Under Armour By Kevin Plank

Corporate Strategy

In 1996, when the company was formed as KP Sports we were not on Russell Athletics radar let alone Nikes. Through preservation, a great product, and a good corporate strategy, Under Armour has grown immensely. We are one of the fastest growing companies today, and we have created a buzz in the finance and business community. When Kevin Plank started this company, even he couldn’t have predicted such success. We now control our own success and are not shying away from the competition (Arthur Thompson, 2014). This is evident as Under Armour recently built an office in Portland, OR, which is nearby the Nike headquarters in Beaverton, OR. We have moved even closer to Nike as we edged Adidas in 2014 (Goodkind, 2014). Nike has

Building the brand should be the focus of everything you do. Know that your managers and executives will do everything in their power to help grow your career. We know that when you succeed we come one step closer to ensuring our vision. We want to maintain an open line of communication from staff all the way up to our CEO Kevin Plank. In order to become the company of the future we will refrain from the traditional. Hear at Under Armour we want to maintain our diversity. We will respect each other’s differences and reward on a basis of performance

We are on pace to reach $4 billion in revenues by or before 2017. It is a very exciting time at the company. To do this we want to maintain 20% growth for each quarter. We want to increase international growth by at least 75% for each quarter. We also want to create at least 15 patents per quarter for the first quarter. We want to reward our people for this success. We will offer the opportunity for travel as well as flexibility in your job choice. If you have the desire to go China, Europe, or Latin America we want you there. There will be opportunities to move up as we grow. We will provide promotions and bonuses on performance alone. There will be no biases here. If you put in the work you will be rewarded for your work. Each quarter will send out a personal tweet from our top performers. We will continue to cover 100% of the coat of wellness and 100% of basic life insurance packages.

7. Declaring victory too soon

We don’t want to stop growing once we meet our goals. If we are able to reach 20% growth in revenues for a year at ease, why not increase our goals to 25%. We do not want our goals or people to be static. We must adapt and modify our goals as time goes on. We must be humble and stay hungry every day.

8. Not anchoring changes in the corporation’s culture

Here at Under Armour some of our values are integrity, helping others, team building, and being great. With these new