When considering the sporting goods industry one must consider that it is an industry which contains several other niche markets because the area of sporting goods can branch anywhere from hockey sticks to tennis balls. Due to the fact that it is a consolidated industry, the industry has matured in its life cycle and now manufacturers strive to make themselves different. The few large corporations that dominate this industry are now able to integrate forward thereby enhancing their market share. This strategy was used to Nike’s advantage when considering one niche the golf industry. At first the corporation entered this particular area by producing such accessories as golfing shirts, hats etc. Recently they have begun to mass produce their own line of clubs. The sporting goods industry is dominated by a few main companies for the most part, this again sways the power toward the seller’s side since consumers much purchase these few corporations products if they choose to compete with supplying the final consumer with the products they need. What particularly makes the power of suppliers so large is that there are no readily available substitutes. If a sporting go

Corporations constantly try to better themselves in this industry. They strive to provide a lighter shoe, a stronger hockey stick or the golf club with the longest distance. Serious consumers want the best for all of their sporting goods needs; this is why these corporations spend millions of dollars each year developing newer stronger more efficient materials in order to be known as the industry leader. Strategy and adaptation are necessities in remaining competitive in the market. Adidas a premiere athletic footwear manufacturer concentrated less on their development programs throughout the 1980’s and suffered extensively for it. There overall share in the athletic footwear dropped from 70% in the 1980’s to a mere 4% in 1992. That is close to an 1800% loss in market share a percentage that is not easily remedied. Along with the lack of research and development Adidas downfall can also be attributed to the strengthening of rival companies Nike and Reebok’s huge emergence in the late 1980’s courtesy of Paul Fireman’s growth strategy. The industry is also in the mature stage of growth meaning that these companies are fighting for the same group of customers or market share. There are not many new consumers but solely the same consumers looking for the best most innovative product with a reasonable price. The rivalry amongst this industry is furthered by the major company’s ability to stay at the same level as their competition while introducing new products that your rivals must match. The basic issue is staying ahead of the trend, making research and development a very important factor for the sporting goods industry. The rivalry existing in this industry is considered to be high mainly due to the idea of innovation that companies rivals must match, exceed or in turn lose market share.

ods store wishes to hold a certain market share then they must supply the individual shopper with the products they are looking for which most of the time are the top of the line products that the professionals are currently using. For example if Montreal Canadians goaltender Jose Th

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