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strategY
We have made it our mission to become the most
desirable and most sustainable Sport Lifestyle
company in the world.
pUMa BUsiness and sUstainaBility RepoRt 2012
We are pursuing this goal with our unique
“Joy” market positioning. As a brand for
the young and young-at-heart, PUMA is
innovative, dynamic, daring, rebellious,
future-oriented and equally inspires the
worlds of sport and lifestyle.
The Group is continuing to pursue the longterm
“Back on the Attack” growth plan, but
is directly focusing on the following three
priorities:
Implementing a comprehensive costreduction
program to ensure profitability
over the short term.
Consistently developing innovative
product and marketing campaigns to
hone the brand profile and to continually
increase product and brand desirability.
Focused ongoing development of the
corporate transformation to optimize
the business model as a robust basis for
long-term, profitable growth.
ManageMent RepoRt
The Managing Directors and the Administrative
Board at PUMA SE proactively began
to impose and implement a comprehensive
cost-reduction program at the start of the
second semester,. The core elements of the
transformation and cost-reduction program
are:
the implementation of a new regional
business model in europe: Reducing
complexity by combining 23 countries
into seven country groups (Areas)
and establishing a strong regional
management to realize additional
synergies are at the center of the new
regional business model. Each country
grouping consists of a management team
that is responsible for the strategy and
result for the area. In the new business
model, respective countries within
the grouping focus primarily on sales
and sales-related functions such as
merchandising and marketing, while the
Areas and Regions take over the backoffice
activities. The seven Areas are:
DACH (Germany, Austria, Switzerland),
IBERIA (Spain, Portugal), UKIB (Belgium,
Great Britain, Ireland, Luxembourg, the
Netherlands), SCANDINAVIA (Denmark,
Finland, Norway, Sweden), EASTERN
EUROPE (Estonia, Latvia, Lithuania,
Poland, Slovakia, Czech Republic,
Hungary), FRANCE and ITALY.
warehouse consolidation in europe: In
accordance with simplifying the country
structure by introducing a new regional
business model, the warehouses in
Europe will also be combined. The
long-term goal is to service the
respective countries from transnational
warehouses. Consolidating warehouses
should optimize not only inventories and
their turnover ratios but also product
availability and logistics costs.
closing unprofitable businesses:
Another part of the cost reduction program
entails closing approx. 90 stores.
The focus here is primarily on closing
unprofitable stores in established markets.
In 2013 PUMA will continues to
open new stores in selected, profitable
locations, primarily in emerging markets.
PUMA anticipates that 540 stores
will be in operation by the end of 2013,
compared with around 590 stores at the
end of 2012.
reducing the number of articles: To
further reduce portfolio complexity,
PUMA has set its sights on reducing the
number of articles by 30% by the end
of 2015. Scaling down the collection is
accompanied by an intensified focus on
core businesses in the areas of team
sports, running/training/fitness, golf,
fundamentals, motorsports and lifestyle
as well as streamlining local and
regional collections. The first significant
improvements will already be realized
with the 2013 spring/summer collection.
Focus on sponsoring: Along with reducing
the product collection, PUMA is aiming
to focus on its sponsoring activities.
With a view to the core business mentioned
above, existing collaborations will
be further reviewed and streamlined.