Andemar Became A Young Challenger Of Nike ADI.

Although the Chinese plation of Andemar (Under Armour, NYSE: UA) is not very well known to Chinese consumers, the sports brand, founded only 20 years ago, is showing strong competitiveness.

At the end of April, Andrew announced its global performance in the first quarter of this year, its net profit increased by 63% to $19 million a year, and its revenue grew by 30% to 1 billion 50 million US dollars, which is better than expected.

In fact, since 2014, Andemar's sales in the US market have even surpassed the traditional sports giant Adidas. The next challenge is Nike.

A sign with a inverted letter U underneath a positive letter U has become fashionable in the United States.

However, this situation changed in 2014. Andemar, who founded only 19 years ago, sold more than Adidas in the United States, and became the second largest sports brand in the United States and challenged Nike.

Andemar was founded in 1996 and was founded by former Maryland football star KeVin Plank.

As a professional athlete, Kevin Plank is tired of sports after that.

A feeling of discomfort caused by sweat, he invented a new material that allows athletes to keep their body fresh and light during vigorous exercise.

Then he persuaded two college football teams to buy his equipment, and then the NFL team Atlanta Falcon wore this brand.

Since then, the number of Andemar's teams has been increasing.

Tight clothing is Plank's product to solve its own pain points, and it is also a star product that Andemar can make bigger and stronger quickly.

Because of its focus on improving product comfort, Andemar soon occupied more than 70% of the market share in the American functional sportswear market, far exceeding the two giants Nike and ADI.

More importantly, Andrew used the slogan "cotton is our enemy", leading the trend of sports equipment with sweat and polyester as material.

Later, Nike launched the DRI-FIT pro series and Reebok launched the NFL equipment series, all following the example of Andemar, trying to do something in nylon and polyester materials.

In November 18, 2005, Andrew made an initial public offering.

In the first day of trading, it created the second highest first day increase in history, and the share price rose from $13 to $26.

Plank is more willing to become a technology company or even an apple in sports than Andrea is regarded as a sportswear brand.

In the laboratory of the headquarter of Andrea, Baltimore has 3D printers, ecological simulation rooms and other high-tech equipment. Its ColdGEarInfrared technology can effectively keep the body's heat while removing weight, allowing athletes to exercise more freely in winter.

Plank said recently, "I notice that when you interview me now, the theme is no longer focused on sportswear and start talking about technology. They even say that Andemar is a stealthy technology company."

In 2011, its popularity was far less than that of andmar on the official website. It launched a campaign called "UltiMATe Intern Program" for 13-24 year olds, inviting young people from all over the country to join andmar as interns to help their brands promote marketing in the community and digitalization.

The event called for 15000 applicants and quickly helped Andemar open up social media such as Faebook and Twitter, and eventually increased her fans in Facebook by 120 thousand. The number of followers on Twitter increased by 4000.

Recently,

It also makes great efforts in building digital sports platform.

Recently, Forbes even wrote that Andrea has become a new "threat" of Silicon Valley.

In November 2013, Andrea spent 150 million dollars on sports training tracking application of Map My Fitness.

Last February, the company spent $475 million and $85 million on the calorie count application My Fitness Pal and the European fitness application Endomondo.

In January this year, it also worked with HTC to build an online health community and launch wearable devices.

After these early preparations, Andrea finally launched his own "

"This application formally matches Nike's Nike+.

Clear positioning of consumer groups has become the main reason for Andemar's success.

Plank once said, "although Andrea has become a brand with more than $1 billion in sales, the purpose of my founding has not changed. That is to make products that are truly fit for athletes."

Andemar's target consumer groups are young people between the ages of 12 and 25, who set off the trend of professional sports among young people.

The final point of the development of Andrea is not professional athletes, but another kind of people, namely, non professional athletes.

This group of people is defined as non professional, but willing to work hard.

What Andrea did is constantly passing on the idea of professional sports, enabling people to become more willing to exercise, or more specifically, to exercise more professionally.

Industry insiders point out that the first success of Andrea in the United States is not a coincidence.

The development of sports market in the United States is the most perfect, and consumers' demand for professional sports equipment is bigger and bigger. Luxuriant design or similar Adidas's leisure wind can hardly attract consumers with higher sports demand. They turn to enter the store of Andrea.

The most critical point of Andemar's success is to explode market reputation by single products.

In the early stage of product development, Plank spent five years pushing over and over again, eventually creating the first T-shirt.

In the first ten years of Andemar, the main focus was on the research of sweat absorbent T-shirts.

Early Plank was very cautious about extending the product line, and did not start selling other sports equipment such as shoes or sunglasses until the quality of the shirt was completely stable. But the original Sweatshirt T-shirt is still in continuous iteration, and the latest T-shirt has been over 60 iterations.

Plank believes that the first product can detonate the market is very critical, it will accumulate high brand loyalty for other areas in the future, so we must constantly improve the product.