Two years later, Adi began his long and fruitful tradition of naming one of his shoes after the Olympic Games. The shoe was introduced at the 1956 Olympic Games in Melbourne. The games were held this year in this town of Au stralian and the shoe was the first to offer several studs. Adi`s son, Horst, took over the promotion with a marketing strategy recognized abroad. He simply gave the shoes to the Olympic athletes who wore them for a global audience. Athletes who wore Adid as shoes won 72 medals this year and set 33 records. After that, adidas pulled off another major marketing stunt by signing deals to supply shoes to entire sports teams, an agreement that provided for adidas equipment to be worn by many of the world`s greatest athletes on both sides of the Iron Curtain. Other shoe and sporting goods manufacturers eventually followed the company`s lead, and efforts to provide these top athletes with free equipment became very competitive. After 15 years at the helm of adidas, Herbert Hainer passed the baton to Kasper Rorsted in October 2016.

Kasper joined the adidas Group from the Leader Henkel consumer goods group and embarked on a phase of business transformation to drive success in the digital age. At this event, adidas decided to launch its new logo, the Trefoil. The logo was designed to appear distinctly on clothing and was used as a symbol of performance apparel before later becoming the badge of adidas Originals, the company`s lifestyle brand. Adi Dassler died shortly after introducing his revolutionary football boot in 1978. He had run the company and his predecessor for about 60 rupees yes and integrated it into the unbridled giant of the global footwear industry. His death marks the end of an era in the company. In fact, adidas suffered a series of defeats in the late 1970s and 1980s that significantly diminished its role in the global sports shoe industry. The loss of the company`s dominance was not only due to the death of Dassler, ho wever. In fact, after his death, the athletic shoe industry became intense competition, largely due to aggressive American entrepreneurs. The growing competition actually began after the 1972 Olympics in Munich, when a host of companies decided to embark on lucrative e-commerce. After having the industry largely to themselves for years, adidas and Puma were suddenly attacked by shoe manufacturers around the world. When they separated, Rudi and Adi agreed that none of them could use the Dassler brand name on their shoes.

Rudi called his new Compan y and his shoes Ruda, while Adi called his Addas. Soon after, Adi changed the name to adidas (accent on the last syllable) and Rudi changed the name of his shoes to Puma on the advice of an advertising agency. Adi changed the brand of the Dassler family with two stripes by adding a third. It also adopted the slogan “The best for the athlete” as part of its marketing campaign. Rudi chose as his logo a cat pa w in motion. In the late 60s, adidas decided to expand its production line to include clothing. Tracksuits were not a new concept for athletes, but in 1967, adidas launched a suit made of new lightweight synthetic fibers and with elegant fashion details: the 3 stripes were borrowed from adidas shoes and engraved on the arms and legs. The adidas Group strives to be a global leader in the sporting goods industry with sports brands based on a passion for sports and sporadic lifestyle.

We are consumer-oriented. This means that we continuously improve the quality, appearance, feel and image of our products and organizational sanitation structures to meet and exceed consumer expectations and provide them with the highest value. We are innovation and design leaders who want to help athletes of all skill levels achieve excellence with every product we bring to market. We are a socially and environmentally responsible, creative and financially rewarding global organization for our employees and shareholders. We are committed to continuously strengthening our brands and products to improve our competitive position and financial performance. Despite strong growth rates in 1998, adidas-Salomon was not without its challenges. Salomon`s integration turned out to be longer and more difficult than expected, and the company`s share price fell 24% during the year.