Under Armour. The Kering Group. Clothing and apparel market in Europe. Global footwear market. Apparel and footwear consumer behavior in the U. Go to report. Research expert covering shopping behavior, sports and leisure retail, and the subscriptions and direct selling industry. Contact Get in touch with us. We are happy to help.
Vianny Gutierrez-Cruz. Sales Manager — Contact United States. Ziyan Zhang. Customer Relations — Contact Asia. Kisara Mizuno. Customer Success Manager — Contact Asia. Lodovica Biagi. Director of Operations — Contact Europe. Interim target date Yes. Interim target date. Commitment to a traceable supply chain. Commitment details Downstream company - traces to First Importer - no compliance check.
Downstream company - traces to First Importer - no compliance check. The mapping has included Tier 2 embellishers, packaging, and key materials suppliers for our footwear, apparel and accessories products. We have also mapped the general material flows, by country, for Tier 3 raw material sources with a specific focus on natural materials cotton, leather and rubber which are supplied from farms or plantations.
Commitment applies to all regions, suppliers and operation Yes. Target date No target date. Interim target date No. Social Considerations. Labour rights in the supply chain Yes. Labour rights in the supply chain. We do this by striving to operate responsibly along the entire value chain; by safeguarding the rights of our own employees and those of the workers who manufacture our products through our Labor Rights Charter and 'Workplace Standards'; and by applying our influence to affect change wherever human rights issues are linked to our business activities.
Open source document Open source document Open source document. Inclusion of small-scale farmers No. Gender equality in the supply chain Equality and Inclusion of women in the supply chain.
Gender equality in the supply chain. Commitment to remediation No. Reporting and Implementation. Reporting against commitments. Commitment to protect priority forests No. Commitment to a traceable supply chain No.
Reporting is independently verified. Deforestation cut off date No. Collaborative actions No. Risk assessments for forest risk No. Operations assessed to comply with law No.
Accessible grievance mechanism Yes. Accessible grievance mechanism. Details of the mechanism: Social; Environmental What is the nature of the grievance mechanism used by the company own mechanism, that of external company, internationally recognised mechanism, focused on social issues, focused on environmental issues, etc.
Report volumes of commodity No reporting. Downstream: Publishing supplier lists Yes report direct suppliers. Downstream: Publishing supplier lists.
Does the company disclose location of suppliers' production areas or primary processing sites? Adidas provide a global factory list of primary suppliers, subcontractors and licensees, with names and detailed locations. Downstream: Monitor compliance in supply chain No. Downstream: Engagement with non-compliant suppliers No engagement or exclusion. Downstream: Disclosure of non-compliant suppliers No disclosure. Commitment details No commitment. Through premium experiences and the human connection with our teams and communities we aim to build brand loyalty and increase consumer lifetime value.
In , we focused on ensuring a profitable business through optimizing the store fleet, accelerating digital tools and creating a premium consumer experience. We increased the number of flagship stores and brand centers with a clear focus on digitalization, personalization, and a seamless consumer experience across all touchpoints.
At the other end of the scale, we solidified our foundation to shift our factory outlet business from a clearance-focused channel to a commercial engine driving the profitability of the fleet that also showcases our product and brand storytelling. We made important investments to sharpen the top of the pyramid of our store fleet and strengthen our retail presence in key cities across our markets. In Europe, for example, we extended our flagship fleet by reopening the first-ever adidas Originals flagship store in Berlin and opening a new adidas Originals flagship store on Carnaby Street in London.
Our renewed flagship store in Berlin is equipped with a design concept that promotes the store as the go-to destination for sought-after fashion collections and hyperlocal product launches. With the adidas Originals flagship store on Carnaby Street in London, we opened the first-ever gender-neutral store, which will house exclusive product, act as a community space and continue to showcase our strong focus on creating a more sustainable future.
In , the majority of consumers shopped sporting goods in a multi-brand wholesale environment. Wholesale is an important channel for our brand to reach consumers, authenticate and grow key categories for our business. Our main objective in wholesale is to win market share in critical consumer touchpoints on- and offline, especially in key trade zones and high streets. To do so, we identified our most important multi-brand and franchise customers and involved them in range and product development.
Through leveraging our strong cross-functional partnerships with key wholesale partners in sales and activation, we see considerable success in landing our products, services, and stories. This is critical to ensure a holistic consumer journey.
We continued our focus on and investments into digital capabilities to team up with our accounts to win online together. Our Partner Program platform brings us one step closer to where the consumer shops by providing strategic partners with unprecedented access to our products by connecting our systems to their digital platforms so they can gain access to our inventory.
Furthermore, our investments into digital capabilities have allowed us to deliver an enhanced and consistent shopping experience in digital wholesale by making our product images and descriptions flow seamlessly into their systems to power their website and app experiences. We have additionally invested into digitalizing our sales processes. Starting in , we will continue to roll out our digital commerce tools to North America and Asia-Pacific to harmonize processes and drive efficiencies while offering a complete service model.
A key ratio in retail business describing the number of buying customers compared to those who entered the store without buying something; i. Creators Club is a membership program that helps us deepen the relationship with our consumers. Linking all adidas apps, events, communities and channels into one single profile, the program rewards members with points for interacting with the brand, e.
Depending on the number of points, exclusive benefits are unlocked, including access to hype sneaker and apparel drops or invitations to special events. Close We use cookies to improve your experience on our site. Topics filter. Impact of the coronavirus pandemic The global outbreak of the coronavirus in led to a significant number of temporary store closures — both own and partner-operated — and a pronounced traffic reduction within the remaining store fleet, with a corresponding negative impact on our sales development.
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