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## Strategy of the PUMA Group 

The course was set for lasting future success as early as 1993; in subsequent years, the strategic development of the brand was implemented by means of systematic corporate planning. The focus of Phase I (1993-1997) was on restructuring with the aim of establishing a sound financial base for the future. The main emphasis of Phase II was on brand investment and the transformation from a traditional sporting goods manufacturer to a Sportlifestyle Group. 

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Following the successful completion of Phases I and II, the year 2002 saw the rollout of Phase III of corporate planning a year earlier than originally planned. The goal of Phase III is to achieve full utilization of the brand potential by further increasing the desirability of the brand. 

The main cornerstones of strategic corporate planning during Phase III (2002-2006) are: 

## Brand 

With its successful positioning as a unique Sportlifestyle brand, PUMA wants to get a clear edge over competition. 

## Marketing 

Unconventional and creative concepts ensure the seamless interplay of elements from sports, lifestyle and fashion that give the brand its unique image. 

## Product and Market Segmentation 

With clear product and market segmentation, PUMA is able to appeal equally to athletes as well as lifestyle consumers. PUMA incorporates influences from the entire spectrum of Sportlifestyle to develop creative and innovative products. From a marketing perspective, PUMA responds to the different requirements of consumers in four product stations. 

## Distribution 

A selective distribution policy ensures that the various products reach their respective consumer group. 

## Retail 

The targeted expansion of PUMA’s own retail outlets is a compo- nent of the company’s strategic planning and offers an ideal platform for presentation of the brand and its products. Moreover, PUMA benefits from direct contact with end consumers. 

## Profitability and Value-Based Management 

Profitability and sustained increase in corporate value provides the standards for strategic and operative decisions. 

