Big Picture

Action vs. Speed — Adidas’ Response to Ye’s Remarks

Business Meeting

Did Adidas act quickly enough? Why didn’t they cut ties immediately? Was their statement authentic? Did they do the right thing? Why did the stock price fall? What took them so long? “This was PR nightmare and I’m questioning ever buying from them again!”

So much analysis and opinion on these questions, much of it centering around how quickly Adidas acted, or didn’t act. As a career communication professional who loves a good crisis case study, I know the importance of quick response, acknowledgement, transparency and authenticity.

I believe Adidas did the right thing by launching an investigation before acting. And while I was not in the boardroom, those investigations were not as simple as the right or wrong of Ye’s sentiments – crises never are. 

Avoiding More Crises

Ye’s comments and actions were reprehensible. Clearly. So why did Adidas need time to investigate? Risk assessment and action planning. Consider the size of the Yeezy business – reportedly close to 10% of the company’s annual revenue, about $2 Billion. I’m not an operations expert, but I imagine that impacts a lot of jobs. And, a lot of merchandise already in stores. What happens if jobs are cut as a result, merchandise remains in store long after Adidas terminates the partnership, shareholder prices drop double digits, or Ye sues? More crises to manage.

Thought leaders are claiming the company’s 4% stock decline was the deservedly steep price it paid for taking so long to cut ties with Kanye West after his antisemitic remarks.

I disagree. Their stock did not fall because they took “so long” to respond. With the loss of Yeezy, there will be an impact to net revenue by terminating the relationship. THAT is why the stock price will be impacted. 

Lessons Learned

Could they have, and should they have, issued another statement as the investigation was ongoing? Absolutely. It may have lessened the perception of inaction. Should they have planned for reputation risk? Yes, and it’s likely they did, but possibly not to this level. Most importantly, Adidas did not denounce actions of anti-semitism when it announced its investigation. If the company was fact-checking that Ye actually made offensive statements, they should be cautious not to make accusatory statements and condemn him directly. 

However, Adidas should have taken the opportunity to state their core values and denounce antisemitism in all forms. 

It’s difficult to make a big ship take a quick turn. This decision not made quickly, but was made carefully, certainly with board-level involvement. As a colleague of mine said… “People forget late. They don’t forget wrong.” 

Adidas could have navigated this better, but let’s not lose sight of the many stakeholders it needs to consider as well as the final outcome. Adidas did the right thing to investigate, then terminate the partnership. Let’s see how quickly the stock price recovers.

Written by Cheryl Dixon.
Have you read?
The REAL Value Of Your Time, The $20/hr. Trap by Mitche Graf.
How Can Executives Manage Rising Labour Costs by Kara Hertzog, M.Ed.
How to Successfully Incorporate AI Into Your Workflow by Tiago Ramalho.
How Dr. Kent Ingle Has Helped Organizations Turn Things Around and Revolutionize Higher Education.
Mitto Studies Showcase the Power of an Evolution in Customer Service Communication.
A Dog’s Breakfast of Tactics Is Not a Strategy by Jim Everhart.

Track Latest News Live on CEOWORLD magazine and get news updates from the United States and around the world. The views expressed are those of the author and are not necessarily those of the CEOWORLD magazine.
Follow CEOWORLD magazine headlines on: Google News, LinkedIn, Twitter, and Facebook.
Thank you for supporting our journalism. Subscribe here.
For media queries, please contact:
Cheryl Dixon
Cheryl Dixon is a strategic communications and brand marketing professional with more than 25 years of experience across diverse business verticals. She has held senior leadership roles at some of the world's most iconic brands, building brand awareness and loyalty for Coty, Grohe, CHANEL, Pepsi Cola North America, Ernst & Young LLP and Abbott Laboratories. In addition to her corporate experience, she has been a trusted thought leader and Adjunct Professor for more than 15 years, teaching graduate-level classes at Columbia University and New York University. She has also lectured at Parson's, Fashion Institute of Technology and Saint John's University. Cheryl Dixon is an opinion columnist for the CEOWORLD magazine. Follow her on LinkedIn.