I competed in a 2 day Deloitte Information Technology Consulting Case Competition, open to all IT students at Notre Dame. Working with a team of 3, we put together this deck of slides in less than 48 hours.

1. Under Armour, Inc. - Strategic Growth in a Competitive Market Building a Case for Change Team 2: Brendan Crowley, Belen Molina, Guru Velasco Friday April 17th, 2009

2. Contents

3. The Case for Change

5. Internal operational inefficiencies will be reduced by useful collection, analysis and transference of data

6. Revitalized marketing efforts and further international expansion will be founded upon new business intelligencePrimary Goals : Obtaining Meaningful Customer Analysis and Reducing Operational Inefficiency.

8. UA’s core competency is its form-fitting, moisture wicking performance apparel designed to be worn under sportswear

9. Penetrating the overall apparel market would signify reaching out to a different market sector and changing the image the company has worked so hard to convey

10. The image Under Armour has built around its products is one of invulnerability, athletic performance, and Source: http://en.wikipedia.org/wiki/Under_Armour NYTimes.com- “Muscling Into the Mainstream”

11. Recommendations & Cost-Benefit Analysis

13. Operation inefficiencies will be reduced by more efficient information systems

15. Work through this company to gain market share

17. Utilize business intelligence to better sculpt effective marketing campaigns for both genders

18. Push for increased Web Sales

20. Both in the United States and Internationally

21. Immediate increase in productivity when data is consolidated in data warehouse on a server that can be accessed by all departments

22. Managers can pull “read-only” data to use for their purposes

23. No modification of data outside your own department to ensure data integrity

24. Increase in operational efficiency between departments saves costs and time

25. Upper managers can pull data from all areas and use it to guide lower managers without having to waste each other’s time

27. Project Plan & Timeline Basic Project Plan & Timeline Research Preparation Implementation Maintenance

28. Operational & Organizational Assessment:

30. Most managers in accounting wont want anyone in marketing “touching their stuff” – i.e. data integrity is critical

31. If international expansion is slow, it can raise costs

34. Information will be accessible

35. Take advantage of features such as website personalization and customization

36. Build an enormous database of product and customer information that supports functions such as customer service and Web site serving

37. Trends show that online apparel sales are increasing

38. Electronic commerce increased 15% in Sweden in 2008

39. In addition, UA could create a dedicated site to Sweden and in the future, the rest of the Nordic countries

40. Take our experience supporting the Fulham team in England and apply it in Sweden:

41. Sponsor a popular local soccer team

42. Swedish soccer teams lack the international recognition that European teams have

43. This implies a lower sponsorship cost

44. Since soccer is the number one sport in Sweden, the risk associated is low

45. Picking the right distribution channel can be of great importance when entering the Swedish market

46. Penetration Pricing strategy

47. The most effective advertising is done in magazines and mailing catalogues

48. Television commercials are not the major advertising channels

49. Take advantage of sporting events such as local soccer games to use television ads as advertising mediumSource: http://www.infomat.com/research/infre0000238.html http://www.emarketservices.com/start/News/International/news/Electronic-commerce-increases-15--in-Sweden-in-2008.html?xz=0&sd=1&ci=2157

51. The 7 largest sporting goods stores sold $375 million of sports apparel in 1996

52. Swedes spend an average of $650 per capita on clothes

53. The market is most receptive to Sports and Casual Wear made in the US

54. Most of the market is controlled by 50 of the largest apparel companies.

55. This is where we want to sell our UA athletic apparel

57. The Swedish market has few regulations and no trade barriers since it joined the EU in 1995

58. Note:

59. Most people in Sweden exercise regularly

60. According to the United States of American Department of Commerce, “Sports and Leisure Products” are listed in the top 15 industry sectors that will provide the best opportunities for US exports to SwedenSource:http://www.infomat.com/research/infre0000238.html

61. Financial Assessment

62. UA Balance Sheet (Assets) Financial Assessment Source: UA-Thomson Annual Financials, 2007.

63. UA Balance Sheet (Liabilities & Shareholder’s Equity) Financial Assessment Source: UA-Thomson Annual Financials, 2007.

64. UA Income Statement Financial Assessment Source: UA-Thomson Annual Financials, 2007.

66. Company is able to pay short-term liabilities as determined by their positive working capital

67. Highly efficient production processes

68. Highly profitable company

70. Current Data Storage Technology Assessment UA Departmental Systems Accounting Marketing Service Operations Marketing UA Store, Public Web Product Distribution Consumer Care Consumer Relations Retail Service Contracts UA Touch Points Consumer Interactions Direct and Retail Consumer

75. Addition of a database

76. ELT process can extract the information from all the spreadsheets and update a database, and that data would be then extracted and transformed to be loaded into the data warehouse

77. Use of Triggers

78. Behind the scenes processes in charge of data update into the data warehouse

79. Events in the spreadsheet ranging from specific activity to time elapsing can trigger events that continuously update changes in the spreadsheet directly to data warehouse.

80. Other data integration softwareSource: http://msdn.microsoft.com/en-us/library/ms978572.aspx

82. Allow multi-dimensional analytical queries

83. Rapid execution timeTime variant refers to the data warehouse focus on analyzing change over time. Source: http://www.mcs.csueastbay.edu/support/oracle/doc/10.2/server.102/b14223/concept.htm

85. Finds trends and patterns hidden in data

86. Feature to automate business intelligence discovery and distribution

87. Enterprise ready

88. Performance Management

89. Establishment of metrics to use current data and measure current performance

90. Enterprise Reporting

91. All levels of enterprise have access to data

92. “Single source of truth”

93. RISK: Granting full access to all departments can cause tensionSource: http://www.avanco.com/_assets/img/gfx-bi_diagram.gif

94. New Storage Structure Technology Assessment Source Data Warehouse Data Marts Business Users

95. Conclusion

96. Goals Conclusion Conclusion Reduce Operational Inefficiency Data Integration & Data Sharing Boost Marketing Efforts domestically and internationally Provide competent information to make strategic decisions concerning growth and expansion Ensure that international expansion is targeted where populations has large purchasing power Increase profit by: Decreasing costs Increasing sales Increasing market share in athletic apparel

97. Appendix

98. Sources Appendix Appendix http://en.wikipedia.org/wiki/Extract,_transform,_load http://www.mcs.csueastbay.edu/support/oracle/doc/10.2/server.102/b14223/concept.htm#i1006237 http://www.avanco.com/sol_business_intel.html http://www.oracle.com/solutions/business_intelligence/data-mining.html http://www.oracle.com/solutions/business_intelligence/olap.html http://msdn.microsoft.com/en-us/library/ms978572.aspx http://www.dwinfocenter.org/defined.html http://en.wikipedia.org/wiki/Under_Armour NYTimes.com- “Muscling Into the Mainstream” http://blog.oregonlive.com/playbooksandprofits/2008/04/pp_blog_suspects_some_sportswe.html http://www.infomat.com/research/infre0000238.htmlhttp://www.emarketservices.com/start/News/International/news/Electronic-commerce-increases-15--in-Sweden-in-2008.html?xz=0&sd=1&ci=2157