Marketing Systems Analysis of Puma Sport Shoe: A Comprehensive Report

This report provides a comprehensive analysis of the marketing system of Puma sport shoes. It examines the various elements of the marketing system, including network, organizing principles, and assortments. The report highlights the stakeholders involved in the production and distribution of Puma footwear, from raw material suppliers to consumers, and analyzes the relationships between them. It focuses on the Puma administrative board sustainability committee and its role in ensuring ethical practices. The report also explores the impact of Puma's marketing strategies on communities, particularly in Germany, and the benefits of specialization and innovation. The analysis includes the use of a social matrix framework to understand the dynamics within the Puma marketing system. The report concludes by assessing the overall impact of Puma's marketing system on its stakeholders and the environment.

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Marketing systems
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Marketing systems
Puma sports shoe
I bought an athlete sport shoe, a product of Puma brand. Puma is a multinational
company that originated from Germany which manufactures and designs accessories, apparel,
casual and athletic casual footwear. Although Puma Inc. designs and manufactures variety of
products, this study will refer to footwear product and specifically to sport shoes.
The diagram below is an illustration of puma’s footwear stakeholders within the market
system:
The various elements of a Marketing Systems social matrix include buyers, assortments,
exchange logistics, flows/roles, organizing principles and network. The puma sport shoes
have an influence on all the mentioned elements. However, this study will focus on
assortments, organizing principle and network.
Network
The multiple industries in the world are used as a transit of puma footwear after being
produced in German factories. The network involves the product ingredients, the machinery
used for manufacturing and the policy makers involved in coordinating the production of the

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footwear. industries. The German factories acts as the leverage point to the dyadic
relationships of the market stakeholders. The various performance gaps such as sourcing the
raw materials from suppliers and the processes to distribute the footwear, Puma has been able
to dress them by instituting a collaboration effect whereby machinery experts install and
maintains the production machines (Courtright & Smudde 2009). This gives room for the
team to focus on product specialization. One of the end product produced as a result of
specialization is the athlete sport shoes.
The collaborative effect between the network partners enhances the improvement in
existing opportunities and efficiency for all the network parties. The benefits of these
relationships will shift across all the partners in the network. The end result is an
improvement of the quality of life of the products produced together with the quality of life of
all the partners. However, a unilateral measurement approach is applied in assessing the
quality level.
The relationship effect does not only focus on the office setting, but it extends to the
company’s subsidiaries together with their relationships. This is evidence in the puma
German factories they leverage their relationships with cobra golf factories. The leveraging
relationship is also evident in the partnership between the cobra Golf factories and the
Brandon AB in supporting the network end chain. Brandon AB also supports Puma sports
wears shoes in a global perspective.
Organising Principles
The primary nature of having and maintaining networks within the social matrix cannot
be ignored. There is an organization within the network with a responsibility of ensuring that
the end to end process is conducted in an ethical manner. In the Puma network, the principal
organization mandated to ensure the ethical conduction of end to end processes with an aim

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of improving the partner’s and the product quality of life following the associated
deficiencies is the Puma administrative board sustainability committee.
Puma administrative board sustainability committee focuses on suppliers of raw materials
and their associates with support for sustainable raw material provision, production and
delivery. They take the micro activities of those suppliers and then create a macro effect.
Among the greatest challenges faced by those suppliers and their associates includes
financial, social, environmental and productivity problems. Puma administrative board
sustainability committee addresses these challenges through (Ghosh & John 2009):
 Training livestock farmers on quality agricultural practices and providing access to
better production materials, resulting in a sustained production and delivery of raw
materials.
 The administrative board advocates for a collaborative effect within the local
communities in creating development committees which will in turn empower the
communities through sporting knowledge and education dissemination.
 The board provides an avenue of knowledge and education dissemination of livestock
farming while following the family traditions. This ensures that the raw materials
production is secure in the coming generation and thus sustained production of sport
shoes.
 The board also ensures the growth of financial understanding (knowledge base) and
prompt methodology to accessing funds. The undertake entrepreneurial training
among the partners in the network and the community at large with an aim of
empowering them economically.
 The board takes the leading role in educating the suppliers and their associates
(livestock farmers) on the issue of climate change by advocating for environmental
friendly practices while producing and delivering the raw materials.

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The ultimate objective of undertaking these measures is to ensure the quality of production is
Improved while the livestock farming industry is preserved for future generations. One can
imagine a world without sporting footwear.
Assortments
The rise of Puma sport shoes to a great product has influenced the variants to engage
prevailing customers with an intention of broadening and widening the consumer base. Puma
has built on their legacy over the years as an embodiment of its marketing system by taking
the its sports shoe production and building upon its quality (Fombrun, Ponzi & Newburry
2015). The assortments implementation takes place in the late stages of production in
Germany where the raw materials goes through various machines for refining.
In 2012, the JDA allocation was selected by Puma to centralize and streamline the
company’s assortment strategies. The selected network partner was also required to achieve
the optimization of the store-specific size availability. The assortment includes tailoring the
right products to the correct stores, reducing the markdown risks, inventory control and
availability improvement.
The impact contributed by production, marketing and sale of puma sport shoes is the
improved economic status of the communities at both ends. Germany enjoys an increased
demand for livestock products (skin) which leads to creation of job opportunities, support to
education and community empowerment (Lange, Lee & Dai 2011). In Germany, further
specialization is enhanced through the increased range culminating into innovations while the
consumer choice remains paramount. The general volume and diversified specialisation
requirements leads to increased jobs opportunities.
On a broad perspective, Puma has grown extensively to an extent of making profits
from a simplified consumer demand. They have leveraged the social matrix found in their

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market systems to improve the quality production of their products and also to benefit the
prevailing communities throughout their entire supply chain.

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References
Courtright, JL and Smudde, PM (2009) ‘Leveraging organizational innovation for strategic
reputation management’, Corporate Reputation Review, 12 (3), 245–269.
Fombrun, C Ponzi, L & Newburry, W (2015) ” Stakeholder Tracking and Analysis: The
RepTrak® System for Measuring Corporate Reputation” Corp Reputation Rev 18(1): 3-24
https://doi.org/10.1057/crr.2014.2
Ghosh, M and John, G (2009) ‘When should original equipment manufacturers use branded
component contracts with suppliers?’ Journal of Marketing Research, 46 (5), 597–611.
Lange, D Lee, PM and Dai, Y (2011) ‘Organizational reputation: A review’, Journal of
Management, 37 (1), 153–185.