Table of Contents
Sections | | Pages | Ⅰ. | Introduction | 3 | Ⅱ. | Suitability Evaluation | | | 1. Strategic Position | 3 | | 1.1 Competitive characteristic | 3 | | 1.11 Five Forces Framework | 3 | | 1.2 Strategic capabilities | 5 | | 1.21 Dynamic Capabilities | 5 | | 1.22 VRIN | 5 | | 1.3 Vertical Integration | 6 | | 2. Strategic options | 7 | | 2.1 Market development | 7 | | 2.11 Market Driver | 7 | | 2.12 Competitive drivers | 8 | | 2.13 Cost drivers | 8 | | 2.2 Product development | 8 | | 2.21 Product innovation | 8 | | 2.22 E-Business development | 9 | | 3. Method | 10 | | 3.1 Merger | 10 | | 3.11 Motivation | 11 | | 3.12 …show more content…
R stands for rarity which means the resource must be rare in this sense. With the integration of e-business and supply chain, Adidas AG gained the biggest competitive advantage among the sport- goods industries.
I stands for inimitability which means difficult to imitate. Adidas AG should always keep products innovation in sports goods industry. As Figure 3 below shows, in aspect of change, Adidas AG needs to guarantee a core technology of production which can not be plagiarized easily by the other sport-goods manufacturers in order to keep ahead of sport-goods industry.
Source: Johnson et al (2011)
Figure 2: Criteria for Inimitability of Strategic Capabilities
N stands for non-substitutability: Different types of substitutes for resources that cannot have a copy. In terms of cooperative strategy, Adidas AG has formed its unique style of functional shoes with high technological