The Analysis of the Reasons for the Success of the Under Armour Brand Based on “SWOT” and Porter’s Five Forces

DOI

10.2991/aebmr.k.220405.111How to use a DOI?

Keywords

Under Armour; SWOT; Porter’s five forces

Abstract

As a new brand, Under Armour has taken the world by storm, and is the first-line sports brand with Nike and Adidas. This article analyzes the reasons for UA’s success from three aspects: UA’s awareness of propaganda, differentiated competition and expansion of the sales market. Through used SWOT and poter’s five forces analyzes to help understand the reasons for Under Armour’s success. Through research, this paper draws the following conclusions. Under Armour is a new company. They can expand into more markets than overseas. Under Armour is a sports brand that isn’t safe enough. Nike and Adidas have high name recognition and buybacks, a high customer base and a lack of recognition compared to global brands. From the perspective of Porter’s Five Forces, Under Armour is a newly established sports company, while traditional and more experienced companies will become a threat. For consumers, they will choose traditional brands and buy from more familiar brands. Suppliers will face more supply choices in the market. In the absence of supply capacity, suppliers will opt for more advantageous options, such as higher prices and better publicity, and traditional sports brands with a large customer base, higher technological prowess and wider recognition will be a threat to Under Armour.

Copyright

© 2022 The Authors. Published by Atlantis Press International B.V.

Open Access

This is an open access article distributed under the CC BY-NC 4.0 license.

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TY  - CONF
AU  - Zheng Li
PY  - 2022
DA  - 2022/04/29
TI  - The Analysis of the Reasons for the Success of the Under Armour Brand Based on “SWOT” and Porter’s Five Forces
BT  - Proceedings of the 2022 7th International Conference on Social Sciences and Economic Development (ICSSED 2022)
PB  - Atlantis Press
SP  - 676
EP  - 680
SN  - 2352-5428
UR  - https://doi.org/10.2991/aebmr.k.220405.111
DO  - 10.2991/aebmr.k.220405.111
ID  - Li2022
ER  -