Question details

Provide a written case analysis on Under Armour INC. that is attached.
$ 20.00

Provide a written case analysis on Under Armour INC. that is attached. PLEASE use proper APA formatting and references to be at least 4 sources. Tip will be generous if this is written correctly, no spelling errors, proper formatting, and all requirements are met. Please read and follow the example that has been provided below. This paper should be no less that 4 pages of actual content, not including reference and cover pages.



Note: this is one example of a strategic management model you can use for your case analysis in Module 4


I. Current Situation

A. Brief firm history. What industries and industry segments is your firm involved in, and what will be the focus of the paper? You cannot do all of the industries or segments in one

semester. Make a rational choice that aligns the firm paper with the industry paper. Provide a

statement of the current position or situation of your firm within the industry (i.e., how goes it).

This is another concession to the tendency to write English papers. How diversified is this

firm? Related or unrelated (you may discuss this wherever you think most appropriate)?


B. Strategic Posture.

1. What is the current mission? Did you have to deduce it, or was it stated. Is there a clear

point B (an objective that we can quantify)? You should be concerned with both the quality of

the mission statement, and its appropriateness for the competitive environment. You will be

able to address this issue after you complete the firm analysis.

2. What is the current (Porter’s generic) strategy? Since you are only doing one segment, you

are concerned with business-level strategy only. Is this strategy consistent with the mission,

appropriate for the environmental context, being followed by management? Again, this is best

answered after the analysis is complete.


II. External Environment (Opportunities and Threats.) This section is a restatement of some

of your industry paper work. You restate your findings with respect to this specific firm.


A. Socio-cultural. What general environmental factors among the socio-cultural, economic,

political-legal, and technological forces are currently affecting both the firm and the industry in

which it competes?

Which present current or future threats or opportunities important to your firm?


B. Task Environment. Which of the five forces (Porter’s) in the immediate environment are

currently affecting the level of competitive intensity within the industry? Which present current

or future threats or opportunities important to your firm?


III. Internal Environment (Strengths and Weaknesses)

A. Management. The objective of the management function is to ensure the long-term survival of the firm within its competitive environment. Begin with your assessment of how

management has addressed this objective.

1. Board of Directors. The objective of the board is to provide oversight of the firm. Based on

your observations is this board appropriate for the competitive environment of this


a. What is the board size and composition (averages for all firms is 74% external, with 14

members total).

b. What are their skills? Do you have the four functional areas covered?

c. Do they own a significant percentage of stock? Here you are testing elements of agency


d. What is their level of involvement in the oversight of the corporation?

That is, what committees are they on? How often do they meet?

2. Top Management (usually only the CEO). The objective of management is to ensure the

survival of the organization within its environment. Is management achieving that objective?

a. What are top management's chief characteristics in terms of knowledge, skills, background,

and management style? Is top management sufficiently skilled to cope with likely future

challenges? Has it established a systematic approach to the formulation, implementation,

evaluation and control of strategic management? Is there a vision, clearly articulated, guiding

corporate activities (i.e., does this manager know where the organization is headed)? What is

the degree of stock ownership, and is it appropriate?

b. Organizational Structure. What is the present structure? Discuss decision-making authority,

degree of autonomy, team building, empowerment, etc. Is the structure appropriate for the

competitive environment and consistent with the current strategy and mission?

c. Culture. Is there a well-defined or emerging culture composed of shared beliefs,

expectations, and values? Is the culture a source of support or hindrance to achieving the

mission/strategy of the corporation?


B. Marketing. The objective of the marketing function is to maximize market share. Are they

achieving this objective? You should be able to provide a graph of market share change over

time compared to another firm.

Remember to use ratios, not raw numbers. What is the market share change of the firm in

relation to market growth?

How well is the corporation performing in terms of market position and marketing mix? You

answer this by comparing the 4 P's to a better performing firm.

1. How well does your firm's product offering (product mix) compare to a better performing


2. Is the firm's pricing appropriate?

3. Compare the place (distribution system) of the product offering.

4. Evaluate the promotional efforts of the firm. What is the payoff for the money spent on

advertising? Is there a relationship between advertising and market share change?

5. Discuss the effectiveness of the marketing function in light of the product life cycle, and

market segmentation. You should be able to do this quantitatively & qualitatively. What trends

do you see from analysis of their past performance?


Provide a conclusion to this section. I suggest using a decision matrix.

From your analysis, what are the strengths and weaknesses of this function?


C. Operations/Production. This section will be revised for those teams doing a service firm.

While the basic arguments are the same, the methods will be different. Consult with your

instructor before beginning this section if you are doing a service organization.

The objective of the operations function is to increase productivity. Are they achieving this

objective? This is also the functional area where you can best evaluate whether your firm is

following the logic of re-investing in itself (the logic of the managerial enterprise)?

1. In order to achieve improvements in productivity, the firm must be re-investing in itself. What is the trend in capital spending? What is the trend in productivity improvement?

2. In combination with the marketing section, has this firms emphasized product development,

or diversification, for growth (the Chandler argument)?

3. Operating leverage. How has the mix of people to capital changed over time - are fixed

costs rising? What are the trends in costs per unit of labor, inventory control, etc.?

4. Research & Development. What return is the corporation receiving from its R&D

investment? Is the firm technologically competent? How well does the firm's investment

compare with similar corporations? What is the bang for the buck!

Provide a conclusion to this section. I suggest using a decision matrix.


From your analysis, what are the strengths and weaknesses of this function?


D. Finance. The objective of the finance function is to maximize shareholder wealth. Are they

achieving this objective? I would prefer total returns to investors over time as the measure

here. The data are available.

1. Remember to use at least five years of data for the most important factors. What trends do

you see emerging from this analysis? Suggested ratios are contained in the text.

2. How well is the corporation performing compared to competition?

3. Capital Asset Pricing Model. (Class lecture notes) What is the cost of capital for this firm?

What impact does this have on competitiveness? What does your analysis tell you about the

probability that management will reinvest in the firm?

4. Debt to Equity policy and susceptibility to external forces, such as debt covenants, take-over attempts, etc. As lecture material points out, the capital structure decision is very important to the survival of the firm.

Crunching of numbers is not the objective here. You are looking for significant trends that can

impact the survivability of the firm. As you find negative trends that could affect other

organizational functions, tell your teammates. What have they discovered? This section cannot stand on its own; it has to be integrated into the overall paper.

Provide a conclusion to this section. I suggest using a decision matrix.


From your analysis, what are the strengths and weaknesses of this function?


E. Human Resource Management. If applicable - i.e., are unions involved? If so, you are

concerned with the HRM function of the organization.


F. Management Information Systems. If applicable. Is you firm having problems with its MIS

system? Readings from articles should give a clue. If no problem is noted, you do not have to

include this section.


IV. Critical Success Factors. From your industry paper, discuss how your firm is addressing

these factors. Most of these factors (2 of 3) will lend themselves to quantitative analysis and



V. Strategic Problem. From your analysis, what is THE strategic problem of this firm? This is

only one paragraph and not a laundry list. Clue – your paragraph will begin: Management has

failed to ensure the long-term survival of this firm because…


VI. Strategic Alternatives. Provide appropriate strategic alternatives stated as strategies, not

as elements of a strategy. Discuss the pro's and con's of each. The current strategy, if

appropriate, could be one of the alternatives if the firm simply needs to improve the

implementation of that strategy.


VII. Recommendation. From your alternatives, what ONE strategy do you recommend, and

why? This is an only one or two paragraph statement.


VIII. Implementation. This is the section where most teams lose it.


Remember that strategy is a pattern of actions and activities.

A. Give SPECIFIC recommendations on how you would implement your strategic choice.

Provide details addressing each of the four functional areas.

B. Show how you are solving the weaknesses and building on the strengths of each functional


C. What is the core competence of this organization? Can we build a sustainable competitive

advantage within this industry?

D. Include basic proforma statements for at least 5 years out to see the impact of your changes. Use your best guess on the numbers, indicating your assumptions.

E. Conclude the paper with your prognosis for the firm.

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