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Herbert Hainer

机译：赫伯特·海纳

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The U.S. was always a challenging market for us. When we took over Reebok in 2006, we saw it as a way to expand here. I felt we could position Reebok as a premium American fitness and training brand and use it to build our market share. I was confident in our plan for how we would make Reebok succeed. But there were surprises. We had to do much more cleanup work than we thought. Reebok was over-distributed: We didn't want to be in places like Wal-Mart or Tesco anymore. About 30 percent of the revenue was at price levels of $39 and below. You earn neither image nor money with those prices.
机译：美国一直是我们一个充满挑战的市场。当我们在2006年收购Reebok时，我们将其视为在此扩展的一种方式。我觉得我们可以将锐步定位为美国优质健身和培训品牌，并利用它来建立我们的市场份额。我对让Reebok成功的计划充满信心。但是有惊喜。我们要做的清理工作比我们想象的要多。锐步（Reebok）的分布过于分散：我们不想再出现在沃尔玛（Wal-Mart）或乐购（Tesco）这样的地方。价格大约在39美元及以下的水平中，约占总收入的30％。通过这些价格，您既不会赚钱也不会赚钱。

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