Under Armour store

When it comes to embracing digital and virtual capabilities, executives under Armor are all involved.

The Baltimore-based sportswear maker has been investing in digital since before the epidemic. But 2020 has accelerated the process, which is not only important but also important by emphasizing the imagination.

Speaking at the PI Apparel Conference in New York today, Ander Armor executives said that a series of early investments and changes in thinking have helped the company transform digital from product to market. .

in the Q3 results Last week, Under Armor posted revenue growth of 8% to $ 1.5 billion a year. DTC revenue grew 12 percent to $ 604 million.

“Today, it is an imaginary reality, and the reality is an imaginary one,” said Jamie Dunbar, of Armur SVP International Production. She, along with two other executives, explained that the investor’s digital investment investment has paved the way for a higher profit margin and a more seamless product.

The Armor digital shift started with early investments such as 3D capabilities, virtual vending platforms, digital display units, digital asset management solutions and more.

“We had to make a lot of investments to truly embrace the revolution in our region,” said Robert Huntke, director of digital marketing and product development at Armor Digital. “Early investments were basically about technology, as well as building infrastructure to accelerate change when the opportunity arises, as well as managing start-up change.

Once the epidemic hit, display rooms were closed, samples could not be prepared quickly, and in-person sales meetings were stopped. To adapt to the change, Armor created a new digital education and training platform for each team member up to CEO Patrick Frisc, which outlines how sales for all accounts in this new environment will continue.

During this time, digital product samples became more important. Less physical models were also translated into fewer materials and lower costs for transporting samples, which was important in terms of sustainability.

According to executives, implementing these digital and 3D changes can be a daunting task. However, the goal should be to improve digital capabilities rather than replace existing systems, said Alexei Rodriguez, who went to Armour’s VP to market and facilitate business.

For any company with digital transformation, such as Armor, Huntke advises leaders to re-focus on why these changes are important long-term investments, to save money or improve overall sales experience. Because these changes are important, but they are not easy.

For example, switching from 2D to 3D samples can affect a designer’s day-to-day work.

Huntke: “You have to think about what you are asking people to do. “You’re asking an artist to change his mind, so you have to be very strong. You have to keep up the good work. ”