@incollection{SchmidDauthKotullaetal.2018,
  author    = {Stefan Schmid and Tobias Dauth and Thomas Kotulla and Philipp Lending},
  title     = {Adidas and Reebok: Is acquiring easier than integrating?},
  series = {Internationalization of business: Cases on strategy formulation and implementation},
  publisher = {Springer},
  isbn      = {978-3-319-74088-1},
  doi       = {10.1007/978-3-319-74089-8\_2},
  year      = {2018},
  abstract  = {At the beginning of 2006, one of the biggest takeovers in the sporting goods industry took place: the leading German sporting goods company Adidas acquired its U.S. competitor Reebok. Building on an analysis of the sporting goods industry and the characteristics of Adidas and Reebok, the present case study explores the complexities of the cross-border acquisition. It outlines not only the motives and risks associated with the acquisition but also some major consequences for Adidas’ and Reebok’s strategy, structure and culture. In particular, the case study examines the brand positioning of Adidas and Reebok before and after the acquisition as well as the related challenges. Furthermore, it analyses the integration of Reebok into the Adidas Group between 2007 and 2017, especially in the context of increasing levels of competition, such as competition by industry rivals Nike and Under Armour.},
  language  = {en}
}