Under Armour's Downfall and the Struggle to Reset
Under Armour was once the next Nike, but sales are sliding. We explore why the brand lost its cool and if a founder-led turnaround can save it.
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Under Armour’s downfall wasn't caused by a lack of good products; it was caused by a lack of integrity in their business model. They chased a 20% growth streak that was unsustainable, and they used increasingly desperate measures to keep it alive.
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The downfall of under Armour
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The momentum trap refers to the immense pressure the company faced to maintain a streak of twenty-six consecutive quarters with at least 20% revenue growth. To keep this streak alive, the internal culture shifted from product excellence to hitting financial targets at any cost. This led to "pull-forward" sales, where executives convinced retailers to take merchandise early to count those sales in the current quarter, essentially mortgaging the company's future to save its present.
Under founder Kevin Plank’s "brand reset," the company is focusing on "quality over quantity" to restore its premium status. By reducing its total product styles (SKUs) by 25%, Under Armour aims to exit "promotional prisons" where excess inventory forced constant discounting. The goal is to sell fewer items at higher price points, focusing on core performance categories like football, training, and running rather than trying to be a lifestyle brand for everyone.
The massive $431 million GAAP loss includes significant "special items" and "accounting noise" related to the company’s restructuring. This includes nearly $100 million for litigation reserves to settle shareholder lawsuits, $95 million to spin off the Curry Brand, and various layoff and asset impairment costs. When these one-time "surgery" costs are stripped away, the core business actually achieved a positive adjusted operating result of $26 million.
Even as Under Armour tries to fix its internal issues, it faces significant external headwinds, most notably new tariffs that are expected to create a $100 million "sinkhole" in profits. Additionally, the brand faces a "trust deficit" in North America, where consumers have been trained to wait for sales. While international regions like EMEA are growing, the North American market—which accounts for over 50% of revenue—continues to struggle with declining wholesale orders and a loss of "brand heat" compared to newer competitors like Hoka and On.
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