Posted at 10.27.2018
This can be an research of Under Armour Inc research study in its potentiality to make marketing strategies of broadening its market in overseas nations. The considerations have been predicated on Mexico and Argentina. The precedent attempts produced have discussed opportunities and dangers associated with each country in a number of areas, including issues related to international trade, methods, of entrance, infrastructure considerations, and more. In this recommendation, I bring in the concepts targeted at delivering your final aim for country for the company's extension proposal. In concern to the many exceptional issues, including significant real human source issues, it was can be determined that Mexico signifies the best location at under Armour's enlargement. Several admittance vehicles have been reviewed and compared, at which time outsourcing and off shoring were regarded as the utmost appropriate methods in its primary attempts in Mexico. After concurring over a focus on country, several aspects of the organization were examined that can help its global advancement. Under Armour's business design is examined for potential shortcomings in the global context, and recommendations are created to enhance the company's capability to effectively do business overseas. Additionally the firm's financial performance is layed out and found to be quite successful; with careful execution, this style is likely to continue on a global level. Issues regarding sustainable business initiatives and global mentality perspectives were also tackled, with the accord being that Under Armour's improvement in these areas offers a appealing basis for future progress.
Team Univision has researched and examined potential globalization initiatives by Under Armour into Argentina and Mexico in a number of projects thus far. Based on the data obtained so far, it is evident that Mexico reveals the best opportunity for growth and profit in Under Armour's globalization strategy. This requires a business design that accommodates globalization and factors in risks and opportunities when widening in a global market. This research study will treat these issues and present Under Armour's rationale for getting into the Mexican market.
The following comparative research is a point-by-point comparison of Argentina and Mexico with regards to the issues rose in weeks 4, 9, and 11. These issues include tariff obstacles, product standards, and dispute resolution functions; licensing, franchising, and outsourcing/off shoring initiatives; and finally infrastructure, business and workforce culture, social infrastructure, and political and regulatory environments.
In week 4, Team Univision centered on areas of international trade that can assist or impede Under Armour's possible growth into Argentina and Mexico. Unlike Argentina, tariff barriers are a relative non-factor in Mexico due to help NAFTA offers transportation of materials and products between it and america. While product expectations mirror those of the U. S. in both Mexico and Argentina, affordability and competition is more associated with an obstacle in Argentina. Finally, legal enforcement is unequal and problem is a potential pitfall for both countries. Problem in Argentina though has been known to more markedly influence overseas companies, thus having many disputes to international arbitration.
In week 9, the focus was devoted to the potential access modes of Under Armour Inc. 's enlargement. While the concept of licensing offers a significant upside in its cost success, Team Univision discovered that economic uncertainty in Argentina and wide-spread piracy in Mexico offered substantive risk. Franchising was found to be unpractical for Argentina because of the fact the Under Armour is more logo-
Driven and bought from unaffiliated shops. Conversely, franchising may be considered a practical option to explore in Mexico as laws and regulations have been recently enacted that enhance the rights of franchisees and the father or mother company. Finally, outsourcing and off shoring were found to be very feasible options for both countries but more so for Mexico, for the reason that Under Armour already offshore the majority of its recycleables sourcing and developing capability to this area.
In week 11, financial and public infrastructure, business and workforce culture, and politics and regulatory conditions were examined at length. Infrastructure in Mexico rates highly due to its ability to handle Under Armour's travelling concerns. In contrast, Argentina's infrastructure is questionable due to major financial doubt. Both countries' interpersonal infrastructures lack with regards to the local business and workforce cultures. Labor unions are a significant concern in both countries, but perhaps more so in Argentina than Mexico. Conversely, poor education levels are a problem in Mexico whereas Argentina's high education levels are more likely to provide a skilled labor force. Finally, the politics and regulatory systems of both countries create problems as each provides the inherent hazards of problem, instability, and difficulty in enforcing property rights.
With these details at heart, Team Univision must determine not only which country gets the most resources to support enlargement, but also which country has the least amount of overall risk. Business decisions inherently involve risk, to be sure, but successful business decisions are able to balance these hazards with significant pay back.
Mexico has problems with offense and environmental factors which exacerbate the fitness of its citizens and the ones doing business in the country. Though Mexico boasts a literacy rate of 93%, education is not given the high goal needed if the united states expects to diversify its manufacturing and service offerings with an expanding global market (CIA, 2007). Despite these shortcomings, other factors make Mexico a viable choice for Under Armour. Among these are closeness which helps reduce vehicles costs, long-standing advantages of the NAFTA accord, Export Handling Zones (EPZs) which facilitate trade, appropriate product expectations; and similar judicial systems. Team Univision has outlined significant opportunities and dangers considered in its advice at under Armour's expansion into Mexico's retail market.
Felipe Calderon's contentious ascent to the presidency has meant building bridges in Congress to force through his reform agenda. Recognizing the prospect of the country's cultural problems to impede Mexico's economical growth, Leader Calderon's 2007 budget displays a committed action to struggling with poverty, creating careers, and ensuring the personal safe practices of its individuals (EIU, 2007). Thus as the short-term political dangers in Mexico are real, the view for Under Armour's long-term success seems positive.
Mexico's business weather is fraught with poor duty collection capabilities, problem, and bureaucratic inefficiencies that impose non-tariff trade barriers. Mexico identifies the impact on its competitiveness and has worked to reduce such obstacles through legislation. For firms like Under Armour, Export Processing Zones (EPZs) help them understand the country's cumbersome regulatory environment and support outsourcing and off shoring needs at lower costs. Mexico's legal system is characterized as being "very liberal" in the region of contract legislation. This is an important factor for Under Armour's ability to negotiate contracts or arbitrate disputes. You will discover concerns with companies using child labor and potential reforms in labor lawful restrictions which may damage multinationals. Labor unions also impose restrictions on the amount of control management has over staff member activities and habit. Team Univision is convinced that Under Armour's global labor requirements are sufficiently powerful for the reason that they expressly prohibit the organization from participating with suppliers that exploit children as well as others in the workforce.
Mexico can be described as having a collectivist culture. Collectivist cultures pursue "harmonious interdependence" rather than specific self-interest (Griffith, 2002, p. 305). In contrast, Western countries and especially america place a high value on specific performance (Hill, 2007). In Mexico, hiring routines are governed by nepotism and familial ties. As such, they could likely interfere with performance management procedures. These factors would affect Under Armour if the firm decided to expand its operations through a Greenfield venture. Given that substantive outlays are required for this approach, Team Univision motivates Under Armour to optimize its off shoring and outsourcing options while protecting its financial resources.
Continuing to get off shoring and outsourcing opportunities supplies the versatility which would enable Under Armour to concentrate on primary competencies, such as product creativity and tactical management. Under Armour would benefit from access to lower-cost labor pools; reduction in device costs through increased development; increased value of suppliers through added operation; and reduction in costs for human source sourcing, training, and termination. Under Armour will continue to employ rigorous conformity and monitoring systems to ensure that its quality criteria are maintained at work and because of its products.
Under Armour's current licensing strategy provides affordable opportunities to increase brand awareness. Under its licensing agreements for developing and distribution, Under Armour minimizes its financial outlays while costs for producing, distributing, and marketing its products are assumed by the licensee. Guarding its trademarks is of critical importance to Under Armour. In Mexico, enforcement of intellectual property protection under the law laws is incredibly weakened, while demand for counterfeit merchandise is strong. For these reasons, Team Univision has determined that licensing would expose Under Armour to product piracy risk and the next losses of revenue, which is therefore not advised.
Under Armour would be able to increase its brand recognition in the new retail market while realizing numerous economic benefits through franchising. Under this design, Under Armour would gain an additional revenue stream, minimize its outlays for producing, product packaging, distributing, and marketing its products in the new market, increase overall flexibility of its supply string through additional capacity; and enhance the firm's sourcing of critical petroleum-based material found in its niche performance fabrics. As being a franchisor, Under Armour would keep sufficient control over product standards and display.
Team Univision acknowledges that violations of trademarks and product design are hazards posed by licensing, outsourcing, off shoring, and franchising as market entry strategies. These hazards shouldn't, however, deter Under Armour from considering Mexico as a concentrate on for globalization. Under Armour's solid supplier selection and monitoring practices, together with penal code changes favoring higher penalties for intellectual property violations should mitigate significant deficits for the organization.
Globalization is just about the focus for most corporations attempting to expand their presence and products into the international overall economy. Team Univision has examined Under Armour as it tries to multiply its functions into foreign markets. Specifically, the overseas markets analyzed during this comprehensive study were Argentina and Mexico. As Team Univision's knowledge of globalization
Increased exponentially throughout the word, it is now a chance to recommend which country is most effective at under Armour Inc. , and which market accessibility vehicle the company should utilize in the preferred country. Through consideration, and diligent examination of both countries, Team Univision came to the conclusion that Mexico would be the best option at under Armour Inc. In the next passages, Team Univision will clarify how exactly we concluded on Mexico as the best country choice, and which market access vehicle the business will take advantage of the most.
The decision by Team Univision to suggest Mexico as the best substitute at under Armour Inc. globalization undertaking was not a particularly hard choice to make. Although there are many interesting aspects in a potential development into the Argentinean market, there are way too many possible risks associated with the move. For instance, Argentina is still recovering from a complete economic collapse that took place in 2002. Although the country seems to be improving considerably, there is still a huge offer of doubt and instability - and for that reason increased risks at under Armour. Few an economy recovering from a recession, politics instability, and a doubtful legislative system and the likelihood for potential failure increases exponentially for just about any foreign firm stepping into the Argentinean market. Although there are a few inherent hazards in Mexico much like any foreign market, the opportunity for success is better. The fact that Under Armour Inc. is based in the U. S. and Mexico is an associate of the UNITED STATES Free Trade Contract (NAFTA) further validates this bottom line. The selection of a goal country for Under Armour's enlargement, though, is only 50 % of the formula. Now that Team Univision decided on Mexico as the best fit, Team Univision must determine which market accessibility vehicle to utilize.
Team Univision has examined three possible methods of entry at under Armour Inc. in to the Mexican market. Team Univision made a decision to consider each setting and determine that was best suited, with the possibility of utilizing several entry vehicle if necessary. The three entrance vehicles analyzed are licensing, franchising, and outsourcing. Licensing can be an access vehicle that Under Armour has employed in the past and plans to make use of in the foreseeable future, as these arrangements have been very lucrative for the business. Most of Under Armour's licensing contracts encompass manufacturing and distribution privileges. However, in 2006, the company broke new ground by licensing software because of its warehouse management system
Franchising is another option Team Univision has analyzed as an admittance vehicle at under Armour into Mexico. Franchising is already a prevalent method of entry in to the Mexican market: In Mexico there are a total of 780 franchises authorized in more than 70 different industries, showing that the franchise business is an important way to obtain job creation, self-employment and riches strengthened considerable in the past few years, placing Mexico as the 8th leading region worldwide in franchise development. Following the development of NAFTA, franchising has become one of the most popular business models to look at in Mexico because it has shown to be secure and has regular growth opportunities. Besides, Mexico has also shown an open up commercial system and a mixed cultural background that promotes popularity of different principles (BuyUSA, 2007). The very last entry vehicle examined by Team Univision is outsourcing. Much like any company or corporation, the target is to increase earnings while reduce dangers and costs. For a firm such as Under Armour, and a country such as Mexico that is clearly a member of NAFTA, trade barriers have been taken away and the spot has thereby motivated outsourcing. Since many of the raw materials employed by Under Armour come from Mexico, and the labor is much cheaper while being in close closeness with the U. S. , outsourcing to Mexico is an clear option. As mentioned previous, Team Univision views each entrance vehicle as a viable conduit into the Mexican market. However, it is obvious through research and evaluation that outsourcing would be the best starting point for the business's globalization tries.
Team Univision has investigated, analyzed, reviewed, and contemplated globalization and the opportunities and hazards which it posed at under Armour Inc. Through clever deliberation and teamwork, it was driven that Mexico was truly the better concentrate on country. Furthermore, it appears that a mixture of off shoring/outsourcing and franchising is probable the best initial entry vehicle at under Armour. This decision was not a fairly easy one, however in business each decision must be an informed one in order to reduce the dangers inherent to overseas market endeavors.
Modern businesses rely as part of your on stable business models in order to stay solvent in today's segmented and competitive environment. As Team Univision examines Under Armour and its own potential expansion overseas, its business model must undergo scrutiny to raised understand its value. In the text below we will first determine Under Armour's current business model, and then evaluate its applicability in the context of globalization.
Under Armour identifies a business design as the way, or ways, in which a company generates revenue and earnings (UA, 2007b). By using explanation, we can say that Under Armour's business model revolves around the look, creation, marketing, and circulation of high-tech athletic performance attire to men, women, and youngsters (UA, 2007a). The business focuses almost all of its attempts on the development of garments for football, although it has made great strides in other sports; baseball, lacrosse, Olympic activities and sports are but a few of the company's recent focuses on (Kusterbeck, 2007). Under Armour's business design is unique in that the company creates its sales efforts in an almost grassroots-type fashion, wherein products are pressed out to sports professionals first with the intention that the development is trickled down to the consumer people (Kusterbeck, 2007).
Under Armour's business design revolves around the development of performance attire, but this is merely among the many elements in the higher organizational plan. The company continues to operate much such as a smaller and centralized development company; for example, the business maintains all of its design and advertising functions in-house in order to maintain quality and persistence in its products and marketing information (UA, 2007a). These designs are then examined by professional sports athletes to garner constructive reviews for product improvements; the company identifies these lessons as "locker room laboratories" (Kusterbeck, 2007). Under Armour also retains control over its distribution channel by relying on its service in Glen Burnie, MD for substantially all of its product circulation needs (UA, 2007a). Though Under Armour decides to keep a lot of its functions in-house, the business has outsourced a lot of its raw materials sourcing and making to international entities. The majority of these facilities are positioned in Mexico, Latin America, and China, although the business does personnel a quick-turn making aspect in-house for special requests and clients. Under Armour extends to consumers mainly through "store within the store" setups within major wholesale chains like Dick's as well as the Sports Authority; fewer than twelve Under Armour wall plug retailers are run by the business itself. Finally, the business earns earnings and broadens its brand image through licensing contracts with collegiate and professional activities clubs, individuals, and programs - an attempt borne out of the company's model for legitimacy, reputation, and quality (UA, 2007a).
Under Armour's current strategy has prevailed, but is largely covered within the context of the US performance attire market. The business has negotiated licensing agreements in Japan, and has established a European head office to expose its products just as it did in america: offering products directly to teams and individual runners in these market segments, in that way providing product contact with broad people of potential consumers in these markets. This model has so far been effective, with 4% of the company's net income now via international sales and licensing contracts (UA, 2007a). The existing business design, though, suffers from some limitations which may inhibit the business's ability to grow internationally. First, its sales of higher-priced athletic clothes is only feasible in locations that support discretionary spending and free time. This is usually the case in developed countries, but Under Armour's products may not be successful in developing countries with low income- per-capita numbers and too little emphasis on free time. Under Armour's reliance on football (and its associated seasonality) may stifle the business's ability to move effectively abroad, as American sports has limited worldwide appeal. Furthermore, Under Armour is only now breaking into international activities (soccer and cricket being two instances), so its US business model must be quickly modified to charm to global customers. Finally, the company could face additional seasonality issues if these international sports coincide with sports season in America, thus further increasing the business's financial risk. On the broader scale, the business's business model calls for guerilla-style distribution and marketing strategies centered on professional and collegiate athletes. This approach only works, of course, in locations where in fact the appropriate activities infrastructures exist. If the country or region lacks significant professional sports activities, or even sporting activities at the collegiate level equal to US institutions, then Under Armour will face troubles with regard to product introductions and consumer acceptance. Businesses like Under Armour face even more troubles on the operational level. During the growth phase, companies will often continue steadily to maintain centralized control over key operational functions. Under Armour up to now operates most of its design, marketing, and distribution functions from its head office in Baltimore, MD (UA, 2007a). While this is an effective strategy in the short term, the company will have to establish regional global centers of businesses in order to stay competitive. Logistical challenges such as inventory management, vehicles, and supply chain management will increase increasingly complicated upon international growth. Finally, Under Armour's business design may need to be adjusted with respect to retail strategy. On the look end, the company must further differentiate its products to raised suit tastes in various global locations; a quick perusal of Under Armour's international websites portrays little international differentiation (UA, 2007c). With respect to retail space, the business currently operates under a model that relies heavily on low cost distribution with more than 36% of its net revenues via just two retail giants (Just Style, 2006). This plan may prove problematic in areas that don't support large retail projects, or in locations where brand acknowledgement is low. In that circumstance, Under Armour's products could easily become lost amongst the myriad brands sold in these suppliers.
From a useful perspective, there a wide range of changes that Under Armour could use to raised position its business model for international success. First, it must research ways to generate lower-priced, multi-purpose garments that sustains its brand image yet caters to geographically distinct tastes or socio-economic conditions. Secondly, it must create itself at the forefront of international sports to reduce its reliance on US-centric athletics such as football or football; the hiring of local experts might be helpful here to seek advice from on designs and so forth. Next, the business must examine distribution and offer chains on a worldwide level to build up efficient sites for transporting and retailing its products. New retail forms, franchising contracts, and licensing alternatives must also be considered within this strategy. Under Armour's business model reaches its commercial ideology, and this too could change to better accommodate international development opportunities. The company must move beyond its "disruptor" mentality and establish a mainstream global presence. It must also look to decentralize some of its center functions to allow for better operational efficiencies in geographically disparate locations. Finally, the company must change its business model from that of a little, flexible, active company into a larger, more mature, and even more secure mentality - all while keeping the client service, trustworthiness, and creativity that stand for its key competencies.
Under Armour has risen to the very best of the industry pack since its 1995 access into the sporting goods market, boasting more than 90% of the compression garment market (Hoovers, 2007). From 2003 to 2006 the organization experienced over 500% growths in net gain in the four-year period. This radical growth is a result of new product offerings in the Men's category in 2004 as well as the sales expansion of the central products. In addition, the Women's and Youth category introduced services and tangentially increased sales of existing product offerings. In all, "the improvement in sales shows leverage on increased size, better sourcing, disciplined inventory management, and increased license income" ( ). The sales expansion "coupled with an extremely disciplined approach to running the business, enabled the business to attain strong operating margins while making important ventures in to the future of the business" The company's work in creating a distinct segment brand image have fostered strong demand because of its performance apparel. Because of Under Armour's competitive strategy they have grown to be one of the official suppliers to Major Group Football (MLB) and the National Hockey Category (NHL). Under Armour's efforts to grow into Mexico have strong potential for success due to the growth and revenue that the business has suffered? Under Armour has already established remarkable success in Canada, Japan, the uk, France and Germany, thus recommending a great chance for development in Mexico. However, it is important at under Armour to consider that there are adjustments that need to be made in order for a successful globalization effort. Exchange rates will have a significant effect on Under Armour even as consider globalization attempts to Mexico. Exchange rates impact "export opportunities, the success of international trade and investment discounts, and the price competitiveness of overseas imports" (Hill, 2007, p. 345). Many of these factors have a major impact how global business ventures will be conducted, thus making a dependence on Team Univision to have an understanding of foreign exchange risk. It's important to understand that exchange rates are determined by the demand and supply of currency in relation to another. There's a need to understand how prices are related to switch rate movements. The majority of economic theories of exchange rate activities seem to agree that three factors come with an important effect on future exchange rate movements in country's currency: the country's price inflation, its interest, and market mindset.
Another economic theory of exchange, purchasing vitality parity (PPP), "could be found from anybody group of prices. By checking the costs of identical products in various currencies, it might be possible to look for the 'real' or PPP exchange rate that would exist if markets are efficient" (Hill, 2007, p. 345). This gives a benchmark for Under Armour to compare rates and to understand how they can be relative to the other in different countries and how to price their product in Mexico to compete as well as profitable. It really is relevant for Team Univision to forecast and forecast future exchange rate modifications in order to assess the worthiness of globalization initiatives to Mexico. Thus, it may gain Under Armour to seek forecasting services to keep to assess the profitability of this market. In addition, Under Armour's globalization efforts to Mexico should anticipate consumer preferences in the global market in order to keep or increase success. This might require some adjustments of the business model (as explained above) and a rigorous study of Mexican trends in the purchase of wearing apparel. It is equally important to handle exchange rates and modify profit benchmarks and goals because this will have a significant impact on how to forecast and forecast fads in the Mexican market. If Under Armour accounts for these factors and addresses them appropriately, the likelihood of positive comes back in Mexico is quite high.
From developing micro-enterprises for women in India to providing potable drinking water in Ghana, powerhouse corporations such as Unilever and General Electric are combining environmentally friendly and socially responsible practices into their business models. CEOs at these companies notice that such methods provide more value than simply beneficial PR (BusinessWeek, 2007). Unilever realizes that its survival is dependent partly on its gains, but increasingly has been linked to other factors like the corporation's role as a good commercial citizen in different parts of the world. Roughly 40% of Unilever's sales and future progress will maintain developing global market segments (2007). Unilever expands its vast financial resources to help improve living conditions and provide economical opportunities for citizens in countries where it conducts business. A company's lasting business tactics must support shareholder demands for appropriate rates of go back; the development of ground breaking products and services; enhance recruiting of its labor force; uphold the integrity of the organization through transparent governance; and increase brand consciousness (SAM Indexes GmbH, 2006a). The Dow Jones Sustainability Index (SAM Indexes GmbH,
2006b) considers several capabilities within financial, environmental, social, and other industry-specific factors when analyzing companies for investment decisions (2006b). So how exactly does Under Armour fare using the Dow Jones Industrial Average Sustainability Index? Inside the context of monetary proportions, the sustainability study (SAM Indexes GmbH, 2006c) addresses firm framework and governance, risk and crisis management, and rules of do. The social sizing addresses human resource development, labor routines, and philanthropy. Last but not least, environmental factors address source of information usage and emissions and reporting. Furthermore to its financial accounts, Under Armour's website includes information which addresses many of the requirements for lasting business techniques. Key among this is actually the company's own corporate Code of Business Ethics and the Code of Carry out for Suppliers, the organization of the firm's Mother board of Directors, its philanthropic activities, and global labor benchmarks.
The global state of mind encompasses characteristics that are not simply significant on the managerial level, but an organizational level as well. Team Univision examines Under Armour, Inc. as it prepares for entry in change by re-examining its global objective. AT UNDER Armour, Inc. the cultivation of the mindset could imply the difference between inability and success. A global frame of mind is "an orientation of the world which allows someone to see certain things that others do not. A global mindset means the capability to scan the world from a broad point of view always looking for unexpected styles and opportunities which could constitute a hazard or an opportunity to achieve personal, professional or organizational targets" (Kedia & Mukherji, 1999). With global business experience in 10 countries, Under Armour, Inc. has embraced this mindset and redefined it structured upon their mission and goals.
Team Univision has regarded that in the global business atmosphere, the management attitude must shift from individualized effort compared to that of clubs and groups. Imagination and innovation coupled with the ability to adapt to foreign cultures and values becomes paramount in the global context. Other essential managerial skills include the ability to change one's authority style and having the willingness to take chances when confronted with a competitive international environment. Basically, there must be a reorganization of just how managers think to fully embrace the change that needs to occur. Key among Under Armour's concerns here should be an study of business ethics. Under Armour, Inc. currently has an comprehensive ethics policy set up, but it does not encompass lots of the cultural and environmental areas of ethics that the organization's management will face. The insurance plan does state that all honest situations and dilemmas aren't mentioned, so unforeseen circumstances will likely be dealt with in a proactive manner. As the business goes into another global market, Team Univision thinks that it's critical that Under Armour, Inc. include thorough information about the ethical issues in each particular country. It isn't sufficient to state that professionals must abide by ethical policies rather than take part in any business that promotes or actively possesses unethical variables. Team Univision seems that the Under Armour's ethics coverage should be designed to the precise conditions of specific countries, as the business enterprise environment in each of Under Armour's global market segments is different. This may therefore permit global managers to be prepared for probable problems in confirmed market, and offer time for a full knowledge of the actions essential to maintain ethical business procedures. The managerial mindset of those within Under Armour, Inc. as they attempt this global business enterprise in Mexico should be that of an integrator. "The integrator is a manager with a real
Global mindset based on heightened consciousness (knowledge) and increased talents (skills). They hold a multi-cultural perspective and creates a global large web of connections with suppliers, programmers, designers, vendors and customers" (Kedia & Mukherji, 1999). There are some things on this level that Under Armour, Inc. presently does, but improvements in this area will facilitate sustained global success. Overall, Team Univision feels that Under Armour, Inc. has generated a great foundation for global integration and business. The business has already demonstrated its prowess in conducting profitable, moral, and globally-focused business procedures. Under Armour has been successful in coming into other global marketplaces, and Mexico should end up being no exemption.
For Under Armour, Mexico offers a viable global market option that's not without its risks. However, as a worldwide business and having a progressive global mentality, Under Armour is ready to enter this market and thrive off of its potential to modify and combine its organizational style. Team Univision is comfortable that given an in depth course of action, Under Armour will become the most well-liked athletic apparel brand in Mexico.
Team Univision has scrutinized lots of the ideas associated with globalization along with the potential dangers and opportunities natural with this undertaking. The lessons we discovered which range from sustainability to business models to financial performance have paid dividends in helping Team Univision understand what a global way of thinking entails. By improving this knowledge of the global attitude, we could actually determine the best country and most suitable market entry vehicle at under Armour Inc. The lessons were challenging, the task demanding, but Team Univision could pull everything jointly and work as one cohesive device. Many of the lessons we have learned definitely can and you will be applicable even as we continue to progress in our business ventures to the Mexican athletic apparel market.