Strategic Audit of ADIDAS

A. Strategic alternatives of Adidas

B. Recommended Strategy of Adidas

This is the format to use:

and problems? 2. Should the mission and objectives be changed? If so, how? 3. If they are changed, what will be the effects on the firm? VI. Strategic Alternatives and Recommended Strategy A. Strategic Alternatives (See the TOWS Matrix, Figure 6-3, p. 230) 1. Can the current or revised objectives be met through more careful implementation of those strategies presently in use (for example, fine-tuning the strategies)? 2. What are the major feasible alternative strategies available to the corporation? What are the pros and cons of each? Can corporate scenarios be developed and agreed on? (Al- ternatives must fit the natural physical environment, societal environment, industry, and corporation for the next three to five years.) a. Consider stability, growth, and retrenchment as corporate strategies. b. Consider cost leadership and differentiation as business strategies. c. Consider any functional strategic alternatives that might be needed for reinforcement of an important corporate or business strategic alternative, B. Recommended Strategy 1. Specify which of the strategic alternatives you are recommending for the corporate, business, and functional levels of the corporation. Do you recommend different busi- ness or functional strategies for different units of the corporation? 2. Justify your recommendation in terms of its ability to resolve both long- and short-term problems and effectively deal with the strategic factors. 3. What policies should be developed or revised to guide effective implementation? 4. What is the impact of your recommended strategy on the company's core and distine- tive competencies? VII. Implementation