Analysis Of Adidas'S Secret Weapon To Attack North America

According to the world clothing shoes and hats net, by the end of 2014, Nike Three place Designer Adidas has caused quite a stir. With the design of the "big three" covering the core products of three major fields, such as running, leisure life and football, the old owners sent three people to court and accused them of stealing commercial secrets and violating the competition agreement. Soon after, the case ended in reconciliation.

But recently, the Mark Miner, Marc Dolce and Denis Dekovic three main roles of job hopping again appeared. cover Adidas The three people who have been entrusted with heavy responsibilities have opened their creative studio in Broolyn, New York. The German brand is called "creative farm". They hope to get more inspiration and help create brand and creativity in this trend.

In July 19th, Adidas first disclosed the internal environment of this secret studio.

The creative farm is located in Broolyn's green dot (Greenpoint). It looks like a humble warehouse, even across the street, even a stone supplier. In such a very secretive position, the German brand employs 19 full-time employees, and there is also a rotation team of 10 people. Designers from all over the world are constantly changing to carry out creative work, including basketball, running and women.

From Nike job hopping Adidas creative director Marc Dolce, described the work of these designers, "they are creating culture."

It is reported that the studio is divided into two regions, namely the designer's common working area and creative laboratory. The latter is equipped with a lot of high-tech machinery and materials, which can realize the idea of "sky and sky" by designers, and create all kinds of ideal sneakers or costumes. Studio manager Michael Nash calls it the "designer's Disneyland".

As Adidas's global creative director, Paul Gaudio lives in North American headquarters in Portland, and is also the main person in charge of Broolyn studio. He told the US business media Business Journal that the creative farm with many manufacturing machinery and products is a brand's "down-to-earth" attempt. Designers can get more insights here, so as to help them design products that are linked to consumer emotional needs, "because brands want the reality of the soil and output, which is a place where hands can get dirty."

Although Adidas set up Broolyn studio's goal is to find creative design, but Paul Gaudio said that the group did not put forward clear work targets and market output requirements. "More is exploration," says Paul Gaudio. "Getting progress in the process is the end, not the obsession with results." The global creative director also revealed that studios are exploring innovation in basketball products. In recent months, this category has seen a sharp slowdown in performance in the whole industry, becoming one of Broolyn's most concerned opportunities.

It is worth noting that the studio also provides internship opportunities for some young people in the local community, including Nigel, a 17 year old intern. As we all know, Broolyn is the most fashionable, novelty and young people in New York, and it can represent the trend of the North American market. It was interesting that Adidas noticed Nigel on the social platform Instagram and invited him to a studio internship. Obviously, German brands want to hear the most realistic ideas of the younger generation.

In fact, Broolyn farm is the product of Adidas's emergence in the decline of the North American market. In the fourth quarter of 2014, Adidas had a loss of up to 140 million euros. It was the first time in the North American market that Under Armour had dropped to third, and the gap with Nike has widen.

At that time, Adidas global brand officer Eric Liedtke said, "we should make up for the shortage of the US market from the perspective of product design." Following closely behind, Adidas has been digging up three senior designers of rival Nike to pave the way for the opening of Broolyn design studio and move the headquarters of digital sports equipment from Germany to Portland, the United States. Behind a series of practices, Adidas hopes to improve North America's market share by improving product design.

Until this year, Adidas has surged forward in North America. YAHOO financial May footwear market data showed that the share of German brands in the American sports shoes market jumped from 6.3% last year to 11.3%, pushing the Jordan brand to 11.8%. By contrast, Nike's market share is still in the lead, but it has been on a downward trend, from 35.9% last year to 34.7%. In the first quarter of 2017, Adidas's sales in the North American market increased by 31%.

Adidas North American president Mark King has brought the brand back to North America second, attributable to its correct prediction of market trends and meeting the needs and aspirations of consumers. With the fashion craze, the German brand has not only succeeded in frying hot Stan Smith and SuperStar series, but also grabbed the shoes tide brand Yeezy from Nike, and Ultra Boost series has also become the new favorite of young consumers.

"We insisted two years ago that the only way to keep pace with social and market trends is to listen to consumers. Many companies are talking about this, and in fact we are doing that," Mark King said in May.

The opening of Broolyn studio is actually a continuation of product strategy in the past two years. It is also an important part of Adidas's strategy in 2020. It is considered to be a "secret weapon" for German brands to continue to attack North America and even the global market. Paul Gaudio, global creative director, said there might be more and more creative farms in the future. This will become a place for brand designers.

Although Adidas does not set production targets for Broolyn studios, in this sports consumer market, where products and data are spoken, people expect the German brand not only to attach importance to the exploration process, but also to reveal the fruits of the creative farm as soon as possible.

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