Under armour strategic challenges

A) Strategic Issues (1-2 pages)

B)Robust Options (1-2 pages)

C)Clear Recommendations (1 pages)

D) Five Forces Analysis (1-2 pages)

E)Product Life Cycle Analysis (1-2 pages)

F)Go-to-Market Strategy (1pages)

G)Resources and Capabilities Analysis (VIRNE) (1-2 pages)

H)SWOT Analysis (2 pages)

NO OUTSIDE RESOURCES ARE ALLOW, STRICT ABOUT PLAGIARISM AND SIMILARITY.

Final PDF to printer CASE 7 Under Armour’s Turnaround Strategy in 2018: Efforts to Revive North American Sales and Profitability Arthur A. Thompson The University of Alabama F ounded in 1996 by former University of Maryland football player Kevin Plank, Under Armour was the originator of sports apparel made with performance-enhancing fabrics—gear engineered to wick moisture from the body, regulate body temperature, and enhance comfort regardless of weather conditions and activity levels. It started with a simple plan to make a T-shirt that provided compression and wicked perspiration off the wearer’s skin, thereby avoiding the discomfort of sweatabsorbed apparel. Plank formed KP Sports as a subchapter S corporation in Maryland in 1996 and commenced selling a performance fabric T-shirt to athletes and sports teams. He worked the phone and, with a trunk full of shirts in the back of his car, visited schools and training camps in person to show his products. Plank’s sales successes were soon good enough that he convinced Kip Fulks, who played lacrosse at Maryland, to become a partner in his enterprise. Operations were conducted on a shoestring budget out of the basement of Plank’s grandmother’s house in Georgetown, a Washington, D.C. suburb. In 1998, the company’s sales revenues and growth prospects were sufficient to secure a $250,000 small-business loan, enabling the company to move operations to a facility in Baltimore. Ryan Wood, one of Plank’s acquaintances from high school, joined the company in 1999 and became a partner. tho75109_case07_C56-C79.indd C-56 KP Sports’ sales grew briskly as it expanded its product line to include high-tech undergarments tailored for athletes in different sports and for cold as well as hot temperatures, plus jerseys, team uniforms, socks, and other accessories. Increasingly, the company was able to secure deals not just to provide gear for a particular team but for most or all of a school’s sports teams. However, the company’s partners came to recognize the merits of tapping the retail market for high-performance apparel and began making sales calls on sports apparel retailers.