This document provides a brand audit of Under Armour. It summarizes the company's background, target market, product categories, brand elements, and perceptions. Consumer research found mixed feelings about the brand - some see it as high quality and innovative, while others view it as too expensive and only for serious athletes. Recommendations include creating a marketing campaign that appeals to all types of athletes, promoting the product guarantee, and informing consumers about innovations. The goal is to improve brand equity by addressing areas where consumer and company perceptions differ.
Comprehensive Analysis on roadmap of strategic management
1) WHERE ARE WE NOW?
2) WHERE DO WE WANT TO GO?
3) HOW DO WE GET THERE?
4) HOW DO WE ENSURE OUR ARRIVAL?
How to do Under Armour's SWOT Analysis? Strengths, Weaknesses, Opportunities ...SWOT & PESTLE.com
Check out our latest publication on Under Armour, Inc. which is an American sports equipment company that manufactures and produces footwear, sports and casual apparel.
Check out the SWOT and PESTLE analysis on Under Armour- https://www.swotandpestle.com/under-armour/
The analysis covers the business strategy of Under Armour.
We appreciate Siddhesh Suhas Salkar 's contribution towards this research report.
Follow us @swotandpestle to know more and visit our website - https://www.swotandpestle.com/
NEED HELP WITH YOUR RESEARCH?
Apart from SWOT and PESTLE analysis we also do Value chain analysis, Porter's five forces, BCG Analysis, Segment-Target and Positioning Analysis and other models and analyses to suit customised needs. Place your inquiry here
https://www.swotandpestle.com/solutions/
#UnderArmour #SWOTAnalysisUnderArmour #PESTLEAnalysisUnderArmour #MarketResearchUnderArmour #CustomisedResearchUnderArmour #StrategyUnderArmour #BusinessCasestudyUnderArmour #BusinessStrategyUnderArmour
#SWOTandPESTLEUnderArmour #SWOT #PESTLE #ConsultingUnderArmour
Comprehensive Analysis on roadmap of strategic management
1) WHERE ARE WE NOW?
2) WHERE DO WE WANT TO GO?
3) HOW DO WE GET THERE?
4) HOW DO WE ENSURE OUR ARRIVAL?
How to do Under Armour's SWOT Analysis? Strengths, Weaknesses, Opportunities ...SWOT & PESTLE.com
Check out our latest publication on Under Armour, Inc. which is an American sports equipment company that manufactures and produces footwear, sports and casual apparel.
Check out the SWOT and PESTLE analysis on Under Armour- https://www.swotandpestle.com/under-armour/
The analysis covers the business strategy of Under Armour.
We appreciate Siddhesh Suhas Salkar 's contribution towards this research report.
Follow us @swotandpestle to know more and visit our website - https://www.swotandpestle.com/
NEED HELP WITH YOUR RESEARCH?
Apart from SWOT and PESTLE analysis we also do Value chain analysis, Porter's five forces, BCG Analysis, Segment-Target and Positioning Analysis and other models and analyses to suit customised needs. Place your inquiry here
https://www.swotandpestle.com/solutions/
#UnderArmour #SWOTAnalysisUnderArmour #PESTLEAnalysisUnderArmour #MarketResearchUnderArmour #CustomisedResearchUnderArmour #StrategyUnderArmour #BusinessCasestudyUnderArmour #BusinessStrategyUnderArmour
#SWOTandPESTLEUnderArmour #SWOT #PESTLE #ConsultingUnderArmour
Basically its a group project done by Shayla Khan Shimu,Badhon Mahadi Islam , Shahanur Alam , Shamrat Banik from American International-University Bangladesh
I made this PowerPoint presentation for my Consumer Behavior class in 2006. It was the for a project in which we examined Under Armour's integrated marketing communications, and made recommendations at the end.
This project includes the business information about Under Armour, Inc. It demonstrates the mastery of analyzing the current financial position of a company and predicting the future growth.
The disruptive potential of graphene in the smart apparel industryJoydeep Pal, PhD, MBA
This work explores the disruptive potential of Graphene in the smart apparel industry. The findings from this work suggests that as a material, Graphene can disrupt the smart apparel industry by providing a low-cost, environment-friendly, alternative to metallic silver/copper. Graphene inks will boost the digital inkjet printing technology than the current process in use and ensure a leaner business model different from the incumbents. A key finding in this work highlights that Graphene will need more time to mature as a technology and opportunities still exist for the incumbents to survive the disruption.
Basically its a group project done by Shayla Khan Shimu,Badhon Mahadi Islam , Shahanur Alam , Shamrat Banik from American International-University Bangladesh
I made this PowerPoint presentation for my Consumer Behavior class in 2006. It was the for a project in which we examined Under Armour's integrated marketing communications, and made recommendations at the end.
This project includes the business information about Under Armour, Inc. It demonstrates the mastery of analyzing the current financial position of a company and predicting the future growth.
The disruptive potential of graphene in the smart apparel industryJoydeep Pal, PhD, MBA
This work explores the disruptive potential of Graphene in the smart apparel industry. The findings from this work suggests that as a material, Graphene can disrupt the smart apparel industry by providing a low-cost, environment-friendly, alternative to metallic silver/copper. Graphene inks will boost the digital inkjet printing technology than the current process in use and ensure a leaner business model different from the incumbents. A key finding in this work highlights that Graphene will need more time to mature as a technology and opportunities still exist for the incumbents to survive the disruption.
Who is top dog in the athletic apparel arena? On the surface, the way that consumers view athletic apparel brands Nike and Under Armour is very similar. However, we were able to dig below the surface to unearth what makes the two brands radically different in consumers’ eyes, and what that ultimately means for each brand’s market share. Check out the report to see how consumers describe each brand, who they view as the loyalists for each, and what drives them to purchase one over the other.
COMM 200 Gaming Experiential Learning (10 pts.)Throughout thi.docxclarebernice
COMM 200: Gaming Experiential Learning (10 pts.)
Throughout this quarter we have discussed topics relating to culture and communication such as selection, perception, and interpretation. Write a two-page paper on your experiences, decisions, and the conflicts that arise when you engage in the game, Inside Disaster: http://www.insidedisaster.com/experience/Main.html. This interactive experience takes you into the Haiti earthquake that happened in 2010. You will be describe your experiences as a gamer and turn in your paper discussing your gaming experience on Moodle by Saturday, February 18, 11 pm.
Creating your gaming experiential learning paper:
1. Play Inside Disaster as all three of the different characters.
2. What challenges did each character face? How did you feel while playing the game as each character?
3. Take notes on the communication, goals, and interactions you see while playing Inside Disaster.
4. What did you learn about Haiti and the 2010 earthquake?
5. Discuss the story and perspectives of this game.
6. What were your thoughts and experiences of gaming before this assignment? How is this game different or similar to games you have previously played? Your papers should be two pages., double-spaced, 12 pt. font. Citations are encouraged.
Page 1
Group 4: Mark Keck Contribution
Instructor Merriman
MGMT479
February 9, 2017
Under Armour Strategic Audit (Team Suggestions)
Under Armour Current Situation
Current Financial Performance
18.1% increase net revenue over 2008, US$856,411,000
.71% decrease in gross margin in 2009 (attributed to liquidation of shoe inventory)
78% market share in the performance apparel clothing segment (UA created the segment)
94% of revenue generated from Canadian and domestic markets
Sports apparel industry down 4.3% as a whole due to recession
Strategic Position
Brand Mission:
“To make all athletes better through passion, science and the relentless pursuit of innovation.”
Objectives
Launch and establish a running shoe line to capture some of the $5 billion running shoe segment, and at least 3% of the $31 billion international branded footwear market
Strategies
Keep retail pricing aligned with competitors in apparel and foot wear
Policies
Strategic Managers
Board of Directors
8 Person Board of Directors including:
Kevin A. Plank, Chairman of the Board of Directors
Top Management
Kevin A. Plank, President & CEO
Wayne A. Marino, COO; Brad Dickerson, CFO
Henry B. Stafford, Senior VP of Apparel
Gene McCarthy, Senior VP of Footwear
Dan J. Sawall, VP of Retail
John S. Rogers, VP/General Manager of E-Commerce
J. Scott Plank, Executive VP Domestic and Global Business Development
External Environment
Natural Environment
Societal Environment
Sports apparel market is highly correlated to disposable income, recession had an industry wide negative net effect to revenues, recession ending
Primary target consumers for Under Armour are 15 to 25 year-old males. However recent trends show increases in female ...
Running Head MARKETING ANALYSIS OF UNDER ARMOUR (UA)1MARKET.docxjeanettehully
Running Head: MARKETING ANALYSIS OF UNDER ARMOUR (UA) 1
MARKETING ANALYSIS OF UNDER ARMOUR (UA) 9
Draft Topic Paper Three Marketing of Under Armour
Principles Of Marketing BUSB 340
James Greene
January 28, 2020
University Of Redlands
BUSB 485 SD12
Undergraduate Capstone Paper
Instructor Richard Doyle
Plank established Under Armour in 1995 upon noticing that the cotton shirts of his football team at the University of Maryland were always soaked in sweat and noted that there had to be something better for his team (Kraft& Lee, 2009). He thus wanted to create shirts that were always cool even in the hottest of weather conditions. Plank went ahead and designed his prototype for his team, which attracted a lot of attention from other collegiate teams. Which prompted the expansion and growth of Under Amour products hence resulted in the opening up of its headquarters at Maryland-Baltimore (Kraft& Lee, 2009). Nonetheless, despite its success, Under Amour continues facing stiff competition from similar sports retail brands. As a relatively new organization, Under Amour faces a high threat, yet it still has the opportunity to incorporate creative and innovative ideas (Kraft& Lee, 2009). The SWOT analysis below thus chronicles the elements that make Under Armour to stand out and strategies that it could incorporate to reinvent its brand a take an even more significant share of the existing market.
STRENGTHS
WEAKNESSES
· Innovative technology
· Diversity of its Product
· Strong Brand recognition
· Athlete Endorsements
· Eco-friendly/ Green products
· Limited Material/Technology
· Stiff Competition
· Lacks a Top Seller
· Limited Footwear Line
OPPORTUNITIES
THREATS
· International Expansion
· Expansion of athletic footwear
· Development of markets to incorporate women campaigns
· E-commerce
· High competition (Adidas, Nike, Reebok)
· Product Replacement
Strengths
One of Under Armour’s greatest strength is the unique and innovative technology behind its products. Under Armour was established on the premise that its t-shirts wick off sweat as opposed to absorbing it hence keeping the athletes cool even in hot temperatures. In 2013, the company went on and released shirts that tracked an athlete’s heart by installing sensors in the shirts that could register electrical signals from the center (Boone& Kurtz, 2013). Moreover, the company also developed tape-replacing cleat that offered ultimate support to the athletes. Such outstanding inventions offer Under Armour a better competitive position against other retail brands. Competitive position “Is the position that a firm has already acquired or is trying to acquire, relative to its competitors” (Boone& Kurtz, 2013). Even better as the company strives to keep with emerging technological advancements in society, it could easily resonate with many consumers.
Under Armour’s brand, recognition in the sporting arena is another of its significant strengths. Brand recognition “Is the ability of a con ...
Finance 2050Retirement Saving ProjectPurposeTo gain an understa.docxvoversbyobersby
Finance 2050Retirement Saving Project
Purpose:
To gain an understanding of the affect of start date, rate of return, inflation and taxes on what it will take you to save a set amount of money by the time you retire at age 65.
1. Prepare an Excel table (template available on Pilot) showing your expected income at the following ages: 25, 35, 45, and 55 (if you are older than any of these ages start with your current age, then use the remaining ages above). If you are realistic with your income expectations the exercise will be more meaningful. Start with your salary expectation at graduation and inflate that amount each year to determine your salary at each age level.
2. Assume you need to save an additional $1,000,000 (in today’s dollars) to supplement your retirement at age 65.
3. Let’s explore the affect of start date and investment rate of return on your retirement savings and lifestyle. Determine what dollar amount you have to save and what percentage of your pay would have to be saved if you earned either 8% or 10% return on your investments. (E.g., if you started saving at age 25 how much would you need to invest each year earning 8% annually to accumulate $1,000,000 at age 65?) Repeat this same calculation assuming you delayed starting your savings until age 35, 45, and 55. Note:The goal is to accumulate $1,000,000 at age 65. What changes is the number of years you have to save… 40, then 30, 20 and finally 10.
4. Now let’s explore the affect of taxes on your retirement income. Assume you are age 65 today and you have achieved your goal of $1,000,000 in retirement savings. Further assume that you will live in retirement for 30 years until age 95. Also assume that your retirement savings portfolio earns 6% annually and that your average tax rate is 20%. How much can you withdraw annually from your investment savings and still have it last 30 years? Now take this annual amount and subtract federal income tax from it to establish the actual cash available to buy your retirement lifestyle. Could you live comfortably in retirement on this amount of income? What factors might affect your ability to live comfortably on the calculated amount? Comment and show your calculations.
5. Now let’s explore the affects of inflation on your savings goal! In step 4 above, we determined how much annual income could be derived from our $1,000,000 retirement savings assuming we were age 65 TODAY. But how much would you have to save annually to have an amount of retirement saving that has the same purchasing power at your age 65 as $1,000,000 today? If inflation averages 3% each year during the time before you retire at age 65, how much would you need to save to achieve the equivalent of $1,000,000 today? In step 2 your goal was $1,000,000 in today’s dollars. To maintain the purchasing power of $1,000,000 today how much would you need at retirement at age 65? Repeat the table in 3 above, savings for an inflation adjusted $1,000,000. Show yo ...
Global Advertising Specialties Impression Study - 2014 Edition
A cost analysis of promotional products versus other advertising media released at the 2014 ASI Power Summit.
The J Paul Company http://www.jpaulco.com
READ THIS CASE under armours strategy in 2014 potent enough to w.docxsodhi3
READ THIS CASE “under armour's strategy in 2014 potent enough to win market share from Nike and adidas”
Each of these issues should be addressed in this case (topic is Under Armour)
λ Introduction and business model
λ Competitive strength analysis
λ SWOT analysis
λ Financial ratios (should include financial data from 2013 to2016)
λ Strategic conclusions and recommendations
Research Proposal Presentation
Denise Caldwell, Emory Thorpe, Larensa Ishoo, Sarah Wegner & Sonia Saenz
BSHS/435
Mary Evitt
October 24, 2016
Intorduction
Give a brief summary of your literature review from week 2
Literature Review Summary
Include information on how many individuals are affected by your problem
Literature Review
Explain why your topic is important to the human service field
Provide statistics where necessary
Literature Review
Identify areas that require additional research on your topic
Literature Review
Provide a brief summary of the Journal Article Critique from week 3
Journal Article Critique
Include information on sampling size, sampling method and methods used
Journal Article Critique
Include information on the evaluation and research design
Was the design appropriate?
What were the independent and dependent variables?
Journal Article Critique
Explain the evaluation and descriptive statistics:
Discuss the descriptive statistics used to describe the data
Do you think the methods used were appropriate?
Journal Article Critique
Provide a brief summary of what you have learned
What is the most important thing you take away from this class/project/topic?
Conclusion
References
Confirming Pages
fiscal 2013, Nike had U.S. sales of $11.3 billion and
global sales of $25.3 billion, and it dominated both
the U.S. and global markets for athletic footwear. In
the United States, Nike’s share of athletic footwear
sales approached 60 percent (counting its Nike-
branded footwear and sales of its Jordan and Con-
verse brands) versus Under Armour’s 2.25 percent
share. Nike’s 2013 global sales of athletic footwear
totaled almost $16 billion (over 1 million pairs per
day), dwarfing Under Armour’s 2013 footwear sales
of $299 million. The adidas Group—the industry’s
second-ranking company—had 2013 global sales of
€14.5 billion (including €6.9 billion in athletic foot-
wear and €5.8 billion in sports apparel) and 2013
North American sales of €3.4 billion. But Under
Armour was gaining ground. From 2008 through
2013, Under Armour’s sales revenues grew at a com-
pound annual rate of 26.3 percent. Nike’s revenues
during its most recent five fiscal years (July 1, 2008,
to June 30, 2013) grew at only a 6.3 percent com-
pound rate; the revenues of The adidas Group—the
second-largest company in the global sporting goods
industry—grew at a compound rate of 6.3 percent
during 2008–2013.
Founder and CEO Kevin Plank believed Under
Armour’s potential for long-term growth was excep-
tional for thr ...
Reputation has become an essential strategic asset for companies. Those businesses that enjoy a good reputation are able to differentiate themselves, thus attracting investments and retaining customers and employees, while at the same time, stakeholders of such companies demonstrate higher levels of satisfaction and loyalty towards the companies’ products and brands.
Currently, corporate reputation is one of the most popular non-financial indicators used by organizations, both in the public and private sectors. is book is an in-depth investigation of the psychosocial nature of corporate reputation, and we invite the reader to join us on a journey of discovery.
When reputation first appeared as a concept, it brought about promises and hopes. It was viewed as a solution capable of reconciling the interests of different stakeholders and making the whole organization stronger. However, this giant soon turned out to have feet of clay, as it was lacking in sufficient theoretical and methodological foundation. Nonetheless, when we step into the terra incognita of corporate intangible assets, we will understand that the vague idea of reputation is gradually acquiring a scientific form thanks to the development of measurement tools and models that lay a foundation for the long sought-after means of managing reputation.
Carreras, Alloza and Carreras explore the scientific evidence behind corporate reputation management. Foreword by Charles Fombrun.
If you’ve been consciously ignoring wearables and fitness technology (I know a lot of people in the fitness industry who are), now might be the time to start paying attention. ACSM (American
College of Sports Medicine®) crowned wearable technology as the number one fitness trend of 2016. Enormous sums of venture capital dollars are flowing into the broader space of fitness technology and the digital disruption of the fitness space is not a matter of if but when. For the savvy operator, these technological developments will present a new set of tools to enhance their brand promise to members.
10 Video Ideas Any Business Can Make RIGHT NOW!
You'll never draw a blank again on what kind of video to make for your business. Go beyond the basic categories and truly reimagine a brand new advanced way to brainstorm video content creation. During this masterclass you'll be challenged to think creatively and outside of the box and view your videos through lenses you may have never thought of previously. It's guaranteed that you'll leave with more than 10 video ideas, but I like to under-promise and over-deliver. Don't miss this session.
Key Takeaways:
How to use the Video Matrix
How to use additional "Lenses"
Where to source original video ideas
Mastering Local SEO for Service Businesses in the AI Era is tailored specifically for local service providers like plumbers, dentists, and others seeking to dominate their local search landscape. This session delves into leveraging AI advancements to enhance your online visibility and search rankings through the Content Factory model, designed for creating high-impact, SEO-driven content. Discover the Dollar-a-Day advertising strategy, a cost-effective approach to boost your local SEO efforts and attract more customers with minimal investment. Gain practical insights on optimizing your online presence to meet the specific needs of local service seekers, ensuring your business not only appears but stands out in local searches. This concise, action-oriented workshop is your roadmap to navigating the complexities of digital marketing in the AI age, driving more leads, conversions, and ultimately, success for your local service business.
Key Takeaways:
Embrace AI for Local SEO: Learn to harness the power of AI technologies to optimize your website and content for local search. Understand the pivotal role AI plays in analyzing search trends and consumer behavior, enabling you to tailor your SEO strategies to meet the specific demands of your target local audience. Leverage the Content Factory Model: Discover the step-by-step process of creating SEO-optimized content at scale. This approach ensures a steady stream of high-quality content that engages local customers and boosts your search rankings. Get an action guide on implementing this model, complete with templates and scheduling strategies to maintain a consistent online presence. Maximize ROI with Dollar-a-Day Advertising: Dive into the cost-effective Dollar-a-Day advertising strategy that amplifies your visibility in local searches without breaking the bank. Learn how to strategically allocate your budget across platforms to target potential local customers effectively. The session includes an action guide on setting up, monitoring, and optimizing your ad campaigns to ensure maximum impact with minimal investment.
When most people in the industry talk about online or digital reputation management, what they're really saying is Google search and PPC. And it's usually reactive, left dealing with the aftermath of negative information published somewhere online. That's outdated. It leaves executives, organizations and other high-profile individuals at a high risk of a digital reputation attack that spans channels and tactics. But the tools needed to safeguard against an attack are more cybersecurity-oriented than most marketing and communications professionals can manage. Business leaders Leaders grasp the importance; 83% of executives place reputation in their top five areas of risk, yet only 23% are confident in their ability to address it. To succeed in 2024 and beyond, you need to turn online reputation on its axis and think like an attacker.\
Key Takeaways:
- New framework for examining and safeguarding an online reputation
- Tools and techniques to keep you a step ahead
- Practical examples that demonstrate when to act, how to act and how to recover
First Things First: Building and Effective Marketing Strategy
Too many companies (and marketers) jump straight into activation planning without formalizing a marketing strategy. It may seem tedious, but analyzing the mindset of your targeted audiences and identifying the messaging points most likely to resonate with them is time well spent. That process is also a great opportunity for marketers to collaborate with sales leaders and account managers on a galvanized go-to-market approach. I’ll walk you through the methods and tools we use with our clients to ensure campaign success.
Key Takeaways:
-Recognize the critical role of strategy in marketing
-Learn our approach for building an actionable, effective marketing strategy
-Receive templates and guides for developing a marketing strategy
A.I. (artificial intelligence) platforms are popping up all the time, and many of them can and should be used to help grow your brand, increase your sales and decrease your marketing costs.In this presentation:We will review some of the best AI platforms that are available for you to use.We will interact with some of the platforms in real-time, so attendees can see how they work.We will also look at some current brands that are using AI to help them create marketing messages, saving them time and money in the process. Lastly, we will discuss the pros and cons of using AI in marketing & branding and have a lively conversation that includes comments from the audience.
Key Takeaways:
Attendees will learn about LLM platforms, like ChatGPT, and how they work, with preset examples and real time interactions with the platform. Attendees will learn about other AI platforms that are creating graphic design elements at the push of a button...pre-set examples and real-time interactions.Attendees will discuss the pros & cons of AI in marketing + branding and share their perspectives with one another. Attendees will learn about the cost savings and the time savings associated with using AI, should they choose to.
Most small businesses struggle to see marketing results. In this session, we will eliminate any confusion about what to do next, solving your marketing problems so your business can thrive. You’ll learn how to create a foundational marketing OS (operating system) based on neuroscience and backed by real-world results. You’ll be taught how to develop deep customer connections, and how to have your CRM dynamically segment and sell at any stage in the customer’s journey. By the end of the session, you’ll remove confusion and chaos and replace it with clarity and confidence for long-term marketing success.
Key Takeaways:
• Uncover the power of a foundational marketing system that dynamically communicates with prospects and customers on autopilot.
• Harness neuroscience and Tribal Alignment to transform your communication strategies, turning potential clients into fans and those fans into loyal customers.
• Discover the art of automated segmentation, pinpointing your most lucrative customers and identifying the optimal moments for successful conversions.
• Streamline your business with a content production plan that eliminates guesswork, wasted time, and money.
The digital marketing industry is changing faster than ever and those who don’t adapt with the times are losing market share. Where should marketers be focusing their efforts? What strategies are the experts seeing get the best results? Get up-to-speed with the latest industry insights, trends and predictions for the future in this panel discussion with some leading digital marketing experts.
In this presentation, Danny Leibrandt explains the impact of AI on SEO and what Google has been doing about it. Learn how to take your SEO game to the next level and win over Google with his new strategy anyone can use. Get actionable steps to rank your name, your business, and your clients on Google - the right way.
Key Takeaways:
1. Real content is king
2. Find ways to show EEAT
3. Repurpose across all platforms
SMM Cheap - No. 1 SMM panel in the worldsmmpanel567
Boost your social media marketing with our SMM Panel services offering SMM Cheap services! Get cost-effective services for your business and increase followers, likes, and engagement across all social media platforms. Get affordable services perfect for businesses and influencers looking to increase their social proof. See how cheap SMM strategies can help improve your social media presence and be a pro at the social media game.
Mastering Local SEO for Service Businesses in the AI Era is tailored specifically for local service providers like plumbers, dentists, and others seeking to dominate their local search landscape. This session delves into leveraging AI advancements to enhance your online visibility and search rankings through the Content Factory model, designed for creating high-impact, SEO-driven content. Discover the Dollar-a-Day advertising strategy, a cost-effective approach to boost your local SEO efforts and attract more customers with minimal investment. Gain practical insights on optimizing your online presence to meet the specific needs of local service seekers, ensuring your business not only appears but stands out in local searches. This concise, action-oriented workshop is your roadmap to navigating the complexities of digital marketing in the AI age, driving more leads, conversions, and ultimately, success for your local service business.
Key Takeaways:
Embrace AI for Local SEO: Learn to harness the power of AI technologies to optimize your website and content for local search. Understand the pivotal role AI plays in analyzing search trends and consumer behavior, enabling you to tailor your SEO strategies to meet the specific demands of your target local audience. Leverage the Content Factory Model: Discover the step-by-step process of creating SEO-optimized content at scale. This approach ensures a steady stream of high-quality content that engages local customers and boosts your search rankings. Get an action guide on implementing this model, complete with templates and scheduling strategies to maintain a consistent online presence. Maximize ROI with Dollar-a-Day Advertising: Dive into the cost-effective Dollar-a-Day advertising strategy that amplifies your visibility in local searches without breaking the bank. Learn how to strategically allocate your budget across platforms to target potential local customers effectively. The session includes an action guide on setting up, monitoring, and optimizing your ad campaigns to ensure maximum impact with minimal investment.
The Forgotten Secret Weapon of Digital Marketing: Email
Digital marketing is a rapidly changing, ever evolving industry--Influencers, Threads, X, AI, etc. But one of the most effective digital marketing tools is also one of the oldest: Email. Find out from two Houston-based digital experts how to maximize your results from email.
Key Takeaways:
Email has the best ROI of any digital tactic
It can be used at any stage of the customer journey
It is increasingly important as the cookie-less future gets closer and closer
AI-Powered Personalization: Principles, Use Cases, and Its Impact on CROVWO
In today’s era of AI, personalization is more than just a trend—it’s a fundamental strategy that unlocks numerous opportunities.
When done effectively, personalization builds trust, loyalty, and satisfaction among your users—key factors for business success. However, relying solely on AI capabilities isn’t enough. You need to anchor your approach in solid principles, understand your users’ context, and master the art of persuasion.
Join us as Sarjak Patel and Naitry Saggu from 3rd Eye Consulting unveil a transformative framework. This approach seamlessly integrates your unique context, consumer insights, and conversion goals, paving the way for unparalleled success in personalization.
Videos are more engaging, more memorable, and more popular than any other type of content out there. That’s why it’s estimated that 82% of consumer traffic will come from videos by 2025.
And with videos evolving from landscape to portrait and experts promoting shorter clips, one thing remains constant – our brains LOVE videos.
So is there science behind what makes people absolutely irresistible on camera?
The answer: definitely yes.
In this jam-packed session with Stephanie Garcia, you’ll get your hands on a steal-worthy guide that uncovers the art and science to being irresistible on camera. From body language to words that convert, she’ll show you how to captivate on command so that viewers are excited and ready to take action.
The What, Why & How of 3D and AR in Digital CommercePushON Ltd
Vladimir Mulhem has over 20 years of experience in commercialising cutting edge creative technology across construction, marketing and retail.
Previously the founder and Tech and Innovation Director of Creative Content Works working with the likes of Next, John Lewis and JD Sport, he now helps retailers, brands and agencies solve challenges of applying the emerging technologies 3D, AR, VR and Gen AI to real-world problems.
In this webinar, Vladimir will be covering the following topics:
Applications of 3D and AR in Digital Commerce,
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Tools to create, manage and publish 3D and AR in Digital Commerce.
3. 3
EXECUTIVE SUMMARY
While Under Armour (UA) is a successful and growing brand in the athletic apparel
industry, they are still well behind their major competitor Nike. This brand audit is meant
to see how the company feels their brand is doing and how that compares to how
consumers feel about the brand. Areas where these two groups differ will show UA where
they can improve in order to meet customers’ expectations and increase the brand’s equity.
The brand exploratory found that consumers have mixed feelings about the Under
Armour brand. On one hand, consumers said they think of UA as high quality, trendy, and
innovative. These brand descriptions show UA what areas they have succeeded in building
brand equity with their customers. However, consumers also described UA as too
expensive and only for professional or serious athletes. Other consumers noted that they
are not very brand loyal to UA, either because they shop based on price or because they are
already loyal to another performance apparel brand. These are areas in which UA needs to
improve in order to attract new customers and gain market share.
The recommendations for these areas of improvement include creating an
integrated marketing campaign that showcases all types of athletes, from newbies to
professionals, in order to make everyone feel like they are Under Armour athletes. The
second recommendation is to do more to promote the Under Armour Universal Guarantee
of Performance and what it means to consumers, so that they understand the long-term
value and quality of the UA products that they purchase. Finally, it is recommended that
more emphasis be placed on informing consumers about all the innovations UA works on
in order to make their products better for their consumers.
4. 4
BACKGROUND
Under Armour is an athletic apparel company that is known for their compression
apparel that wicks away sweat and moisture.
Their mission is to “make all athletes better
through passion, design and the relentless
pursuit of innovation” (Our Mission). Under
Armour was started in 1996 by Kevin Plank, a
23-year old former University of Maryland
football player who was tired of having to change his sweat-soaked cotton t-shirt multiple
times during practice (It all started with an idea). After extensive research on the athletic
benefits of synthetic fabrics, he designed the first Under Armour HeatGear t-shirt to “keep
athletes cool, dry and light in the most brutally hot conditions” (It all started with an idea).
Later, ColdGear was designed to keep athletes warm and dry during cold weather, and
AllSeasonGear was created for in between extreme seasons. However, the company makes
more than just HeatGear and ColdGear. They now sell all types of apparel, shoes,
accessories and team uniforms and are a growing player in the athletic apparel industry.
Although Under Armour (UA) is one of the newest brands in the athletic apparel
industry, it is also one of the fastest growing brands. In fact, “the $244 billion sportswear
industry is unusually brand-obsessed, and Under Armour has come from nowhere to
establish itself as an household name alongside industry titans like Nike and Reebok
(which Adidas owns)” (DePillis, 2014). UA is known for offering top quality and innovative
athletic apparel for athletes. With “revenues [having] grown at a rate higher than 20% for
5. 5
16 straight fiscal quarters,” it is obvious that many consumers are interested in UA
products and believe they are worth the price.
Target Market
Under Armour’s current target market includes adults in their 20’s and 30’s who
work out regularly. These young adults are middle to upper class and can afford Under
Armour’s higher end athletic apparel. They
are also looking for sports apparel that will
be effective and fashionable at the same
time. The majority of their targeted
audience is already in good shape and
considers exercising an important part of their life. This is why having high quality athletic
gear is important to them.
Under Armour (UA) has recently focused on targeting women more with products in
the “‘athleisure’ market, as the stretchy-pant-and-tank-top chains of this world are known”
(O’Connor, 2014). Focusing on women is a huge step for a company that until recently had
the mindset of “shrink it and pink it” for women’s apparel (O’Connor, 2014). With
supermodel Gisele Bündchen as the newest endorser for the company, UA has shown it
plans on changing direction with this new target market. By not only showing professional
athletes, Under Armour is trying to appeal to women who do not consider themselves
athletes. However, having a supermodel in that role might not speak directly to the
audience they should be targeting, such as women who are trying to be more active to get
healthy.
6. 6
BRAND INVENTORY
Product Categories
Under Armour offers products in three main categories, apparel, shoes, and
accessories, which are all available for men, women and children. Under Armour apparel
includes tops, bottoms, outerwear, underwear, and swimsuits. Current shoe types offered
by the brand include running shoes, basketball shoes, cleats, hiking shoes, boots and
sandals. The wide range of UA accessories include bags, hats, gloves, sunglasses, socks, and
sports equipment.
Under Armour items also fall into several product lines including athletic, hunting,
military, and sports uniforms. Under Armour’s athletic line is its most popular group of
products and features items used and worn while working out. Their hunting line features
camouflage apparel worn during hunting, and can be seen on the famous cast of the TV
show Duck Dynasty. The military line of products includes tactical items worn with or
under military uniforms. Under Armour also outfits
several sports teams with uniforms, most notably
thirteen college football teams. These teams
include Auburn, Hawaii, Maryland, Texas Tech,
Boston College, Utah, Northwestern, St. John's,
Navy, Colorado State, South Florida, South Carolina,
and its most recent and biggest deal ever, Notre
Dame (Rovell, 2014).
Each of these product categories includes several Under Armour brands, such as the
well known HeatGear and ColdGear. Some of these brands have products in all of the
7. 7
product categories while others are specific to one category or another. For example,
ColdGear is the brand of products that are worn in the cold to keep customers warm and
dry. Under Armour sells shirts, pants, shoes, jackets, gloves, hats and other items under the
ColdGear brand. By using the same brand of products throughout all these departments,
customers become familiar with the ColdGear name and the benefits it provides, no matter
what type of product they are looking for. Other brands are specific to apparel or shoes
only, such as UA SpeedForm shoes. The materials and innovation of SpeedForm only
translates to shoes and therefore would not be a good brand for UA to use for apparel.
Company Perception
Under Armour sees itself as a brand that must make athletes better (Mission &
Values). Therefore, they continue to focus on innovating new products and reinventing
current products in order to fulfill this guarantee to athletes. This will help UA to continue
to be the new and exciting brand in the athletic industry. Instead of being satisfied with
current products or announcing slight modifications, Under Armour fights to constantly
create innovative products. In 2013, they announced UA SpeedForm Apollo running shoes,
Armour Vent apparel, and their acquisition of MapMyFitness, which will help propel their
8. 8
“Connected Fitness” platform (Annual Report, 2013). However, their products must not
only be innovative, they also feel they must build a product that is better than any other
product currently available in the market (Mission & Values). UA views its products as the
best of the best and will not settle for anything less.
While Under Armour’s brand mission is “to make all athlete better through passion,
design, and relentless pursuit of innovation,” the company also understands they still must
sell their innovations in order to succeed (Mission & Values). The CEO has a simple
message in his office to help “him not lose sight of his initial goal: ‘Don't forget to sell shorts
and shoes’" (Berens, 2012). This helps the company stay grounded as it continues to reach
for more.
Under Armour also views itself as the underdog in the industry, even as it continues
to rapidly grow. One of the brand’s values is to “Be humble and stay hungry: Nobody’s
going to give us anything. We have to earn it every day” (Mission & Values). With this view,
the brand works hard for each accomplishment it has. They feel that this hard work will
continue to help the company expand and gain on its main competitors Nike and Adidas.
The industry leaders might not feel like they have the same pressure on them as Under
Armour to produce new and innovative products, which UA can use to their advantage.
Brand Elements
The brand name Under Armour actually came along as a mistake. UA CEO, Kevin
Plank, “wanted to name the company Heart, but that was too common. Then he thought of
Body Armour. Finally, Plank’s oldest brother, Bill, mistakenly asked how Under Armour
was coming along. ‘I thought, that’s it,’ Plank says” (Heath, 2010). This is a strong brand
9. 9
name because it is created with familiar words but is still distinctive and follows the
criteria for brand elements. It is memorable as a sports apparel brand because it is original
and unlike any other company. The name Armour is also memorable as it alludes to how
athletes feel when wearing the product, since Under Armour is meant to protect them from
the elements and sweat. This gives the customer
“general information about the function of the product”
(Keller, 2013, p. 115). The brand name has also proven
that it is transferable to many different products,
including everything from t-shirts to shoes to
sunglasses. The brand name is also protected by a
copyright and cannot be used by any other brands
without legal repercussions.
The Under Armour logo is made up of two
curves, one facing up and one facing down. The way these curves intersect creates the
brand’s initials, UA. This logo is memorable because it is unique to the brand and makes
viewers immediately think of the Under Armour brand. The meaningfulness of the logo is
easy to see since the logo makes the initials of the brand name. Customers do no have to
guess about which company the logo belongs to since they can see the UA and associate
that back to Under Armour. The logo also has the ability to be adaptable over time if
necessary. While it has not been updated in the brand’s history, slight modifications could
be made to it without damaging the logo’s perception. Just like the Under Armour name, the
logo is also protected by a copyright and cannot be used by any other brand.
10. 10
The slogan that Under Armour currently uses is “I will.” This slogan was originally
part of another slogan the brand used as a chant. That slogan was “Protect this house” with
the response being “I will.” This slogan is likable because it is used to energize athletes. “I
will” can be used in many different ways including succeeding at your sport, deciding to be
healthier and working hard for your
goals. This slogan is highly transferable
and can be used in association with
professional teams as well as individuals
new to working out. The current Under
Armour campaign focuses on women and
uses the slogan in the phrase “I will what I
want.” This phrase is
a reminder that you don’t need permission, advice, or affirmation when you have
WILL. It’s a celebration of who you are. As an athlete. As a woman. As everything in
between and beyond. It’s a reminder that the best things in life aren’t given. They’re
earned. And there’s one reason you are where you are today. That reason is you. (I
will what I want)
The “I Will” slogan has shown it can adapt over time. First, it was part of the slogan
“Protect this house,” then it started to be used on its own and now it is being used in new
slogans like “I will what I want.” Under Armour has also gone to court to protect the use of
“I will.” In 2013, UA “filed suit in federal court in Baltimore against sports apparel rival
Nike, alleging they infringed on Under Armour trademarks by using variants of the phrase
"I Will" in promotional campaigns” (Mihoces, 2013). The suit alleged “there [were] images
11. 11
on the Nike Facebook page with slogans such as ‘I will protect my home court’ and ‘I will
finish what I started’” (Mihoces, 2013). This causes confusion to consumers about the
brand that is distributing the advertising. While no details were released, Under Armour
says the suit was “resolved on a confidential and mutually agreeable basis” (Mirabella,
2014). This shows that even the words “I will” can be legal protected by the brand.
Brand Associations
Under Armour uses many successful athletes as celebrity endorsers for their
products. Among these athletes are swimmer Michael Phelps, skier Lindsey Vonn, football
player Tom Brady, and ballerina Misty Copeland. When looking at all of Under Armour’s
endorsers it becomes obvious that the brand strives to associate itself with athletes in a
wide range of sports, which in turn appeals to a wide range of consumers. UA does this
because they hope “celebrities’ fans will also become fans of their products” (Keller, 2013,
p. 251). Consumers also want to see a “reasonable match between the celebrity and the
product” that is being endorsed (Keller, 2013, p. 252). Therefore, Under Armour is making
sure it aligns itself with professional athletes that understand what Under Armour
products can do to help them.
Product
Under Armour products are the best in class and must make athletes better in order
to meet their brand values (Mission & Values). In order to ensure Under Armour products
meet these values, each product is field tested to guarantee quality, performance and
durability (Mission & Values). UA feels so strongly about their products that they offer a
12. 12
universal guarantee of performance. This guarantee states
“Our mission is clear: Make All Athletes Better. If you are not
100% satisfied with your gear, return it for a refund.
Anytime. Any Reason. Guaranteed” (Returns). This guarantee
shows UA believes it only sells the highest quality products in
the industry.
Place
Under Armour sells their products in a wide range of places to give as many
consumers access to the brand as possible. UA products can be found in many sports stores
like Dick’s Sporting Goods, The Sports Authority, and Modell’s Sporting Goods. Under
Armour also has its own stores including Brand House stores and Factory House Outlet
stores. Under Armour Brand House stores “focus
on cutting-edge products and design” and “serve
as a stunning example of Under Armour's
commitment to offering customers a superior
shopping experience” (PR Newswire). The
brand says Factory House Outlet stores “provide
a profitable way to manage our excess inventory and serve as a vehicle to attract more
athletes to our brand” (Annual Report, 2013). Their final place to sell brand products is on
their website, www.underarmour.com.
13. 13
Price
Under Armour offers products at multiple price levels, including offering discounted
items through its Factory House Outlet stores (Annual Report, 2013). The brand’s ColdGear
products are usually priced higher than their other lines (Annual Report, 2013). The brand
is careful with how much and how often they offer discounts on their products because that
could harm their brand image (Annual Report, 2013).
Promotion
Under Armour uses a variety of channels to promote their brand, including both
traditional and new media. Their marketing efforts can be seen across multiple social
media networks, print ads, online and offline video, and online ads, just to name a few
specific advertising venues. Last year, UA spent $17.9 million on traditional advertising
including print and TV ads, while competitor Nike spent $64.3 million on their traditional
advertising efforts (Perlberg, 2014). Under Armour’s CEO plans to increase marketing
spending to 11% of revenue, or about $330 million this year (Perlberg, 2014). This amount
is up from $245.5 million spent on UA marketing efforts last year (Perlberg, 2014).
Competitors
Under Armour has two main competitors in the sports apparel industry, Nike and
Adidas. These brands are well established in professional and non-professional sports
apparel and are considered top quality by consumers. Like UA, these brands offer sporting
apparel, shoes, accessories, uniforms and sports equipment.
14. 14
Nike originally began in 1964 as a shoe company called Blue Ribbon Sports that sold
Tiger shoes out of the trunk of a car (History & Heritage). In 1971, the name Nike came to
be and the swoosh logo was designed soon after (History & Heritage). In 1972, the first line
of Nike shoes was developed in time for the U.S. Track & Field Trials (History & Heritage).
Since then, Nike has expanded its product line from shoes to apparel, accessories, and
much more. It is the athletic apparel and shoe industry leader, having made $8.9 billion in
sales in 2013 (Germano, 2014).
In 1924, Adi Dassler started Adidas in Bavaria, Germany (History). Adi’s mission
was to provide athletes with the best possible sports equipment (History). In 1949, Adi
started a new company called “Adi Dassler adidas Sportschufabrik”
where he registered a shoe with the soon-to-famous three stripes
along the side (History). In 1954, the company got the world’s
attention when the Germany soccer team beat the unbeatable
Hungarians in the World Cup final while wearing Adidas’ new “lightweight football boots”
(History). Today, Adidas still holds a large portion of the sports apparel and shoe
industries, coming in second worldwide only to Nike.
Under Armour currently holds approximately 14.7% of the U.S. athletic apparel
market while rival Nike holds a 27% share of the apparel market (Friesner, 2014). Adidas
is also a strong competitor who is usually second only to Nike. Recently however, Adidas
slipped to third in U.S. sportswear brands after their “combined sales of athletic footwear
and apparel [fell] 23% from a year earlier to $1.1 billion” (Germano, 2014). They fall to
third behind Nike who made $8.9 billion in sales and Under Armour who made $1.2 billion
during the same time period (Germano, 2014). The U.S. sneaker market looks a bit
15. 15
different. Nike is still the clear winner with 60% of the market (Friesner, 2014). Adidas
however, outranks Under Armour in this part of the industry with 10% of the market
(Powell, 2014). Under Armour only has 2.25% of the U.S. sneaker market which shows how
far behind it is behind these other two sports apparel brands (Friesner, 2014).
Points-of-Parity
Under Armour’s main point-of-parity, or similarity to its main competitors Nike and
Adidas, is that it is a brand that sells performance apparel for athletes. Consumers pay a
premium price for quality apparel from these brands and expect their clothes to provide
them with support during their activities. Another point-of-parity is that all three of these
companies sell more than just apparel. Outside of apparel these brands are known for their
athletic shoes including running shoes, cleats, and cross trainers, as well as accessories like
bags, socks, and hats. A third point-of-parity is that each of these brands uses professional
athletes as celebrity endorsers. Nike is well known for their endorsers like Michael Jordan
and Tiger Woods, Adidas has worked with RG3 and David Beckham and Under Armour has
partnered with Michael Phelps and Lindsey Vonn, just to name a few. These brands use
professional athletes in the hopes that they can achieve positive brand impact that will lead
the consumer
From association to recognition, consideration, favorability, loyalty and ultimately
to increased sales of a product. It is thought that consumers purchase athlete
endorsed products based on a bundle of perceived benefits and these can include
knowledge of the sport, entertainment, nostalgia, affiliation and other benefits
personal to the buyer. (Conway, 2011)
16. 16
Each of these brands pays millions of dollars to their celebrity endorsers in the hopes that
it will help them gain even more market share.
Points-of-Difference
Under Armour’s biggest point-of-difference, and what really sets the brand apart
from its competitors, is its dedication to being innovative. Kevin Plank, Under Armour’s
CEO, started this dedication by innovating a way for athletes to stay cool and dry with the
original UA compression shirt (Product Innovation). Today the company has made
innovation not only a goal but also a way of life. In fact, UA headquarters has an innovation
lab “which requires a special key fob and a vascular scan for entry” (Sanneh, 2014). In this
lab some of the newest technology in the athletic world is being developed. One of these
new inventions was “ColdGear Infrared, an
insulation system meant to provide warmth
without bulk. (The technology was
purportedly inspired by a “powderized
ceramic” that protects military aircraft)”
(Sanneh, 2014).
17. 17
Even with an innovation lab, UA knows it cannot come up with all the best ideas in-
house. This is why UA hosts a competition called Future Show that allows inventors to
submit their ideas to the innovative company in hopes that UA will pick their idea and use
it in their products. In 2013, the winner was a man who invented a way to include LED
lights into a runner’s shirt (Horovitz, 2013). The innovator was
A concerned father who worried about his teenage son longboarding at night. So, he
devised a motion-based lighting system for the front and back of his son's longboard
(a longer type of skateboard). Next, the father tweaked this technology, which he
dubbed Light Bohrd, to be placed inside shirts for joggers who run in the dark. The
technology is driven by a tiny, rechargeable lithium battery embedded into the
apparel. (Horovitz, 2013)
By understanding that great ideas can come from both inside and outside the company, and
continuously working to create better products and new ideas, UA understands that
innovation is what is going to increase their market share. That is why their mantra is “We
have not yet invented our defining product for the brand” (Foster, 2014).
18. 18
Under Armour Brand Hierarchy
Under Armour
Apparel
HeatGear
ColdGear
Charged
Cotton
UA Tech
UA
Compression
AllSeasonGear
Armour Fleece
UA Studio Lux
UA Base
Shoes
ColdGear Micro G SpeedForm
Studio Lux
UA Spine ClutchFit 4D Foam Ridge Reaper
Accessories
HeatGear
ColdGear
Ridge Reaper
ArmourShield
Charged
Cotton
UA Armour
Armour39
ArmourFit
Studio Lux
ArmourVent
19. 19
BRAND EXPLORATORY
Consumer Product Knowledge
Under Armour (UA) has successfully positioned itself as a high quality and
performance brand of sports apparel. Brand associations show that consumers are mostly
aware of the brand’s athletic apparel such as their famous compression shirts. Many
consumers think of ColdGear and HeatGear when they think of UA. Consumers trust these
products to keep them cool or warm depending on the weather. Knowledge of all the
products and categories that UA offers might not be as well known to consumers as the
brand would like. For example, the variety of accessories and types of shoes available from
UA might surprise a lot of consumers.
Consumers are also less aware that UA also sells military/ tactical apparel and
hunting wear. The TV show Duck Dynasty has helped publicize Under Armour’s hunting
line since “Under Armour apparel — a lot of camouflage — is featured prominently in the
show, and Under Armour is the title sponsor of a Duck Dynasty spinoff show, ‘Buck
Commander’” (Meehan, 2013). However, these lines of apparel are still not what most
people think of when they think of the brand.
20. 20
Consumer Perceptions
Consumer perceptions about Under Armour are varied. Consumers positively
associate the brand with being trendy, high quality, and innovative. However, the brand is
also considered by consumers to be expensive and only for serious athletes. Other brand
associations that consumers have for Under Armour include athletic, strength, and
endurance.
The number of consumers who consider Under Armour products to be high quality
shows the positive perception that people have of the brand. This description is very
important for most products, but is especially important in an industry where consumers
are seeing other brands offer low quality alternatives. For example, last spring customers
at Lululemon realized the yoga pants they bought were actually see-through (O’Connor,
2014). While other supposed high-end brands are offering lower quality products, like
Lululemon’s sheer pants, Under
Armour continues to be viewed as
high quality. They are also viewed
by many as a trendy brand, which is
a move in the right direction and
away from just offering tight fitting
shirts. Consumers consider several
things when purchasing athletic
apparel, including price, quality, and appearance. If consumers do not find UA apparel
attractive and trendy, they will quickly find other apparel that is. Therefore, being seen as a
trendy company by consumers will help the brand continue to grow.
Expensive
High Quality
Trendy
Athletic
Football
Temperature Regulation
Innovative
Maryland
21. 21
A major negative consumer perception of Under Armour is that the brand is only for
serious athletes. One customer said Under Armour needs to “appeal to those who are new
to working out/sports, not just serious athletes” in
order to get her business (K. Reeves, personal
communication, September 16, 2014). The intense
image the brand gives off might be good for the
professional athletes that are interested in Under
Armour products, but it can push other consumers
away from the brand. Consumers that do not feel
good enough to be considered athletes are
intimidated by the brand and feel like they are
being pushed away. If consumers see Under Armour products as high quality but only for
serious athletes, then a large portion of them will continue to shop for products by
competitor brands that make them feel more welcome.
Brand Elements
The most recognized Under Armour brand elements for consumers are the logo,
slogan, and celebrity endorsers. Consumers like the UA logo because it is easy to remember
because of its unique look, making it very memorable. Consumers also like the logo because
they like wearing UA apparel, which has the logo prominently displayed. To many
consumers, the UA logo means fitness and is worn as a badge of honor. This makes the logo
very meaningful to them as well.
22. 22
The second brand element that is very familiar to consumers is the UA slogan. While
consumers know the current slogan of “I will”, many of them also remember the original
UA slogan of “Protect this house.” This could confuse some consumers if they were not
aware that “I will” was also part of the original slogan. However, “I will” is meaningful and
liked by consumers because it makes them feel empowered. “I will” puts the consumer as
the focus of the brand, which gives the slogan
meaning to consumers.
While the athletes and celebrity
endorsers that Under Armour uses may not have
the association that Michael Jordan has with
Nike, they are still well known and recognized as
spokespeople for UA. The recent announcement
of Gisele Bundchen as an endorser for UA grabbed consumers’ attention because she is not
a professional athlete like the other brand endorsers. This makes her memorable to
consumers because she is the first non-athlete featured as a celebrity endorser.
Marketing Support Programs
As previously mentioned, consumers think of Under Armour products as high
quality. There is a large selections or products offered by the brand, in a variety of colors
and styles. Consumers like that the products are trendy and modern, and many find their
apparel to be comfortable. Consumers are mainly interested in Under Armour’s athletic
apparel, although some think it is only for serious athletes.
23. 23
UA products are sold in a variety of places including brand stores, sporting stores, as
well as online. This variety of locations allow customers options to where they would like
to shop for UA apparel depending on what is most convenient for them. The different store
options also allows customers to shop a variety of styles and prices since the UA Factory
House stores sell different products than the Brand Houses, and at lower prices.
Consumers often consider Under Armour apparel to be expensive. This high price
range for their products makes consumers consider cheaper alternatives from their
competitors or store brands. One consumer said, “I would be a lot more loyal to Under
Armour if they weren't so expensive. I've used their products and then off brands as well.
The off brand products were similar and got the job done for me... so I never buy Under
Armour anymore” (C. McElroy, personal communication, September 16, 2014). More
promotions and sales on UA products could help offset the idea that their products are too
expensive to consumers.
Under Armour marketing can be seen on TV, online, and in print. Consumers are
constantly connected to the brand through their social and digital media, including
Facebook, Twitter, Pinterest, Instagram, Google+, and YouTube. By using these types of
media, Under Armour “encourage[s] consumerparticipation in [their] product marketing”
(Reed College of Media, 2014).
24. 24
Competitive Environment
Under Armour is quickly growing more popular to consumers in the United State,
but it is still far behind its main U.S. competitor, Nike. Consumers have a long history with
Nike, and have grown to trust the brand with providing them with durable performance
apparel. Many of these consumers are actually brand loyal to Nike since the company has
been providing them with high quality athletic apparel for so many years. These consumers
are not even willing to purchase Under Armour apparel because of their loyalty.
Other consumers are basing their purchasing decisions solely on price. They are
looking for quality athletic products but at a cheaper price than UA can offer. Therefore,
many of these consumers turn to UA competitors like Nike or Adidas, or they look for store
brand athletic apparel at discount stores such as Target, Walmart, or JCPenney.
Even some non-discount retailers are starting to sell their own athletic apparel
because of the growth potential of this industry. Retailors such as Old Navy, Victoria’s
Secret, and GAP are entering the athletic apparel market in order to capture part of the $80
billion U.S. athletic apparel industry (Nouroumby, 2013). With more stores offering their
own brand of athletic apparel, consumers’ choices are constantly increasing, as is UA’s
competition. This means that the “global sports and fitness clothing industry is highly
fragmented, with many brands competing, from basic discount brands to high-end fashion
names. Even well-established brands have to work hard to maintain their share of the
market” (Global Sports). This variety of choices makes it difficult for consumers to decide
which brand of athletic apparel to purchase, and therefore forces them to base their
decision on things like price, quality, and fashion.
26. 26
BRAND RECOMMENDATIONS
Recommendation #1
One of the challenges Under Armour currently faces is making customers of all
athletic abilities believe that their performance apparel is for them. UA refers to its
customers as athletes, which some people might think only refers to people who exercise
and participate in a sport frequently (Sanneh, 2014). However, this can be seen as a
positive term even for people who wear UA apparel while taking a stroll around the block.
In order for all consumers to feel like they are Under Armour athletes, the brand needs a
marketing campaign that shows all athletic abilities. This campaign can be an integrated
campaign across digital, print, and broadcast media.
The campaign should focus on what makes each person an athlete. For Tom Brady it
is being a quarterback in the NFL, for another person it could be taking the dogs for a
nightly walk, and for yet another it could be training to run her first 5K race. By showing
this wide range of what is considered an athlete, Under Armour will encourage more
consumers to wear their apparel. Consumers that previously did not feel like they were in
UA’s audience because they are not a serious athlete, will now feel like the brand is
perusing them.
Recommendation #2
Research has shown that consumers consider Under Armour apparel to be
expensive. Without lowering the price of their products, Under Armour’s only other option
to combat this idea is to communicate the long-term value of their items. If consumers feel
like UA products are of the highest quality and will last them for a long time without
27. 27
needing to be replaced, then they are more likely to understand the pricing and feel like the
products are worth their price tags.
One way to communicate this value is by promoting the Under Armour Universal
Guarantee of Performance. As mentioned earlier, this guarantee says that every UA product
is made to the highest standards and will make the consumer better at their chosen fitness
goal. If the consumer does not agree with this the product can be returned at any time. This
guarantee is listed at the very bottom of the brand’s website. This guarantee should be
much more visible on the website as well as on the brand’s social media page, apparel
packaging and tags, and print media. It can only benefit the brand to have their guarantee
known by their consumers. By hiding it at the bottom of their website, UA is not using this
guarantee as a point-of-difference over competitors.
Recommendation #3
Under Armour focuses a lot of their attention and resources on being innovative in
the performance apparel industry. However, not many consumers seem to know this about
the brand. Since innovation is one of UA’s defining points-of-difference, it is important to
increase consumers’ awareness to this aspect of the brand. Knowing how dedicated the
brand is to finding new and better ways for consumers to improve their workouts will in
turn increase consumers’ trust and loyalty to Under Armour.
To raise awareness of their innovations, Under Armour could have a page of their
website dedicated to the numerous innovations they have created over their short life
span. They can also have a social media accounts dedicated to innovative ideas that allows
consumers to submit ideas they have for new products or problems they would like a
28. 28
product to solve for them. These medias can also be used to help build suspense and
excitement over the launch of new Under Armour inventions.
By following the brand recommendations, Under Armour could gain 5% market
share in the next year. That would give them 19.7% of the athletic apparel industry and put
them much closer to their competitor Nike.
29. 29
REFERENCES
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