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P1: Different types and purposes of organisations Public Sector Organizations: Public sector organisations often operate as government departments or agencies. They are subject to rules and regulations and are often established as statutory bodies or government organisations. The primary objective of institutions in the public sector is to serve the public interest by providing essential services that are funded by taxes. Their goal is to provide services in public administration, healthcare, education, defence, and infrastructure development that directly benefit the general population (Brown and Brison, 2021). Their major goal is to put the pleasure and well-being of the people above profit. Public sector organisations include government departments such as the US Department of Health and Human Services, which oversee healthcare services, and statutory bodies such as the US Environmental Protection Agency (EPA), which enforces environmental laws and safeguards the environment. Private Sector Organizations: Private sector businesses may also utilise limited liability companies (LLCs), corporations, partnerships, and sole proprietorships, among many other legal structures. A multitude of factors, including accountability, taxation, ownership, and governance, impact the selection of a legal framework. For these companies, like Adidas, generating profits for their owners and shareholders comes first (Zagel and Tarhonskyi, 2020). In competitive markets, they seek to provide products and services that customers are willing to pay for, with an emphasis on market share, growth, and profit maximisation. Examples of private sector organisations include the sports giant Adidas and partnerships, LLCs, or sole proprietorships in a range of sectors, such as legal firms, software start-ups, and small local businesses. Voluntary Sector Organizations (Non-profits/NGOs): Non-profit groups often employ legal structures including associations, charitable trusts, and non-profit corporations. These agreements are designed to ensure that any surplus funds are allocated to the organization's objectives rather than to particular individuals. Nonprofits and NGOs are examples of volunteer sector organisations that prioritise social and humanitarian goals before financial benefit (Schönwälder and Weber, 2023). They address a wide range of subjects, including environmental preservation, human rights, healthcare access, and education. The primary financing sources are contributions, grants, and volunteer efforts. NGOs dedicated to upholding human rights include

the Red Cross, a humanitarian aid organisation that operates on a worldwide scale, the Bill and Melinda Gates Foundation, an organisation that focuses on global health and education, and Amnesty International, a human rights advocacy group. P2: Size and scope of a range of different types of organizations Private Sector Organization: Apple Inc.  Background: In 1976, Steve Jobs, Steve Wozniak, and Ronald Wayne founded Apple Inc., today a globally recognised technology powerhouse. Cupertino, California is home to the company's headquarters.  Size: Apple employs around 147,000 people all over the globe. With a market capitalization of nearly $2 trillion, it is one of the world's most valuable companies (Vitulano, 2022) .  Mission and Vision: Apple's mission is to create revolutionary products that enrich people's lives and give them more freedom and choice. The company's long-term goal is to introduce a day when everyone may benefit from technological advancements without compromising on efficiency or visual appeal.  Objectives and Goals: One of Apple's primary missions is to provide innovative products, software, and services for the general public (Barbosa, 2022) . Their mission is to be industry leaders by encouraging creativity and making technology easy to use.  Organizational and Legal Structure: Apple Inc. is a publicly listed firm. The organisational structure of the corporation consists of a board of directors, executive management, and several divisions responsible for running the business.  Stakeholders: Apple's stakeholders include members of the local communities in which it operates, government agencies, employees, vendors, and stockholders (Mulraine, 2020) . Shareholders have a monetary interest in the company's growth and daily operations, while customers and employees are important to the company's sustainability. Public Sector Organization: United States Department of Defense (DoD)  Background: The Department of Defence is the agency of the United States federal government responsible for military policy and defence. Initially established for business in 1947.

 Size: The Department of Defence is one of the largest governmental agencies in the world (Pananond, et al., 2020) . It employs millions of people, both in the military and in the civilian sector.  Mission and Vision: The goal of the Department of Defence is to provide peace and safety for the United States via the use of military force. Maintaining military readiness and assuring national security are two of its primary objectives.  Objectives and Goals: The Department of Defense's primary goal is the safety and security of the United States and its citizens and interests across the world. Maintaining a strong and capable military is essential for stability.  Organizational and Legal Structure: The Department of Defence (DoD) is overseen by the Secretary of Defence and is subject to US law (Vitulano, 2022) . It is made up of several military organisations, departments, and military commands.  Stakeholders: Those with an interest in the Department of Defence at the United States government level include members of Congress, American citizens, service members, defence contractors, and foreign allies. The Department of Defence (DoD) is responsible for ensuring national security and is funded and managed by Congress. Voluntary Sector Organization: Doctors Without Borders (Médecins Sans Frontières - MSF)  Background: Médecins Sans Frontières (Doctors Without Borders) was founded in 1971 by a group of French medical professionals. In times of conflict or natural disaster, it provides medical aid to those who might otherwise go without treatment.  Size: MSF is a big NGO that serves over 70 different countries (Barbosa, 2022) . Hundreds of doctors, nurses, and other medical professionals and support staff are paid for by donations and volunteer hours.  Mission and Vision: MSF's mission is to provide medical care to anybody in need, regardless of their race, creed, or political beliefs. In times of crisis, it may help keep people comfortable and safe.  Objectives and Goals: MSF's primary mission is to respond to humanitarian crises by providing medical aid to people in need (Mulraine, 2020) . Disease outbreak response,

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war casualty treatment, and expanding healthcare access to underserved communities all fall under this category.  Organizational and Legal Structure: International company MSF operates in several countries. It consists of a central headquarters and many national sections, each with its own leadership and administration.  Stakeholders: Stakeholders include financial backers, medical experts, community members, and those MSF treats (Pananond, et al., 2020) . Donors provide financial support, volunteers provide their time and skills, and the local communities get the benefits of improved access to healthcare. P5 SWOT Analysis: Adidas and Competitor Comparison SWOT Framework The following SWOT analysis is an overview of Adidas' interior strengths and weaknesses, as well as outside possibilities and threats. Understanding these facets is crucial for Adidas to develop techniques that capitalise on strengths, mitigate weaknesses, exploit opportunities, and overcome threats in its distribution channel expansion. Strengths Adidas is an effective global brand, solidified by its history of innovation and top-quality products. The company enjoys strong sponsorships and partnerships, enhancing its credibility and exposure in the market ( Ratten and Thompson, 2021). It has a presence across various recreation and lifestyle segments. Weaknesses While Adidas possesses strengths, it also faces weaknesses such as supply chain vulnerabilities, potentially resulting in disruptions. Additionally, its relatively limited product line, particularly with a heavy focus on footwear, leaves the brand susceptible to market shifts. Dependence on third-party manufacturers and comparatively higher prices can impact cost control and market reach. The company also grapples with sustainability challenges as it seeks to align its practices with eco-friendly values ( Moradi Doliskani and Atghia, 2021). Opportunities In the face of challenges, Adidas has opportunities to leverage. Emerging markets present untapped potential for expansion, as rising incomes and aspirational lifestyles drive sportswear

demand. The growth of e-commerce provides a platform to directly engage with consumers and adapt to changing shopping habits. The athleisure trend offers a chance to blend sportswear with everyday fashion, aligning with evolving consumer preferences. Furthermore, the brand's sustainability focus can cater to the increasing demand for eco-conscious products ( Ratten and Thompson, 2021). Threats Adidas must also be mindful of threats in the market. Intense competition prevails as other sportswear brands vie for consumer attention and loyalty. Economic fluctuations can impact consumer spending on discretionary items like sportswear. The proliferation of counterfeit products poses risks to brand integrity and revenue. Rapid shifts in consumer preferences and the emergence of new technologies require the brand to remain agile in keeping up with trends ( Moradi Doliskani and Atghia, 2021). Comparison with Nike Contrasting Adidas with Nike, another well-known participant in the market:  Strengths: Nike and Adidas both have the benefit of being well-known global companies with extensive product lines and effective marketing strategies. Additionally, they spend much on innovation.  Weaknesses: Both companies are faced with similar problems, such as their dependency on clothing and flaws in their supply chains.  Opportunities: There is a chance to enter growing markets and increase the range of products offered. Sustainable practices and digital marketing are relevant to both.  Threats: The risks for Adidas and Nike include intense competition, recessions, changing consumer preferences, and problems with the supply chain. P6 Weakness and strengths interrelate with macro factors External macro factors are the larger, less predictable influences that shape the business environment. They are closely related to an organization's strengths and shortcomings. Making decisions and doing strategic planning both depend on having a thorough understanding of this connectivity. Strengths inside an organisation might act as boosts or barriers against macro pressures from outside (Pananond, et al., 2020). Robust brands, such as Adidas, are resilient to economic downturns because consumers tend to remain with well-known businesses. Robust

cash reserves may also help companies invest in growth opportunities or get through lean financial periods. However, weaknesses could increase the impact of external factors (Mulraine, 2020). For instance, ineffective supply chain management practises inside a business might have a worsening effect if global calamities such as pandemics disrupt its ineffective supply network. Organisations have to navigate the opportunities and hazards brought about by external macro factors such as economic conditions, societal trends, technological advancements, and regulatory changes. Businesses that possess significant organisational assets, such as technical expertise, may benefit from emerging technologies and market trends (Barbosa, 2022). However, a weakness like inadequate regulatory compliance might expose a company to legal problems and harm its reputation if and when rules change. A dynamic interaction between strengths and weaknesses and external macro influences occurs. Organisations need to limit their vulnerabilities and use their strengths in order to seize opportunities and fend off external threats (Vitulano, 2022). This thorough understanding is necessary to create effective strategic plans and adapt to a business environment that is always changing.

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References Barbosa, D.L.T., 2022. Adapting to the new sporting goods market era: Adidas differentiation in digital retail (Doctoral dissertation). Brown, K.M. and Brison, N.T., 2021. Think like Adidas: A Quantitative Analysis of Adidas' Trademark Protection Strategies. Marq. Sports L. Rev. , 32 , p.445. Moradi Doliskani, N. and Atghia, N., 2021. The Role of Social Marketing in Sports Tourism Development in Tehran Province. Sports Business Journal , 1 (1), pp.45-59. Mulraine, L.E., 2020. From Adidas to Zenga: A Historical and Comparative Analysis of International Intellectual Property Law in Fashion. AIPLA QJ , 48 , p.281. Niskanen, H., 2019. Sustainability in the sporting goods industry: How Nike, Adidas and Puma have developed company sustainability. Pananond, P., Gereffi, G. and Pedersen, T., 2020. An integrative typology of global strategy and global value chains: the management and organization of cross‐border activities. Global Strategy Journal , 10 (3), pp.421-443. Ratten, V. and Thompson, A.J., 2021. Digital sport marketing. In Developing digital marketing: Relationship perspectives (pp. 75-86). Emerald Publishing Limited. Schönwälder, J. and Weber, A., 2023. Maturity levels of sustainable corporate entrepreneurship: The role of collaboration between a firm's corporate venture and corporate sustainability departments. Business Strategy and the Environment , 32 (2), pp.976-990. Vitulano, A.M., 2022. The evolution of digital marketing in sportswear brands. Yang, H. and Luo, D., 2019. A study of additive manufacturing technology’s development and impact through the multi-level perspective framework and the case of Adidas. Zagel, F. and Tarhonskyi, V., 2020. How do German industrial leaders evolve their business model towards sustainability: A case study of Adidas AG and Siemens AG.

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