VERSION 1.

0
JULY 4, 2013

UA SPINE BRAWLER MID MC FOOTBALL

SHOE: TACTICAL MARKETING PLAN

PRESENTED BY: ERIC BUTCHER

HPR 715
UNIVERSITY OF SOUTHERN MISSISSIPPI
TABLE OF CONTENTS

1 EXECUTIVE SUMMARY
1.0 Executive Summary 3

2 SITUATION ANALYSIS
2.0 Situation Analysis 3
2.1 Market Needs 4
2.2 The Market 4
2.2.1 Market Demographics 5-7
2.2.2 Market Trends 7
2.2.3 Market Growth 7
2.3 The Company 7-8
2.3.1 Mission 8
2.3.2 Service Oering 8
2.3.3 Positioning 8
2.3.4 SWOT Summary 8
2.3.4.1 Strengths 8-9
2.3.4.2 Weaknesses 9
2.3.4.3 Opportunities 9-10
2.3.4.4 Threats 10
2.4 Competition 10

3 MARKETING STRATEGY
3.0 Marketing Strategy 11
3.1 Value Proposition 11
3.2 Critical Issues 12
3.3 Financial Objectives 12
3.4 Marketing Objectives 12
3.5 Target Market Strategy 12-13
3.6 Messaging 13
3.6.1 Branding 13
3.7 Strategy Pyramids 13

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4 MARKETING MIX
4.0 Marketing Mix 14
4.1 Pricing 14
4.2 Promotion 14
4.2.1 Advertising 14-15
4.2.2 Public Relations 15
4.2.3 Direct Marketing 15
4.3 Web Plan 15
4.3.1 Website Marketing Strategy 15
4.3.2 Mobile Marketing Strategy 15

5 FINANCIALS
5.0 Financials 15-16

6 CONTROLS
6.0 Controls 16
6.1 Keys To Success 16-17
6.2 Contingency Planning 17
6.3 Market Research 17
6.4 CRM Plans 17
6.5 Marketing Organization 17

REFERENCES 18

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EXECUTIVE SUMMARY

1.0 EXECUTIVE SUMMARY

It all started in 1995 when Kevin Plank, then the special teams captain on the University of Maryland
football team, noticed that the cotton T-shirts he and his teammates wore underneath their pads were
always soaked and heavy with sweat.
There has to be something better, he thought. He didnt realize it then, but that one, simple
statement would soon launch the performance apparel industry.
Today, Under Armour, headquartered in Baltimore, Maryland, makes the worlds most innovative
performance footwear, apparel, and accessories and is a mainstay on athletic elds, courts, pitches,
gyms, and rinks everywhere. Under Armour gear is available all over the world and on the brands
website, UA.com ("Under Armour Performance Sports Company History," 2013).
This plan will lay out the marketing campaign associated with the Under Armour Spine Brawler Mid MC
(Molded Cleat), a new product being introduced to the market for the upcoming football season. The
product provides consumers with distinct advantages over products oered by our competitors; it is
our goal to highlight these selling points prominently throughout the campaign.

SITUATION ANALYSIS

2.0 SITUATION ANALYSIS

Under Armour continues to expand its presence in a market that has traditionally been dominated by
giants such as Nike, Adidas, and Reebok. The brand still has a way to go before it generates a serious
challenge for main rival Nike, but the company continues to pick up momentum. In 2011, the company
generated more than $1 billion in revenue, nearly double its revenue total from 2006 (Sorensen, 2011).
After only 11 years of existence, Under Armour has muscled its way into the ercely competitive
athletic apparel business and established itself as one of the hottest new brands in recent memory.
Through the popularity of its trademark moisture-wicking microbers, Under Armour has
revolutionized athletic apparel while stitching its logo into the fabric of high school and collegiate
sports (Mullins, 2007).
Under Armours mission is to make all athletes better through passion, design, and the relentless
pursuit of innovation ("Under Armour Performance Sports Company History," 2013). In a market
saturated with countless options for the consumer, innovation becomes paramount in the race to gain
market share. The Spine Brawler will continue to push UAs reputation for creating high-quality,
innovative, and stylish products that make athletes better.

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2.1 MARKET NEEDS
As previously stated, surviving in a market saturated with countless options for consumers requires a
constant eye on innovation. Under Armours brand reputation is staked on performance thus, when
exploring the possibility of introducing a new product to market, we must answer the following
questions: How do we make it perform better? How will it make the athlete perform better?
To answer these questions, we must look at existing products on the market our own, as well as
those of our competitors and come up with ways to improve on them. Under Armours success over
the years has proven that consumers are willing to pay for products that they feel will improve their
performance.
However, the importance of style and visual appeal are not to be underestimated; UA products are
built to perform, but they must also be attractive to the consumer.
The introduction of UA Mens Highlight Football Gloves is justied by the innovations we are bringing
to market, which we feel consumers will deem important enough to warrant a purchase. We have also
created the gloves to be unique and visually appealing to the potential customer. The innovations
employed in the product are explained in detail in a later section.

2.2 THE MARKET

Under Armour is a leading developer, marketer, and distributor of branded performance apparel,
footwear, and accessories. The Companys products are sold worldwide and worn by athletes at all
levels, from youth to professional, on playing elds around the globe ("Under Armour Launches I
WILL, its Biggest Ever Global Marketing Campaign," 2013).
Other competitors in this continually growing market include Nike (and its spino Jordan brand),
Adidas Group (which includes the Adidas, Reebok, and TaylorMade brands), New Balance, Puma,
Saucony, Brooks, Mizuno, The North Face, Wilson, Rawlings, and Russell.
The Spine Brawler (MSRP $149.99) will have direct competition from products by Nike (as well as its
spino brand, Jordan), and Adidas. The Spine Brawler is priced at the upper end of the price range for
comparable products. We plan to position the Highlight as a top-of-the-line product; by eectively
marketing the performance-enhancing innovations used in the creation of the Spine Brawler, we feel it
will be a top seller in the category. Research has shown that consumers are willing to pay a premium
price for a product with advanced features and innovations especially if they feel they will receive a
benet (actual or perceived) from the more advanced product. Competitive products in the category
can be seen in Figure 2.2 below.

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 Product MSRP
Under Armour Cam Highlight MC
UNDER ARMOUR SPINE BRAWLER MID MC
Nike Vapor Talon Elite
Nike Zoom Vapor Carbon Fly 2 TD
Adidas Crazyquick Mid
Jordan Dominate Pro TD
Nike CJ81 Elite TD
Adidas AdiZero 5-Star 2.0 Mid
Jordan Speed Jet TD
Nike Alpha Pro 3/4 TD
Adidas Filthy Quick
Under Armour Fierce Havoc Mid MC
Nike Lunar Superbad Pro TD
Under Armour Mercenary 5/8 MC
$0.00 $20.00 $40.00 $60.00 $80.00 $100.00 $120.00 $140.00 $160.00 $180.00

Product MSRP

FIGURE 2.2

2.2.1 MARKET DEMOGRAPHICS

Market Geographics Under Armour products are available worldwide in department stores, sporting
goods retailers, UA-branded stores, UA Outlet stores, and online through UA.com and a number of
other websites, including Eastbay.com, Zappos.com, Amazon.com, and many others.
Market Demographics In 2012, consumers spent $117.5 million on purchases of football shoes. It is
important to consider that most football programs, from youth to professional levels, supply athletes
with basic protective equipment helmets, shoulder pads, and leg/knee/tailbone pads. Some,
especially high school and college programs, will also supply athletes with football-specic cleats. A
breakdown of the market by age group and education level can be seen in Figure 2.2.1 below.

7/4/2013 UA Spine Brawler Mid MC Football Shoe: Tactical Marketing Plan 5

 Percentage of Consumer Exposure by Age Group

Under 14 14-17 18-24 25-34 35-44 45-64 65 & Over

Percentage of Consumer Exposure by Education Level of

Household Head

Less Than High School High School Some College College Graduate

FIGURE 2.2.1 ("SBRnet Market Research," 2013)

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Most football shoe purchases in 2012 were made in sporting goods stores (61.4 percent), while 14.5
percent of purchases were made online and 12.3 percent were made in discount stores/outlets. Not
surprisingly, the industry is male dominated this group made up 95.6 percent of the consumer
exposure total in 2012 ("SBRnet Market Research," 2013).
Market Behaviors Despite Under Armours increasing presence in the market, it still lags behind
industry leader Nike, which picked up 67.9 percent of total consumer unit purchases in 2012. Under
Armour was second in line with 14.9 percent of total sales, while Adidas picked up 6.6 percent of sales
and Reebok 4.6 percent of sales ("SBRnet Market Research," 2013).

2.2.2 MARKET TRENDS

Signicant market trends include:
Under Armours total revenue has increased every year since its inception. In 2012, the
company brought in more than $1.8 billion after posting revenue of 1.4 billion in 2011.
Nike continues to dominate the overall sporting goods and apparel market, posting $25.3 billion
in revenue for 2012.
55.5 percent of all cleated shoe purchases in 2012 were Nike branded. Adidas accounted for
20.4 percent of this category, and Under Armour had 7.1 percent of the market. (This takes into
account all sports, including soccer, baseball, and softball.)
In 2011, 10.1 percent of cleated shoe purchases were priced more than $100. The average price
of cleated shoes in 2011 was $49.71.

2.2.3 MARKET GROWTH

After experiencing steady growth since entering the football shoe market in 2006, the Under Armour
brand saw a decline from 2010 to 2011. In 2010, UA-branded football shoes accounted for 13.1 percent
of the market; in 2011, that number dropped to 7.6 percent.
In 2012, the brand enjoyed the largest jump in its young history, as it accounted for 14.9 percent of
football shoe sales. In the same time period, Adidas saw its numbers drop signicantly in 2011, the
brand accounted for 17.7 percent of football shoe sales, while in 2012, only 6.6 percent.
After a likely economy-related drop in 2009, the football shoe market has seen steady growth. In 2010,
total sales were $102.3 million. In 2011, sales jumped to $108.3 million. In 2012, the market had its best
year since 2008 with sales totaling $117.5 million.
Based on these gures, we expect Under Armours share of the market to continue rising as we
continue to bring innovative, performance-enhancing products (such as the Spine Brawler) to
consumers. We fully expect 2013 to be UAs best year, both in terms of revenue and market share.

2.3 THE COMPANY

It started with a simple plan to make a superior T-shirt. A shirt that provided compression and wicked
perspiration o your skin rather than absorb it. A shirt that worked with your body to regulate
temperature and enhance performance.
Founded in 1996 by former University of Maryland football player Kevin Plank, Under Armour is the
originator of performance apparel gear engineered to keep athletes cool, dry and light throughout the

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course of a game, practice or workout. The technology behind Under Armours diverse product
assortment for men, women, and youth is complex, but the program for reaping the benets is simple:
wear HeatGear when its hot, ColdGear when its cold, and AllSeasonGear between the extremes.
Today, with revenue approaching $2 billion annually, the UA brand is widely recognized as a global
leader in performance footwear, apparel, and accessories and its commitment to making all athletes
better drives its never-ending dedication to building tomorrows next great innovation.

2.3.1 MISSION
Under Armours mission is to make all athletes better through passion, design, and the relentless
pursuit of innovation.

2.3.2 SERVICE OFFERING

Under Armour gear is designed to oer the following benets to the athlete:
Uncompromising quality and style
Performance enhancement
Innovative technology and design features
HeatGear keeps the athlete cool and dry in hot weather
ColdGear keeps the athlete warm and dry in cold weather
AllSeasonGear keeps the athlete dry in between seasons

2.3.3 POSITIONING
Under Armour oers sport apparel, shoes, and accessories with the most advanced technology
available in the market. UA gear is designed with one goal in mind to help the athlete perform better.
UA oers comparable products for men, women, and children, typically priced at the upper end of the
market. This brand and price positioning is intended to reinforce UAs status as a premier product.

2.3.4 SWOT SUMMARY

The following outlines the most signicant strengths and weaknesses internal to Under Armour, as well
as the opportunities and threats that exist in the market. UAs goal is to leverage our strengths to take
advantage of opportunities presented in the market, improve areas that are weak, and develop plans
to address any threats to the brand.

2.3.4.1 STRENGTHS
The key strengths of the company and brand are as follows:
Reputation Since entering the market in 1996, Under Armour has solidied its status as a
provider of premier sport apparel, shoes, and accessories to athletes. The company is seen as
an innovator in the industry, bringing a number of unique products and innovations to the
market, including ColdGear, HeatGear, AllSeasonGear, Charged Cotton, and the UA
Spine technology used in the development of the Spine Brawler football shoe.

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 Athlete Endorsements UA has developed endorsement deals with a number of premier
athletes, including NFL players Tom Brady, Julio Jones, Cam Newton and Arian Foster, MLB
athlete Bryce Harper, tennis phenom Sloane Stephens, boxer Canelo Alvarez, Olympic swimmer
Michael Phelps, and former MMA champion Gina Carano.
Momentum The UA brand has consistently gained market share since its inception; with the
Spine Brawler, as well as the other products we will be introducing in 2013, we have every
reason to believe this trend will continue. UA reported 2013 rst quarter revenue growth of 23
percent.
Products Under Armour created the performance apparel market when it released its rst
product, and has continually improved on that design since then along with introducing
countless innovations and products along the way.
Patriotism Under Armour has strategically sought to render its brand synonymous with
nationalistic tendencies throughout its existence. The UA Freedom initiative, launched in 2010,
armed the companys support for the U.S. armed forces and the public safety sector
(Weedon, 2012). UA has also participated in programs such as the Wounded Warrior Project,
helping to solidify the companys patriotic stance.

2.3.4.2 WEAKNESSES
Pricing While some may see Under Armours pricing structure as a weakness, we feel it is
justied by the quality of our products and the technology/innovations provided to the athlete.
However, we will list pricing as a weakness since there is no doubt it is a factor in some
consumers decisions whether to purchase UA products. Cost-conscious buyers may opt for
other, lower-priced products instead.
Late Entry Into the Market Under Armour entered the market much later than its primary
competitors companies that have been around for decades and have well-established
customer bases. In some cases, loyalty to these established brands is passed down to future
generations, making it dicult for UA to grab some of these younger customers.
Product Availability While Under Armour products are widely available online and in UA
stores, as well as sporting goods stores, other brands have a much wider reach. UA product
selection in sporting goods stores can be limited as well.

2.3.4.3 OPPORTUNITIES
Under Armour competes in a very challenging market with well-established brands such as Nike and
Adidas. Based on UAs previous success in penetrating the market, as well as its demonstrated brand
equity, we feel there are numerous opportunities for the brand to continue this upward climb.
However, to justify UAs brand and pricing placement, we must continue to be proactive in marketing
the strengths, innovations, and benets of UA products to consumers.
Continued International Expansion Under Armours presence on the international market
has grown signicantly, but there is still much room to grow. We will continue to seek out
global partners who share UAs fast-paced, passionate, performance-based culture.
Licensing Deals Licensing deals with major college athletic programs have helped increase
UAs brand awareness, and we must continue to seek out these opportunities. Deals with
professional leagues and teams must be considered as well.

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 Additional Product Lines Under Armour has introduced a variety of products to market since
its launch, but there are still a number of other areas we can enter, including protective
equipment (such as helmets and shoulder pads), baseball and softball gloves, bats, and other
forms of sport equipment.
Further Expansion Into Niche Markets UA has introduced products for a number of niche
markets in recent years, including hunting, shing, surng, lacrosse, and wrestling. Continued
development of innovative products for these markets, as well as entry into new niche
markets, should be a priority.

2.3.4.4 THREATS
The current challenges that Under Armour faces are:
Economic Concerns While the economy is in much better shape than it was a few years ago,
the unemployment rate is still high, and many people are still hesitant to spend money. We
must continue to monitor economic indicators to determine if alterations to our marketing
and/or pricing plans are necessary.
Intense Competition Under Armour is positioned in an extremely competitive market with a
number of well-established brands. The market has been dominated by Nike for years,
although UA has gradually picked up a larger share of the market. Competitors have continued
to introduce products comparable to UAs oerings some at a much lower price.
The Nike/NFL Licensing Deal The NFL is big business, and the $1.1 billion Nike paid for
exclusive licensing rights to NFL gear is proof of that. For Under Armour, this presents an
additional challenge, since Nike products (including football shoes/cleats) are elevated by this
licensing deal. It also gives Nike the opportunity to produce team-specic shoes/cleats
something UA and other companies cannot do.

2.4 COMPETITION
As previously stated, competition is erce in this market. Nike is the clear leader, but Under Armour has
overtaken Adidas as the runner-up in the past couple of years. Both Nike (Jordan) and Adidas (Reebok)
also have secondary brands in the market. Other competitors include Russell, Champion, New Balance,
Brooks, Puma, Saucony, and a host of smaller companies. Traditional clothing retailers such as Old
Navy, Gap, Aeropostale, and similar companies have also began producing performance apparel to
compete with the major players in the market.
Although UA has come a long way in a short period of time, there is still much work to be done. As
with any fast-growing company, there are questions about Under Armours ability to live up to
expectations. Most people who buy Under Armour gear wear it on the eld and in the gym, whereas
Nike and Adidas clothing is just as likely to be donned for a trip to the mall, or backyard barbecue
(Sorensen, 2011).
To eectively continue to build the UA brand, our focus must remain narrow, instead of trying to be all
things to all people. The core of our business is performance.

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MARKETING STRATEGY

3.0 MARKETING STRATEGY

The marketing strategy for the Under Armour Spine Brawler Mid MC Football Shoe will be to
successfully communicate the unique product innovations and performance-enhancing features
oered by the product. This strategy will serve two functions to generate interest and brand
awareness for UA and the product itself, and to justify the premium price for the product.
To accomplish this, we must redirect the focus from cost to the benets supplied by purchasing and
using the product. We will utilize our endorsement agreements with New England Patriots quarterback
Tom Brady, Atlanta Falcons wide receiver Julio Jones, and Houston Texans running back Arian Foster,
who will appear in print advertisements, television commercials, and website teases promoting the
product. (Cam Newton will continue to promote his own line of UA products, which includes a football
shoe.)
The ocial promotional line for the Spine Brawler is as follows ("Under Armour Spine Brawler Mid MC
Football Shoe," 2013):
Built for the guys battling it out in the trenches, our ultra-high UA Power Clamp locks your ankle down
for total stability. But these cleats arent just about support they also let you move. Our revolutionary
UA Spine chassis replaces excess weight with exible, incredibly responsive cushioning. The result: you
explode o the ball faster than ever.
The innovations and performance-enhancing benets of the Spine Brawler are ("Under Armour Spine
Brawler Mid MC Football Shoe," 2013):
Ultra-strong UA Power Clamp locks in your ankle for maximum support and power, but leaves
enough mobility to hit your 3-point stance
UA Spine chassis technology delivers incredibly light, responsive cushioning without sacricing
support
Foot-forming 4D Foam collar molds to the ankle for a locked in, comfortable, customized t
3D-molded MPZ tongue uses UAs ultra-light padding to protect the top of your foot
V56 technology is designed to help avoid over-extension
Wider platform

3.1 VALUE PROPOSITION

Under Armour is much more than just a sport apparel company; UA products provide athlete with
performance-enhancing benets that simple make them better. This, coupled with the quality of UA
products, validates UAs status as a premium product with a premium price. Our success has proven
that consumers are willing to pay a premium price for our products because of the benets they
receive from using them. We believe the Spine Brawler will enjoy the same level of success in the
market.

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3.2 CRITICAL ISSUES
The strength of the Under Armour brand is evident, and we feel the brand is well positioned in the
market at this time. We have numerous opportunities to continue our exponential growth over the
next few years as we work to gain a larger share of the market. However, we must pay close attention
to the challenges we face and ensure that they do not detour our progress.
The critical issues we must address include:
Eectively communicating the benets of Under Armour products to justify our pricing
structure.
Attracting new consumers who seek these benets, especially those who have strong brand
loyalty to our competitors.
Ensuring a continued strong presence in the NFL market.

3.3 FINANCIAL OBJECTIVES

Meet quarterly and yearly revenue forecasts in 2013
Position the Spine Brawler to capture a large portion of the high-end football shoe category
Accomplish plan goals within the allocated budget (7 percent of total sales)
Eclipse $2 billion in total revenue for the 2013 scal year

3.4 MARKETING OBJECTIVES

Our primary objective is to communicate the performance-enhancing benets of the Under Armour
Spine Brawler Mid MC Football Shoe. We will utilize a number of media (print, television, web) to
accomplish this goal, along with leaning on our endorsement relationships with a number of current
NFL players.
Eectively communicate the performance-enhancing benets of the UA Spine Brawler
Ensure that the products benets outweigh the cost in the eyes of consumers
Accomplish plan goals within the allocated budget (7 percent of total sales)
Generate interest in the Spine Brawler in all target markets

3.5 TARGET MARKET STRATEGY

The target markets for the Under Armour Spine Brawler Mid MC Football Shoe are (by age group):
Under 14 (43.3 percent of total consumer exposure in 2012)
14-17 (38.9 percent of total consumer exposure in 2012)
18-24 (8.1 percent of total consumer exposure in 2012)
The target markets for the Spine Brawler (by education level of head of household):
High School (23.9 percent)
Some College (39.5 percent)
College Graduate (32.5 percent)

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The target markets for the Spine Brawler (by household income):
$35,000 to $49,999 (17.0 percent)
$50,000 to $74,999 (13.3 percent)
$75,000 to $99,999 (19.7 percent)
$100,000 & over (29.5 percent)

3.6 MESSAGING
The core message of Under Armour is rooted in performance how our products perform compared to
alternatives, and how consumers/athletes perform using UA gear. This drives everything we do, and
should be at the forefront of all UA communication and marketing eorts.

3.6.1 BRANDING
The Under Armour brand represents our mission to make all athletes better through passion, design,
and the relentless pursuit of innovation. UAs commitment to that mission has led to countless game-
changing products that give athletes an advantage.
The Under Armour crisscross logo is now an easily-recognized symbol for the company,
comparable to the Nike swoosh and the Adidas stripes. It is a versatile mark that we can display in a
variety of formats, colors, and sizes on products and in marketing collateral. It can be displayed with or
without accompanying slogans or text; because our brand awareness is strong, the logo can essentially
stand on its own.
We are the ocial outfitter of athletic teams in several high-prole collegiate conferences, and since
2006 we have been an ocial supplier of footwear to the National Football League (NFL). In 2010, we
signed an agreement to become an ocial supplier of gloves to the NFL beginning in 2011 and we are
the ocial combine scouting partner to the NFL with the right to sell combine training apparel
beginning in 2012. In addition, in 2011 we became the Ocial Performance Footwear Supplier of
Major League Baseball, as well as becoming a partner with the National Basketball Association (NBA)
which allows us to market our NBA athletes in game uniforms in connection with our basketball
footwear starting with the 2011/2012 season ("Under Armour 2012 SEC Filing," 2012).

3.7 STRATEGY PYRAMIDS

Under Armour is focused on utilizing all available resources to achieve success in these areas:
Becoming the top sport apparel, shoe, and accessory company in the world
Aggressively pursuing global partnerships to expand UAs international reach
Continuing to actively market our products to the youth market
Increasing the number and quality of our relationships with professional athletes (particularly
NFL athletes)
Increasing the number of licensing deals we have with major college football programs

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MARKETING MIX

4.0 MARKETING MIX

The Under Armour Spine Brawler Mid MC marketing mix consists of a pricing strategy that positions
the product in the upper end of the category; our goal is to communicate the products performance-

enhancing benets so that these outweigh the cost associated with the product. We want the
consumer to justify the purchase by acknowledging the performance benets the product will provide
to him.
Therefore, all marketing initiatives must prominently include the Spine Brawlers benets: the UA
Power Clamp, the UA Spine chassis, 4D Foam, the 3D-molded MPZ tongue, and V56 technology.

4.1 PRICING
The UA Spine Brawler Mid MC Football Shoe is priced at $149.99 MSRP, placing it at the upper end of
the product category. This pricing structure is intended to establish the Spine Brawler as a premier
product because of the technological and performance-enhancing features it has.
Coincidentally, Under Armour has established the low and high ends of the product category our
Mercenary 5/8 MC is priced at the low end of the market (MSRP $74.99), and our Cam Highlight MC
(Cam Newtons signature shoe) is priced at $159.99 MSRP. Main competitor Nike also has products
scattered throughout the pricing spectrum. (See FIGURE 2.2 for more information.)

4.2 PROMOTION
Under Armours promotional strategy incorporates a combination of print, television, and web-based
advertising. We will also utilize the relationships we have with online vendors such as Eastbay and
Zappos, and brick-and-mortar vendors such as Sports Authority, Dicks, and Academy to promote the
product.
Our promotional eorts will utilize the relationships we have with a number of NFL football players to
build awareness for the product and its performance-enhancing benets.

4.2.1 ADVERTISING
We will utilize the following methods to advertise the UA Spine Brawler:
Print advertisements in a number of prominent magazines (Sports Illustrated, ESPN The
Magazine, Sporting News, Pro Football Weekly, etc.)
Television commercials featuring UA endorsers Tom Brady, Julio Jones, and Arian Foster
displayed during college football and professional football broadcasts, and on ESPN and NFL
Network
Web-based promotions on UA.com, Eastbay.com, and Zappos.com
Product testimonial videos posted on YouTube.com and Vimeo.com
Social media outlets, including Twitter and Facebook

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 Word of mouth from consumers who have used the product
With UAs existing brand equity, we feel these eorts will be very eective in getting the word out
about the Spine Brawler.

4.2.2 PUBLIC RELATIONS

Under Armour will send news releases to major media outlets announcing the start of the Spine
Brawler marketing campaign, along with high-resolution images of the product.

4.2.3 DIRECT MARKETING

We will also utilize direct marketing eorts with existing UA customers who have registered previously
on UA.com, or have sent in a registration card from a previous purchase. Promotional postcards and
yers will be sent to these customers.

4.3 WEB PLAN

The Under Armour website (UA.com) will be a primary source of information on all UA products,
including the UA Spine Brawler. We will also utilize our existing relationships with resale partners
Eastbay.com and Zappos.com to promote the product.
Our social media strategy will include extensive use of UAs Twitter and Facebook accounts to connect
with consumers and get the word out about the Spine Brawler.

4.3.1 WEBSITE MARKETING STRATEGY

Under Armours website (UA.com) will be communicated in all marketing collateral. The site provides
consumers with an opportunity to see the Spine Brawler up close and purchase the product directly
from the site.
As an additional incentive, we will oer free 2-day shipping to all customers who purchase the Spine
Brawler from UA.com.

4.3.2 MOBILE MARKETING STRATEGY

Under Armour will develop an app for the iOS and Android platforms to serve as an additional entry to
the UA online store. The app will be full-featured, and will oer customers the opportunity to make
purchases directly from the app. The app will be free to all consumers through the Apple Store and
Google Play Store.
Information about the app will be communicated in all marketing collateral.

FINANCIALS

5.0 FINANCIALS
Under Armour is committed to balancing its operating budget and operating on a solid nancial
foundation while focusing on increasing year-to-year revenue. Both revenues and internal expenses

7/4/2013 UA Spine Brawler Mid MC Football Shoe: Tactical Marketing Plan 15

are closely monitored. UAs goal is to become the premier provider of performance apparel, shoes, and
accessories to athletes who are committed to getting better. With the nature of the market, this is a
signicant challenge, but it is one we are determined to overcome.
UA is audited annually by an independent contractor, who looks at all nancial statements and any
other pertinent information. The information in FIGURE 5.0 below is based on the most recent
auditors report.

2,000,000

1,800,000

1,600,000

1,400,000

1,200,000

1,000,000

800,000

600,000

400,000

200,000

0
2008 2009 2010 2011 2012

Net Revenues Cost of Goods Sold Gross Profit Net Income

FIGURE 5.0

CONTROLS

6.0 CONTROLS
The purpose of the Under Armour Spine Brawler Mid MC Football Shoe marketing plan is to serve as a
guide to the marketing sta in order to eectively communicate the benets of the Spine Brawler to
the consumer. It also serves to establish a baseline for company executives and the Board of Directors
to oversee and ensure the accurate execution of the plan.

6.1 KEYS TO SUCCESS

We must continue to focus on marketing and selling our products to consumers primarily for use in
athletics, tness, training, and outdoor activities. UA seeks to drive consumer demand by building

7/4/2013 UA Spine Brawler Mid MC Football Shoe: Tactical Marketing Plan 16

brand equity and awareness that our products deliver advantages that help athletes perform better
("Under Armour 2012 SEC Filing," 2012).
Our marketing and promotion strategy begins with providing and selling our products to high-
performing athletes and teams on the high school, collegiate and professional levels. We execute this
strategy through outfitting agreements, professional and collegiate sponsorships, individual athlete
agreements and by providing and selling our products directly to team equipment managers and to
individual athletes. As a result, our products are seen on the eld, giving them exposure to various
consumer audiences through the internet, television, magazines and live at sporting events. This
exposure to consumers helps us establish on-eld authenticity as consumers can see our products
being worn by high-performing athletes ("Under Armour 2012 SEC Filing," 2012).

6.2 CONTINGENCY PLANNING

The following is a list of potential factors that could negatively aect the UA Spine Brawler Mid MC
Football Shoe:
Negative word-of-mouth advertising from consumers
Consumers determine the opportunity cost for the Spine Brawler is too high, and they look to
cheaper alternatives
The release of a comparable product by a competitor that becomes a major seller
Legal action due to a consumer ankle or foot injury that causes signicant nancial damage to
the company

6.3 MARKET RESEARCH

Under Armour will continue to monitor the market and product category to ensure the Spine Brawler is
positioned properly both in terms of pricing strategy and product features.

6.4 CRM PLANS

Under Armour will use its existing CRM system to track all UA customers, as well as those who
purchase the Spine Brawler. We have existing procedures in place to track customers who purchase
from UA.com or a UA Store; we will also continue to work with our reselling partners to ensure we
receive good customer information when UA products are purchased through them.
UA will use this information to communicate with customers regarding new products, promotions, and
events they might be interested in.

6.5 MARKETING ORGANIZATION

Under Armour marketing eorts are led by Matthew C. Mirchin, the companys Senior Vice President of
Global Brand and Sports Marketing. He has served in this role since March 2012, and has served in
various other roles throughout the company since joining UA in 2005.
Steve Sommers serves as UAs Vice President of Global Brand Marketing, a role he has had since
February 2012. He is responsible for directing the integrated marketing of all Under Armour products
by creating demand at all consumer touch points. He and his team also create and manage specic
marketing programs geared to empower athletes around the world ("Under Armour Leadership Team,"
2013).

7/4/2013 UA Spine Brawler Mid MC Football Shoe: Tactical Marketing Plan 17

 REFERENCES

Mullins, L. (2007). Muscling Up in Sports Gear. U.S. News & World Report, 143(20), 57-58.
SBRnet Market Research. (2013). Retrieved July 5, 2013, from
http://www.sbrnet.com.logon.lynx.lib.usm.edu/
Sorensen, C. (2011). AN UNDERDOG WITH ATTITUDE. Maclean's, 124(35), 46-47.
Under Armour 2012 SEC Filing. (2012). http://www.uabiz.com/secling.cfm?lingID=1336917-13-11
Under Armour Launches I WILL, its Biggest Ever Global Marketing Campaign. (2013). Retrieved from
UA Biz website: http://www.uabiz.com/news/releasedetail.cfm?ReleaseID=739814
Under Armour Leadership Team. (2013). Retrieved July 6, 2013, from
http://www.underarmour.jobs/leadership.asp
Under Armour Performance Sports Company History. (2013). Retrieved July 4, 2013, from
http://www.underarmour.jobs/our-history.asp
Under Armour Spine Brawler Mid MC Football Shoe. (2013). Retrieved July 5, 2013, from
http://www.underarmour.com/shop/us/en/mens-ua-spine-brawler-mid-football-
cleats/pid1235869-061
Weedon, G. (2012). "I Will. Protect this House:" Under Armour, Corporate Nationalism and Post-9/11
Cultural Politics. Sociology of Sport Journal, 29(3), 265-282.

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