Kevin Ross, Senior Vice President and EMEA Managing Director for Under Armour, only joined the company in February 2024 but is no stranger to it. He has been Under Armour’s VP Global Product Creation until 2021. Ross is now responsible for the European Market and has taken over a growing regional business unit. In our exclusive SGI Europe interview, he reveals how he wants to foster growth, how Under Armour regionally adapts its strategy and how critical innovations are.
SGI Europe: The business has grown in the EMEA region with a 9% revenue gain in FY 23. To what do you attribute this success?
Kevin Ross: While I can’t take personal credit for these results, it’s the consistency in our approach towards sales channels, selling strategies, and product merchandising that has paid off. The European team, although smaller, has shown remarkable discipline and quality in partnerships and brand representation.
Strategic Brand Positioning and Market Engagement
Under Armour has sometimes been perceived as lacking clear brand positioning. How are you addressing this perception?
Our roots are deeply embedded in sports performance, starting from American football. The ethos of performance is universal across all sports, whether American football or soccer. Our commitment to providing athletes with the best performance solutions remains steadfast, which aligns closely with the genesis of our brand.
Does this mean a strategic shift in how Under Armour positions itself in Europe compared to the US?
Our global strategy remains consistent. The focus is always on the 16 to 24-year-old consumer through the lens of sport. The primary difference is merely the sport in focus — American football, basketball in the US, and football in Europe. It’s about understanding regional preferences but keeping our global vision aligned.
Does this mean your regional differences are only defined by sports and not by different mindsets or ways of life?
I think consistency with the consumer is key for us. If you have different consumers by region, it can be very complicated for your brand and for your positioning. We’re very clear on the target athlete and see very similar tendencies. I think everybody’s pursuing their own personal greatness. No matter whether you’re a 16-year-old kid in Philadelphia playing basketball or a 16-year-old kid in Munich playing football. We’ve got some truly fantastic athletes in this region from a range of different sports – Anthony Joshua, Toni Rudiger and Fleur Long, to name only a few.
Engagement and Innovation: Key to Future Growth
Speaking of strategy, how are you leveraging Under Armour’s innovations in product development to maintain a competitive edge? Especially against the backdrop that critics say that the major players in the sporting goods industry are lacking innovation.
I can’t speak for what the other brands are doing, but we’re really excited about the innovations and the technologies we’re bringing to market in the next six to 18 months.
The recently launched Shadow Elite football boots and the Infinite Elite running shoe (both launched at the beginning of 2024), are not just new products; they represent breakthroughs in performance gear.
We also launched our latest UA Unstoppable range this summer, which is intended to be a new era of sportswear and demonstrate our brand’s commitment to building a sportswear offering that supports the modern athlete off the pitch. We launched the collection with the campaign “Feel Unstoppable,” fronted by our football athletes Eddie Nketiah (Arsenal), Pedro Porro (Tottenham Hotspur) and Anna Patten (Aston Villa).
As we can see with the latest corporation with Balenciaga, for instance, and with Yassine Saidi being the new Chief Product Officer since the beginning of 2024, Under Armour doesn’t only stick to sports but also tries to focus on sportswear. Aren’t you afraid of threatening your position as a performance brand?
At Under Armour, we see sportswear as an integral part of an athlete’s lifestyle, not just a functional necessity for their training or competitions. For example, consider the varied wardrobe of a young athlete who plays basketball. He or she may have gear specifically for playing basketball or training, but there’s also a significant aspect of his or her life where they express their passion for sports through clothing. This is where our sportswear differentiates itself by being more than just about design; it’s about making a connection to the sport itself.
Kevin Ross on plans in Europe
What are your plans for Under Armour in Europe?
Our focus on sportswear continues to be a substantial part of our investment strategy, particularly within football, which has seen significant developments over recent months. Moreover, we are expanding our influence in team sports, with various campaigns already launched in the UK. Our strategy consistently engages with athletes through innovations and supporting their sporting journey.
This approach is complemented by our performance running developments, highlighted by our Infinite Elite and Velociti Elite running shoes, ensuring that we cover all aspects of an athlete’s needs – from competitive sports to training wear. This holistic approach ensures we stay closely connected to the young athletes’ ecosystem.
For this experience, do you think also about European flagship stores as a touchpoint for the consumer?
We’re currently focusing on enhancing our presence and learning more from our existing brand houses in the UK, which are proving quite effective. Last year, we opened a series of these new brand houses across the UK, including in flagship locations such as Battersea Power Station, Oxford Street, Westfield Stratford and Liverpool ONE. The openings were a significant milestone in our European growth strategy.
While expanding our retail footprint across Europe is always under consideration, our immediate strategy centers on maximizing the impact and effectiveness of our current setups and understanding consumer engagement deeply in these regions.
Under Armour’s strategies to connect with the consumer
Can you give examples how you want to connect with the consumer?
A great example is our UA Next program in London, designed to identify, train, and empower local youth aged 16 to 20 who show promise as athletes, supporting their ambitions to reach their maximum potential. We take the most impressive performers to Amsterdam to further educate them about health and wellness, enhance their skills and ultimately select the top three performers to further their ambitions in sport.
Engaging with consumers at this grassroots level is something we’re very proud of, and we plan to continue expanding. At Under Armour, we envision a world where all youth have access and opportunity to play sports, but we know that many face obstacles that hinder them from reaching their full potential.
To honor these young athletes, we recently launched our ”To the greatest team the world has never seen” campaign. It pays tribute to those whose grit and determination go unnoticed by sharing stories of their long and arduous journeys in pursuit of their athletic ambitions.
How important is it for a brand like Under Armour to take a stand and show engagement in society?
Sport is a powerful platform that provides opportunities to the youth. It has the potential to open doors that many might never even consider. Personally, football was my gateway to studying in America, from school to graduate school, an opportunity that arose specifically through my involvement in sports. Under Armour is committed to offering similar opportunities to young athletes, providing them with a platform to showcase their skills and explore various avenues. It’s about more than just the game; it’s about preparing them for life, equipping them with the tools to succeed in whatever path they choose. This holistic approach underscores our dedication to not only fostering athletic talent but also supporting their personal growth and development.
Some brands or even retailers like Snipes already spend an impressive amount of their marketing budget on communities to improve health, well-being and sustainability. Which share does Under Armour spend here?
We measure our community engagement not by percentages but by the impact we create. Our global initiatives, like the Give Back program, where employees donate their time and we donate products, exemplify our commitment to making a significant difference. Specifically, our UA Next program focuses on providing opportunities for young athletes who might not have access to traditional sports academies. Starting in London, we are addressing the shortage of facilities and coaching by creating platforms that empower these young individuals in urban environments to pursue their sporting ambitions, striving to discover and nurture the next generation of talent.
Kevin, thank you for sharing these insights.
