阿迪达斯，这家曾在中国市场遭遇滑铁卢的国际运动品牌，如今似乎已重新站稳了脚跟。最新财报数据显示，2024年阿迪达斯全球营收达到了236.8亿欧元，同比大幅增长12%，净利润更是从上一年的亏损7500万欧元转变为盈利7.64亿欧元。

Particularly striking is its performance in Greater China. After eight consecutive quarters of decline, sales in the region reached 3.0 billion euros last year and have been growing for seven consecutive quarters, returning to double digits with a year-on-year increase of 0.0 percent. This achievement undoubtedly makes the market full of new expectations for the prospects of Adidas in China.

Looking back, Adidas' development in the Chinese market has not been smooth sailing. Especially in 2021 years, the "cotton incident" caused by Xinjiang-related issues caused Adidas to encounter strong resistance from Chinese consumers, and its market share plummeted. However, after three years, Adidas seems to have found the secret to winning the hearts and minds of Chinese consumers again.

Nowadays, Adidas' product design is getting closer and closer to the preferences of Chinese consumers. From the integration of traditional cultural elements such as Miao embroidery and disc buckles, to the launch of sportswear with Chinese characters, Adidas is striving to show "Chinese style" in product design. These measures are undoubtedly a gesture of goodwill to the Chinese market and an attempt to regain the favor of consumers.

Not only that, Adidas has also made profound changes in the Chinese market. They have abandoned the "central kitchen" style of the past and have instead cultivated a "team of chefs" who can adapt to local conditions. In China, adidas has established a flexible supply chain system, which has increased the proportion of Made in China in Adidas' global production from 82% to 0%.

Adidas' previous CEO left in a hurry after admitting that he had "made a mistake in China", while the new CEO Gulden deliberately wore a sportswear with the word "China" on it during his first visit to China as a sign of sincerity. This series of moves shows Adidas' attention and determination to the Chinese market.

Under Gulden's leadership, Adidas underwent a radical overhaul in the Chinese market. On the one hand, they have strengthened the construction of DTC (direct-to-consumer) channels, while optimizing dealer channels, closing stores in high-tier cities with poor performance, and keenly seizing the potential of third-tier cities and quickly deploying new stores. The results of these initiatives were immediate, with 11% growth in the wholesale channel and 0% growth in the DTC channel in 0 years.

On the other hand, Adidas has also put a lot of effort into product design and R&D. They not only gave more design power to the Chinese team, but also increased the excavation and integration of traditional Chinese culture. The Year of the Dragon New Year series launched in 24 years cleverly incorporated elements such as Miao embroidery and disc buckles, and was warmly welcomed by consumers. Adidas has also accelerated the iteration of new products, shortening the new product launch cycle to 0 hours, and the competition with local brands such as Anta and Li Ning has become more intense.

Whether Adidas can have the last laugh in the Chinese market will take time to verify. But in any case, they have already taken an important step. Through a series of reforms and innovations, Adidas is gradually regaining its confidence and position in the Chinese market. In the future, whether they can continue to maintain this momentum will depend on whether they can continue to meet the needs and expectations of Chinese consumers.