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Case Facts
This case summary describes the success and rapid growth of Under Armour, a company that
succeeded in breaking into a mature market and has become an important player competing with
the likes of Nike and Adidas. The focus is on the key leadership of its founder and CEO Kevin
Plank. Starting from his grandmother's basement, Plank has created and transformed Under
Armour (UA) from a sporting apparel business into a globally recognized brand. Under Armour
was built on the idea to produce innovative product lines that helped athletes perform better.
Coupled with a marketing strategy that focused on providing and selling their products to
athletes and professional and collegiate teams, Under Armour saw a tremendous growth that
asserted UA as a leader in sports apparel industry. The company growth from total revenue of
$115.4 million in 2003 to $2.3 billion in 2013 shows the rapid success of UA
1
. With apparel
dominating its product segment distribution (over 80%), UA is striving to expand its non apparel
products seeking similar innovation and success seen in the apparel products. Moreover, as a
large majority of UA products are sold in North America (94%), UA long term strategy is to
continue to expand its business internationally in order to increase revenue and brand growth.
Along competing with the likes of Nike and Adidas, these are some of the challenges facing the
leadership in UA.
Relevant Concept - Leadership
UA has been successful in implementing its strategy of improving athelte's performance by
producing superior apparel. Plank's leadership in UA has been essential to its success and rapid
growth. In 2012, Plank was recognized by Forbes in 2012 as #3 on Forbes' list of America's 20
Most Powerful CEOs 40 and Under.
2
With hard work, an attitude of "Of course we make that"
and excellent strategies, Plank grew UA to a $2 billion company. Plank describes UA internal's
philosophy as "No Loser Talk".
3
Plank believes that leaders control their destiny and need to be
flexible to deal with adverse conditions. Plank has showed internal locus of control traits that
allowed UA to break into the mature and competitive market. Plank has created a team driven
management style at UA. He states that "Under Armour is one team and my job is to help and
ensure we operate and execute as one team."
4
Plank continues to state "the key driver is to offer
products that are better than what is currently in the market, best in class."
5
This management
style has created an environment where employees are challenged everyday to be great and
innovate great products. Employees feel valued and provide value back to the
company.
3
Accoridngly, Plank has succeeded in meeting the self-actualization needs of his
followers as well as their extrinsic factors. On the other hand, as identified in their 2013 report,
UA believes that one of the risk factors is that limited operating experience and limited brand
recognition in new markets may limit their expansion. I believe Plank realizes the importance of
contingency leadership in the global market. This is one of the reasons UA has hired former
Adidas executive Karl-Heinz Maurath to run its international business.
6

Personal Importance of the Case
In developing this case summary, I have done many relevant readings outside the provided
materials as well as watch multiple videos of Robert Planks. I can say that I have really been
inspired by the attitude and leadership style of Kevin Plank. The saying of his that stuck with me
the most is "Employees get things done. Partners get things done done. But owners get things
done done done." As a project engineer, I am ultimately responsible for the overall design of a
project. I work with a multiple discipline team that I have to keep motivated and to have them
see their added value to the team. I need to have their buy in to the success of the project;
however, in order to make the project a certain success, I have to ensure I get things done done
done and do whatever it takes to make this success a reality.
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References:

1. UnderArmour.com. Accessed June 2014. http://investor.underarmour.com/annuals.cfm
2.Forbes[online] Accessed June 2014.
http://www.forbes.com/sites/jacquelynsmith/2012/02/14/americas-20-most-powerful-ceos-40-and-
under/
3.Youtube. Accessed June 2014. http://www.youtube.com/watch?v=w_vXWHg7aK4
4. T. Heath, 2008, In pursuit of innovation at Under Armour: Founder Kevin Plank says Super
Bowl commercial has generated "buzz," Washington Post, Feb 25, D03.
5. 2008, Five questions with Under Armour CEO, Kevin Plank. Op. cit
6. Under Armour Names Karl-Heinz ("Charlie") Maurath President of International. Accessed
June 2014. http://investor.underarmour.com/releasedetail.cfm?ReleaseID=661119