case study of adidas management

Adidas Case Study: Management Functions and Organizational Structure

This document provides an overview of Adidas management functions including planning, organizing, leading, and controlling. It discusses Adidas history and mission, goals to increase sales and grow net income. Adidas' organizational structure is described as ambidextrous with a functional design at the top and matrix design in the middle and lower levels. Key leadership strategies focus on innovation and centralized sales support. Control involves checking for errors and ensuring goals are met through financial management and performance monitoring. Read less

1. PRESENTATION OF CASE STUDY (ADIDAS) NAME: MUHAMMAD UMAR IRSHAD ROLL NO: 9181120 SYSTEM ID: NUML-F18-32968 SUBMITTED TO: DR. HINA REHMAN
2. CONTENTS  INTRODUCTION TO ADIDAS  HISTORY OF ADIDAS  STRONG MANAGEMENT OF ADIDAS  WHAT IS MANAGEMENT  FUNCTIONS OF MANAGEMENT  ADIDAS MANAGEMENT  PLANNING  PLANNIG OF ADIDAS  END-TO-END PLANNING  MISSION OF ADIDAS  OBJECTIVES AND GOALS OF ADIDAS  STRATEGY OF ADIDAS  ORGANIZING  ORGANIZING TECHNIQUES OF ADIDAS  COMPETITORS OF ADIDAS  ORGANIZATIONAL STRUCTURE OF ADIDAS  GRAPHICAL REPRESENTATION OF ORGANIZATIONAL STRUCTURE OF ADIDAS  LEADING  LEADERSHIP OF ADIDAS  STRATEGY OF LEADERS  IS ADIDAS CENTRALIZED OF DECENTRALIZED  CONTROLING  CONTROL IN MANAGEMENT OF ADIDAS  WHAT DOES CONTROLLING MANAGEMENT OF ADIDAS INCLUDES?
4. INTRODUCTION TO ADIDAS  Adidas is a multinational corporation, founded and headquartered in Herzogenaurach, Germany, that designs and manufactures shoes, clothing and accessories. It is the largest sportswear manufacturer in Europe, and the second largest in the world, after Nike. It is the holding company for the Adidas Group, which consists of the Reebok sportswear company.
5. HISTORY OF ADIDAS  The company was started by Adolf Dassler in his mother's house he was joined by his elder brother Rudolf in 1924 under the name Dassler Brothers Shoe Factory. Dassler assisted in the development of spiked running shoes for multiple athletic events. To enhance the quality of spiked athletic footwear, he transitioned from a previous model of heavy metal spikes to utilizing canvas and rubber. Dassler persuaded U.S. sprinter Jesse Owens to use his handmade spikes at the 1936 Summer Olympics. In 1949, following a breakdown in the relationship between the brothers, Adolf created Adidas, and Rudolf established Puma, which became Adidas' business rival
6. STRONG MANAGEMENT  The strengths of ADIDAS are strong management team and good corporate strategy in North American and overseas markets, brand recognition and reputation, diversity and variety in productions offered on the web (footwear, apparel, sporting, equipment, etc.), strong control over its own distribution channel, strong customer base, and strong financial position with minimal long term debts. Weakness of ADIDAS is negative image portrayed by poor working condition in its overseas factories, and E-commerce is limited to USA.
7. WHAT IS MANAGEMENT  Management is the coordination and administration of tasks to achieve a goal. Such administration activities include setting the organization’s strategy and coordinating the efforts of staff to accomplish these objectives through the application of available resources. Management can also refer to the seniority structure of staff members within an organization.
8. FUNCTIONS OF MANAGEMENT The four basic functions of management are  Planning  Organizing  Leading  Controlling These functions work together in the creation, execution and realization of organizational goals.
9. PLANNING  Planning is the function of management that involves setting objectives and determining a course of action for achieving those objectives. Planning requires that managers be aware of environmental conditions facing their organization and forecast future conditions.
10. COMPONENTS OF PLANNING
11. ADIDAS PLANNING  The slogan of Adidas is “Impossible is Nothing”. The mission of Adidas is to be Best Sport Brand in the world.  They had achieved the mission but in this strong competitive era, too many company like Nike and Reebok also want to be globally recognized brand, but they will work hard to achieve their goals. Adidas is passionate about all sports. So Adidas Company will try their best for planning new product or equipment for athletes
12. END-TO-END PLANNING  As part of their End-to-End Planning initiative they have been focusing on implementing an optimized demand planning process and system more than 20 countries in Europe.
13. MISSION OF ADIDAS  The Adidas Group strives to be the global leader in the sporting goods industry with brands built on a passion for sports and a sporting lifestyle. We are committed to continuously strengthening our brands and products to improve our competitive position.
14. OBJECTIVE AND GOALS OF ADIDAS  Adidas Group aims to increase their sales by 60% while growing their net income by 15% over the next five years, by combining technology and design to provide the best footwear to their customers, which are both professional athletes and those “inspired by sports.
15. STRATEGY OF ADIDAS They set up a dedicated Profitability Management department to monitor macroeconomics trends, forecast the impact on product and supplier cost and devises their supply chain profitability strategy.
16. ORGANIZING  Organizing or organizing is the establishment of effective authority relationships among selected work, persons and work places in order for the group to work together efficiently. Or the process of dividing work into sections and departments.
17. ORGANIZING TECHNIQUE OF ADIDAS  The Adidas Group comprises of a four person executive board, including one Chief Executive Officer and three board members representing the shareholders and six members representing the staff. The Supervisory Board advices and supervises the executive board in matter concerning the management of the company.
18. COMPETITORS OF ADIDAS Competitors of Adidas include:  Nike  Gucci  Puma  Lacoste  Reebok  Converse
19. ORGANIZATION STRUCTURE OF ADIDAS  Due to the combination of the functional design on the top and the matrix design on the middle and lower level, the Adidas Group can be seen as an ambidextrous organization.
20. GRAPHICAL REPRESENTATION OF ORGANIZATIONAL STRUCTURE OF ADIDAS
21. WHAT IS LEADING  Leading involves the social and informal sources of influence that you use to inspire action taken by others. If managers are effective leaders, their subordinates will be enthusiastic about exerting effort to attain organizational objectives.
22. LEADERSHIP OF ADIDAS  In Adidas, they take this very seriously, and constantly make efforts into motivating our employees. They do this through the means of contests, competitions, rewards, promotions and fun events such as Employee Banquets.
23. STRATEGY OF LEADERS  The corporate level strategy of Adidas focuses on innovation, trying to produce new products, services and processes in order to cope up with the competition. In 2014 centralized Sales Strategy & Excellency team was created to support all market across the globe and managed by the Global Sales function.
24. IS ADIDAS CENTRALIZED OR DECENTRALIZED?  Adidas has operated in a decentralized manner, with separate operating units independently choosing software that suited their internal preferences and geography.
25. WHAT IS CONTROLLING  Control is a function of management which helps to check errors in order to take corrective actions. This is done to minimize deviation from standards and ensure that the stated goals of the organization are achieved in a desired manner.
26. CONTROL IN MANAGEMENT OF ADIDAS  Controlling of components of Adidas’s framework is one part of administrative control to achieve successful results. Other administrative control components are financial management, consistence, quality and hazard management, feedback mechanisms, performance administration, arrangements and techniques and research and pattern investigation. These components are utilized by administrators to convey to achieve an objective, track exercises toward the objective, control practices, and arrange endeavors and choose what to do.
27. WHAT DOES CONTROLLING MANAGEMENT OF ADIDAS INCLUDES?  The management capacity of Adidas’s controlling includes the feeding back of data about the outcome and results of work exercises, joined with exercises to development and contrast results and plans

Development
Digital Marketing

Adidas Case Study And SWOT Analysis

Adidas was founded by Adolf Dassler and his elder brother Rudolf Dassler in the early 1920s and is now recognized as one of the most famous global manufacturers of sports products. Adidas is developing its products to serve customers’ needs at best possible level. Adidas works on its products by incorporating new fashion trends and technology and making them more sport-specific. Today, we will discuss the Adidas marketing strategy, marketing mix, and market analysis through SWOT analysis in this case study.

There are three main areas of marketing where Adidas sees an increase in its mix of sales and investment.

First, the company is expanding into new places, such as developing new products and services, enterprising in new fields, and moving from production to development for upkeeping.
Second, Adidas’s presence on social media platforms is increasing as people seek out its products for fresh flavors and ingredients.
And third, Olympics-related advertising will continue to be a major part of Adidas’s marketing strategy.

Marketing Mix of Adidas

Here is Adida’s marketing mix comprised of the 4Ps of marketing: Product, Place, Price, and Promotion.

Product: This product that Adidas markets under its various labels, such as energy boost, running, football training, tropical heat wear, etc.

Place: This is a place where these products primarily sell out depending upon the developed region.

Price: Adidas is aggressive in promoting prices to enjoy a competitive position. In this area, Adidas believes the price will be dictated by the market’s demand, not its shortages or excesses. In 1964 when Adidas began pricing shoes at $12 vs. Nike at $15, Shoe sales went down, but once set price, they stayed the same, becoming more attractive to prospective buyers versus new entrants with their much lower prices.

Promotion: This refers to the strategies of Adidas for attracting consumers to purchase its products, whether it is competition, direct marketing campaigns, or social media messaging and advertising.

Adidas differentiation strategy

Adidas focuses more on the broad differentiation strategy. The corporate level strategy of Adidas focuses on innovation, trying to produce new products, services, and processes to cope with the competition. The group’s multi-brand portfolio gives them an important competitive advantage. That created a global sales function responsible for commercial activities, and international brands serve accountable for the marketing of both brands.

The global sales function was split into two departments, wholesale and retail. That catered to the various needs of both these business models . It has been done to sustain their corporate-level strategy for the long run so that these divisions could emphasize and work hard in their respective departments to make the most of their efforts.

They implemented a multi-brand strategy by having a diverse brand portfolio, allowing them to cater to all market segments, from players to almost everyone. It helped them to keep a unique identity and concentrate on their core competencies.

Adidas’ digital marketing strategy

Adidas uses a straightforward digital marketing strategy to communicate with its current and potential customers. By implementing this strategy, they have been able to take competitive advantage with their top competitor, Nike. By changing the behaviors of consumers with this digital transformation, Adidas has to change how they work. The use of technology has helped Adidas connect with more consumers and build stronger relationships with customers.

Six components aid Adida’s digital marketing strategy, including:

Digital and technology
High-speed manufacturing
Personalized experience to create strong relationships with customers
Open-source innovations and collaborations
Strategic cities include London, LA, New York, Paris, Tokyo, and Shangai.
Improve portfolio of both brands, i.e., Adidas and Reebok.

Creative Idea

Creative Insight:

The past year has witnessed the growing popularity of Instagram Reels with millennials and Gen-Z audiences. Thus, harnessing the popularity & impact of Instagram Reels was the approach to creating visually appealing and stirring content that drove product heat and led the campaign story #OpenForum

Visual Storytelling & Content Output :

Social media has played an important role in bridging information gaps. In contrast, brands have ensured that Indian consumers access the best global launches on the same day as consumers in other parts of the world.

An Instagram campaign was undertaken that engaged 50+ creators from various fields to bring the campaign message to life and drive appeal for the launch of the new Adidas sneakers through relevant storytelling.

View this post on Instagram A post shared by I S H A B H A N S A L I (@ishabhansali)

SWOT Analysis of Adidas

SWOT analysis is the method of measuring the organization and its environment, whether internal or external. It is the first stage of planning, which helps marketers focus on the key issues an organization can face.

SWOT stands for Strengths, Weaknesses, Opportunities, and threats. Adidas’ strategy analysis focuses on Strengths and Weaknesses, which represent the company’s internal environment. In contrast, the other two represent the external environment with direct and indirect impacts on the business.

The brand recognition of the product it’s well-reputed.
High-quality products.
Provides a diverse range of products (shoes, bags, shirts, perfumes, toiletries, etc.)
Obeys environmental laws (Adidas has never been accused of pollution)
Adidas’ policies and management safeguard employees’ rights.

Weaknesses

Online stores are offered only to the USA or some locations in Europe.
Customer services are not functional, which creates problems, especially in the case of e-marketing
Price is interwoven to high quality.

Opportunities

Outsourcing web development and e-commerce/marketing to a third party is possible.
The growing market for sports apparel
Joint Venture with partners around the world to increase participation in athletics.
Unstable economic environment
Competition at the supply chain management level
Nike’s strong reputation in the sports industry

Related: Amazon Case Study: Marketing and Advertising Campaigns

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Annual Report 2019
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en At a Glance
At a Glance Targets – Results – Outlook
At a Glance Financial Highlights 2019
At a Glance 2019 Stories
2019 Stories Collaborating with the Best
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2019 Stories adidas LDN: The Most Digital adidas Store to Date
2019 Stories 70 Years of adidas & New Work Spaces
At a Glance About this Report
en To our Shareholders
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Compensation Report Executive Board Compensation
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To our Shareholders Our Share
en Group Management Report – Our Company
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Corporate Strategy adidas Brand Strategy
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Group Management Report – Our Company Global Operations
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People and Culture People Strategy
People and Culture Attraction and Retention of Talents
People and Culture Role Model Leadership
People and Culture Diversity and Inclusion
People and Culture Culture
People and Culture Employee Population
Group Management Report – Our Company Sustainability
Sustainability Our Approach
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en Group Management Report – Financial Review
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Notes to the Consolidated Statement of Financial Position 15 » Long-Term Financial Assets
Notes to the Consolidated Statement of Financial Position 16 » Other Non-Current Financial Assets
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Notes to the Consolidated Statement of Financial Position 18 » Borrowings and Credit Lines
Notes to the Consolidated Statement of Financial Position 19 » Other Current Financial Liabilities
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Notes to the Consolidated Statement of Financial Position 21 » Lease Liabilities
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People Strategy

At adidas, we believe that our people are the key to the company’s success. Their performance, well-being and knowledge have a significant impact on brand desire, consumer satisfaction and, ultimately, our financial performance. Through the delivery of our People Strategy, we focus our efforts on four fundamentals: the attraction and retention of the right talents, role model leadership, diversity and inclusion, as well as the creation of a unique corporate culture.

PEOPLE STRATEGY ENABLES A CULTURE FOR DELIVERING ‘CREATING THE NEW’

As an integral part of our corporate strategy ‘Creating the New’, the People Strategy is a testament to thinking that our strategic business plan can only be executed if we speak to our people on all levels and win both their hearts and minds. The People Strategy consists of four pillars that serve as a basis for creating the culture and environment for our people in order to successfully support ‘Creating the New’.These four pillars also serve as a tool for prioritization, sense-checking and measuring our HR actions and initiatives. The People Strategy is implemented through a portfolio of projects which will directly deliver into each of the four pillars. In 2019, we made good progress in all of these pillars.

The four pillars of our People Strategy

Measuring the success of our people strategy.

Our HR function measures the success and the effectiveness of the company’s efforts with regard to its people initiatives through a set of chosen KPIs. We use two people KPIs: employee experience as an internal measure and employer rankings as an external measure.

Employee engagement

We have set ourselves the goal of becoming the best sports company in the world by becoming a truly consumer-centric organization and putting our people at the heart of everything we do. When it comes to measuring whether we are living up to these ambitions, our consumers and people are the best data sources. We are convinced that our employees’ feedback will play a crucial role in our pursuit of creating a desirable employee experience and continuing to attract and retain top talent. We can only tell if we are successful by asking our people and hence empower them to share their feedback on a regular basis. In support of this thinking, we launched ‘People Pulse’ – our approach and system platform for measuring the level of employee satisfaction with the experience adidas provides as an employer – for all office employees with an email account.

People Pulse allows for the measurement of employee Net Promoter Score (eNPS). SEE INTERNAL MANAGEMENT SYSTEM The calculation logic of the eNPS score is identical with brand NPS: Based on the main question ‘On a scale of 0 – 10, how likely are you to recommend adidas as a place to work?’, the total share of detractors (responses below 7) is deducted from the total share of promoters (responses scoring 9 and 10), producing the eNPS score. This approach as well as a focus on collecting open-comment feedback from employees on a regular basis allowed the reduction of the questionnaire to a short pulse check of seven questions maximum, with the eNPS question at the center.

The People Pulse cadence is made up of two components:

The eNPS question, which is asked in every survey to allow for tracking of the results over time.
Changing focus topics which are directly derived from the company’s strategic agenda as well as the Leadership Framework and the 3Cs .

In 2019, we saw the quarterly People Pulse continue to be leveraged as an important feedback channel from corporate employees to the company. In March, we reached similar levels to the all-time high response rate of the previous year, with 67% of employees responding. On average, our eNPS remained stable in 2019 compared to the previous year. Reports with detailed results and scores were provided to the Executive Board and leaders down to Board –4 level. Employees have access to the overall company results via our global intranet. Result recipients continued to review, cascade and openly discuss the results and drive action on identified areas of improvement.

We not only leverage People Pulse for general feedback on the employee experience at adidas, but also as a tool to gather employee insights regarding important elements of our strategy, such as consumer obsession.

HR FOUNDATIONS FOR OUR PEOPLE STRATEGY

In 2019, we continued to roll out a new HR cloud-based system platform that aims to further enhance the HR system landscape by driving standardization, digitization and automation of currently potentially time-consuming processes across all HR areas. We are convinced that this will allow the HR function to pro-actively manage the workforce, improve the employee experience, and enable the entire organization to make more data-driven decisions.

After successful consolidation of our HR Shared Services in 2019 into a cross-functional global business service, Global Business Services (GBS), operation centers are currently set up in Porto, Dalian and Portland. All employee queries related to topics of an administrative nature, such as compensation, benefits, time management and HR systems, are centrally channeled and managed through GBS. As a result, our HR Partners are enabled to fully focus on their core business, supporting line managers and employees on strategic topics such as career counseling, people management and coaching.

Net Promoter Score (NPS)

A survey-based measure of how likely people are to recommend a brand. The survey is based on one single question to consumers: ‘How likely are you to recommend this brand to your friends?’, which can be answered within a scale from 0 to 10. Promoters are consumers giving the brand a 9 or 10 rating, while detractors are those between a 0 and 6 rating. The NPS is the difference between promoters and detractors measured in percentage points.

Leadership Framework

The Leadership Framework is based on the three company behaviors creativity, collaboration, confidence (the ‘3Cs’) and articulates the particular behaviors that are expected of leaders at adidas. The framework was developed jointly with employees worldwide who provided feedback on what great leadership within adidas looks like to them. It provides a global and universal language that is inclusive, reduces the need for local interpretations and outlines concrete behaviors that serve as a measure of leadership effectiveness. It is built into the way we hire and promote as well as rate performance.

The ‘3Cs’ stand for creativity, collaboration and confidence. It is adidas’ goal to develop a culture that cherishes creativity, collaboration and confidence as well as high performance – the behaviors we deem crucial to the successful delivery of our corporate strategy. In fact, our culture and people serve as the foundation and a key enabler of the ‘Creating the New’ strategy.

Do you know how and where we at adidas work?

Technology and Operations Management

Mba student perspectives.

Assignments
Assignment: RC TOM Challenge 2017

Adidas “Speedfactory”: Delivering what customers want, when and where they want it

Adidas, the giant sportswear manufacturer with more than $ 19.0 Billion in revenues, sold 360 million pair footwear in 2016 and produced 97% of total footwear volume in Asia. [1] However, “Speedfactory” project that Adidas initiated under the umbrella of German Government’s “Autonomic for Industry 4.0” program seems that it will innovate supply chain operations in sportswear industry soon. [2]

In last years, with the increased penetration and higher service level of e-commerce customers in consumer goods market has become more used to expedited deliveries. Change in customer expectations does not only affect delivery operations, but also increased the pressure to manufacture faster and adopt to changes in customer demand more quickly. Furthermore, competition in fast moving fashion market incentivized companies to offer customized products, which required complex inventory management and production processes, to differentiate. At the end of the day all of these challenges led companies to focus more on supply chain operations.

A pioneer technology and process design

Adidas, who appeared to be the first player in sportswear market to come up with a solution to rapidly changing trends and long supply chain processes, developed “Speedfactory”, a new plant design, to manufacture footwear in local markets with robots and additive manufacturing such as 3D printing to enable speed, precision and responsiveness. [3] “Speedfactory” has multiple advantages. First, it decreases setup time significantly by eliminating retooling of conventional machines and instruction of manual workers in design changes. [4]. Secondly, it decreases number of units kept in inventory because “Speedfactories” will be located in local markets and will eventually shorten shipping time. Today even for a popular design in the market it can take two or three months to replace inventories in stores. [4] Third, “Speedfactory” project includes a digital virtual a computer model to simulate footwear’s production in order to speed up production preparations. Therefore, “Speedfactory” will allow Adidas to customize faster and smaller batches of products and offer customers a broader product range. [5] For example, Mi Adidas, online sales channel which allows product customization, currently requires 4-6 weeks for delivery and Adidas targets to decrease delivery to 4-5 business days with “Speedfactory”. [6]

Journey to create a network of connected “Speedfactories”

In October 2017, Adidas announced its first product series AM4, which would be produced in first “Speedfactory” facility in Ansbach, Germany. [3] In an industry where shipping of a new footwear design from the initial design sketches might take up to 18 months Adidas plans to release individually designed and manufactured shoes in six key cities around the world in 2018. [4][5] Paul Gaudio, Adidas Global Creative Director, defines “Speedfactory” as an enabler to co-create unique product solutions based on individual athlete needs and desires, delivering what they want, when and where they want it. [3] In short term another “Speedfactory” facility will be opened in Atlanta, US in 2017 as a next step and each facility will have production capacity up to 500,000 pairs of footwear per year. [1] According to the current information in the market Adidas plans to use “Speedfactories” to complement current production facilities instead of replacing them. [4] On the other hand, in an interview Gerd Manz, senior innovation director in Adidas, stated their vision to create a network of connected “Speedfactories” in key markets to integrate information exchange in terms of production techniques, local trends, material or capacity availability. [7]

Footsteps of an innovation or disruption

Regarding the role of current manufacturing facilities in Asia and product development cycles in the market there are two key concerns which should be addressed by Adidas management. One concern is the effect of new manufacturing methodology on company’s internal processes and the other concern is effect of rapid manufacturing on first mover advantage and barriers to copy a product. To begin with company’s internal processes, first the transition from current manufacturing methodology and plants requires a detailed transition plan and the most challenging issue is to make this transition without a disruption in operations. Secondly, giving too many customization opportunities to customers might create an undesired confusion in customers and lead to decrease in sales. Third, effect of using robots and additive manufacturing on variety of materials which can be used in production should be evaluated. On the other hand, Adidas should seek ways to protect itself from copy cats when automated manufacturing methodology becomes ubiquitous in the market in the long run.

In my opinion one important question to answer about “Speedfactory” is how to position it in supply chain operations both to create a competitive advantage today and preserve it when this technology becomes ubiquitous in the market tomorrow. (748 words)

Pathways to Just Digital Future

[1] Adidas AG, 2016 Annual Report, p 65-68, https://www.adidas-group.com/media/filer_public/a3/fb/a3fb7068-c556-4a24-8eea-cc00951a1061/2016_eng_gb.pdf , accessed November 2017

[2] Adidas AG, “Speedfactory/Future of Manufacturing”, https://www.adidas-group.com/media/filer_public/2013/11/27/adidas_speedfactory_factsheet_en.pdf , accessed November 2017

[3] Adidas AG, “Adidas Launches AM4 Project in Landmark Moment for Speedfactory Facility”, https://www.adidas-group.com/en/media/news-archive/press-releases/2017/adidas-launches-am4-project-landmark-moment-speedfactory-facilit/ , accessed November 2017

[4] “Adidas’s High Tech Factory Bring Production Back to Germany”, The Economist , January 2017, https://www.economist.com/news/business/21714394-making-trainers-robots-and-3d-printers-adidass-high-tech-factory-brings-production-back , accessed November 2017

[5] Stephanie Pandolph, “Adidas Uses Speedfactory to localize Shoe designs”, Business Insider , October 2017, http://www.businessinsider.com/adidas-uses-speedfactory-to-localize-shoe-designs-2017-10 , November 2017

[6] Man Mohan S. Sodhi and Christopher S. Tang, “Supply Chains Build for Speed and Customization”, MIT Sloan Management Review , June 2017, http://sloanreview.mit.edu/article/supply-chains-built-for-speed-and-customization/ , accessed November 2017

[7] “Interview to Gerd Manz, Adidas Group: Customers want to be part of creation process, Sustainable Brands Madrid , http://sustainablebrandsmadrid.com/blog/interview-gerd-manz/ , accessed November 2017

Student comments on Adidas “Speedfactory”: Delivering what customers want, when and where they want it

This is a very interesting Cenk, as many other companies making products will face a similar challenge in the coming years. First, as customization is trend becoming more trendy every day, I do believe that Adidas will have a competitive advantage by being the first to address this issue. In fact, not only Adidas will be able to offer a customized product faster, but they will also reduce costs, from inventory up to labour costs. To answer the question you’re asking, there are 2 things to consider: the first one is to really understand where Adidas finds today a competitive advantage: is it by reducing the labour cost in its factories? not having to ship products worldwide? or delivering faster the product to the customer? I believe their biggest advantage is the responsiveness they are able to provide for any given product: if a product is not well received by the market, they are able more quickly to adjust it and deliver the products its customers want. Regarding the expansion of the technology in the future, Adidas will have to come up with more exclusive and limited edition product that Speedfactories will make profitable to produce.

Thank you for this article Cenk, really enjoyed reading about an application of 3D printing that was less obvious to me. I generally agree with your concerns around (i) a smooth transition towards a speed-factory model, (ii) possible consumer confusion due to ‘over-customization’ and (iii) the impact on raw material choices. I would like to add one more concern and slightly push back on your fourth concern (risk for copy cats if automated production picks up speed). One additional concern is that Adidas needs to build a sound business case to pressure-test the assumed financial gains of its speed factory model – machines or suitable raw materials might be very costly to procure. Second, I feel that the risk of copy cats is present regardless of the technological manufacturing platform: even without access to advanced automation, it is feasible to counterfeit Adidas and other fashion wear in a low-cost manner. In the European Union alone, the fashion industry loses around 28 billion USD annually to counterfeited clothing and footwear. [1]

‘Fighting the $450 Billion Trade in Fake Fashion’, The Business of Fashion, https://www.businessoffashion.com/articles/intelligence/fighting-the-450-billion-trade-in-fake-fashion , accessed December 1, 2017

Really interesting article Cenk. This “Speedfactory” will certainly help Adidas to better serve the increasingly changing customer demands in a more quickly way, creating a differentiating competitive advantage in this age of fast fashion. On the other hand, I agree that it could build a cost advantage in terms of labor and handling lower inventories. Your concerns on the internal impact and the potential consequences at the customer level make a lot of sense, too.

Nevertheless, I wonder to know if this capital-intensive model would be profitably scalable. Considering that Adidas’ intention is to develop several Speedfactories in local markets, I am skeptical about the real savings this project could deliver to Adidas as a whole company (transportation costs and labor are typically much lower than this kind of technology).

My other concern is how Adidas will maximize the connectivity between these automated factories and the customers’ demand. While e commerce is a well developed distribution channel in the US, I am not so comfortable with this model to attend lower develop economies, such as Latin America and SE Asia, where internet and electronic payment methods have little penetration. Likewise, how Adidas will manage this issue with current distributors and retailers in a market where product trial and touch and feel is so important?

Case Study on Adidas

Adidas case study:.

Adidas is the great German international corporation which produces sportswear, sports equipment, shoes and bags. Today Adidas consists of a range of branches: Reebok, Y-3, Taylor-Made Golf, etc. The existence of the company began in the 1920 when the Dassler family decided to start producing shoes, generally sports shoes for sportsmen. Very soon Dassler shoes began well-known all over the world, but after the World War II after the death of their father Adi and Rudi Dassler decided to divide the company of the father and between them and called their new companies Adidas and Puma, which have become rivals since that time. In 1949 the emblem of Adidas with three parallel bars was introduced. After the death of Adolf Dassler the company was moving closer to its crisis gradually and at the beginning of the 1990-ies the profit of the company was very low.

Fortunately, due to the new trend of outsourcing (primarily, from Germany to China, Vietnam, Indonesia, etc.) the company managed to save much money on the cheap labour force and develop further. Today Adidas is one of the leaders in the production of sportswear and it takes an active part in the financing of the sports competitions of the world importance and is a sponsor or the best soccer teams and a great number of celebrities of the world of sports advertise Adidas’ production. Adidas is known to be connected with advertising and spends much money on it; no wonder the best sportsmen of the world advertise this brand. Nowadays, only the Nike Corporation produces more sportswear being the leader in this sector of the market.

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Adidas is the well-known corporation with the rich and dramatic history, so it is interesting to investigate the process of its development and success in strategic management. A well-composed Adidas case study should dwell on the problem which occurred in the corporation or with its production. A student should collect enough data for the research to get to know about the topic and to analyze it soberly. Valid reliable facts ensure the success of the case study, so student is supposed to take advantage only of the trustworthy sources. One should research the problem and find its cause and effect and provide the professor with the effective solutions.It is not always easy to cope with a case study, so a student should use the assistance of the Internet and the priorities it offers.

A free example case study on Adidas and Reebok merger is a good piece of advice for students who do not know about the ways of case study writing. A well-analyzed free sample case study on Adidas supply chain will teach a student the manner of writing, formatting and composition of the paper.

Adidas Case Study
Adidas – Case Study 2
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Case Study on Adidas and Reebok Merger
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Adidas Future Plan
Adidas Swot and Pestel Analysis

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Adidas Branding Strategy and Marketing Case Study

Analysis and examples of adidas’ identity, positioning, key messages, tone of voice, brand archetypes, customer benefits, competitors, and marketing content..

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Brand Overview

Business type.

Physical Products

https://adidas.com

Target Customer

Quality-Focused Athletic Wear Consumers

Primary Need ( Job To Be Done )

Use athletic clothing that emphasizes quality and performance

Brand Visual Identity & Content

Primary brand colors, brand typefaces, hero content.

Hero Content Type

Content features people, brand messaging, key messages, benefit or feature focus, tone of voice, brand archetypes.

( Learn More About Brand Archetypes )

Everyperson

Brand Positioning ( Elements of Value )

( Learn More About The Elements of Value )

Aspirational

Self-Actualization

Badge Value

Brand Benefits

Use sports clothing that has been proven and tested at the highest levels of competition

Classic, simple designs that can work for sports and casual settings

Self-actualization using the same brand that athletes at every level trust on a global level

Competition

Key competitors.

Nike , Under Armour, Lululemon, New Balance, Puma, Converse, Allbirds

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Adidas Case Study – Best Ideas for the Real Fans

The picture provides introductory information about Adidas.

In 2023, the German sportswear maker Adidas AG celebrates its 74rd anniversary. After all these years into the game, the brand is as popular as ever. Adidas constantly improves its designs, collaborating with celebrities like Beyonce, Kylie Jenner, and Pharrell Williams. A student can learn many helpful business lessons from the Adidas case study!

🤔 Adidas Facts
💡 Adidas Case Study Ideas
📈 Marketing Plan
☎️ Supply Chain
🦖 Sustainability Strategy
🤓 Crisis Management
📱 Social Media
👟 Adidas Vs. Nike
🎾 Adidas Vs. Reebok
🔥 35 Adidas Case Study Examples

🔗 References

🤔5 facts about adidas people don’t know.

The company was founded in 1924 by Adolf Dassler, a shoemaker’s son. However, the most recognized trademark with the three stripes was not Dassler’s original idea. He purchased it from the Finnish shoe brand for two whiskey bottles and €1600.
Adidas’s iconic sneakers “Stan Smith,” were initially named after Robert Haillet , the French tennis star. However, Stanely Smith was considered a better candidate to represent the tennis shoe model.
There was a park in Boston called “Adidas Park,” where nobody but people with Adidas Adidas brand clothes were allowed.
Adidas was the first to make a microchip for their sneakers to check the amount of calories athletes burn.
Michael Jordan, the world-famous basketball player, almost signed a deal with Adidas before going for the Nike shoe brand. Check out our Adidas research topics to learn more surprising facts about the company!

The picture explains the initial purpose of three stripes on Adidas shoes.

💡 Adidas Case Study – Ideas for Any Taste

Numerous external and internal factors influence Adidas’ financial performance. When doing an Adidas case study, a student can focus on the company’s marketing approach, supply chain , or CSR policy. Here’re some more ideas!

The history of Adidas company.
Corporate values and mission.
The role of Adidas’ executive board.
Key products and collaborations.
Manufacturing process.
Supply chain.
Strategic management.
The global presence and market influence.
Employment and internships at Adidas.
E-commerce and digital marketing.
Advertising campaigns.
Target customers.
Official sponsorship.
Key market competitors of Adidas.
Sustainability principles.
Adidas’ environmental initiatives.
Criticism of a company.
CSR policy.
Crisis management.
Adidas’ financial figures.

📈 Adidas Marketing Plan

Adidas uses marketing to build a bond with the audience Adidas interacts with its customers with the help of social media and ads. It creates a strong bond that makes the customers come back for new purchases. The brand works to create excitement around the world of sports on a personal level.
Adidas takes inspiration from the cities The company carefully determines which items sell better and in what specific areas. For example, in London, Adidas primarily focuses on selling soccer-related products. Meanwhile, the main product focus in New York is basketball or baseball.
Adidas collaborates with athletes Collaborating with professional athletes helps Adidas enhance its creativity in branding. Adidas’ partnerships also include major music and fashion artists to reach out to people who are not into sports. For example, When Adidas had a deal with Kanye West to create Yeezy footwear, it became one of the most popular footwear lines in the industry.

☎️ Adidas Supply Chain Case Study

Subcontractors,
Material providers,
Adidas’ Speedfactory Speedfactory is a factory where robots do most of the work. Products are assembled using 3D printing, which increases the efficiency of mass customization. Compared to the months it takes to make a sneaker using the traditional supply chain, Speedfactory completes production in a few days.
Adidas’ Click and Collect program To make the consumer experience easier, Adidas has created a multidimensional purchasing program—” Click and Collect “. It enables consumers to choose how they prefer to shop. For example, if the product a customer wants to order is available at the online shop, they can reserve it immediately and take it from any store.

The picture shows the supply chain process of Adidas footwear.

📘 Adidas Case Study Ethics

Adidas’ anti-discrimination policy Adidas Company believes all employees have the right to work in a safe and respectful environment with equal opportunities. The company has a Legal & Compliance department that investigates all reported violations of the company’s policy.
Adidas’ integrated management system policy for health and safety Adidas has created an integrated management system (IMS) approach to ensure all operations happen safely and healthily. This policy controls the performance of the whole organization, including all the brands and locations.
Adidas supporting the employees during COVID-19 When the pandemic hit, Adidas continued to pay workers during the shutdown period, including the migrant workers who could not return to their residences. Moreover, Adidas provided earlier cash and year bonuses to help workers meet their daily needs.
Adidas joining the fur-free initiative In 2021, Adidas announced joining the global Fur-Free Retailer program . Frank Henke, senior vice president of sustainability at Adidas, says that the number of their vegan products is growing. For example, the famous sneakers Stan Smith and Superstar are already available as vegan versions.

🦖 Adidas Sustainability Strategy

An overview of Adidas’ sustainability Consumers ranked Adidas as number 53 out of the 100 most sustainable brands . While the brand is already seen as sustainable, there is still room for improvement. For example, Adidas promises that by 2025, nine out of ten of its products will be sustainable.
Adidas sustainability targets Adidas applies the Three Loop Strategy when creating its products: sportswear is made from recycled materials, made to be remade, or made with renewable materials. By 2030, the company promises to reduce greenhouse gas emissions by 30%.
Adidas & Allbirds eco-collaboration In 2020, Adidas and Allbirds announced a collaborative project to find solutions for reducing the industry’s emissions. Two sports brands also wanted to show that competitors can work together. They collaborated to create a running shoe that clocks in at just 2.94kg CO2 per pair.
Kermit the Frog in Adidas’ latest sustainability campaign In 2021 Adidas released a 60-second commercial where Kermit talks about the danger of climate change. The loveable frog character says it’s not easy to be green. The campaign shows Adidas’ commitment to lowering its carbon footprint and using only 100% recycled polyester.

The picture lists the main sustainability strategies of Adidas.

🤓 Adidas Crisis Management

Adidas social media crisis In 2017, on the second day of the Annual Boston Marathon , Adidas sent an email to all the participants, saying: “Congrats, you survived the Boston Marathon.” It was a huge mistake, considering that Islamic terroristic actions occurred four years earlier near the marathon’s finish line. It took Adidas less than four hours to publicly apologize on social media.
Adidas handling its PR crisis In 2018, US prosecutors charged ten people, including Adidas’ director of global sports marketing, with bribery and fraud. When the scandal got public, Adidas’ share price dropped 2.5%. Soon Adidas responded via email, saying that the company is committed to ethical business practices and is ready to cooperate with the authorities.
Adidas losing out in China After the Coronavirus pandemic, statistics reveal that Chinese shoppers prefer their local brands to Western companies. As a result of the boycott, Adidas’ sales there fell 16% in the second quarter. For now, Adidas assumes that the company will soon see a steady recovery in China.

📱 Adidas Social Media Case Study

An overview of Adidas’ social media strategy The most striking feature of Adidas’ branding strategy is that it’s more than selling sportswear. It’s about pitching a lifestyle. Adidas’ catchy taglines are one of the most recognized slogans of modern brands. Another characteristic is that Adidas has powerful collaborations with athletes, singers, and designers.
Adidas’ campaign “She Breaks Barriers” This initiative began in 2019 from a social media post where Adidas asked athletes to share the challenges and barriers they face. Using the collected responses, they developed a campaign to address inequality for female athletes. The company’s goal is to give women in sports more visibility.
Adidas’ campaign “End Plastic Waste” In 2020, Adidas started a massive social media campaign with the message “End Plastic Waste.” This hashtag is in the top 10 hashtags used by Adidas on Instagram. Later Adidas made a documentary on its YouTube channel about its contributions to ending plastic waste.

The picture provides information about Yeezy Adidas sales in 2020.

👟 Adidas Vs. Nike Case Study

Ultraboost,
Adidas vs. Nike: the business model Adidas’ business focuses on creating innovative products to fulfill customers’ specific needs. For example, the company has unique speed models in its supply chain, which helps Adidas to respond quickly to consumers’ needs. On the other hand, the main focus of Nike has been building solid and promising networks and partnerships with celebrity athletes like Michael Jordan.
Adidas vs. Nike: marketing strategies Adidas opens its doors to all athletes and other consumers worldwide on its social media websites. The company has a “Calling All Creators” campaign to collect customers’ opinions and build new partnerships. In the case of Nike, the company heavily relies on its storytelling abilities. Their marketing campaigns are often built around telling real stories.

🎾 Adidas Vs. Reebok Case Study

Adidas vs. Reebok: brands’ history The story of Adidas begins in the 1900s in Bavaria, Germany when the founder Adolf Dassler started making running shoes for athletes. When Robert Louis Dreyfus became the new CEO, he bought the Reebok company in 2005. Reebok was founded in Bolton, United Kingdom, by Joseph William Foster in 1958. The company aimed at making innovative footwear but only became wide-known after Adidas AG finally bought it.
Adidas vs. Reebok: materials and manufacturing Adidas uses natural and synthetic materials for production. One of Adidas’s sustainable initiatives, “Made to be remade,” makes it possible to return worn-out shoes. Reebok has product lines made from plant-based materials, recycled plastic waste, and organic cotton. The company’s unique footwear technologies, like Reebok Pump, provide athletes with better traction.
Adidas vs. Reebok: pricing strategies Price is an essential element of the marketing mix of Adidas. The brand charges premium prices for its high-quality products. Adidas’ sportswear is aimed at high-end customers. On the opposite, Reebok has a very flexible pricing policy. When the company introduces any new product, they keep a low pricing strategy until customers’ demand rises.

🔥 Adidas Case Study – 35 Best Examples

Adidas Group’s financial statement analysis. This paper analyzes Adidas Group’s financial performance over the years and how it can be improved.
Adidas: new service development . The essay describes the five features of Adidas’ services and determines their impact on the company’s performance.
Adidas shoes: a situation analysis . This paper provides Adidas’ SWOT analysis and compares the company with its key competitors in the market.
Adidas company’s position and performance. This paper analyses Adidas’ products and the company’s value chain to reveal what changes should be made to increase the profit.
Marketing strategy of Adidas in the UAE . This essay is dedicated to Adidas’ marketing position in the United Arabic Emirates and how the company has won the citizens’ trust.
Adidas company’s vision, mission, and competition. This paper reflects on Adidas’ business vision and mission and how they have evolved.
The case of the Adidas and Nike sneakers market . This essay focuses on the strengths and weaknesses of the two top sneakers brands.
Sustainability in the Dutch sneakers industry: Adidas and Nike . This essay sample identifies consumer perception of the two competing brands and their effects on the companies’ CSR practices.
Nike and Adidas products: price and income elasticity . This paper reviews the income elasticity of Nike Company and Adidas Company.
Adidas: digital marketing analysis . This paper focuses on Adidas’ social media marketing and mobile marketing strategies.
The Nike Inc.: opportunities and challenges . The author of this essay explores the existing challenges in the sportswear industry with the example of Nike.
Nike: strategic operations management . This paper considers Nike’s operation strategies to satisfy customers’ demands in the market.
Nike Inc.’s financial and strategic analysis. This essay provides a SWOT analysis of Nike company, Adidas’ key competitor in the market.
Nike’s project failure with the supply chain system. In this essay, the author lists the main weaknesses of sports brands’ supply chains and how they can be fixed.
Nike Golf: company analysis and evaluation project . This essay analyzes one of Nike’s brands and its market presence.
Nike promotion and distribution strategy . This writing provides an overview of Nike’s promotion strategy and the company’s marketing tools.
Reebok company’s market environment. This paper analyzes the market environment and strategic position of Reebok company.
Puma company’s international business strategy. This paper focuses on Puma’s marketing strategies to maintain leadership in the international sportswear market.
Under Armour: company issues analysis . This essay analyses the business challenges Under Armour has faced in the sports shoe market.
Changing footwear industry: impact of online shopping . This paper investigates the macro-level changes that footwear retailers are undergoing in the era of online shopping’s increasing popularity.
Work conditions and labor practices at Adidas.
Adidas company’s human resource development policy.
SWOT analysis of Adidas company.
Analysis of Adidas’ promotion strategy.
Effects of globalization on Adidas company.
Adidas’ business code of ethics .
The role of marketing research at Adidas.
Adidas’ e-marketing and online presence.
Adidas company’s strategic management.
Adidas company’s social media marketing.
Global supply chain at Adidas company.
The analysis of Adidas’ current CSR report.
Comparison of Adidas’ and Nike’s product hierarchies.
The analysis of Adidas’ corporate culture.
Adidas company’s decision-making strategies.
What is supply chain management? | IBM
Adidas | History, Products, & Facts | Britannica
What Is the Executive Board of a Corporation? | Small Business – Chron.com
(PDF) Sourcing Practices of Adidas | Vasant Kothari – Academia.edu
adidas Sustainability | End Plastic Waste | adidas US
Recycling Basics | US EPA
SWOT Analysis: How To With Table and Example

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A Project Report on A COMPARATIVE MARKET STUDY: NIKE VS ADIDAS. Submitted By

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The following are some of the key highlights of our fraud prevention solution:

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The ISG Digital Case Study Awards evaluate the objectives, solutions and outcomes achieved through digital transformation projects. Technology and service providers worldwide submit case studies, which are independently validated by the enterprise client and reviewed by an expert ISG digital research review committee. Selections are based on a multi-dimensional assessment of the tangible impact of digital transformation on the client’s business and the uniqueness of the provider’s solution. “The events of the past year have accelerated the adoption of digital technologies and business models,” said Paul Reynolds, ISG partner and chief research officer. “Enhancing customer and user experience was the most prevalent objective across the enterprise-provider projects we examined, and the transformational role providers are playing was evidenced by the many innovative and impactful solutions they delivered.”

ISG (Information Services Group) (Nasdaq: III ) is a leading global technology research and advisory firm. A trusted business partner to more than 700 clients, including more than 75 of the world’s top 100 enterprises, ISG is committed to helping corporations, public sector organizations, and service and technology providers achieve operational excellence and faster growth. The firm specializes in digital transformation services, including automation, cloud and data analytics; sourcing advisory; managed governance and risk services; network carrier services; strategy and operations design; change management; market intelligence and technology research and analysis. Founded in 2006, and based in Stamford, Conn., ISG employs more than 1,300 digital-ready professionals operating in more than 20 countries — a global team known for its innovative thinking, market influence, deep industry and technology expertise, and world-class research and analytical capabilities based on the industry’s most comprehensive marketplace data. For more information, visit www.isg-one.com .

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Integration of Lean Six Sigma with Internet of Things (IoT) for productivity improvement: a case study of contactor manufacturing industry

CASE STUDIES
Published: 04 July 2023
Volume 14 , pages 1990–2018, ( 2023 )

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Santosh B. Rane 1 ,
Sandesh Wavhal 1 &
Prathamesh R. Potdar ORCID: orcid.org/0000-0001-8896-5322 2

495 Accesses

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In today's era of digitalization and competitive market environment, organizations are more focused on manufacturing quality products at optimum cost to capture maximum business as a variety of options are available to customers for purchasing goods and services. In this scenario, the latest technologies-based productivity improvement can help organizations to achieve set targets of production and ensure the quality of products. In this study, the contactor manufacturing industry has been considered to demonstrate integrated Lean Six Sigma with the Internet of Things (IoT) approach for productivity improvement. A systematic literature survey was performed to understand the concept of Lean Six Sigma (LSS), Define Measure Analysis Improve Control approach and IoT technology. The implementation of the LSS approach reduced the rejection rate of contactors and saved the total production cost (Rs. 51,88,260/-) annually. The annual consumption of grinding wheels has been reduced by 8 quantities to produce the same quantity of contactors. The surface quality of magnets has been identified as a root cause for contactor rejections as it contributes 53.4% of total rejections. The improvement measures are recommended based on the expert's suggestions as grinding wheel dressing must be performed after the completion of a batch of 20,000 parts. The condition monitoring and IoT approach implementation are done by monitoring grinding speed (650–950 RPM), grinding wheel thickness reduction by 0.4–0.6 mm after dressing and dressing of grinding wheel after completion of 20,000 for reducing rejections. This study concluded that industries should implement the Lean Six Sigma approach with the latest technologies and appropriate tools at each stage to set processes to world-class standards and industries should identify opportunities for process and product improvement.

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Rane, S.B., Wavhal, S. & Potdar, P.R. Integration of Lean Six Sigma with Internet of Things (IoT) for productivity improvement: a case study of contactor manufacturing industry. Int J Syst Assur Eng Manag 14 , 1990–2018 (2023). https://doi.org/10.1007/s13198-023-01980-7

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Received : 03 May 2022

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Published : 04 July 2023

Issue Date : October 2023

DOI : https://doi.org/10.1007/s13198-023-01980-7

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How data modernization can benefit advisors and clients

Creating a modern data architecture has enabled a wealth manager to provide a consistent digital experience. Learn more in this case study.

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The better the question

How can modernizing data architecture drive customer satisfaction?

Advisors need to have data and insights at their fingertips to provide personalized services to clients.

A US-based global wealth management firm was facing a seemingly insurmountable challenge. If its advisors could use real-time portfolio updates to offer their customers products and services that were precisely tailored to their needs, it would transform the business — but this wasn’t possible with their current IT set-up. At the root of the problem was the accuracy, consistency, timeliness and accessibility of data.

Like every wealth management company, the firm has several key applications — covering financial planning, trading, reconciliation, reporting, custody and CRM, among other capabilities — that have been built on a range of platforms or acquired from third-party vendors over a number of years. As a result, these legacy systems often connect and communicate poorly with each other, and with new products and platforms. This makes the firms’s advisors less productive.

“This is an industry-wide problem,” says Sourav Moitra, FSO Consulting Wealth and Asset Management Managing Director, Ernst and Young LLP. “There is no consistency in the data, and the ultimate impact on the client is a poor experience where they can’t even get a straight answer from their advisor about how much their portfolio is worth.”

Moitra explains that an advisor at the wealth management company will frequently find themselves having to enter the same data multiple times in different applications, which is laborious and frustrating. And, because data processing and communications between platforms are slow, they don’t enable advisors to see and act on the latest data in real time. For example, a customer’s net worth may vary depending on which platform the advisor is using, as some will update more quickly than others. And when an account is created for a new customer, the advisor typically can’t see it until the following day. This is frustrating for both parties.

As a result of these data-related issues, the wealth manager was losing advisors — and in turn, those advisors’ clients and their associated assets under management. Moreover, it couldn’t be as nimble as competitors in offering clients improved products or services. The company knew that it urgently needed to modernize its data integration architecture to be agile; however, its inflexible architecture was expensive to upgrade and time-consuming to modernize.

The better the answer

Building a data platform for the future

Creating a standardized data structure is the first step in a larger digital transformation.

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Technology-enabled transformation

We help you effectively harness the power of technology to simplify, rationalize and centralize your firm’s operations, clearing the way to improve efficiency and extend product capabilities to attract new investments.

EY teams collaborated with the wealth management company on a solution that would provide a consistent user experience across multiple platforms and help enable advisors to leverage data in near real time. EY teams worked with the client’s technology team, led by the CIO and the head of architecture, to co-innovate solutions and build a data integration platform.

They began by addressing particular use cases. One of the most important was around customer account data, which didn’t update immediately because it was batch-based. The team built an event-driven architecture to help ensure account updates are reflected across applications in near real time, giving advisors confidence that any data they are viewing is now up to date. That means they can offer robust, up-to-the-minute advice and recommend product options that fit customers’ immediate needs.

Another key issue was the difficulty in getting different data platforms to communicate with each other. To address this problem, the team created an interoperability layer based on a canonical data model that aligns with a defined data taxonomy. This essentially means that any data flows, from whatever source and in whatever format, can be incorporated seamlessly without any disruption to operations, improving data quality and consistency. Again, this helps advisors provide timely and authoritative information and insights to customers — something that is essential for wealth management firms, helping to grow the business and retain advisors and their clients.

The EY team’s financial services knowledge was crucial in addressing these issues, as the teams carrying out the work had an in-depth understanding of the specific business needs the technology had to solve in the areas of data architecture and data flows, and the way these impact the experience of both advisors and customers.

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Increasing the speed of transformation

The data modernization will help the client achieve further digital transformation more quickly and easily.

EY Nexus for Wealth and Asset Management

A platform to help wealth and asset managers harness data and technology to generate client- centric advice. Learn more.

Speed to market is essential in the highly competitive financial services sector; the first two phases of the project were completed in just nine months and the upgraded data architecture now enables the wealth manager to provide a seamless digital experience for advisors and customers alike, increasing their satisfaction with the organization. EY teams and the wealth management company are now working to define a larger scope of work that will expand on the components already built — and, crucially, form a scalable foundation that will make it easier and faster to innovate in the future, reducing complexity and risk.

As a result of innovations that EY teams developed with the client, its data architecture has become more agile and efficient, with a standardized data infrastructure in place. This has wider benefits for the wealth manager, which has an ambition to become a more product-oriented organization. The existing architecture did not support the accelerated development of new products, but the new data architecture will provide that much-needed agility.

“For any client, we want to help accelerate the time for implementation and transformation and reduce the cost,” says Moitra. “The solution we have built with this client tends to reduce the cost of overall transformation — and it is just the beginning; the components leveraged in this solution are part of a new business transformation platform we are developing, called EY Nexus for Wealth and Asset Management.”

Transforming financial services

EY Nexus is a business transformation platform that accelerates innovation and powers frictionless customer experiences.

Gurdeep Batra

Strategist. Transformation leader. Technologist. Innovator. Entrepreneur. Diversity, equity, and inclusion advocate. Husband. Father. Volunteer.

Sandeep Kumar

Deep experience in technology strategy, wealth platforms, and accelerating business growth. Supports business transformation and improves operational efficiencies.

Sourav Moitra

Passionate about new technologies, innovation, and creativity. Two decades of experience working with asset and wealth managers. Loves to travel. Passion for the outdoors and adventures with his dogs.