective systemspersonnel management of organizations and companies gains in importance. The urgency of this problem lies in the fact that effective personnel management in modern enterprises is impossible without understanding the motives and needs of a person and the correct use of incentives to work. All human activities are conditioned by real needs. V...
2889 Words | 12 p.
Organizational behavior
Ministry of Transport of the Russian Federation Federal Agency for Railway Transport Ural State University of Railways Department: "Human Resource Management and Sociology" COURSE PROJECT in the discipline: " Organizational behavior "on the topic:" Technology for reducing staff turnover and stabilizing the team on the example of LLC "Uralpromstroy" Completed: Checked: st.gr ...
4682 Words | 19 p.
The Role of Nike Marketing
marketing in activities company "Nike" "Completed by Student of the Higher School of the GTSI Group 190 - 21 Rubanovich Kirill Borisovich Supervisors: Doctor of Economics Barinov Vladimir Aleksandrovich, Candidate of Economic Sciences Kucherenko Anna Ivanovna Moscow, 2014 Contents Contents 2 Introduction 3 Chapter 1. Laws of organization by example company "Nike" 5 1.1 Characteristics of the activities of the organization "Nike" "5 1.2 Implementation of the laws of the organization in company Nike 6 1.2.1 The Law of Synergy ...
6241 Words | 25 p.
benchmarking adidas
Project. Benchmarking. Reference comparison companies "Adidas" and "Nike" 1st stage. Organization assessment. Defining areas for Improvements Adidas AG (on behalf of Adi (Adolf) Dassler) is a German industrial concern specializing in the production of sports shoes, apparel and equipment. General manager company - Herbert Heiner. Now company Adidas is one of the leaders in the sports market. Among its products, you can pick up equipment for any sport. Today, it is ...
4703 Words | 19 p.
Marketing environment and its structure
ESTABLISHMENT OF HIGHER PROFESSIONAL EDUCATION "ST. PETERSBURG STATE UNIVERSITY OF SERVICE AND ECONOMY" Examination on marketing Topic: "The marketing environment and its structure »Completed: 3rd year student gr. 0608 (080502.65.) Petrov A.V. Checked by: St. Petersburg 2011 Table of contents | | Introduction ...
5808 Words | 24 p.
Analysis of the marketing environment
Kazakh The University of Economics them. Ryskulova ABSTRACT TOPIC: Analysis marketing environment of the Republic of Kazakhstan Completed by: 2nd year student, group 104 Snopova Anna Checked by: Manap Almagul Serikkalievna Analysis marketing environment of the Republic of Kazakhstan PLAN: Introduction I. Marketing environment of the company 1. Microenvironment of the company and its main factors Suppliers ...
6323 Words | 26 p.
Coursework llc adidas
people's needs for the goods they need in a convenient place and a convenient time. The delivery of goods to the retail trade network completes the technological chain promotion of goods from manufacturer to consumer. The size and structure commodity stocks, their turnover, safety and sales volumes. The relevance of the topic of the work is determined, first of all, by the need for uninterrupted supply of retail enterprises with commodity resources, which in turn requires a clear system ...
4304 Words | 18 P.
Analytical and production functions of marketing: comparative analysis
"The analytical and production functions of marketing: a comparative analysis »3rd year students Anna Andreevna Leonova Department - external studies Direction "State and Municipal Management" 1 semester Moscow 2013 Contents. Introduction. 1. Analytical function. 1.1. Market research as such. 1.2. Needs research. 1.3. Research on brand structures ... 2 1.4. Research of goods 1.5. Analysis the internal environment of the enterprise. 2. Production function. ...
7386 Words | 30 p.
Fundamentals of Personnel Management
conditions of fierce competition, a favorable internal situation becomes a weight advantage company ... Therefore, it is so important to study organizational structure to manage it properly and improve as needed. The object of the research is organizational culture at the enterprise. The subject of research is analysis effectiveness of existing organizational culture in company ... The purpose of the study is to develop and substantiate recommendations for improving work efficiency ...
5411 Words | 22 p.
Marketing functions in the enterprise
enterprises ………………………………………………………………… .18 2. Organizational fundamentals of the marketing system at the enterprise ... ..21 2.1. Place and role organizational structures marketing in achieving the goals of the enterprise ………………………………………………………………… ..21 2.2. Types, types organizational structures marketing in the enterprise ............................................... .................................................. ..23 2.3. Performance criteria organizational structures enterprise marketing management ………………………… 31 ...
8372 Words | 34 P.
Analysis of the competitive environment of the enterprise
Analysis competitive environment of LLC "Zlata-2". Analysis competition is an important area of marketing research aimed at clarification of the issues of the attractiveness of markets and is used to develop a firm's strategy in the field of production and sales. Control over competitors makes it possible to satisfy the specific needs of the buyer and consumer earlier and better than other companies. Knowing the strengths and weaknesses of competitors, you can assess their potential and goals, present and future strategies. This allows...
1935 Words | 8 p.
Organization of the enterprise
Concept, essence, functions and types of retail trade ………………………………………………………………………… .... 4 1.2. Features organizational activities retail trade enterprises; …………………………………………………… .. …… .8 2. Organizational shop activity Adidas and ways to improve it. 2.1. General characteristics of the store Adidas ………………………………….………………………………………...13 2.2.Organizational shop activity Adidas and ways to improve it ……………………………………………………………… .. …… 14 Conclusion References Introduction Commercial ...
4277 Words | 18 P.
bestreferat 246542
Contents: Introduction ……………………………………………………………………… 3 1. Characteristics of the enterprise, organizationally - legal form and history of creation ………………………………………………………………………4 2. Organizational structure enterprises …………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………… 9 4. Official duties, goals, tasks and documents regulating the activities of the administrator ………………………………………………………………………… .............................................… 12 Conclusion …… …………………………………………………………… ... 31 Appendices ………………………………………………………… ……… ...
5707 Words | 23 P.
Nikolashkin GA 100
organizations and organizational behavior "Topic:" Organizational culture and its role in modern organizations "Completed: student Nikolashkin GA, 1st year BM OFO Personal number: 100.17 / 150022 Direction: "Management" Supervisor: Ph.D., Assoc. Vasilyeva Yu.V. Novorossiysk 2016 Contents Introduction 3 1. Basic concepts organizational culture 5 1.1 Features of formation and support organizational culture 5 1.2 Structure corporate culture 11 1.3 Functions organizational crops 13 1 ...
5492 Words | 22 p.
marketing
REPORT on the undergraduate practice of the Specialty "Management of a trade organization" Place of practice: LLC "Adidas Group" (store « Adidas ») The term of practice is from February 16, 2012 to April 12, 2012. 5th year student Zarechneva M.V. Practice manager from the organization: D. Maksimchuk, director of the store “ Adidas »Head of practice from the University: Galitsky YA, Assoc. Ph.D. Moscow 2013 CONTENTS Introduction 1. General characteristics of LLC "Adidas ...
12285 Words | 50 p.
History of adidas
Adidas - Salomon AG directly employs about 14,000 employees. Sales company are 6.267 billion euros, profit - 260 million euros. The concern unites such brands as Adidas, Salomon, Mavic, Bonfire, Arc "Teryx, Taylor Made and Maxfli. The headquarters are still located in the homeland of Adi Dassler, in the Bavarian town of Herzogenaurach, and the American headquarters is located in Portland ( Oregon). Companies I had to overcome not only ups, but also downs, but today ...
3943 Words | 16 p.
Management
Ermakova T., Fatkina A., Tatarnikova V. Sports store Adidas ( Adidas ). Practical work No. 1. Creation ( analysis )enterprises with little competition. The main profile of the organization is trade and procurement activities. The company specializes in wholesale and retail trade in sports goods, fishing equipment, camping equipment, boats and bicycles (upon registration company ). Those. the organization has a commercial profile. Basic ...
7053 Words | 29 P.
Strategic management
STRATEGIC ANALYSIS INTERNAL RESOURCES …………………………………………………………………… .5 1.1. DESCRIPTION OF THE ENTERPRISE …………………………………… .5-8 1.2. DESCRIPTION PRODUCTS (SERVICES) ……………………….… 9-10 2 CHAPTER. STRATEGIC ANALYSIS OF THE EXTERNAL ENVIRONMENT OF THE ENTERPRISE ………………………………………………………… ..… 11 2.1. ANALYSIS MARKETS ………………………………………………… 11-15 2.2. ANALYSIS COMPETITORS ……………………………………… ..16-17 3 CHAPTER. FORMATION OF THE ENTERPRISE STRATEGY… .18-19 4 CHAPTER. IMPLEMENTATION OF THE COMPANY'S STRATEGY ... ... ......... 20 4.1. ORGANIZATIONAL PLAN…………………………………...
3989 Words | 16 p.
Practice report
4 2 Analysis internal environment of the organization 6 2.1 Analysis production, economic and financial activities of the organization 6 2.2 Organizational structure and structure organization management 8 2.3 Organization of work of the personnel department 11 2.4 Analysis control systems...
6267 Words | 26 p.
practice report
Transport State educational institution of higher professional education Irkutsk State University of Railways Department "Management" Report on pre-diploma practice At the enterprise " ADIDAS »Completed: student Checked: ...
2146 Words | 9 p.
coursework
organization of goods supply LLC " Adidas "…… ............. 30 2.1 Analysis indicators of financial and economic activities of LLC « Adidas "......................... ……………………………………………………… 30 2.2 Analysis organizing the supply of goods to shops of the retail network of LLC Adidas "……………………………………………………………… ... 48 2.3 Analysis delivery organization systems for the retail network of LLC Adidas "………………………………………………………………………… .55 3 The main directions of improving the organization of commodity supply on the example of LLC Adidas ………………………………………………………...63 3...
12008 Words | 49 P.
Persian
incentives 1.1.2 Non-financial incentives 2. Analysis activities of LLC Adidas "2.1 History of creation, main types activities of LLC Adidas »2.2 Feature structures organizations 2.3 Analysis key performance indicators of the retail chain stores Adidas "2.4 Analysis structures and personnel dynamics of LLC " Adidas "3. Characteristics of the system of remuneration and incentives for personnel in LLC" Adidas "3.1 The system of remuneration and incentives for personnel in LLC" Adidas "3.2 The problem of effective incentives ...
7277 Words | 30 p.
kursovaya_adidas
stimulation …………………………………… 12-14 2 Analysis activities of LLC Adidas "……………………………… ..… ..… .15 2.1 History of creation, main types activities of LLC Adidas "... ... 15-16 2.2 Characteristics structures organizations ... ………………………… ..... 16-17 2.3 Analysis key performance indicators of the retail chain stores Adidas "………………………………………………………… .17-20 2.4 Analysis structures and personnel dynamics of LLC " Adidas "…………… 20-25 3 Characteristics of the system of remuneration and incentives for personnel in LLC" Adidas "…………………………………………………… .26 3 ...
7889 Words | 32 P.
Educational practice
economic security of the enterprise 101.1 Economic security of the enterprise 101.2 Criteria and indicators of the economic security of the enterprise 121.3 Processes and mechanism for ensuring the economic security of an enterprise212 ORGANIZATIONAL -ECONOMIC CHARACTERISTICS LLC " Adidas "City of Barnaul ………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………… ………………….… .... 55 Appendices …………………………………………………… ..….… .56-59 List of sources used …… …………………………………… .. ………………… ..… .60 IntroductionIn ...
