Under Armour's Internal And Environmental Environment, Strategic Direction, Recommendations And An Implementation Plan

1519 WordsSep 21, 20157 Pages
Under Armour was founded by a Maryland football player by the name of Kevin Plank in 1996. His idea was to engineer apparel to keep athletes dry, cool and lightweight while performing any physical activity. Fifteen years later the company gained 1.8 billion in sales and created a brand image that almost compared to the Nike swoosh. Plank began his journey by selling compression shirts at sports camps while operating out of the trunk of his car. He later realized it was more productive to sell to equipment managers than individual players. As the company expanded he tailored to athletes in different sports and moved on to hot and cold weather gear. Today they’ve expanded globally and have evolved their product line to a variety of outerwear, shirts, shorts, gloves and many other offerings. This case analysis will include Under Armour’s internal and environmental environment, strategic direction, recommendations and an implementation plan. Internal Environment Analysis Like any other company Under Armour needs to keep track of its finance’s. This is an Internal environmental factor for the company. Financially, Under Armour is consistently growing. Consumers propelled revenue growth from $5.3 million in 2000 to $263.4 million in 2005, which is an annual growth rate of 127% (Thompson, 2013,pg.250). Overall, from 2008 to 2012 they’ve seen an increase each year in cash and cash equivalents, working capital, total assets and total stockholders’ equity, as well as net

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